Annual Operating Plan: Human
Resources
2011-12 academic year
1. Context
We are all aware of the overall context. Are there any Faculty/Departmental specific dimensions
to this that need to be noted at the outset?
The HR Department’s Key Strategic Aims were developed in support of the University’s Key Strategic Aim
to be an ‘Employer of Choice’. They are as follows:
Resourcing
1 To ensure that the University recruits excellent staff who reflect the diversity of communities the
University serves with appropriate skills to meet changing business requirements on an ongoing
basis.
2 To ensure that the University retains staff by providing a supportive and developmental
infrastructure.
3 To ensure that HR planning and workload processes are developed and implemented to ensure the
appropriate deployment of staff resources across the University.
Diversity
4. To increase the diversity of the University workforce and ensure that staff are treated with respect
and dignity at all times.
Staff Development & Performance
5. To develop and implement a strategic approach to staff development, ensuring that University,
Faculty / Department and individual needs are met and that staff development resources are
deployed efficiently.
6. To develop and implement an appropriate Performance Management Framework to ensure
alignment with University corporate plans and business plans.
Reward & Recognition
7. To develop fair and transparent reward and recognition processes ensuring these are aligned to the
achievement of University objectives and priorities.
Communication & Feedback
8. To ensure that all staff are informed through appropriate and flexible systems of communication.
9. To ensure that there are appropriate systems to allow for feedback from staff and customers on the
HR service and on major HR initiatives.
Resourcing
(Staff recruitment, retention and deployment)
Reward and
Recognition
Communication
and Feedback
Diversity
Staff Development
and Performance
Being an employer of choice
1
Annual Operating Plan: Human
Resources
2011-12 academic year
The 2011-12 Annual Operating Plan has been developed in line with the philosophy of the current
Strategy. The Strategy does however expire in 2012 and through 2011-12 a new vision will be
developed for the HR department and the University in terms of the recruitment, retention and
development of its human resource. The operating aims for 2010-11 have also been developed with
reference to the following:
External environment
Beyond the very obvious external political, economic and financial influences that will impact on the
University through 2011-12, the HR team will need to give specific cognisance to the:
o Government’s response to the Hutton review on public sector pensions, the impact on
employment terms and the potential for industrial action on a national scale.
o Government’s response to the Hutton review on fair pay and the impact on the sector
o ongoing challenges surrounding sector pay and the sustainability of national pay bargaining.
o impact of legislative developments (e.g. CRB/ISA system, immigration, equality)
Internal environment
o delivering the vision for exceptionality
o responding to, and delivering, the outcomes of the workstream discussions
o supporting the new senior posts within the University (PVCs, Dean of Arts, Registrar, Head of
Student Experience, Head of ICT & Library Services) in the development and delivery of their
longer term plans as they impact on the deployment of human resource
Faculty priorities for 2011-12 (as articulated in AOPs)
Generic:
o Development of academic portfolio
o Staff recruitment activity
o Growth in international recruitment
o Embed Academic Work Planning Model
o Managing change and flexibility of workforce
Specific:
Health & Life Sciences
o Anticipating and responding to the cuts from the Strategic Health Authorities, future demands
for health programmes in the HE sector and changes to educational commissioning
o Faculty staff communication strategy
o Review Faculty workforce in terms of expertise and skills mix.
YSJ Business School
o International student demand and implications for staff
Education & Theology
o Responding to changes in ITE and levels of funding
o Research capabilities
Arts
o Resource alignment in relation to staff, students and facilities, including review of line
management structures
o Development of a more explicitly proactive performance management culture
o Balance the competing demands of staff and workloads
o Faculty communication strategy
o Review programme management and communication issues in relation to BA (Hons) Film & TV
Production
o Management of risk associated with high levels of sickness absence
o Quality of learning and teaching and responsiveness to POLT findings
o Develop and strengthen research, e.g. increased staff PhD registration
2
Annual Operating Plan: Human
Resources
2011-12 academic year
People management
o The need to maintain employee engagement, motivation, satisfaction and levels of morale at a
time of uncertainty and change
Flexibility
Given that at the time of writing the Workstream activity has not yet concluded; we have a number of
new high-level posts within our structures that have not yet determined their individual plans; this will
be the first full year of the new Finance Model; and it is impossible to know the impact of student fees on
recruitment for 2012-13, as a service provider it is vital that the HR and SD teams retain sufficient
flexibility in their planning to respond to demands as they arise.
