Ronnie Magee

Director of Human Resources

University of Ulster

UK HE – A SUCCESS STORY

£59bn in value to UK Economy£7.9bn in export earnings2.5m Students370,000 Staff165 HEIs : +12 ‘new’UK : 2nd Favourite Destination: International

StudentsProduces 13% of World’s most highly cited paper81% Students ‘satisfied’ with their course

PERFORMANCE MANAGEMENT: DEMAND

Operational Demand

Institutional Demand

Sector Demand

ORGANISATIONAL DEVELOPMENT/ PERFORMANCE

What it says on the tin!

Strategic

Corporate Plan/Objectives

Core Strategy Objectives Government/HEFCE/UUK/CUC/Governing

Bodies

ORGANISATIONAL DEVELOPMENT/ PERFORMANCE

Long Term Sustainability

Rapidly Changing Sector - Nationally- Internationally

Pressures – Challenges for Sector

UK SECTOR PRESSURES

KIS

HEAR

Recruitment and Retention

NSS

Brand and Reputation

League Tables

KEY INFORMATION SET (KIS)

Student Satisfaction Quality of Course Staff Good at Explaining Things Staff Made Subject Interesting Advice and Support with Studies Feedback on Work (prompt?) Library/IT Resources Assessment Methods Used Professional Body Recognition of Course

KEY INFORMATION SET (KIS)

CostTuition FeesAccommodationBursaries/ScholarshipsVFM

EmploymentDestination of StudentsGraduate JobsSalaries – Graduate Jobs

METRICS: CORPORATE - HR

Governing Bodies Want Metrics that Show Outputs

- Quantitive- Qualitive

BUT – Address Corporate Plan Objectives and Core Objectives and Add to the Bottom Line

KEY QUESTIONS FORHEIs and HUMAN RESOURCES

How can HR contribute to increasing efficiency, reducing cost and enhancing the student experience?

How can HR facilitate the adjustments that will be needed to respond to the different needs of part-time and distance learning?

How can HR help Universities gear up towards being more competitive?

How can HR help contribute to the enhancement of assessment and feedback?

KEY QUESTIONS FORHEIs and HUMAN RESOURCES

What are the IR and ER implications of changing practices in Academic Departments?

Do your promotion and reward processes recognise excellence in teaching and academic enterprise as well as research?

What are the IR implications for your University of publishing KIS/HEAR etc?

Does your University have the capacity and capability to alter the nature of the relationship between staff and students (Enrich!)

KEY QUESTIONS FORHEIs and HUMAN RESOURCES

Does your University culture and relationship with your Students’ Union support the provision of feedback on the performance of individuals (Imperial)?

Do your staff have the capacity and skills to work with business to better promote teaching, employer sponsorship, innovation and enterprise?

What can be done to help staff who have worked in HEIs gain a better understanding of Employers’ requirements?

KEY QUESTIONS FORHEIs and HUMAN RESOURCES

Could your University compete if another provider decided to target your part-time mature students or international students market?

HE in FE! Cheaper. How can you compete on cost?

How can HR influence design content and innovation?

WHAT SHOULD HEIs / HR SEEK TO ACHIEVE VIA PERFORMANCE

Enhance Individual Capability

Enhance Engagement

Enhance Institutional Capability

Enhance Performance of the Organisation and Individual

Contribute to the Delivery of the Corporate Plan and Core Strategies

Brand and Reputation

CONNECTIVITY

PERFORMANCE MANAGEMENT SYSTEM

Organisation Level/Corporate

Core Strategic Level

Faculty/School

Individual Goals

REWARD THE OTHER SIDE OF THE EQUATION

Ulster – Professors and Senior Management- Objectives → linked to Core Strategies

- Deliverables in Corporate Plan

- Progression is linked to achievement – not Automatic

REWARD THE OTHER SIDE OF THE EQUATION

Professors- Four Professorial Bands

Robust Open Criteria

- Three PathwaysResearch and InnovationTeaching and LearningAcademic Enterprise

REWARD THE OTHER SIDE OF THE EQUATION

Opportunity to Progress Within and Across Bands Subject to Performance

Assessment by Peers/School and Faculty

Capability Procedure

THE CASE FOR PERFORMANCE MANAGEMENT

Strategic – Corporate LevelPerformance of the Organisation

Linked to Metrics to achieve Corporate Plan (Connectivity)

Performance Management System – will deliver Performance Management of Individual and contribute to Organisation Performance/ Development