UNIVERSITY OF EXETER
HUMAN RESOURCES INTERIM STRATEGY
December 2013
University of Exeter
1.
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Introduction – ‘The Backdrop’
1.1 The University of Exeter has in less than ten years become a member of the Russell Group and The
Sunday Times University of the Year 2012/13. We are one of the top 100 fastest growing
companies in Europe (62nd) and in the top 25 in the UK (2011), and won a raft of accolades
covering all areas of University life including:
 The prestigious Queen's Anniversary Prize for the third time (2007)
 The best student union awarded to the Students’ Guild in the 2010 NUS Awards
1.2 At the same time, the University has grown significantly. We currently employ 4235 staff1, with a
balance of 1795 academic staff and 2440 professional services staff, servicing a student population
of approximately 18,200.
2.
Aim
2.1. The aim of this paper is to give a short analysis of the current environment within which the HR
Services team is operating, and to outline an interim HR Strategy that responds to meet our
immediate needs. We need to first focus on getting the basics right and fixing the fundamentals,
supporting colleges and Professional Service managers to effectively manage their staff.
2.2. Our longer term aim is to develop a comprehensive HR Strategy, which integrates and supports the
Education, Research and Internationalisation strategies of the University. The needs and ambitions
of DVCs, Deans and Directors will be analysed, to ensure we are building an HR service that adds
value and provides real partnership for growth. We want to enable the University to build and
nurture a world class workforce, capable of taking the University to success in the 4th Age of
Research2.
3. Context
3.1. Our ability to create a high performance culture and to acquire, inspire and manage talent will be
essential in our response to the challenging HE agenda. This year, RCUK have announced equality
and diversity assessments attached to Research Council funding. This will impact on all disciplines
and will see the expansion of Athena SWAN in the form of the new Gender Equality Charter from
just STEM to HASS disciplines. Overarching these initiatives, the Race Equality Charter mark will
be launched in 2014.
3.2. HR will also need to support the University’s ambitions by developing international talent and a
strong customer focus, so that we can handle visas, relocation, packages and approaches that will
truly deliver international outcomes. Stricter Border Agency controls for non EU staff (and
students) may prohibit or slow down some recruitment campaigns. Similar restrictions on
Academic Visitors could impact on long term international academic collaboration. As we go
1
As at 31 October 2013
2
Collaborations: The fourth age of research
Jonathan Adams, Nature Volume: 497, Pages: 557-560 Published: (30 May 2013) DOI:doi: 10.1038/497557a
Published online 29 May 2013
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forward, the pressure to focus on talent, performance management and leadership capability will
intensify.
3.3. The current growth and success of the institution has been rapid. In order to ensure continued
success and to take us to the next level of performance, investment in both employees and HR
services is of key importance.
3.4. It is clear that we have an immediate need to focus on building an institution, environment and
culture in which staff can develop and flourish, and are motivated to contribute towards the
University of Exeter’s ambition to become an ‘Employer of Choice’3.
4. Where are we now? Analysis and insight
4.1. We routinely gather statistics and survey data which provide vital oversight and evidence for
leadership teams about staffing issues that may impact on organisational performance. The 2012
Staff Survey4 showed an overall decrease in satisfaction and to investigate these findings, the
VCEG commissioned Professor Nicky Britten to undertake an in-depth review. The Britten report
was published on 21 February 2013. Key highlights from this report revealed:






36% of staff felt unduly stressed at work, compared to a HE sector benchmark of 28%.
60% of staff felt they were able to voice opinions, compared to a benchmark of 76%.
The negative trend relating to a sense of belonging had been reversed, with 80% of staff
feeling part of the University.
The 2012 survey found that most respondents said they could explain to someone who didn’t
work at Exeter what the University is trying to achieve.
The trend for decline in a sense of job security had significantly reversed with 73% overall
now feeling that job security was high. Indeed, this has become an area of strength. However,
there was a contrast between Academic staff, where only 62% felt secure compared to
Professional Services staff, where 82% felt secure.
Staff believed in the University as an employer and felt part of the University.
