Warwick University Physics Department Champion Action Plan 2012
Principle 1: A robust organisational framework to deliver equality of opportunity and reward
Action already taken and Further Action
Responsibility
outcome
1.1 Establish organisational
1.1.1 The Welfare and
1.1.1 To continue
Head of
framework
Communication group
to maintain and
department and
1.1.1 Evidence of senior
comprises staff at all
review
chair of Welfare
management commitment
levels including head and membership.
and
deputy head of
Communication
department,
Group.
undergraduate and
postgraduate admissions
tutors, research staff,
outreach staff and
postgraduate students.
Physics HR staff are
regularly briefed on
institutional policy.
1.1.2 Effective consultation,
communication, monitoring,
evaluation and reporting
mechanisms
1.1.2 Meetings take
place every three months
with minutes posted on
the departmental webpage. Welfare and
Communication reports
to staff meetings. Two
group members also
attend University Athena
Network meetings to
share best practice. This
feeds into University
awareness and support
1.1.2 A formal
annual report on
Welfare and
Communication will
be presented at
each autumn staff
meeting.
Welfare and
Communication
Group.
Timescale
On-going
Success
Measure
Continuity and
full membership
of group
The first annual
report was
presented to
staff in summer
2012.
networks with other
STEM departments
1.1.3 Clear accountability for
implementation and resources
allocated (time and money)
1.1.3 Participation in
Welfare and
Communication meetings
is recognised as part of
the department collegiate
structure; coordination is
a recognised duty. Funds
for Juno/Athena related
travel are provided as
required.
1.2 Monitoring and evidence
base
1.2.1 Monitor over time,
quantitative data by gender for staff
and students
1.2.1 Data is collected by
the University for all
departments; this shows
no. of male/female
undergraduates, gender
of staff appointments,
promotion rates at all
staff levels for male and
female staff etc. This
data is available from
2006/7
1.2.1 To continue
to collect this
information via HR
systems (staff) and
Management
Information and
Planning office
(students).
Welfare and
Communication
Group
On-going
The chair of
Welfare and
Communication
group has
attended a Juno
workshop in
Bristol, and also
an Athena
‘going for gold’
workshop in
London.
The chair of
Welfare and
Communication
group collects
this data from
the University
on an annual
basis
1.2.2 Obtain qualitative data from
staff.
1.2.2 Qualitative data
from staff is identified
through the annual Pulse
Survey.
1.2.2 To continue
to press university
HR to change
PULSE questions.
1.2.3 Identify any discrepancies in
gender representation and/or
progression and identify factors that
might be causing them
1.2.3 For 2010/11
Warwick Physics
Department has a lower
percentage of female
students at both
undergraduate and
postgraduate level than
the national average
(17% v 22% undergrad,
20% v 23% postgrad).
The undergraduate
figures have remained
unchanged over the past
5 years.
1.2.3 Quantitative
data will be
examined on an
annual basis.
A comparison with
other departments
offering straight
Physics will be
looked at in the
future. The current
national average
includes
departments which
offer combined
courses such as
Physics with
Welfare and
Communication
Group
Data from the
Pulse survey is
available online
for years 2010
and 2011.
Physics has a
more positive
response to
‘working
environment
and work-life
balance’ (68%)
than the
University
average (63%)
and the science
faculty average
(59%)
Warwick
Physics
Department has
a higher
proportion of
female staff
than the
national
average (19% v
16%), and a
higher
proportion of
female
professors
(11% v 6%)
Medical Physics
which have a
higher female
intake.
Principle 2: Appointment and selection processes and procedures that encourage men and women to apply for academic posts at
all levels
Action already taken and
Further Action
Responsibility
Timescale Success
outcome
Measure
2.1 Ensure that processes and 2.1.1 Appointments are
HR
On-going
Thirty four
procedures are fully inclusive monitored by the Learning
administrator
research
2.1.1 Ensure career breaks are and Development Centre
and
taken into consideration
(LDC). Warwick’s
academic
recruitment and selection
staff have
policies are gender blind;
joined the
all advertisements have a
Department
Diversity statement.
since the
last
submission,
7 of whom
are women
and 27 men
2.1.2 Gender awareness
2.1.2 Senior management
2.1.2 Staff will be
Head of
Before next All senior
included in training for all staff
and cluster heads have
encouraged to do online
Department
academic
staff have
who interview
undergone online training
gender awareness training
year
undertaken
supplied by LDC
supplied by LDC.
recruitment
Gender
awareness
will
be
training.
http://www2.warwick.ac.uk/
services/ldc/development/re recommended for inclusion
as part of pCap course.
cruitelearn/
2.1.3 Provide induction for all
new staff, including research
assistants, on appointment
2.1.3 Induction packs are
given to all new staff; these
are tailored according to
staff category. Post
graduates at Warwick who
become a PDRA also
receive a ‘top-up’ induction.
