Transcription
PEOPLE ANGINGGLASGOW
Contents1.Welcome from the Executive Director12.Our University of Glasgow Strategy22.1. Our Values43.6People & OD Strategy3.1. People & OD Strategic Overview73.2. Contextual Positioning103.3. Our People & OD Journey – 2013-2020103.4. Strategic Themes – 2020-2025124.Our People & OD Structure145.Our Service Proposition165.1. Our Commitment to you165.2. Our future key performance indicators176.18People & OD Strategy Plan on a PageWELCOME1. Welcome from theExecutive DirectorThe University has ambitions to build on itsworld changing reputation, transforming livesthrough ideas and action, an outstandingstudent experience, a world-class learningenvironment and a world-leading researchculture in which people and careers will thriveapplying a resolutely international andpartnership led approach to tackling majorsocietal challenges.Bringing exceptional people together by ashared purpose, shared values and the desireto make a difference aligned with theseambitions has enhanced our position as aglobally competitive high performing institutionand afforded us our reputation and our place inthe rankings. Successive strategic campaigns,Glasgow 2020: A Global Vision and InspiringPeople - Changing the World enabled us toscale new heights in delivering world leadingresearch, an excellent student experience andrealising key performance metrics.Our highly talented people have beeninstrumental to this success and the University’sWorld Changers Together: World ChangingGlasgow 2025 sets out our future plans. Livingour shared values in an enabling organisationalculture and attracting and developingexceptional people who share this vision intransforming the way we work will be central toachieving these ambitions.The People & Organisational DevelopmentStrategy has been developed collaboratively,through extensive scenario planning, riskassessment, horizon scanning, andconsultation with key stakeholders bothwithin and beyond the institution. It has beeninformed by the key business drivers and otherchange enablers, which have shaped ourapproach to moving forward. The result is aclear narrative anchored in supporting thedelivery of the University strategy through thethree strategic people themes of: Living our values Maximising organisational capability Delivering an excellent employee experienceWe continue working to mitigate impacts fromand to build on the learning from key peoplerelated risks to the University – never quite sointensely tested as in the light of a globalpandemic.The strategy defines our aspirations andcommitment to delivering meaningful strategicbusiness partnerships and service excellence.We will cultivate our culture and grow ourorganisational capability, aligning strategy,structure, processes and people. Our ultimategoal as always is to maximise individualpotential and institutional performance withpeople and our wellbeing at the heart ofchange for the next five years.Christine BarrExecutive Director1
STRATEGICOVERVIEW2. Our University ofGlasgow StrategyWorld Changers Together:World Changing Glasgow2025 sets out our highlyambitious plan for theforthcoming strategic planningcycle having been shaped andinformed by a broad spectrumof opinion that has determinedour strategic direction in acontext of economic recovery,compounded by the impactof global pandemic on the HEsector in Scotland, the UK andworldwide.2We are already firmlyestablished as part of theworld’s top 100 universities.Our vision for the next decadeof our journey is to makeGlasgow synonymous withdiscoveries, innovationsand leadership of globalimportance.The strategy explicitly targetsaction(s) over the next 3-5years in the context of ourworld changing vision beyondthis period in a detaileddelivery plan developed inconsultation with our staff,students and partners.Our vision is to beThe world-changingUniversity.Our purpose istransforming lives throughideas and action.Our mission is to bringa community of worldchangers together.OUR VISIONTO BE THEWORLD-CHANGINGUNIVERSITYIn recent years, ouroutstanding disciplinarybreadth and expertise hasenabled us to make worldchanging advances in fieldsas diverse as medicine,physics, linguistics, and publicpolicy. While the disciplinesvary, the key to our successhas been consistent: talentedstaff and students pushingback at the boundaries ofknowledge and understandingtogether.World Changers Togethersupports the long-termrealisation of our vision byrecognising the fundamentalimportance of a culture ofopen co-operation – not justas colleagues and mentorsor students and teachers, butas a community of discoverythat reaches beyond its wallsand draws inspiration andstrength from its connectionsand partnerships worldwide:excellence that’s part ofsomething bigger articulatedacross the following keythemes:CommunityPeople-centred globally engagedConnectivityCollaboratively minded digitally enabledChallengesSolution-focused impact oriented3