4.2. Levels of work related stress and sickness absence is currently quite high and there is a perception
that morale amongst employees is lower now than it has been previously. Again, this was
evidenced in the 2012 Staff Survey. The data shows we have a rising trend on levels of short term
sick absence. In 2012/13 21,276 days were lost on sick absence, costing the University around
£2.4M per year. This could just be the tip of the iceberg – most academic staff do not record sick
leave. This level of sick absence needs to be reduced and the money saved can be reinvested in
wellbeing initiatives. In addition, the number of Occupational Health referrals indicate an increase
in ‘stress’ related referrals. There is much anecdotal evidence that this is due to academic
workload. Again this needs more in depth analysis to understand root causes.
Being an ‘Employer of Choice’ means that you have created a great working environment within your business,
which means that the best people want to work for you. This positive employment brand helps a business to both
attract and retain staff… It has been shown by a Mckinsey Consulting study that the ability to attract and retain the
best talent will provide competitive advantage to a business. http://www.recruiter.com/i/how-to-become-anemployer-of-choice/
3
4
Listening to our voices: towards a sustainable future, University of Exeter 2012 Staff Survey Task and Finish
Group Report
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Table 1: Occupational Health referrals: follow-up appointments due to “stress” (This is not
categorised as work related/non work related so a note of caution should be applied. Please use this
data as a broad guide.)
Employee Relations and Performance Management are both critical enablers and are both areas
which need specific attention. At the moment, performance management procedures are applied
inconsistently, with many managers feeling unable or unwilling to address poor performance. This
can be evidenced by the high number of settlement agreements and the fact that people rarely fail
probation. In 2012/13 out of over 600 starters, three were dismissed under the probationary
process.
Table 2: Amount paid in Compromise Agreements
There is also an urgent need to establish better working relationships with Trade Unions. The
current level of trust and willingness to work together towards pragmatic solutions is fragile. The
Trade Unions represent approximately 22% of the workforce but seem to have a disproportionate
voice on staff matters.
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4.3. The HR team are competent, but have been left feeling demoralised and at the mercy of constant
criticism from their customers. HR Business Partners (HRBPs) have a devolved structure and are
embedded into the colleges and professional services. This has resulted in a strong business focus,
but has led to inconsistency in the HR decisions that are made locally, where often the ‘line of least
resistance’ is taken on difficult decisions. At the moment, the HRBPs are often seen as more
tactical than strategic and need their time freed from doing transactional work, so they can add real
value to their business areas, for example conducting trend analysis and supporting workforce
planning. Processes and policies need to be streamlined because the current systems and
procedures are inefficient and lead to both gaps and duplication between HRBPs and central HR
team. The full functionality of the HR I-Trent system, which was implemented six years ago, has
not been fully exploited. The lack of investment in e-document management, e-recruitment and ePDRs has made some of the transactional services inefficient and open to audit trail risk.
5. Drivers for Change
5.1. After a period of significant growth, the time is right for the University to invest in its human
resources, by growing and nurturing talent and ensuring we have a high performing and motivated
workforce. There needs to be an immediate investment in HR, structure, systems and policies. We
need to get the basics right, ensure we are delivering value for money and provide a user-friendly
service. At the same time we need to start adding value by developing both cultural initiatives such
as Positive Working Environment, as well as transparent and robust policies to develop high
performance and appropriate reward.
5.2. We need to focus on creating a positive and high performing working environment, and developing
a performance and reward regime that furthers the University’s goals. There is a huge opportunity
to strengthen the ‘Exeter’ brand further and embed the progress we have made as an employer of
choice, operating in a highly competitive international recruitment market for top academic staff.
5.3. It is important that we minimise the organisation’s exposure to reputational and regulatory risk as a
result of the inconsistent application of HR processes and policies. For example, the lack of
management information regarding Health and Safety and employee claims. Currently, we have
insufficient business information, and trend analysis is reactive, not proactive. There is also no
audit data on policy compliance and the scale of implementation across HR and H&S, leading to
more inconsistency. We need to introduce measures to qualify our compliance.
6. HR Programme Vision – From Good to Great
6.1. The overall vision for the HR Strategy is illustrated in the ‘Good to Great’ Pyramid.
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Table 3: Good to Great Pyramid
6.2. This Strategy breaks down to four key themes/objectives. These themes have been identified
through a series of HR workshops and customer engagement meetings held over the summer:
 HR Transformation – structure, systems and policies
 Positive Working Environment (cultural change)
 Reward, Retention and Performance Strategy
 Succession/Talent Management and Leadership Development
6.3. HR Transformation
Where are we now?