Health & Safety
Whilst no tasks are specifically referenced in the department’s operating aims for 2011-12 due to the low
risk environment, maintaining a safe environment for the team is integral to all activities and appropriate
guidance is followed, e.g. lone working and DSE use, and risk assessment undertaken where necessary.
Equality & Diversity
In performing its function, the department is committed to promoting and celebrating diversity and
adhering to the principles of equality.
2. Headlines from the recent Annual Evaluative Report (or other evaluations for
those departments not completing an AER)
Briefly state the main quality enhancement areas you will be focussing on.
a. Staff Development AER 2009-10
The Human Resources Department as a whole is not required to process an Annual Evaluative Report.
However, the Staff Development team produces an AER in conjunction with the central lead on
academic development (now the Head of Learning & Teaching Development) and on evaluating the
staff development department activities for 2008-9 and reviewing the priorities of the University’s
Human Resources Strategy, the 2009-10 evaluative process identified a number of actions relating to
enhancement issues which were brought forward for further work in 2010-11. These are
predominantly the responsibility of the Head of Learning & Teaching Development, however with
support from the central team. The actions were as follows:

New format required for Learning & Teaching conference in order to engage more academic
staff. Progress: engaged Teaching Fellows to generate ideas and deliver Conference in a new
format. ‘Talk about Teaching’ event delivered February 2011 with increased attendance of
academic staff and positive feedback

E-Learning continues as a priority moving forward – 1:1 coaching is required to generate bespoke
programme material / content and enable tutors to e-mark and feedback to students. Progress:
Delivered 1:1 coaching and bespoke workshops for individuals and Faculties. Integrated eassessment into SEDA modules. Attendance at Faculty QEC meetings to discuss and resolve
issues in relation to e-submission, marking and feedback. Integrated E-assessment in to Arts and
Business School Away Days
3
Annual Operating Plan: Human
Resources
2011-12 academic year
b.

Continue to work with central lead for academic development to ensure seamless provision of
development activities e.g. related to themes such as assessment and quality enhancement.
Progress: Masterclasses from Visiting Professors delivered and further classes scheduled:
Refreshing the Curriculum, Using Technology to Support Assessment conference and Course
Design as the Planning of Learning.

Continue to develop management information on staff development to line managers to aid
PDR/ POLT processes. Progress: Database set up ready to produce data. Need to do further work
on presentation of information.

Once CPD framework is complete – make this available to all academic staff. Progress: currently
in consultation. On track but not yet made available to staff

Further development required re academic leadership and what this really means to different
roles within different Faculties. Progress: Draft competencies written. Leading Teaching Teams
workshop scheduled with Leadership Foundation. Work potentially impacted on by the HOP
review.

Further discussion required re the way in which we can evaluate the effectiveness of the learning
provided and how this impacts on the quality of the student experience. Progress: Evaluation of
learning: Masterclass scheduled on the Evaluation of Curriculum Innovation. Pilot delivered with
Theology re the evaluation of learning and teaching practice.
HR Department service evaluation
The HR Department introduced a new evaluative process in 2009-10 focusing on the HR and SD
service provided to managers within YSJU. A survey was undertaken in 2009 with actions agreed by
the team in response to the feedback and incorporated in the 2010-11 AOP. These included steps
to enhance our ability to establish effective working relationship with departments/faculties;
enhance our communications; develop a more progressive equalities framework; develop the
connectivity between staff development provision and University and department/faculty
objectives; and heighten our focus on management and performance development. The HR team is
committed to the survey being an integral part of the performance evaluation process for the
department and we are due to re-issue the survey to managers in May 2011. The outcomes will
need to be incorporated in our plans for 2011-12 and beyond.
c.