2.1. Our ValuesOur Values are grounded in our shared visionas The World Changing University – a Universitythat reaches beyond boundaries to providesolutions to ‘real-world’ challenges. We enableour vision by augmenting our existing strengthsand developing new capabilities in an enablingculture that inspires and empowers, putspeople first and where leaders display anduphold our values and behaviours.Ambition &ExcellenceCuriosity &DiscoveryIntegrity &TruthInclusiveCommunity We strive for excellence throughour work We innovate and solve problemstogether We uphold honesty, integrity andfairness We are one Glasgow team and wecare for and respect one another We defend academic freedomglobally We lead by influence and example We share our work widely andgenerously We advocate for diversity andbelieve in variety as a vital partof a healthy university We recognise and celebrateshared success We have an unrelenting focuson development We engage with lifelong learningand personal development We learn by our mistakes We do the right thing, not the easything – or we don’t do it We take responsibility We champion education as anengine for social progress We practice and advancesustainabilityThese shared values have been developedfollowing consultation with a wide range ofcolleagues and with the leadership of theUniversity’s Senior Management Team.Each of our values is aligned to behaviouralexpectations for which we are eachresponsible – owning and holding ourselvesto account for the way that we behave andinteract with each other.45
yu nitmmCoeValu&Communt i onA mb iourLivinga l Capabi l i tylle n g e susIncle E xp eri enct ionThroughout the course ofthis strategic plan cycle, theservice will fully transition toa People & OD function. Theplan confirms our serviceproposition, our commitmentsto and from our colleagues,our structure and who we are.The strategy is supported bya Delivery Plan that sets outthese actions in detail, thosever yThe graphic representationabove is intended to illustratehow our world changingmission and strategy(through the University’s keystrategic themes: Community,Connectivity and Challengesfor the 2020-25 strategicplanning cycle) are supportedby our values (as outlined inSection 2.1) and our strategicpeople themes (as set out inSection 3.4).sco63.1. People & ODStrategic OverviewDiBuilding on our strategicachievements in previousplanning cycles, we highlightkey areas of progress thus farin attracting, engaging,Nurturing an organisationalculture consistent with ourshared values and behaviours(defined via the GlasgowProfessional BehaviouralFramework (GPBF) will bean essential feature of thisforthcoming cycle which isimperative to the long-termsustainability and success ofthe World Changing University.This provides the foundationto take the institution to thenext level through thestrategic people themes thathave been identified:Living our Values;Maximising OrganisationalCapability and delivering anexcellent EmployeeExperience.Evidencing our ‘value formoney, cost-consciousnessand sustainability’ agendaswill feature strongly inoptimising organisational sizeand shape, intensified by theimpact of the 2020 Covid-19pandemic. We will supportstandardised deliveryalongside the World ChangingGlasgow transformation team,and lead key organisationalre-design and alignmentprojects across our structureswith associated capabilitybuilding. In particular, wefocus on addressing a numberof priorities through digitaland agile platforms withmixed modes of delivery andengagement, workingcollaboratively in strategicpartnership with our clients,delivering service excellence inan empowering culture thatvalues inclusion and wellbeing.ployei tyThe University’s People &Organisational Development(OD) Strategy (2020-25)aligned with its WorldChangers Together plan,sets out our strategicimperatives and prioritiesfor our service for the nextfive years. The Strategyleverages the opportunitiesand mitigates the risks froma people and organisationaldevelopment perspective,that arise from an increasinglyglobally competitive HigherEducation market and againsta backdrop of the mosttesting economic climate fordecades.developing and retaininghighly talented people togetherwith our collective contributionto maximising organisationalperformance in realisinginstitutional goals.hc t ivneityEm3. People & ODStrategyWORLDCHANGERSTOGETHERChaTr uty&Conitygr&sitgOisace lCu r i osinanExelen ci mirgsInteOUR PEOPLE &ORGANISATIONALDEVELOPMENTSTRATEGYMa xiveeresponsible for delivery, ourkey performance indicatorsand the associated timeframesfor implementation.Members of the Senior P&ODExecutive Team will leadthe implementation of thestrategy working with relevantproject teams from acrossthe function and more widelyacross the institution. Thespirit of collaborative workingwith colleagues across theUniversity is critical in the multidisciplinary context in whichwe work.Aligned with the World ChangersTogether plan, we are allresponsible for implementingthe strategy. We will engagewith all of our key stakeholdersacross the institution to enableour service to meet the complexand future business needsof the University of Glasgowaligned with our organisationalgoals and ambitions.7
