Post on 27-Sep-2020
#PMAC2017
11-12 December, University of Liverpool Management School
Preliminary programme
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Welcome
UK business schools are a vital part of the higher education landscape and have a unique ability to create economic value and
contribute to the health of their university and local community. Professional services teams make a critical contribution to the
success and sustainability of their institutions and play a key role in managing financial, social and environmental risks,
obligations and opportunities.
The Chartered ABS’ Professional Managers’ Annual Conference (PMAC) provides a unique opportunity for senior representatives
of the professional services community working within business schools to come together to reflect on common challenges,
share best practice and develop new networks.
PMAC 2017 features a unique mix of high-quality workshops, presentations and poster sessions evidencing innovative
ways in which professional managers are delivering value to their institutions.
Professional Development Matrix for Professional Managers
Each session reflects one of the Key Business School Activities included in the Professional Development Matrix (PDM) for
Professional Managers. Full matrix is provided at the end of the programme and is available to view here.
Dates: 11 & 12 December Venue: The Foresight Centre 1 Brownlow Street, Liverpool, L69 3GL
Gala Dinner: Hard Day’s Night Hotel Taking place on the evening of the first day the Drinks Reception and Gala Dinner is an excellent opportunity to relax with fellow participants.
Who should attend:
Designed in consultation with members of the Chartered ABS Professional Managers' Committee and experts from across the
business school community, the two-day programme is designed for senior professional managers. It is particularly relevant for:
• Heads of Administration and Operations
• Registrars and Chief Operating Officers
• Faculty Managers
• Accreditation and other specialist Managers in marketing, human resources, finance and professional development
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Preliminary Programme
Day one: Monday 11th December 09:00 09:50 10:00 10:10 10:50
Registration and refreshments Introduction Anne Kiem, Chief Executive, Chartered ABS Dr Phillipa Towlson, Head of Operations and Administration, Lord Ashcroft International Business School and Chair, Chartered ABS Professional Managers’ Committee Welcome Professor Julia Balogun, Director, University of Liverpool Management School Keynote Address: UK business schools in an uncertain international landscape Professor Janet Beer, President, Universities UK and Vice-Chancellor, University of Liverpool Panel discussion: Developing international partnerships Exploring current opportunities, challenges and the contribution of professional managers Peter Clack, Director of International Relations, University of Birmingham Dr Gordon Fletcher, Academic Unit Head: Operations & Information Management, Salford Business School Dr Tim Gore OBE, Chief Executive Officer, University of London Institute in Paris Marc Smelik, Associate Dean, Undergraduate Programmes, IE Business School
PDM #5 – Internationalisation 11:40
Break
12:10 Breakout i. Breakout ii. Breakout iii.
Back to basics: Developing a compelling alumni relations strategy How to develop a strategy that meets the demands of international alumni, educates current students and supports the wider University. Jayne Murphy Alumni Relations Manager, University of Liverpool Management School Laura Hill Alumni Relations Officer, University of Liverpool Management School
A business school with purpose? Exploring how LUMS researched and identified its purpose and how the research has been shared, championed and reinforced across the school. Adam Mitchell Marketing Manager, Lancaster University Management School
Continuous improvement through accreditation Bringing together examples from three UK institutions, in a discussion of how external accreditation can be used to promote continuous improvement. Dr Bethan Jones-Davies Service Quality Manager, University of Liverpool Management School Michelle Stevenson Enhancement and Assurance Manager, Cardiff Business School Rose White External Accreditations Manager, Lancaster University Management School
PDM #1 – Student Recruitment PDM #8 – Driving Organisational Change and Impact
PDM #5 - Internationalisation
13:00
Lunch
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14:00
Professional managers and the Teaching Excellence and Student Outcomes Framework Professor Jerry Forrester, Professor, Hertfordshire Business School and Vice Chair, Chartered ABS Dr Heather Moyes, Business Manager for the Pro Vice-Chancellor for Student Experience and Academic Standards, Cardiff University
PDM #4 Delivering Projects 14:50
Break and poster presentations
15:50 Breakout iv. Breakout v. Breakout vi.
Let’s get digital A case study of how The London Institute of Banking & Finance approached a strategic review of its digital capabilities in teaching and learning. Nicola Scull Head of Digital Learning & Libraries, The London Institute of Banking & Finance
In search of organisational values: a collaborative approach An example of a collaborative research project between an HR practitioner and an academic. Dr Ruth Slater Course Leader HRM/HRD School of Management, University of Central Lancashire Jayne Mizon Senior Lecturer in Hospitality and Events, School of Management, University of Central Lancashire
Student placements: challenges, opportunities and business schools Exploring the opportunities and challenges of ‘Year in Industry’ placements as part of boosting students’ employability. Rachael Lucas Student Experience Team Leader (Undergraduate Programmes), University of Liverpool Management School Anne Donnelly Business Development Manager, University of Liverpool
PDM #4 Delivering Projects PDM #6 Supporting Research PDM #4 Delivering Projects 16:40 19:00
End of day one Drinks reception followed by Gala Dinner @ Hard Day’s Night Hotel Hosted by the Professional Managers’ Committee. The welcome will be given by Stephanie Readey, School Manager, University of Liverpool Management School
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Day two: Tuesday 12th December 08:50 09:20 09:30 10:00
Registration and refreshments Welcome back Diversity and Athena Swan Speaker to be confirmed Social responsibility in management education: the implications of PRME for professional managers Dr Alec Wersun, Senior Lecturer: Glasgow School for Business and Society GSBS Lead for the Common Good
PDM #8 – Driving Organisational Change and Impact 10:30
Break and poster presentations
11:20 Breakout vii. Breakout viii.
