#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