HR processes and procedures relating to transactional activities (e.g. recruitment) are partially
automated, but some key processes remain largely paper-based. For example, HR holds paper
records for every employee currently. Both HR professionals and administrators spend too much
time and resource trying to achieve results by updating manual records or trying to ‘patch’
situations where paper and existing IT systems are not fully aligned. HR systems do not fully
integrate with existing University finance systems, creating additional work and duplication for
both finance and HR staff. There is often duplication on data held by college and central teams and
this inhibits having a clear and auditable record of key processes such as probation or sickness
absence.
There are written policies and procedures covering core areas of HR activity. However, these need
to be reviewed in some areas to ensure that administrative processes and underpinning technology
fully support HR activities, and that processes are LEAN and reflect business imperatives. We also
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need to do more work on ensuring the consistent application of policies and procedures. The
HRBPs will be key in ensuring this happens.
The current team works in functional silos, resulting in a service that doesn’t feel joined up to the
customer. A lack of skills and consistent approach also increases risks to the Institution. For
example, the current process of research recruitment is administered by every college using
separate systems. In the future this will be done by the central recruitment team, eradicating
duplication and ensuring consistent application of process.
Where would we like to be?
We are seeking to implement a range of e-systems (e.g. online appraisal and training records) that
will integrate with our existing HR system. This will realise significant benefits, including
reducing processing time for HR transactions; supporting remote working; and freeing up HR
professionals to spend more time on value-added activities in the Colleges and Services. In the
medium term, we expect to be able to reduce HR staffing costs and improve the resilience of
existing operation, for instance online record keeping and reducing business continuity risks.
LEAN processing and ensuring procedures are supported by clear policies and guidance will
enable Business Partners to spend more time on advisory and development activities for example
noting potential stress situations and taking early steps to avert their escalation. The skills of our
HRBPs will be developed, becoming a more proactive force supporting its customers in workforce
planning; skills development; developing innovative recruitment campaigns and maximising
overall performance. In short, HR should be providing a fundamental contribution towards
College/PS service strategies.
Risks:
 There is currently a funding shortfall for the HR resources and there has been a lack of
investment over a number of years. There is a risk that insufficient funds can be released over
the next two years to give HR the injection it needs to support the business deliver its plan. By
investing upfront, HR should realise savings in years 15/16 and 16/17.
 There is also a risk that despite investment in new systems, services and procedures, managers
and in particular academics will not use them. Mitigation for this lies in ensuring we have a
comprehensive communications campaign in support of the changes.
Suggested KPIs/Measurement:
 Time to fill vacancies (% improvement above HE benchmark)
 Service delivery. Qualitative structured feedback from Colleges and Services
 Ratio of professionally qualified staff in HR. Numbers of HR staff with professional
qualification
 Ratio of HR staff to total staff
6.4. Positive Working Environment
Where are we now?
The new Positive Working Environment (PWE) initiative has been developed in response to an
organisation-wide need to further improve staff engagement, communications and leadership
capability. PWE is a programme of parallel improvement groups, focused on solving the issues
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identified in the 2012 staff survey and the Britten Report, and meeting the VCEG’s ambition to
continuously improve employee welfare and engagement.
Three main work streams have been developed:
 Wellbeing
 Leadership & Voice
 Dignity & Respect
A fourth group, Work Load Planning, is already in place and will be report into the PWE
programme structure.
The Positive Working Environment Support and Challenge Group (PWESCG) has been set up to
take reports from the work streams and ensure that they are on track with action plans agreed at the
outset. The PWESCG is led by Professor Nicky Britten.
The main reporting line for each group will be to VCEG. Each work stream has VCEG
membership and an HR lead. All groups are meeting for the first time in November 2013, where
detailed action plans will be produced.
A communications lead has been assigned within HR who will regularly communicate progress on
actions. A new website is being developed and the updates on the staff survey planning will also be
publicised.
Where would we like to be?
There is an opportunity to become a UK wide employer of choice, making us a top ten university
across every level of performance. A Positive Working Environment (PWE) increases capability
and performance of employees; strong and employee-focussed values will lead to widespread
change in culture; and engagement in common goals breaks down silos and improves results,
wellbeing and commitment.
PWE will be an integrated campaign, binding teams together in driving forward the University’s
common goals. Ultimately, the ‘great’ outcome for the PWE will result in a truly balanced
scorecard – a healthy and engaged workforce, coupled with a healthy business that continues to
grow.
