UNIVERSITY OF CUMBRIA
WORKFORCE STRATEGY
HUMAN RESOURCES SERVICE
NB. This strategy is available on the University of Cumbria website and it
should be noted that any printed copies are uncontrolled and cannot be
guaranteed to constitute the current version of the policy
POLICY SCHEDULE
Policy title
Workforce Strategy
Policy owner
Human Resources
Policy lead contact
Human Resources
Approving body
UEG, EPC
Date of approval
Date of implementation
February 2015
Version no.
1
Related Guidelines, Procedures, Codes
of Practice etc.
Learning & Development Strategy, Research
Strategy, Academic Strategy
Review interval
Three years
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Contents
1. Introduction
3
2. UoC Context
3
3. Workforce – Where We are Now
5
4. UoC SWOT Analysis
7
5. Workforce Initiatives 2014 to 2019
7
6. Delivering the Five year Plan
9
7. Implementation
11
8. Monitoring & Review
11
Appendix 1 - UoC Workforce Strategy Action Plan
Appendix 2 - UoC Key Workforce Data
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WORKFORCE STRATEGY – 2014 TO 2019
1.0
INTRODUCTION
1.1
This document constitutes the Workforce Strategy for the period 2014 to 2019. It
is essentially a support Strategy for the University’s strategic priorities and
academic plans.
1.2
The Strategy provides a long term strategic framework under which a number of
more detailed workforce plans will be developed by Faculty and Professional
Services management teams. The aim of the Strategy is to ensure an affordable
workforce that is competent with the capacity and capability to deliver excellent
services to our students. The Strategy is aligned to the priorities contained in the
Corporate Strategy and Annual Operating Plan of building services around the
needs of students. It seeks to ensure a workforce that enables sustainable
financial performance as modelled in our financial plans and delivers high quality
services and levels of satisfaction in staff and students.
It has close
interdependencies with other University strategies and complements the Learning
& Development Strategy, Leadership and Management Development Strategy,
Research Strategy and Academic Strategy.
1.3
This Strategy is a ‘living document’ in that it will be updated as our other
institutional strategies develop. It will also be reviewed in the light of changes to
employment law, sector best practice and our operating conditions.
2.0
UNIVERSITY OF CUMBRIA (UOC) CONTEXT
2.1
The University of Cumbria (UoC) is facing new funding arrangements and an
extremely challenging spending environment over the next five years. UoC has to
deliver efficiencies in all elements of teaching, research and administrative
activity. In addition to this, since the introduction of tuition fees the University is
experiencing growing student expectations in an increasingly competitive HEI
environment. UoC now needs to become even more responsive to the changing
demands of students and employers for high levels of skills and employability.
Student choice and experience is now a key long-term driver of quality and all our
staff must be flexible and responsive to the needs of students.
2.2
The University strives to provide the highest possible quality to students across
the spectrum of our programmes. UoC believes that a highly skilled, motivated
and engaged workforce is essential to ensuring this can be achieved. The higher
education sector is changing and UoC is aware of the scale of change that will be
required from the workforce in order to deliver its strategic ambitions in the
context of external changes that will impact on the workforce and the changing
financial environment. A key element of this Strategy is to develop plans to meet
these challenges and to support the University’s ambition to attain research
degree awarding powers (RDAP) by 2017. We will continue to monitor the
changing HEI landscape and use student projections to make the necessary
adjustments to our workforce numbers.
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2.3
As the University is faced with the need to make recurrent savings over the next
five years, our challenge is to become leaner and more efficient without
compromising on the quality of our services to students.
2.4
Core Values
2.4.1 Our approach to pursuing our mission and vision reflects our Core Values of:
•
Respect
•
Professionalism
•
Aspiration
•
Integrity
2.4.2 These values are at the centre of all we do and our staff are expected to reflect
these values in providing teaching and facilitating learning for our students. We
aim to ensure that every member of staff is developed to reach their full potential
in delivering an excellent service to students.
2.5
Corporate Strategy
2.5.1 The key workforce development areas of our Corporate Strategy for the next five
years are listed below:
•
Enhance our innovative and creative learning, teaching and assessment
practices with accessible and distributed delivery which enables students
to excel in their chosen profession
•
Increase the amount and quality of our research activity and outputs, and
enhance our reputation regionally, nationally and internationally
•
Embed a culture and infrastructure supportive of innovation and enterprise
across the University
•
Establish a reputation for outstanding innovative practice and successful
partnerships within the region
•
Establish a reputation which attracts international students and
partnerships and embeds global perspectives throughout our University
and in our communities
•
Establish the University of Cumbria as an outstanding higher education
provider of vocational and professional education making a positive impact
in the region
The Workforce Strategy is intended to support the key aspects of the Corporate
Strategy as outlined above.
