Performance for All 28 November 2012

University of Reading

Promoting Excellence Project

The University was experiencing a period of significant change

•Traditional/risk-averse institution

•Re-shaping – had it damaged our relationship with staff

•Further deficit to address

•Fees/student experience

•Competition

•Internationalisation

•New VC

•New HR Team

HR Strategy 2012-15

Promoting Excellence

Project

Staff Survey 2011

What the staff survey told us…

79% overall score for engagement

Only 28% (49% neutral) agreed that a clear vision had been communicated

Only 25% (45% neutral) agreed that poor performance was appropriately dealt with

Only 30% agreed that the University recognises and rewards performance

Only 42% found the SDR process helpful

HR Strategy 2012-15Working Together: A Strategy for Success

Not just an employer

Supportive leadership

Challenging culture

Staff experience

Celebrate success

Embrace diversity

Conduct outstanding

research

Promote the responsible application of new

knowledge

Educate talented people

well

Managing performance

A panacea?

Too much emphasis on under-performance

Create the right environment and excellent performance will follow….

….and poor performance will be exposed

Performance management should be done with rather than to staff

Supportive leadership

Not just an employer

Supportive leadership

Challenging culture

Staff experience

Celebrate success

Embrace diversityCreating the conditions that allow

colleagues to fulfil their potential within their roles and careers

•Leaders given the appropriate support to fulfil their leadership potential

•Leaders provide a supportive environment where achievement and ambition is recognised, and poor performance is addressed

•Leaders are concerned for staff wellbeing

•Coaching and mentoring for those in leadership positions

•Succession planning and talent management

•Values and behaviours

•Clear performance expectations for all staff

Celebrate success

Not just an employer

Supportive leadership

Challenging culture

Staff experience

Celebrate success

Embrace diversityRecognising and rewarding

achievement at the earliest possible opportunity

•Staff are encouraged to be ambitious and rewarded for their contributions

•Rewards reflect values and behaviours

•Communicate and share success across the University

•Achieving better promotion, and take up, of existing reward opportunities

•Re-inforcing links between performance and reward, aligned with values and behaviours

•Introducing new progression and career path arrangements

Promoting Excellence Project (PEP)• Setting & Communicating Expectations

• Building Leadership and Management Capabilities

• Linking Performance and Reward

• Procedural Review

PEP – key messages

Question everything

If it inhibits excellence – change it

Where we see excellence – recognise, reward and celebrate it

Take every opportunity to signal change

What our staff have seen, so far….

Statement of Values and Professional Behaviours

New academic career paths/ revised Personal Titles procedures

New suite of reward arrangements, including an on-line voucher scheme

New leadership & management development programme in conjunction with Henley Business School

New arrangements for appointing to Academic leadership roles, eg Heads of School

New Employee Assistance Programme

Working group to re-engineer the Staff Development Review process

How Simitive fits in …

A further symbol of change/doing things differently/re-shapes the SDR

Clear line of sight to University strategic priorities

Clarity of expectation/fit with University priorities

Reinforce University values and behaviours

Encourage objective setting for line managers

Encourage ownership of objectives by individual staff

Captures regular dialogue between managers and staff

Aligned with reward arrangements

Use of Simitive so far….

Estates & Facilities (building in own competency framework)

HR Team

Academic School – Biological Sciences

Vice-Chancellor – direct reports

Further roll-out during 2013