Staff Survey
Whilst the outcomes of the University’s biennial staff surveys are of concern for us all, given the
focus is to determine levels of employee engagement through assessment of satisfaction with the
working environment, the HR department takes the lead on driving forward initiatives to respond to
feedback. The Action Plan resulting from the 2010 Staff Survey has been developed and agreed with
the focus of attention being placed on four main themes: investment in managers, performance
development, managing change and communications.
The Action Plan can be accessed via the HR pages of the website and steps are being taken by the
HR team in year to start addressing some of the issues. Its main aims are also incorporated in this
Operating Plan.
4
Annual Operating Plan: Human
Resources
2011-12 academic year
d.
Equal Pay Review
The HR department conducts a biennial EPR to evaluate our performance against equal pay
imperatives and we are due to conduct our next review in the summer of 2011. Whilst our equal
pay gap of 16% compares favourably to national and sector averages, the 2009 Review flagged a
number of issues to be looked at which have been progressed over the last 2 years. Any actions
resulting from the outcomes of the 2011 Review will need to be factored into any future planning.
e.
Key Performance Indicators
A further way in which the HR Department evaluates its performance is with reference to the
University’s corporate KPIs as well as local HRM/D KPIs developed with reference to the indicator
sets published by the National Audit Office and Audit Commission. The Department and University
assesses its performance against the indicators in the summer so it is too early to incorporate
findings in this Operating Plan. However, it is anticipated that steps being taken to respond to the
assessment in the summer of 2010 will continue through to 2011-12, in particular:
 Tackling levels of sickness absence through the adoption of a number of human resource
management practices and management development
 Increasing the HR department’s user satisfaction levels (as measured by our performance
evaluation survey (as above))
 Increasing attendance at staff development events in particular in relation to mandatory
development and the learning & teaching conference, and enhancing opportunities for ancillary
staff engagement.
3.
Key Risks (including those relating to resources)
What are the major risks associated with the activities that you are planning to do in 2011-12?
Please fill in the table below, identifying the likelihood and impact of each risk area.
Likelihood
[low-med-high]
Impact
[low-med-high]
Disengaged workforce and low morale due to concern about
uncertain futures
M
H
Lack of leadership and management commitment to HRM/D
priorities and effective people management
L
M
M
H
M
H
M
M
H
H
L
M
M
H
Risk
Performance development issues not addressed across the
University
Middle management capacity, capability and accountability
Insufficient resource in HR team to deal with organisational
changes and demands of departments/faculties for
professional HR support. In turn, insufficient time to deal
with progressive, proactive HR activity
Potential for national dispute and industrial action
Failure to deliver against legal obligations
Changes in patterns of student demand in 2012-13 and
potential impact on staffing levels
5
Annual Operating Plan: Human
Resources
2011-12 academic year
4.
Activities for 2011-12
Briefly describe the activities for 2011-12 that are new or different from previous years. Please
signal those activities that will impact on current staff, space & other resource levels so that the
planning and budget setting processes can be joined up. It would be helpful if you could flag the
most important activities to facilitate their inclusion in the 2011 Corporate Planning Statement.
The activities below are additional to the department’s regular tasks and activities that include the
delivery of a substantial programme of staff development, the recruitment and contracting of staff and
the management of casework; the volume of which can be very high.
Activity
Main outcome(s)
Development of a new HR Strategy for 2012 onwards that supports
the University vision and strategic objectives and is fit for the new
higher education environment; a strategy that ensures we recruit,
retain and develop exceptional people
HR Strategy developed and
delivered
Resourcing & Development
Continue to embed and enhance performance management and
development initiatives and systems, including:
a) Embedding the new PDR arrangements
b) Implementing new management competencies framework
with a view to a first-year review at the end of 2011-12.
c) Develop competencies and behaviours for all
d) Coaching and supporting managers in implementing
performance development measures
e) Deliver University-wide development in customer service
f) Bite-sized workshops and bespoke team development on
key people management issues, e.g. understanding
performance management systems, managing absence etc.