OUR SHARED COMMITMENTThis visual sets out the principalresponsibilities of individuals,managers and the Universityworking together in concert inthis way.The University will. involve you in setting strategy, goals and objectiveshelp you understand how your role contributes to achieving thistreat you with respect and courtesypromote and celebrate inclusion, equality and diversityprovide constructive and effective performance and developmentframeworksengage you in dialogue on an ongoing basis and listen to all viewswithout repercussionacknowledge and recognise your achievementsactively design, refresh and promote health, wellbeing and safety policiesprovide access to information and appropriate supportensure workloads are reasonable and achievablecreate varied opportunities for learning and development for all staffconduct a full induction when you joinIndividuals will. contribute to setting goals and objectives be clear on your role and your contribution to the team /School / Research Institute / Service / College understand the University’s core values and model team in howyou behave take responsibility for your performance and development keep yourself updated on matters relating to your role ask for (and expect) help when you need it seek to raise and resolve issues and challenges constructivelyand promptly, looking for solutions proactively seek out ways to change and improve the organisationfor the better keep your management informed of progress and problems take advantage of learning and development opportunities respect health, safety and wellbeing policies promote your own health and wellbeing and use your leaveentitlement support your colleagues and show consideration for others withdifferent working styles and patterns be aware of and always maintain confidentiality whereappropriate8Managers will. role model the University’s values and the GPBF in your leadership ofthe team and how you go about your work talk to you regularly about goals and objectives, progress and areas forimprovement and agree SMART objectives with you that help balanceworkload and recognise wellbeing considerations provide clarity on ‘ways of working’ within the team, responsibilities anddecision making celebrate your successes and communicate the team’s progress raise issues proactively and constructively and support you to resolvethem, addressing conflict where it may arise make time to discuss your development needs and support you tocreate a career development plan, putting you forward for developmentopportunities support you following training to apply what you have learned look for ways to include you in decision making engage you in regular dialogue and listen openly and without judgementto your feedback and ideas for improvements9
Attracting Talent Successful implementation of end to end recruitment processreview & organisational restructuring Introduction of flexible remuneration & tailored employmentpackages in lucrative appointment strategyUser satisfaction 97%positive Enhanced internal resourced talent attraction & executivesearch capabilityExternal spend down 360k92% of Grade 10 recruitmentduring 2019-20 Track record of success in increasingly targeted & cost-efficientattraction strategy via social media platforms Highly successful diversity & inclusion campaigns i.e. Full Stopcampaign, Athena SWAN re-accreditation Increased process efficiency & recruitment service performance Supporting Development Development and implementation of Glasgow ProfessionalBehavioural Framework Engendering concept of Values-led cultureIn progress Introduction of a digitally-enabled PDR platform Further development of Academic Career Pathways –Research Scienti
this strategic plan cycle, the service will fully transition to a People & OD function. The plan confirms our service proposition, our commitments to and from our colleagues, our structure and who we are. The strategy is supported by a Delivery Plan that sets out these actions in detail, those responsible for delivery, our key performance indicatorsFile Size: 1MBPage Count: 16