Risks:
This is a high profile project that will impact on staff perception of the University’s willingness to
listen and improve following feedback. A failure would create a disconnect with Unions and
impact on morale. One of the key risks within this programme is the ability to act on actions and
recommendations arising from the work streams, namely funding for specific improvements. There
is a foreseeable need for additional focus in these key areas:
 Management capability training and on-going management support, structure and guidance.
 Workload and workforce planning and improving our understanding of where additional
resource is required or where processes need to be changed and made leaner.
 Health initiatives and possibly funded / partially funded signposting for health initiatives.
The overarching risks are the sense of ‘change fatigue’ across the organisation; and the ability win
the commitment of staff who may feel they have competing priorities.
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Suggested KPIs/Measurement:
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

Wellbeing. Percentage absence (compared to HE benchmark)
Percentage reduction in long-term sickness cases
Percentage reductions of referrals to occupational health (OH)
Employee engagement. Percentage increase on satisfaction of working environment
Percentage increase in satisfaction with communication channels
6.5. Reward, Retention and Performance
Where are we now?
The current reward system is not transparent and therefore not perceived as fair by many
employees. There is a range of incentives, including a University bonus, merit pay and some
contractual bonus arrangements for senior managers. The bonuses are annual and triggered by
overall University financial targets. This means that junior staff members receive no performance
or incentive pay if these targets are not met, even though they cannot personally influence them.
There is an annual Professorial salary review, which is often used as a retention tool or as a reward
for in-year performance. The unintended consequence of this is a rising salary bill, with a heavy
risk of increasingly unaffordable pension liability. Until recently, starting salaries and salary rises
have not been benchmarked satisfactorily, resulting in some pay differentials amongst certain
grades, including gender pay differentials. At the moment, the University has a long term incentive
(LTI) in place for some academics, which comes to conclusion at the end of the 2013/14 academic
year. This will need to be replaced.
Where would we like to be?
We need to have a new reward and retention award strategy, which delivers the following
principles:
 transparent and benchmarked processes and levels for all academic staff;
 emphasis on in-year performance, supported by a non-consolidated in-year bonus;
 a range of non-financial recruitment and retention incentives, such as private health care, fleet
cars and flexible working arrangements;
 a clear, user-friendly and moderated process with decisions that can be readily audited;
 a small reward (spot bonus) scheme for lower pay grades which can be used frequently during
the year at the point of good performance;
 a range of in year non financial incentives such as ‘Thank You’ initiatives;
 a range of one-off non-contributory ‘golden handcuff’ retention arrangements for critical posts
and talent.
In parallel with the Reward strategy, we need a more rigorous performance process that tackles
underperformance and has clear SMART objectives.
Risks:
 There is a risk that we overemphasise underperformance and establish a rigorous salary
structure that makes the University unattractive in comparison with less rigorous institutions.
 There is also a risk that academics will not want to make judgments on each other’s
performance and a risk of unfairly manipulating student feedback (through the student
satisfaction rating).
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There is also a risk that we won’t receive buy in from the Trade Unions, and could even meet
active resistance to proposed changes.
Suggested KPIs/Measurement:
 Retention. Turnover of staff by group (compared to HE benchmark)
 Employee engagement. View on pay, pensions and benefits
 Take up on key benefits. Percentage of take up on new benefits, cars, child care etc
 Equal pay review. Decreasing pay disparity
6.6. Talent Management and Leadership Development
Where are we now?
Whilst the University has been successful in attracting high calibre staff, we need to have effective
processes for identifying, developing and retaining high potential staff in an increasingly
competitive environment.
Career progression in the Education and Research job family needs urgent review, as well as
current probationary requirements, which conflate promotion to senior lecturer with tenure. The
roles of Head of Discipline and Academic leads are not seen as attractive or part of a structured
progression, but more seen as ‘Buggins’ turn’5 where they act as lead for three years, only to return
to the pool amongst peers. We need to make roles like Head of Discipline, Director of Research/
Education and Academic Lead more attractive by establishing recognition in promotion criteria.
Women in senior roles are under-represented and whilst the University has made a strong start on
addressing this and pursuing Athena SWAN, more action is needed to take the University to a
world class position.
Where would we like to be?
We need a strategic approach to talent management that will help us to attract and retain world
class researchers and educational leaders, as well as to get the best from our people. A Universitywide talent management strategy will provide a focus for investment in work force development
and ensures that this subject is high on our agenda. It will also contribute to other strategic
objectives, including:
 building a high performance workplace;
 encouraging a learning organisation;
 being an ‘employer of choice’; and
 diversity management, in particular Women in HE.