g) Enhance induction arrangements for academic staff to gain
early commitment to exceptionality, our expectations and
what it means for YSJU
Cultural shift to a higher
performing culture where we
put students at the centre,
deliver to promise, provide high
quality customer service and an
exceptional student experience
NB: whilst not a direct responsibility of the HR department, the SD
team will work with the Head of Learning & Teaching Development
around the teaching challenge and the need to provide exceptional
teaching & learning
Resourcing & Development
Enhance management and leadership development and further
embed existing mandatory management development, to include:
a) Implementing new induction process for new managers
b) Implementing new management competencies framework
(as above) and appropriate programme of development, and
integrate with existing HRM systems
c) introducing development opportunities specifically focused
around academic leaders (this may need to follow the
review of programme management arrangements in
Faculties)
Better skilled and more
confidence managers able to
best organise, encourage,
motivate and engage their
teams to ensure maximum
performance.
6
Annual Operating Plan: Human
Resources
2011-12 academic year
Activity
Resourcing, Development and Communication
Develop processes and systems to support, develop, guide and
coach employees and managers through change and help build
morale and resilience within the workforce, including:
a) providing managers with professional advice, guidance and
support to facilitate change initiatives (NB. Given the
context of this Plan, this could require a significant time
commitment by the HR team)
b) delivering management development on managing change
and ambiguity
c) developing guides for managers and employees
d) developing a consistent approach to communicating &
engaging with staff during a change process
e) embedding adherence to new Job Security Framework
f) on-going delivery of stress management workshops and
promotion of the e-learning package on beating stress.
Development
Develop a performance coaching/mentoring framework for the
University, to include the development of:
a) a team of qualified Coaches
b) partnership agreements with external agencies
c) guides to Coaching for managers and employees
Resourcing, Diversity, Development
Ensure effective guidance is provided to managers on people
management and change issues and that they are supported in
managing challenging situations (NB: In light of their annual
operating plan, the Faculty of Arts may draw a lot of support from
the HR team in 2011-12)
Resourcing
Rebranding of staff recruitment to attract the best candidates,
revisit standard requirements for YSJU employees and streamline
systems, for example:
a) taking a fresh look at the ‘look and feel’ of recruitment
activity
b) introduction of standard conduct expectations and
commitment to exceptionality in all job descriptions
c) investigate an IT systems solution to facilitate on-line
applications and synchronisation with the HR Management
Software
See also ‘Future Ambitions’ (2)
Development, Reward and Resourcing
Review the University’s fee remission policy for staff in light of
University fee setting for 2012-13
Main outcome(s)
Managers appropriately
informed, skilled and equipped
to manage change, and staff
feeling appropriately engaged
and supported during change
(to be measured by 2012 Staff
Survey).
Develop a sense of opportunity
rather than uncertainty in
relation to the bigger challenges
in 2012-13
To provide staff and managers
with the opportunity to benefit
from coaching/mentoring to
enhance self-awareness,
enhance their performance in
role and increase their
effectiveness in meeting goals
and objectives
Proactive, fair and effective
people management with
positive outcomes.
Enhanced external presence for
advertising purposes, more
efficient recruitment systems,
better informed recruitment
decisions and the recruitment
of appropriately skilled
employees with a ‘buy-in’ to the
University’s vision and a clear
understanding of expectations
in role.
New Fee Remission Policy
established and introduced
7
Annual Operating Plan: Human
Resources
2011-12 academic year
Activity
Resourcing
Support the Faculties with the implementation of the Academic
Work Planning Model
Reward & Recognition
Lead dialogue in relation to the University’s strategic approach to
reward and recognition to reach agreement on the knowledge, skills,
behaviours, performance and contribution that the University seeks
to reward. (See also ‘Future Ambitions’ (3))
Main outcome(s)
AWPM in operation, with
resultant issues being worked
through
University approach to reward
and recognition agreed that
supports the direction of the
University and the achievement
of longer-term goals.
Introduce and progress the following HRD and HRM initiatives
associated with reward and recognition:
a) a staff awards scheme to celebrate excellence
b) a review of HOP and related roles in Faculties
c) delivery of career development workshops
d) provision of applications and interview development
e) developmental work with domestic staff to raise aspirations
f) enhanced PDR Framework
Diversity
Continue to embed fresh and progressive approach to promoting
equality and celebrating diversity, including:
a) supporting equality analysis exercises across the University
b) developing equality objectives for the University
c) establishing reporting and monitoring systems in line with
General Equality Duty
d) developing better cultural awareness within the University
through appropriate development in line with the
anticipated growth of international students on campus.