2.5.2 From our Corporate Strategy we have identified the following key aims
for our workforce over the next five years:
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•
The need to provide the highest quality teaching and experience to
our students and staff
•
Developing a more flexible workforce with good succession and
talent management plans
•
More academic staff engaged in research and knowledge transfer
work which contributes to achieving Research Degree Awarding
Powers (RDAP) and Research Excellence Framework (REF)
activities
•
Need for efficient, flexible and cost effective services to support
teaching, research and knowledge transfer activities
•
Facilitating all academic staff who deliver teaching to be HEA
fellows
•
Recruiting new academic staff with Doctorates (or close to
completing them)
2.5.3 Executive Deans, Deputy Deans, Heads of Departments and Directors of Research
and Services supported by HR, Finance and strategic planning partners will be
required to implement programmes to meet the aims listed above.
3.0
WORKFORCE – WHERE WE ARE NOW (2014)
3.1
The following section of the Workforce Strategy sets out a summary analysis of
where we are now, focusing on some key workforce indicators and concluding
with a SWOT analysis (based on 2014 staff survey). It is important to understand
where we are now, so that we can be clear on what needs to change over the
coming years to ensure we meet our strategic ambitions. HR will critically review
key workforce statistics on a 6 monthly basis to ensure strategic priorities are
met and any issues of concern are addressed in a timely manner.
3.2
The University employs 924.47 (FTEs) as at August 2014 which represents payroll
costs of 58.62% of the University’s total income. A breakdown of some key
current workforce information including highest qualifications, headcount by
gender and PPDR data as at August 2014 are shown below. More workforce
information is listed in Appendix 2.
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Highest Qualifications – 2014
Faculty / Service
AQD
Estates and FM
External Relations
Faculty of Education, Arts and Business
Faculty of Health and Science
Finance and Planning
Human Resources Service
IT Services
Library and Student Services
Research Office and Graduate School
SaMIS
Vice Chancellors Office
UEG
UoC Total
% with Masters
20.69
4.88
5.88
37.69
37.50
2.22
11.11
2.38
12.37
16.67
7.59
15.38
0.00
21.26
% with Doctorate
6.90
0.61
5.88
14.55
21.98
4.44
0.00
2.38
2.06
50.00
1.27
0.00
15.38
9.99
Headcount (HC) & FTE of staff by grade split
and gender
Female
Male
Total
Corporate
Leadership
HC
FTE
11
11
15
14
26
25
Grade 1-6/App
& Interns
HC
FTE
403
318.54
126
115.43
529
433.97
Grades 07 - 10
HC
314
214
528
FTE
263.71
197.94
461.65
Total
HC
728
355
1083
FTE
593.25
327.36
920.62
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PPDR important in ensuring all employees fulfil their potential. Target of 100%
completion yearly
4.0
UOC SWOT ANALYSIS
4.1
The table below presents the SWOT analysis for UoC based on Business Plans, the
2014 Staff Survey and PPDR outcomes. Key strategic forums of the University will
ensure that UoC builds on its strengths and opportunities and implement actions
to address weaknesses and threats faced by the University. Progress will be
reviewed on a regular basis in order to ensure that the University is achieving its
strategic workforce objectives.
Summary SWOT Analysis
Strengths
•
•
•
•
•
•
•
Strong local identification
Loyal workforce
Stable workforce
Good employee relations
Good industrial climate
Low turnover
Growing reputation
Weaknesses
•
•
•
•
•
•
•
•
Opportunities
•
•
•
•
•
Removal of cap for student
recruitment
Improving local engagement
Tough employment market increase potential for labour pool
Uniqueness of Cumbria
Different campuses and access to
different labour market, students
Lack of robust succession planning
Limited integration with finance and
activity plans
Some hard to fill posts
Ageing workforce in some areas
Limited flexible contracts
Limited use of technology to
automate transactional roles
Limited alternative roles
High pay grades in some areas
Threats
•
•
•
•
•
•
•
Student choice
Failure to engage key stakeholders
Growing student expectations
Failure to change the cost structure
Government policy changes
Failure to deliver efficiency savings
Changing HEI sector
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5.0
WORKFORCE INITIATIVES 2014 TO 2019
5.1
Academic Staff
5.1.2 The quality of our academics and the learning environment for students have
become even more important for the University. Over the next five years we
must continue to provide high quality teaching to an increasingly savvy student
population and develop sophisticated distance, e-learning and blended learning
delivery. To meet the changing demands of students and our international
ambitions, our academic staff will be strongly encouraged and supported to meet
the digital literacy framework requirements. Academic staff will also be expected
to complete appropriate professional development programmes and higher level
qualifications e.g. Masters and Doctorates.
