1 / 19

Ronnie Magee Director of Human Resources University of Ulster

Ronnie Magee Director of Human Resources University of Ulster. UK HE – A SUCCESS STORY. £59bn in value to UK Economy £7.9bn in export earnings 2.5m Students 370,000 Staff 165 HEIs : +12 ‘new’ UK : 2 nd Favourite Destination: International Students

yahto
Télécharger la présentation

Ronnie Magee Director of Human Resources University of Ulster

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Ronnie MageeDirector of Human ResourcesUniversity of Ulster

  2. UK HE – A SUCCESS STORY • £59bn in value to UK Economy • £7.9bn in export earnings • 2.5m Students • 370,000 Staff • 165 HEIs : +12 ‘new’ • UK : 2nd Favourite Destination: International Students • Produces 13% of World’s most highly cited paper • 81% Students ‘satisfied’ with their course

  3. PERFORMANCE MANAGEMENT: DEMAND • Operational Demand • Institutional Demand • Sector Demand

  4. ORGANISATIONAL DEVELOPMENT/ PERFORMANCE • What it says on the tin! • Strategic • Corporate Plan/Objectives • Core Strategy Objectives • Government/HEFCE/UUK/CUC/Governing Bodies

  5. ORGANISATIONAL DEVELOPMENT/ PERFORMANCE • Long Term Sustainability • Rapidly Changing Sector - Nationally - Internationally • Pressures – Challenges for Sector

  6. UK SECTOR PRESSURES • KIS • HEAR • Recruitment and Retention • NSS • Brand and Reputation • League Tables

  7. KEY INFORMATION SET (KIS) • Student Satisfaction • Quality of Course • Staff Good at Explaining Things • Staff Made Subject Interesting • Advice and Support with Studies • Feedback on Work (prompt?) • Library/IT Resources • Assessment Methods Used • Professional Body Recognition of Course

  8. KEY INFORMATION SET (KIS) • Cost • Tuition Fees • Accommodation • Bursaries/Scholarships • VFM • Employment • Destination of Students • Graduate Jobs • Salaries – Graduate Jobs

  9. METRICS: CORPORATE - HR • Governing Bodies Want Metrics that Show Outputs • Quantitive • Qualitive • BUT – Address Corporate Plan Objectives and Core Objectives and Add to the Bottom Line

  10. KEY QUESTIONS FORHEIs and HUMAN RESOURCES • How can HR contribute to increasing efficiency, reducing cost and enhancing the student experience? • How can HR facilitate the adjustments that will be needed to respond to the different needs of part-time and distance learning? • How can HR help Universities gear up towards being more competitive? • How can HR help contribute to the enhancement of assessment and feedback?

  11. KEY QUESTIONS FORHEIs and HUMAN RESOURCES • What are the IR and ER implications of changing practices in Academic Departments? • Do your promotion and reward processes recognise excellence in teaching and academic enterprise as well as research? • What are the IR implications for your University of publishing KIS/HEAR etc? • Does your University have the capacity and capability to alter the nature of the relationship between staff and students (Enrich!)

  12. KEY QUESTIONS FORHEIs and HUMAN RESOURCES • Does your University culture and relationship with your Students’ Union support the provision of feedback on the performance of individuals (Imperial)? • Do your staff have the capacity and skills to work with business to better promote teaching, employer sponsorship, innovation and enterprise? • What can be done to help staff who have worked in HEIs gain a better understanding of Employers’ requirements?

  13. KEY QUESTIONS FORHEIs and HUMAN RESOURCES • Could your University compete if another provider decided to target your part-time mature students or international students market? • HE in FE! Cheaper. How can you compete on cost? • How can HR influence design content and innovation?

  14. WHAT SHOULD HEIs / HR SEEK TO ACHIEVE VIA PERFORMANCE • Enhance Individual Capability • Enhance Engagement • Enhance Institutional Capability • Enhance Performance of the Organisation and Individual • Contribute to the Delivery of the Corporate Plan and Core Strategies • Brand and Reputation • CONNECTIVITY

  15. PERFORMANCE MANAGEMENT SYSTEM • Organisation Level/Corporate • Core Strategic Level • Faculty/School • Individual Goals

  16. REWARD THE OTHER SIDE OF THE EQUATION • Ulster – Professors and Senior Management - Objectives → linked to Core Strategies - Deliverables in Corporate Plan - Progression is linked to achievement – not Automatic

  17. REWARD THE OTHER SIDE OF THE EQUATION • Professors - Four Professorial Bands Robust Open Criteria -Three Pathways Research and Innovation Teaching and Learning Academic Enterprise

  18. REWARD THE OTHER SIDE OF THE EQUATION • Opportunity to Progress Within and Across Bands Subject to Performance • Assessment by Peers/School and Faculty • Capability Procedure

  19. THE CASE FOR PERFORMANCE MANAGEMENT • Strategic – Corporate Level Performance of the Organisation • Linked to Metrics to achieve Corporate Plan (Connectivity) • Performance Management System – will deliver Performance Management of Individual and contribute to Organisation Performance/ Development

More Related