Resourcing and Retention
Conduct the 2012 Staff Survey
(analysis of outcomes will take place in 2012-13)
Resourcing, recruitment & retention
Monitor the national situation to ensure an appropriate response by
the University to the changing pay and pensions situation, in
particular to ensure:
a) any industrial action is appropriately addressed and
managed
b) staff are appropriately informed
c) appropriate internal debate occurs around the future of
national bargaining
d) the University is advised of any impact on the national
academic contract that may arise from the introduction of
more flexible modes of learning
Achieve a working environment
where equality is paramount,
diversity embraced and positive
equality practice is fully
integrated.
To gain the views of staff and a
better understanding of levels
of satisfaction and engagement
The University maintains an
acute awareness of the national
situation so we are well placed
to respond to developments
and to take a well-informed
approach to address issues as
they arise.
8
Annual Operating Plan: Human
Resources
2011-12 academic year
Activity
Communication, Feedback and Service Levels
Ensure a professional and responsive service is provided by:
a) taking actions, where possible, in response to the feedback
from the HR Service questionnaire
b) ensuring appropriate levels of CPD for individuals within the
HR and SD teams.
c) effectively communicating the structure, aims, policies and
procedures of the department through the website and
other mediums.
d) Beginning the process of dialogue around the introduction
of the employee self-service module of the HR management
information system, which will give managers and
employees greater control over their team’s and individual
information, and agree an implementation plan
(see also ‘Future Ambitions’ (4))
Main outcome(s)
The HR department provides a
professional, efficient and
responsive service that meets
the needs of the University
9
Annual Operating Plan: Human
Resources
2011-12 academic year
Future Ambitions
This plan has been written with the aim of balancing institutional need against the resources available
within the SD and HR teams to ensure objectives can be delivered. This means that certain tasks whilst
being progressed in year will need to continue into 2012/13 and that certain key aims will need to be put
on hold until 2012/13. The following illustrates how activities will unfold in future years.
Activity
(1) Resourcing and Communications
Move towards a true model of HR Business Partnering to ensure the
best possible support and business solutions for Faculties and the
realisation of key strategic objectives
RESOURCE IMPLICATION: The senior professional arm of the HR
operations team is made up on two staff, a Senior HR Advisor and
the Deputy Director of HR who also has full responsibility for the
operational running of the department. This is insufficient to fully
commit to business partnering. To fully realise the vision for
partnering, the department would need an additional, full-time
Grade 6 HR post; this would then allow one Senior HR Advisor per
two Faculties. Benchmarking suggests that the HR team is underresourced in relation to senior, professional staff and as additional
resource is not available in 2011-12 this objective will not be
achieved in year.
(2) Resourcing
Following the implementation of management competencies in
2011-12, the department will introduce management competencies
into recruitment in 2012-13.
(3) Reward & Recognition
Develop a reward and recognition strategy for the University to
ensure a coherent approach that is effectively communicated,
understood and valued by the University community and which:
 rewards what the University values
 helps recruit and retain the high calibre staff
 develops a better understanding of career pathways
 increases employee awareness of the ‘Total Reward’
package
 ensures fairness, consistency and transparency in all aspects
of reward
Main outcome(s)
Senior HR Advisors more
actively engaged in the business
of the Faculties with a
heightened presence at FMT
meetings, planning and Faculty
events. SHRAs seen as an
extension to the core FMT and
an integral part of the Faculty
and delivering effective HRM
solutions.
Better informed recruitment
decisions and the recruitment
of appropriately skilled
employees
Coherent and comprehensive
approach to reward developed
that supports the direction of
the University and the
achievement of longer-term
goals.
(4) Communication, Feedback and Service Levels
Introduce the employee self-service module of the HR management
information system.
Managers and employees given
control over the management
and use of their team’s and
individual information
10