From 2014/15 Colleges and Services will, as part of the business planning process, assess
performance and potential in order to systematically develop management and leadership
capability.
A working group will help to design a detailed talent management process, which will allow
Colleges and Services to identify staff with leadership and management potential and ensure they
receive development that will prepare them for future senior roles.
5
Meaning turn by rotation - first recorded use in a letter by Admiral Fisher (1st Sea Lord) in 1901
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Progress so far:
We have begun laying foundations for Leadership Development and a Talent Pool. Forty academic
staff with potential to undertake roles such as Academic Lead, Director of Research/Education and
Head of Discipline will go through management development in 2014. In addition, key individuals
in Professional Services will be identified and developed through a combination of business
coaching and the use of some ‘managed moves’ so that we can build competency sets.
Women in HE:
Women in HE brings together Athena SWAN (Scientific Women’s Academic Network), Gender
Equality Charter Mark (GEM), the Leadership Foundation’s new Aurora programme (Women only
programme to develop future leaders for higher education) and the University’s E&D strategies.
The University is aiming for Athena SWAN Silver accreditation for nine STEM/M subjects by
April 2015 and to participate in the HASS equivalent GEM pilot, to ensure that we are prepared for
its roll out to all HASS subjects nationally in October 2014.
Risks:
 From 2014/15, Colleges and Services will need to make budget provision in the region of
£20k for development activities related to talent management. HR will additionally need to
fund centrally managed development programmes such as the Top Management Programme,
Aspiring Registrars’ Programme, Head of Discipline Training and the Transformational
Education Leadership programme.
 We will also need to carefully manage the reactions of staff who are not selected for the talent
pool.
Suggested KPI/Measurements:
 Leadership: diversity statistics on attendees, split by gender, ethnicity,
academic/research/support; feedback; coaching hours delivered
 Teaching: attendance on academic development programmes
 Investment: ratio of training budget to payroll costs by College and Professional Service
 Student satisfaction scores on teaching
 Quantity of key posts filled by internal candidates
 Senior females: percentage of female Professors
7. Next Steps
It is important to note that the University’s HR services are not failing: the basic HR systems and
processes are functioning adequately. What needs support and development is the creation of a
strategic HR function that enables the University to meet its future plans. We need to shift our
modus operandi from one of compromise and negotiation, to strong HR leadership, guided by HR
principles that are understood, respected and practiced by all staff.
Some of the approaches outlined in this paper will require further analysis and testing before we
put them in place. While the task of transforming HR largely lies within my team’s control, the
success of broader initiatives and shifts in culture will require widespread support. Some resource
has already been set aside (£400K 2013/14, £200K 2014/15), and the appendices give an indicative
timeline and plan for the investment of £650K.
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This strategy captures my insights after my first six months of service and signifies the first steps
in our journey. It outlines the beginnings of our ambitious and wide-ranging agenda, which will I
believe deliver huge long-term benefits to the University. Success will require the investment
outlined above, a shared vision, and the full commitment of VCEG and Council.
Jacqui Marshall
HR Director
28 November 2013
Appendices
Appendix 1: Positive Working Environment
Appendix 2: Alignment of HR Activity to Key Strategic Goals
Appendix 3: Indicative Timeline
Appendix 4: Financial Business Case
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Appendix 1
Positive Working Environment
In response to the Britten Report and 2012 staff survey, the University has established a “Positive Work
Environment” initiative which will progress actions on wellbeing (including stress and workload),
communication/voice, engagement and dignity and respect. Significant work has already been
undertaken to provide structure and shape to the forthcoming streams of work, aligning each
workstream with specific actions from the Britten Report.
Each workstream has a VCEG lead and a HR lead. The main reporting line for each work stream will
be to VCEG. The Positive Working Environment Support and Challenge Group (PWESCG), under the
leadership of Professor Nicky Britten, has been set up to take reports from the work streams and ensure
that they are on track with agreed action plans. (See diagram below.)
Positive Working
Environment
Governance structure
Senate and
Council
VCEG
Well-being
Leadership and
Voice
PWE Support &
Challenge
Group
Dignity and
Respect
The Support &
Challenge Group is
the new name of the
Staff Survey 2012
Task and Finish
Group, reflecting its
monitoring role.
