Jaspal Kaur

advertisement
Leadership Development at
the University of
Nottingham
University of Nottingham Leadership &
Management Framework
1
Overview
• University of Nottingham Context
• Drivers for change
• Leadership Framework
• Challenges & Issues
2
A little about University
of Nottingham
Challenges in Managing
International Universities
3
A Little about
University of Nottingham
• Campuses in UK, China & Malaysia
• 8100 staff
• 43,561 students
• 5 Faculties, 32 Schools
• Research led Russell Group University
• Excellence in Teaching
• 93% UG & 90% PG in employment of study
4
The Strategic Importance
of Leadership
External factors
• Changes in student funding resulting in increased competition
for students.
• Transformation of students into paying customers
• Impact of League Tables on positioning in the sector
• Global competition
Internal factors
• REF exercise determines funding
• Workload modelling – determines resources
• Performance – persistent non management
• National Student Survey – improvement in student
experience at Nottingham is slower than other Universities,
has an impact on league tables
• International leadership – leading staff in China and Malaysia
5
The Strategic Importance
of Leadership
• The University’s staff are the basis of our success. We
attribute much of our success to the quality of our academic,
administrative and support staff. The scale of our ambition
means that, more than ever, we need to attract, retain and
motivate staff of the highest calibre.
• Optimising management effectiveness. For the foreseeable
future, successful universities will be distinguished by their
underlying, continuous and measurable improvements in
efficiency, productivity, effective cost control, and informed,
skillful and well supported management at all levels.
(extract, University Plan, 2010 – 2015)
6
Leadership & Management
Development Framework - Principles
• A progressive approach which recognises that
development support is required from the moment
potential leadership talent is identified through to the
most experienced and senior leaders.
• Leadership development is an on-going process which
leaders return to at different stages of their career.
• Leadership development activity is differentiated for
different groups and individuals.
• Leadership occurs at all staff levels and is fundamental to
successful activity.
• Future leadership potential is nurtured by the framework
7
The Leadership and Management
Development Framework
Level 7 +
Levels 6 - 7
Levels Levels
1-4
4-6
Newly Appointed
Head of School
Senior & Executive
Leadership
Newly appointed
Professors and
Directors
Future Potential
Preparing for Senior
Leadership
Manager and
Leader Practitioner
Emerging Managers
and Leaders
8
Leadership & Management
Development Framework - Themes
Planning and
Resource
Management
Builds Strategic
Capability and
Capacity
Makes a
Personal Impact
Change
Leadership
Leads and
Manages People
9
The Leadership and Management
Development Framework
Level
Preparing for Senior Leadership ( 6-7)
Description
You may become a Professor, be selected to become the next
Head of School, or take on significant management and
leadership responsibilities within a School or Professional
Services Department.
Required
•Recruitment, selection, induction and development of your
team
•Conducting effective PDPR Reviews.
•Financial management
•Planning and implementing successful organisational change
Optional
•ILM (level 5) First Line Manager
•Leadership coaching
•Mentoring
•Action learning
•360 degree feedback
•Relevant external programmes, such as the Leadership
Foundation’s ‘Preparing for Senior Strategic Leadership’
10
The Leadership and Management
Development Framework
Level
Future Potential (usually level 6)
The future potential programme is designed to support those staff
who are at a senior level but are yet to take on leadership
responsibilities.
Future potential supports potential through
•Leadership Potential 360 feedback
•Support from a leadership coach
•Input from current leaders in the University
•Encouragement to draw up a development plan to support an
identified career pathway
11
The Leadership and Management
Development Framework
Level
Future Potential (usually level 6)
The future potential programme is designed to support those staff
who are at a senior level but are yet to take on leadership
responsibilities.
Future potential supports potential through
•Leadership Potential 360 feedback
•Support from a leadership coach
•Input from current leaders in the University
•Encouragement to draw up a development plan to support an
identified career pathway
12
The Leadership and Management
Development Framework
Level
Newly appointed Professoriate and Directors of Professional Services
Leading at Nottingham
Module One – The role of a leader at Nottingham
Module Two – Making the strategic operational and working the finances
Module Three – Managing and Leading People towards High
Performance
“... the University expects senior staff to also be active and engaged
leaders who contribute to the wider University and take steps through
this programme to hone their leadership skills and knowledge and be
willing to apply these attributes in a variety of ways which go beyond their
immediate role and department.”
13
The Leadership and Management
Development Framework
Level
PVCs, Asst PVCs, Deans of Faculty, Heads of School (7+)
Description
Senior management and leadership role; a Head of School, Dean,
Director of a Professional Service, Assistant PVC, PVC
Required
During your first 12-24 months it is expected that you will:
•Engage in ongoing leadership development, e.g. working with a
coach
• 360 appraisal
• Develop your senior team
•Self-assess your capabilities against the critical success factors for
leaders at level 7 and discuss at your PDPR
• International assignment (PVC’s)
Optional
•Executive/Leadership Coaching
• Mentoring with a senior member of staff from outside of HE
• Action learning and 360 degree feedback
• Developing a high performing senior team
• Relevant leadership development activities, such as ‘Leadership
Exchange’ or CPD events with Birmingham
• Other relevant external programmes such as the Leadership
Foundation’s ‘Top Management Programme.’
14
The Leadership and Management
Development Framework
Level
Newly appointed Heads of School
The First Hundred Days Induction Programme
•Understanding of the University expectations of a Head of School
•Provision of practical information about who, where and how to get
assistance in order to get things done.
•An understanding of the annual cycle of activities for which a Head of
School has overall responsibility
•Strategic thinking and making plans operational
•Pragmatic development in some key aspects of leadership including
awareness of transition and change issues and leading people
towards high performance.
•The role of the School Senior Management Team
15
Additional Support
• Mentoring – a range of senior mentors are being trained to
support leaders at various stages in their career. These
range from current senior leaders, ex-Heads of School,
external stakeholders and a shared scheme with the
University of Birmingham
• Coaching – leadership coaches are employed by the
University from a range of sectors to enable leaders to
develop under the guidance of an independent leadership
expert
• Sabbatical - a year sabbatical is made available for all
rotating Heads of School/Deans/PVCs to enable them to
refocus their academic careers after a period of leadership
• Funding – funding is made available to so leaders can
maintain their research during their period of leadership.
• Leadership Conferences – workshops and forums
16
Some Unique Opportunities
•Relationship with the University of Birmingham – leadership
shadowing and shared mentors
•Development of distinct alternative programmes within the
framework
•Research Leadership Programme – a programme
which identifies and develops the responsibility of
leading researchers to provide direction and strategy to
research in their School, Faculty and the University
•Teaching Leadership Programme – distributing
responsibility for managing and improving teaching
across a wider range of staff
•Sim-Uni – a group based activity to enable participants
to lead the University and be scored on their success or
failure
17
Challenges & Issues
•Vice Chancellor commitment to the leadership agenda
•Recruit academics based on research
•Rotating nature of leadership roles
•Requirement for leaders and managers to undertake
development will therefore create some resistance and
criticism
•Resource issues as elements of the framework are supported
externally
•Ensuring the credibility and content of the programmes for a
senior and often very experienced audience
•Making sure the framework is flexible so it can be developed
to meet changing needs
18
Issues around Leadership
Recruitment
Development
Reward
Leadership
Succession
Promotion
19
Challenges & Issues
Thank You
20
Download
Related flashcards
Create Flashcards