Zero to business hero Outlining the simple but effective steps Surrey Business School took to establish itself with the local business community and setting out the next stage of our business engagement strategy. Abi Bradbeer Business Manager, Surrey Business School, University of Surrey
Reciprocal loyalty Exploring how Oxford Brookes Business School’s recent move to a new campus was managed and what was done to settle staff into the new environment. Matthew Hisbent Head of Operations, Oxford Brookes Business School Emma Coles Major Projects Manager (Accreditations), Oxford Brookes Business school
PDM #2 – Business Engagement PDM #4 Delivering Projects 12:10
Lunch
13:10 Breakout ix. Breakout x.
Be your own boss Exploring how the business school supports students prepare for working freelance or being self-employed through developing a series of skills-building seminars Marcia Baldry-Bryan Enterprise & Entrepreneurship Manager, Lord Ashcroft International Business School, Anglia Ruskin University
Creating a sense of belonging: pre-arrival to induction Exploring two new initiatives that Sheffield Business School have developed to help induct new students. Claire Parkin Student Experience Manager, Sheffield Hallam University Louise Barrett Student Experience Manager, Sheffield Business School
PDM #4 Delivering Projects PDM #1 – Student Recruitment 14:00 14:30 15:00 15:10
Professional Managers: All in this together? Paul Greatrix, Registrar, University of Nottingham Making the matrix work for you: a case study of one approach for discussion Over the last two years the Professional managers group has been developing a Professional Development Matrix to assist colleagues in developing internal conversations and processes to support the development of their teams. This interactive session will explore how the matrix has evolved and is being used in practice. Matthew Hisbent, Head of Operations, Oxford Brookes Business School Closing remarks and announcement of the winner of the ‘Best Poster’ competition Dr Phillipa Towlson, Head of Operations and Administration, Lord Ashcroft International Business School and Chair, Chartered ABS Professional Managers’ Committee Close of conference
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Posters Presentations
Gaining a global advantage: enhancing the student experience Presenter to be confirmed, Newcastle University Business School
PDM #5 – Internationalisation
Improving student experience and engagement using advice drop-in sessions Jacqueline Guillemard, School Administrator, School of Business, Management and Economics, University of Sussex Juliet Williams, Student Experience Officer, University of Sussex
PDM #1 – Student Recruitment
LaunchPad Leadership Development Programme Francesca Walker, Senior lecturer, University of Central Lancashire
PDM #7 CRM
Leveraging the expertise of our alumni network for the benefit of our MBA students Presenter to be confirmed, Newcastle University Business School
PDM #2 – Business Engagement
Research support: Jack of all trades! Jennifer Evans, Research Office Manager, Cardiff Business School
PDM #6 Supporting Research
Supporting student integration: a new approach Rachael Lucas, Student Experience Team Leader (Undergraduate Programmes), University of Liverpool Management School Misha Jones, Student Experience Administrator, University of Liverpool Management School Lee Wainwright, Employability Projects Officer, University of Liverpool Management School
PDM #1 – Student Recruitment
The Adam Smith Graduate Award Kirsteen Daly, Accreditations and Postgraduate Manager, Adam Smith Business School
PDM #4 Delivering Projects
The role of alumni relations in enhancing postgraduate taught programmes Dr Xiang Li, Alumni Manager, Adam Smith Business School
PDM #2 – Business Engagement
Using on-line simulation packages to consolidate student learning John Mercer, Associate Director, Edge Hill Business School
PDM #4 Delivering Projects
We have the skills to succeed and engage with business Hoi Lei Chan, Research and Enterprise Team Manager, Anglia Ruskin University Julian Gibbs, Development and Engagement Officer, Anglia Ruskin University Rachel Thomason, Media and Events Coordinator, Anglia Ruskin University
PDM #2 – Business Engagement
Areas of professional
competence or skill 1. Student Recruitment 2. Business Engagement 3. Income Diversification 4.Delivering Projects 5. Internationalisation 6. Supporting Research 7. CRM8. Driving Organisational
Change and Impact9. Succession Planning
Acquiring Business
Critical Knowledge
Recruitment cycle/UCAS
Applications monitor
CRM database Alumni
network
Training needs analysis
Current income mix
Strategic ambitions
Formal project planning Business School
Market intelligence
Accreditation
expectations recruitment
policies and process
Bidding process
Invitation schedule
Areas of staff specialism
CRM system or principles
Alumni data
Organising events
Change Theory
Strategic and project
planning
HR policies
Interpretation of external and
internal environments.