2.1.3 Induction packs are
updated continuously
HR
administrator
On-going
Induction
packs have
been given
to all staff
for many
years.
2.2 Take positive action to
encourage under-represented
groups to apply for jobs
2.2.1 Monitor applications,
shortlists and appointments,
looking at the proportion of
women (internal and external) at
each stage
2.2.1 Staff appointments for
all departments are
monitored by the University
and these statistics are
made readily available.
Current data goes back to
2006-7.
2.2.2 Identify any
discrepancies and investigate
why this might be the case,
taking action as necessary
2.2.2 Recruitment figures
show that for the period
2009-2011 the percentage
of women who were
successful in academic and
research appointments
varied between 0 and
11.76%, whilst the
percentage of men who
were successful varied
between 0 and 11.11%.
Welfare and
Communication
Group
2.2.2 The Welfare and
Communication Group will
monitor the proportion of
women and identify
discrepancies on an
annual basis.
The Welfare
and
Communication
Group will
advise Head of
Department
12 months.
The chair of
Welfare and
Communica
tion group
collects this
data from
the
University
on an
annual
basis.
Two women
and six men
have been
recruited at
assistant
professorial
level or
above since
the last
submission.
Principle 3: Departmental structures and systems which support and encourage the career progression and promotion of all staff
and enable men and women to progress and continue in their careers
Action already taken and
Further Action
Responsibility
Timescale
Success
outcome
Measure
3.1 Transparent appraisal and 3.1.1 Staff appraisal occurs
Head of
On-going
Annual
development
through the Staff Annual
Department,
reviews
3.1.1 Appraise all staff,
Review Process. PDRAs
line managers,
have been
including researchers and
have six monthly review
HR
held since
PDRAs
meetings with their line
November
manager but are also given
2008. All 78
the option to have an
permanent
Annual Review. They also
members of
have a consultation with the
staff were
head of department six and
offered
four months before their
Annual
contract ends, and an exit
Review.
interview
This was
taken up by
66 people.
3.1.2 Mentoring scheme in
3.1.2 All academic staff on
place with training and guidance probation have a mentor for
available for both mentors and
up to five years. The
mentees
university provides training
for those who wish to
become mentors. Mentors
are available for staff
returning from
maternity/paternity/adoption
leave.
3.1.3 Ensure all staff, including 3.1.3 Career guidance is
PDRAs, have access to impartial available through LDC for
career guidance
all staff categories. LDC
actively market their events;
researchers receive a
dedicated monthly enewsletter detailing events.
The annual review process
also fosters career
development
3.2 Transparent promotion
3.2.1 A senior female
processes and procedures
academic is included in the
3.2.1 Ensure promotions
promotions committee.
process is transparent and fair to
all staff at all levels, including
those who have had a career
break
3.1.3 To continue to liaise
with LDC to identify
appropriate courses for all
categories of staff
3.2.2 Ensure all staff are
aware of promotion criteria and
process and the support
available to them throughout the
process.
3.2.2 This has been rolled
out to research staff for
2012.
3.2.2 All academic staff are
aware of the process
through the departmental
web pages, and annual
emails inviting submission
for promotion.
HR
Promotions
committee.
HR.
Promotion
data show
that for
Physics, 3
women and
25 men
were put
forward for
promotion
since the
last
submission.
Continual
review.
3.2.3 Take steps to identify
and encourage potential
candidates for promotion
3.2.3 Potential candidates
are identified and
encouraged through the
annual review process.
Each case is discussed and
iterated with line manager
and cluster head. The
promotion committee offers
advice on a draft before
submission to the
University.
3.2.3. The statistical data
on promotions will be
reviewed.
Promotions
committee
August 2012
For 2012, all
staff entitled
to be
promoted
were given
the
opportunity
to apply.
Principle 4: Departmental organisation, structure, management arrangements and culture that are open, inclusive and transparent
and encourage the participation of all staff
Action already taken and
Further Action
Responsibility
Timescale Success
outcome
Measure
4.1 Promote an inclusive
4.1.1 Staff meetings are
4.1.1 Meetings will be
Secretary for
Informed and
culture
now open to all categories
monitored to ensure a
minutes
engaged staff.
4.1.1 Ensure departmental
of staff; these are held three good mix of staff continue
Policies and
processes, procedures and
times per year. Staff from all to attend.
practices are
practices are fully inclusive
categories do attend.
included in
the annual
report to staff.
4.1.2 Gender awareness
4.1.2 Senior management
4.1.2 Staff will be
Head of
Before next All senior staff
included in the training for all
and cluster heads have
encouraged to do online
Department and academic
have
staff and demonstrators.
undergone online training
gender awareness training all lead staff
year
undertaken
supplied by LDC
supplied by LDC. This
diversity
training.
http://www2.warwick.ac.uk/ covers all protected
services/ldc/development/di characteristics.
versityelearn/
Face to face training is
available from the University
equality and diversity team.