The University will review its
recruitment activity for new academic staff and ensure higher level qualifications
are listed as essential criteria where appropriate.
5.2
Developing existing staff
5.2.1 Over sixty per cent of the staff that will deliver services in five to ten years’ time
are already employed at the University. It is therefore essential for UoC to ensure
it has highly competent staff at all levels with up-to-date knowledge and skills in
order to provide an excellent service to students. The University acknowledges its
shared responsibility to support such continuing professional development so that
staff can maintain the skills and knowledge required to deliver a high quality
service to students.
5.3
Meeting the financial challenge and maintaining a high quality service
5.3.1 The current economic situation requires the University to consider cost reduction
in all areas of expenditure including the workforce. Our staff costs are a
significant part of our expenditure and we will continue maintaining close scrutiny
of staff recruitment to maintain our payroll costs at a maximum of 54 per cent of
our income to reflect the sector average. We expect out staffing base to be
around 900 FTE on average over the next five years subject to student numbers.
Our staffing base will be adjusted on an annual basis to reflect our student
numbers and financial position.
5.3.2 Over the next five years, line managers will be required to identify opportunities
within the current workforce where savings can be realised by optimising
workforce efficiency and productivity whilst maintaining a high quality service for
students. The overarching aim is to ensure that the University has currently and
in the future the right number of staff with the right skills and competencies, in
the right place at the right time to deliver a high quality service to students.
5.4
Technology enabled learning
5.4.1 With the increasing demand from students for technology enabled learning
programmes, the University will expect all academic staff to develop IT skills to
ensure they are confident in using cutting-edge technology in delivering
programmes to enhance the learning experience for all students.
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5.5
Research development
5.5.1 Our postgraduate research student numbers continue to grow and excellent
progress has been made in planning our submission for Research Degree
Awarding Powers (RDAP). Much work has also been undertaken to prepare for our
next Research Excellence Framework submission (REF). To meet our RDAP and
REF requirements, the opportunity for research activity and supervision will be
available as appropriate to our academic staff. This will enable relevant academic
staff to increase the amount of research grant bidding activity, support the
researcher development programme for research students by providing an
intellectually stimulating learning environment, make judicious use of Research
and Scholarship time in order to attain appropriate and defined outputs each
year, and ensure a strong research-teaching nexus with the University’s academic
portfolio.
5.6
Student numbers and financial projections
5.6.1 In line with our current and projected student numbers, the University has to
become more efficient and productive whilst maintaining tight control over its
headcount. The University needs to deliver its financial and operational plans and
we must ensure that we remain a sustainable University. We must therefore
develop workforce plans that are affordable and aligned to student numbers. We
will therefore maintain close scrutiny of all recruitment activity over the next five
years.
5.7
Workforce planning & development
5.7.1 Effective workforce planning is essential to meet the needs of students and the
challenges of future requirements within the higher education sector. Developing
workforce planning skills and knowledge of line managers is imperative
considering they are at the forefront of service delivery. Within the context of the
strategic framework and our vision for UoC, one of the key areas we will have to
address is how service managers can work more effectively with academic staff to
develop an inclusive approach that draws upon specialist knowledge for the
benefit of good workforce planning and modernisation.
5.8
UoC wide training & learning need analysis
5.8.1 To ensure that the University provides the right training and development
programmes to support its strategic intentions, each Faculty and Professional
Services area will be required to populate a training & learning needs analysis as
part of the annual business planning round. This would be done during the
business planning round in order for a robust UoC wide training plan to be
developed. For research active staff this would be in conjunction with the
Research Office and Graduate School linked to the researcher development
programme for supervisors and research students. The annual UoC training plan
will support the strategic priorities of the University and will be based on
providing key skills and development for staff based on the needs of the service.