Managing Information Internal data recording
CRM reporting formats
Key decision areas
Managing knowledge transfer Budget control
Fees and costings
Setting performance
standards
Conducting research
Creating measures of
impact
ROI
Obtaining feedback from
"fieldworkers"
REF submission Manipulating data
Surveys
Data protection
Grading's system
Identifying barriers to KT
Personal development plans.
Problem
analysis/solutions
Analysis of Offers
Competitor data
Taking corrective action
Conducting TNA
Designing training solutions
Commissioning skills
Identifying new markets
closure of markets
Measuring inputs and outputs
Setting milestones
Taking corrective action
Measuring the value of
Marketing Competitor
analysis
Conducting
environmental scanning
Obtaining academic buy-in
Addressing time constraints
Supporting start-up
researchers
Complaints handling Handling conflict
Dispute resolution
Breaking Silos
Manage balance between
attracting external talent and
nurturing internal talent
Delivering service
improvements
Reviewing the student
experience
Cultural awareness
Responsiveness and
turnaround
Upskilling workforce
Process mapping
Acquiring a balanced
portfolio Maximising
contribution
Process mapping
Establishing key performance
indicators
Reporting frameworks
Lean processes
Improving information
quality
Training staff working
overseas
Facilities
Access to information
Research as business impact
Mystery shopping/ surveys
Service Level Agreements
Setting standards
Process redesign
Lean
Workforce planning
Business critical positions.
Effective monitoring
and control
Reporting systems
Defining accountability
Account management
Success rates
Student numbers
Income diversification
Pricing
ROI Cost benefit analysis Defining responsibility and
accountability
Inputs versus outputs
Controlling marketing and
sales budgets
Quality control
Spread of publications
Satisfaction surveys
Standards monitoring
Following policy
PDR
Supervision
Performance review.
Assessment of competencies.
Leadership and Team
Development
Defining roles and
responsibilities
Training
Cultural awareness
Transactional analysis
New business facing roles
Financial forecasting Making the case for additional
resources
Designing/leading an
international audit
Staffing research support Training in CRM
Developing initiatives
Survey
Service level agreements
Secondments. Competence
frameworks. Nuture internal
talent.
Gaining, planning and
deploying resources
Organisation of open days
and events
Alumni engagement
Commissioning new training
Sales training Staff
engagement
Marketing and sales
Research
Programme design
Staff training
Putting together a workable
team
Assessing and recovering costs
Designing overseas
support
Bidding for, and gaining
resources
Developing research spaces
Technology and software
Budget for conferences/rules
etc
Staff training
Funding events
Facilities management
Costing the change
Spatial re-design
Cost-benefit analysis
Workload Planning
Writing a Business case
Advocacy of informal
mechanisms to access the
right resources. Lateral moves.
Utilising Interpersonal
communication,
persuasion
Style and content of
communication
Negotiating targets
Convincing external
management
Sales and closing the deal
Translating the abstract to a
proposition
Convincing external
organisations
Closing the deal
Translating abstract to
proposition
Directing cross-functional
teams
Presenting and selling the
project
Obtaining resources
Cultural awareness
training
CRM
Bid writing, interpersonal
comms
Editing
Interpersonal
Diversity and cultural
Focussing of Comms
Selling the change
Presentational
Persuasion and
negotiation
Objective assessment.
Coaching. Mentoring.
Developing and
Implementing Policy
Policy on conditional offers
Tariff levels
IELTS scores
Widening participation
Marketing policy
Service level agreements
CRM policy
Portfolio Planning
Aligning resources
Risk Management Policy
Physical resources planning
Asset depreciation and
replacement policy
Succession planning
Overseas travel policy
Models for partnerships
and articulation
agreements
Alumni policy
Bidding policy and decision
making algorithms
Approach to publications
Scoping systems
Defining usage and abusage
Local negotiating
framework
Communication policy
Consultancy policy
Evidencing impact for
accreditation
Talent management
strategies.
Strategic Planning Student number targets
Key performance indicators
Mission and Values
development
Strategic plan
Small Business Charter Work
Mission and values
development
Strategic Plan
Key performance indicators
Strategic Framework
Financial Planning
Strategic Implementation
Plans
Milestone Setting
Defining deliverables
Developing international
strategy
Publication standards and
targets
Recruitment strategy
Managing REF
Data manipulation
Trends analysis
Events planning
Identifying resistors to
change
Conducting
organisational review
Staff/unit development
plans
Align talent pipeline with
strategic plan timeframe
Governance and
Internal relationships
Relations with Central
recruitment
Local recruitment
committees
Relations with
International Office
Risk and liability assessment
Insurance
KT agreements
Development of distance
learning
Partnership framework
Risk Mitigation
Establishing management
boards
Commissioning and
contracting processes
Project Management
Chairing Boards
Right to work monitoring
Managing Visa
regulations
Framing collaborative
agreements
Supporting:-
- Research committee
- Ethics committee
- Learning resources group
Implementing Accreditation
standards
Producing and policing data
management policies
Data protection
Developing and
interpreting
organisational change
policy
TUPE
Development committees.
Diversity, fairness, openness.
Key business school activities
PROFESSIONAL DEVELOPMENT MATRIX FOR PROFESSIONAL MANAGERS