Workforce
Planning Group
Well being: Sponsored by DVC Professor Janice Kay and led by Kate Lindsell, Assistant HR Director
(Safety and Occupational Health), this project asks the question: How do we create the best working
environment for employees? The team will review how well we are providing for the physical and
mental needs of our workforce, including a full review of our occupational health services. The team
will be working closely with the Future Workways project, which is focusing on our working
environments and flexible working.
Leadership and voice: VC Steve Smith is the sponsor on this project, which is being led by Jacqui
Marshall and Stuart Franklin. The focus of this work is on how we improve the connection between our
leadership teams and employees, so that we can build a stronger sense of engagement and a healthy
dialogue across the University.
Dignity and respect: How do we promote a culture that promotes the right behaviour and empowers
people to safely challenge in situations that feel wrong? Sponsored by DVC Professor Mark Goodwin
and led by Andrew Johnson (HR), this project will look to introduce a common code of conduct,
guiding both students and staff and underpinning our policies.
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Work load planning: In addition, a parallel work stream is doing further work focusing on one of the
biggest concerns raised in the last survey: academic workloads. This project sets out to address these
concerns, including the implementation of a fair and common system to support workload management
(SWARM). It is sponsored by DVC Professor Nick Talbot, and led by Gill Allaway (Strategic Planning
and Change).
All work streams will be launched in November 2013 and an agreed action plan with timelines and
milestones will be ready by January 2014.
Measurement and survey: A key requirement of all work streams is the development of performance
indicators which enable us to assess progress and improvement. One of the key measures will be a
biennial survey, but it is important that we do not rely solely on this as the only measure of engagement
and wellbeing in the organisation. It is also important that we are clear of the purpose and objectives of
the biennial survey. In summary, its purpose should be to measure employee engagement and wellbeing
at University and College/Service level and to help inform the further development of the Positive
Work Environment initiative. To achieve this aim, some changes to the previous surveys may be
necessary, although we also need to ensure comparison with the outcomes of earlier surveys on key
questions in order to assess progress. We will shortly be running a completion to select a provider for
the 2014 survey, working with the Positive Working Environment Support and Challenge Group and
other stakeholders. The survey will take place in April 2014, taking account of the timing of the Easter
vacation. In addition to the biennial survey, we intend to run short pulse surveys throughout the year to
identify improvement and trends on key areas such as workforce fatigue and voice. In addition to
Corporate level plans which will be rolled out in January 2014, each College and Professional Service
will be asked to address a PWE Action Plan at their level.
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Appendix 2
Alignment of HR Activity to Key Strategic Goals
People
Activity
University Key Strategic Goals
Strategy
Internationalisation
Key Area
HR Transformation 


Reward, Retention
and Performance



Succession
Planning, Talent
Management and
Leadership
Development


Positive Working
Environment




Research
√
Centralising
recruitment
Lean Processes and
policies
E-systems
√
√
Non-financial
recruitment and
retention incentives
‘Golden handcuff’
√
retention
arrangements
Transparent and
benchmarked process
√
√
Talent Pool
Supporting key
senior College roles
Executive
√
Development
√
√
√
√
√
√
Staff Survey
Reducing sickness
absence
Employer of choice √
√
√
HR Interim Strategy CNL12 Dec 13.doc
√
Service
Delivery/
Finance/HR
Infrastructure
Education
√
√
√
√
√
√
√
√
√
√
√
√
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Appendix 3
HR Indicative plan
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Appendix 4
Financial Business Case
A. In year 13/14 - Initial Transformation Budget Injection (£400K)
1. Staffing
 HRBP Team
 Centralising recruitment
 Employee Services Team
 HR Case Workers
 HR Policy staff
Sub Total
£115K
2. Non staffing
 E-systems
 Training and up-skilling
Sub Total
£285K
Grand Total
£400K
B. Emergency Compliance Funds
 Disability Support
 Fire Safety
 Health and Safety
Grand Total
£121K
C. Financial Year 14/15 Second Transformation Budget Injection (£200K)

Organisational Development
(staffing and interventions)
Grand Total
£200K
Unfunded Aspirations



Women in Higher Education
Centralised advertising budget for bespoke recruitment campaigns
Training podcasts (Fusion)
HR Interim Strategy CNL12 Dec 13.doc
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