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5.9
Balancing retention and recruitment
5.9.1 UoC will allocate more resources to retain existing employees with highly valued
skills as the University will need to limit recruitment activity over the next five
years.
It is recognised that recruiting is a very expensive alternative to
unsuccessful retention so UoC will do all it can to retain high performing
employees.
6.0
DELIVERING
SUCCESS)
THE
FIVE
YEAR
STRATEGY
(CRITICAL
FACTORS
FOR
6.1
Academic engagement. Tackling the significant challenges requires academics
and managers working together across the University in a shared approach that
can transform services offered to students. This approach is at the heart of what
needs to be done, but will require levels of academic leadership in critiquing and
redesigning our academic programmes with insightful and strategic support from
managers and support functions (IT, finance strategic planning, HR). Academic
engagement will be crucial in delivering the workforce transformation
programmes within this strategy. Central to this will be improving the quality of
our programmes to students.
6.2
Addressing the financial pressure is crucial. Faculties and Professional
Services must ensure the implementation of robust operational and strategic
plans for the next five years based on full academic engagement, staff
involvement and partnership working. These plans need to ensure service
improvement and financial balance while laying the foundation for the further
service and workforce transformation that lies ahead. The aim is have a
workforce that supports the transformation of UoC and is fit-for-purpose.
6.3
Workforce & service remodelling. Academic managers and service managers
supported by Finance business partners and HR business partners will have to
implement innovative working methods and practice. Each area will continue to
review its skill mix and establishment on a regular basis to meet the changing
demands of students. We expect both Faculties to offer opportunities for research
students to be Graduate Teaching Assistants.
6.4
Professional Services. Directors and Heads of Services are tasked with
reviewing their areas of responsibilities to ensure they are delivering optimum
value for money. Directors and Heads of Services will be expected to ensure their
cost base reflects the financial position of the University. Recruitment to any
vacant posts will only be agreed after careful scrutiny by the workforce control
panel.
6.5
Total Reward (Pay, Terms & conditions). The University needs to ensure that
its workforce is effective and affordable. It will achieve this by rigorously forward
planning staffing needs, considering the appropriate ways of replacing vacancies
as they arise. The University will look at amalgamating workloads that span
across more than one department. The University will need to maintain flexibility
within its workforce both numerically and functionally. This will be achieved
through services regularly reviewing and refining workforce plans which align to
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its business planning cycle. The University will carefully consider any required
changes to terms and conditions and consult with staff and trade unions should
financial constraints affect our ability to provide excellent service to our students.
6.16
Robust integrated workforce planning. At the heart of the Workforce
Strategy is the need to implement a robust workforce planning process that is
fully aligned and integrated with business planning processes. A robust workforce
planning process will ensure the University is proactive in managing its workforce
and responsive to the needs of today and the future. Projected and final
recruitment numbers for students will therefore inform our workforce numbers
over the next five years.
6.17
Full support of UoC senior managers. The success of this Workforce Strategy
and its effective implementation will be entirely dependent on the collective
support and influence from all senior managers and executive directors.
7.0
IMPLEMENTATION
7.1
The achievements and successes of the University are intrinsically linked to the
commitments and efforts of the workforce. The University recognises that its
continuous success is based on the workforce maintaining a strong focus on
delivering the highest-quality teaching, research and support for students. The
Workforce Strategy outlined in this document sets out a challenging agenda for
the University over the next five years.
7.2
The commitment of all Heads of Departments / Services and Directors is
absolutely necessary as no single department within the University is responsible
for all aspects of workforce planning and modernisation. This Strategy is a ‘living’
document and will be reviewed as necessary in light of developments within the
HE sector and UoC.
8.0
MONITORING & REVIEW
8.1
This Workforce Strategy will be monitored on a regular basis at relevant strategic
forums within the University. This will ensure that the Strategy meets the
challenging agenda over the next five years and supports the strategic priorities
of the University. The Strategy will be reviewed in three years’ time.