4.1.3 Promote inclusive social
activities and other opportunities
for mutual support and
interaction.
4.1.3 Academic away days
are usually organised for
‘clusters’ rather than the
whole Department. Social
activities for the whole
Department include a
summer barbeque for all
staff, and a Christmas meal
for all staff plus partners.
Coffee is served in the
common room every day at
11am to act as a social
centre for the Department.
A weekly newsletter
continues to be emailed to
all staff
4.1.4 Use positive, inclusive
images in both internal and
external communications.
4.1.4. Positive and inclusive
images are used in
departmental literature for
potential undergraduates.
The Physics website
includes links to staff
profiles showing positive
role models.
4.1.3 A monthly network
for new research staff with
support from the LDC will
be trialled for one year, to
act as support and boost
networking between
departments; this will be
publicised in Physics
through the dedicated
research staff email list
and in the weekly
newsletter.
Head of
Department and
all lead staff
12 months
There is a
high level of
attendance at
both
Christmas
and summer
events.
Since the last
submission, a
webpage has
been created
with the staff
profiles of
nine women
working in
Physics. A
new display
showing our
Juno and
Athena Swan
status is on
show at open
days.
4.1.5 Encourage and support
female seminar speakers.
4.1.5 The number of female
speakers in the Department
is monitored.
For 2011,
17% of the
speakers at
seminars in
the Physics
Department
were female
(19 out of
108).
4.2 Transparent workallocation model
4.2.1 Recognise the full range of
types of contributions and
departmental role, including
administration, welfare and
outreach activities.
4.2.1 The work allocation
model is conducted by the
Director of Studies, taking
into account teaching and
administrative duties. The
Department has a dedicated
outreach officer, 80% of full
time, funded by the Ogden
Trust.
Director of
Studies.
4.2.2 Ensure all staff are aware
of the criteria used to develop
the model and that the allocation
is transparent
4.2.2 Details of the
algorithm are available on
the teaching pages of the
departmental web-site and
also in academic induction
material. Allocation of duties
are discussed with
individual staff in the three
month period prior to annual
publication. All staff are
offered a chance to change
their balance of work within
a predetermined fixed load
each year; administrative
Director of
Studies.
~50% of staff
take the
opportunity to
discuss their
duties each
year
duties rotate every three
years.
The workload allocation
process has been
discussed at a previous
academic away day.
Principle 5: Flexible approaches and provisions that enable individuals, at all career and life stages, to optimise their contribution to
their department, institution and SET
Action already taken and
Further Action
Responsibility
Timescale
Success
outcome
Measure
5.1 Support and promote
5.1.1 The Department at
Head of
On-going.
Twelve men
flexible working practices
Warwick has supported
Department and
and four
5.1.1 Clear support from Head flexible and part time
HR
women staff
of Department for flexible and
working for all staff for a
administrator.
members
part-time working
number of years. Parental
currently work
leave, where staff may take
part-time in
up to four weeks unpaid
the
leave in any year for each
Department.
child under 5, is promoted
through the university
website and also through
the annual report to staff.
5.1.2 Consistently applied
policy on part-time and flexible
working
5.1.2 Due to small numbers,
each case is considered
individually.
5.1.3 Promote the benefits of
flexible working for both men
and women, particularly for
those with caring responsibilities
5.1.3 Staff profiles including
those with flexible/part-time
working patterns are readily
available on the
departmental website
5.1.4 Explicit support for those
returning from career breaks or
maternity leave
5.1.4 Staff returning from
maternity leave can seek
study leave for the term
following maternity leave in
order to gain research
momentum. The University
also offers a salary sacrifice
scheme for staff using the
University nursery. The
nursery was rated excellent
by OFSTED in 2010/2011,
and has also won an
architectural award.
Ten KIT (keep in touch)
days are available for
women on maternity leave
to spend time in the
Department
5.1.4 From March 2012
there has been a new
‘Returning parents’ support
network’ organised through
the University Equality and
Diversity team. Awareness
of meeting dates is raised
through the weekly
departmental newsletter.
One member
of academic
staff has
taken, and
returned from,
maternity
leave since
the original
submission.
She is
currently on
study leave.
One
postgraduate
student has
taken
maternity
leave, and the
Department
successfully
applied for a
grant from the
graduate
hardship fund
to cover her
funding during
this time. One
5.1.5 Encourage take up of
paternity and other caring leave
5.1.5 Additional paternity
leave can be taken if
maternity leave is not fully
taken up. Paternity,
adoption and parental leave
are promoted in the
induction booklet, and also
online.
clerical
member of
staff has
returned from
maternity
leave on
condensed
hours.
2 or 3
members of
Physics
academic
staff take
paternity
leave each
year.