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APPENDIX 1 – WORKFORCE STRATEGY ACTION PLAN – 2014 TO 2019
WORKFORCE
INITIATIVES
KEY ACTIONS
SUCCESS CRITERIA
LEADS
TIMESCALE
Total Reward
Package (Pay,
Terms &
Conditions)
•
review pay, terms and
conditions of
employment to ensure
they are fit for purpose,
fair, legally compliant,
competitive and
consistently applied
•
Affordable workforce aligned to
student numbers and financial
plans
HRD
January
2015 &
ongoing
Pay Costs
•
maintain close scrutiny
of staff recruitment to
maintain our payroll
costs at below 54 % of
our income
•
Affordable workforce aligned to
student numbers and financial
plans
Implementation of potential
technological solutions to
maximise efficiency and
productivity
Reduction in use of agency and
temporary staff
Appropriate reduction in
headcount to reflect student
numbers
Use of fixed term or temporary
contracts for back office roles
Reduction in temporary & agency
expenditure
HRD/Finance/Exec
& Deputy Deans
November
2014 &
ongoing
•
quarterly consideration
of staff profile and
payroll costs relative to
income to ensure on
right trajectory and to
instigate any required
actions
•
•
•
•
•
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Talent Management
& Succession
Planning
Academic Staff
•
revamp the PPDR
process to identify talent
across UoC
•
develop a talent
management and
succession management
framework for the
university
•
identify succession plan
for all grade 10 and
above
•
person specifications to
include Masters or
Doctorate as essential
requirements or working
towards Masters or
Doctorate
•
•
ensuring eligible
academic and support
staff engaged in
delivering teaching are
encouraged to achieve
fellowship of the Higher
Education Academy
•
Succession plans in place for
business critical roles
•
Talent management and
succession planning framework
•
Effective use of the Academic
Workload Model
•
Attain RDAP and REF requirements
•
More positive NSS and staff survey
results
•
Enhanced motivation,
engagement, morale
•
Enhanced experience for students
•
Enhanced experience for staff
Deputy HRD
August 2015
HoD/Exec
Deans/Deputy
Deans/HR
November
2014 &
ongoing
ensure all established
lecturers enrol on a
programme for more
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experienced teaching as
a form of CPD and a
route to HEA Fellowship
ResourceLink
•
ensure all those eligible
to be doctoral
supervisors attend
supervisor training and
the researcher
development programme
•
Management and
employee self service
Worker ID project
•
•
•
Re-profiling the
workforce
Maximising
productivity of staff
•
•
•
UoC wide skills and qualifications
database populated by individual
employees on a regular basis, with
compatibility with a Current
Research Information System
Readily available and up-to-date
skills and qualifications database
to support strategic programmes
(REF, RDAP)
HR/Finance
July 2015
HRD/HRBPs/Financ
e
April 2015 &
ongoing
HRD
July 2015
Robust workforce plans
for all areas
Full integration of annual
finance,
workforce
&
service plans
•
Realigned workforce numbers to
reflect any reduction in our funding
•
Workforce modernisation training
for all line managers
Succession plans for key roles
Increase in grade 2 to 4 support
workforce and reduction in grades
5 and 6 where appropriate
Workforce efficiency
programmes
•
•
•
Affordable workforce aligned to
student numbers and financial
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•
•
Internationalisation
•
Review of HERA, terms
& conditions
Introduce alternative
contracts (e.g. graduate
teaching assistants,
teaching-focussed
contracts)
Develop programmes to
ensure
an
internationally
aware
workforce
plans
•
Year on year increase in use of
graduate teaching assistants
•
Appropriate use of teachingfocused contracts
•
Agile, flexible and digitally literate
workforce
•
Improved engagement of
academic staff in meeting
international ambitions
•
Contractual flexibility to meet
international strategy
•
Comprehensive induction
programme for international staff
and students
•
Equality and diversity training for
all relevant staff
Head of
International
Development/Dep
uty
Deans/HoD/HR/Dir
ector of Research
Ongoing
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APPENDIX 2 - UOC KEY WORKFORCE DATA (AUGUST 2014 – TO BE REVIEWED AND UPDATED ANNUALLY)
Highest Qualification - Masters/Doctorate
50.00
% within Faculty/Service
45.00
40.00
35.00
30.00
25.00
20.00
% with Masters
15.00
% with Doctorate
10.00
5.00
0.00
Head count of staff by gender
UoC intends to increase the number of academic staff with
qualifications for REF and RDAP purposes
higher level
shows a good proportion of female staff in all positions
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Turnover data shows a stable workforce
Absence date based on ResourceLink information
BME data is reflective of local population
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Data on declared disability to inform E&D provision
critical roles
Succession planning and talent management plan to address any imminent gaps in
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