the recruitment and monitoring of staff in a quality university siân thomas, dr. allison o’reilly...
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The Recruitment and Monitoring of Staff in a Quality University
Siân Thomas, Dr. Allison O’Reilly and Katy Davies
Human Resources – strategic linksWhat informs recruitment and retention at UWIC?
UWIC’s Corporate Strategic PlanUWIC School/Unit PlansHuman Resources Strategy
UWIC’s Corporate Strategic PlanUWIC’s strategic aims are:
- to deliver its academic priorities;- to improve the match between staff capabilities and
organisational needs;- to strengthen UWIC’s market position;- having acquired research degree awarding powers,
to achieve University title.
UWIC’s Corporate Strategic Plan
To develop the academic staffing profile so that staff capabilities match organisational needs
To enhance the professional standing and experience of academic staff
Human Resources StrategyThe 3 key themes are:
Recruitment and retentionStaff training and development and improving
performanceHealth and ‘well-being’
Human Resources StrategyRecruitment/Retention
- Attracting the best candidates- Improving the academic staff profile- Retaining key staff
Human Resources StrategyStaff Training and Development and Improving Performance
- Continuous learning and development
- Leadership and management development
- Communication/information technologies
Human Resources StrategyHealth and ‘well-being’
- Occupational Health management
- Employee engagement through participation in workplace ‘well-being’ activities
Other InfluencesEmployment legislation Sex Discrimination Act 1975 and amendments e.g. 2005 Race Relations Act 1976 and amendments e.g. 2000 Disability Discrimination Act 1995 and amendments e.g. 2005 Employment Equality (Age) Regulations 2006 Employment Equality (Religion or Beliefs) Regs 2003 Employment Equality (Sexual Orientation) Regs 2003 Equal Pay Act 1970 and amendment Regs e.g. 1983
Chartered Institute of Personnel and Development (CIPD)
The Universities and Colleges Employers Association(UCEA)
Trade Unions
Recruitment and Selection Introduction
The success of UWIC as a Higher Education institution
is dependent upon the contributions made by its staff,
therefore UWIC is committed to attracting, selecting
and retaining the best possible candidates.
Effective recruitment needs to be planned and systematic.
Enabling Recruitment and Selection Corporate recruitment & selection trainingRecruitment & Selection Process - Management
GuidanceRecruiting managers fully understand and support
UWIC’s Equal Opportunities and Equality and Diversity Policies and Statements
Support for recruiting managers from the Human Resources Department
Recruitment and Selection The support and the resources available will ensure
recruitment and selection at UWIC is:
Professional, planned, consistent and effective
Which will in addition ensure:Fairness and equality of opportunityUWIC maintains its image as a good employer
Job Descriptions/Person Specifications
Essential tools, used not only in the recruitment process but also to:
1. Clarify a potential applicant/current employee’s responsibilities within their role
2. Identify training needs
3. Identify performance issues
Job Descriptions UWIC’s recruitment & selection process:
Provide the information needed in determining the selection criteria
Inform applicants about the primary purpose and principal functions of the job and its place within the structure of the organisation
Person Specifications Purpose is to make explicit the attributes required to
undertake the role in terms of education, experience, knowledge, skills etc
Applicants will be assessed against the criteria/attributes set out in the person specification
Criteria must be:Quantifiable, measurable and capable of being
tested
Role Analysis/Job Evaluation All job descriptions and person specifications are
reviewed to ensure the role is analysed via job evaluation
to ensure equal pay for work of equal value
Compliance with legislation
Tool used at UWIC - HERA (Higher Education Role Analysis)
Methods of Assessment
Consider the most appropriate methods of assessment
for each criteria including:
Application form/Short listing StageInterviewPresentationTest
Attracting ApplicantsConsider appropriate publications/methods of attracting applicants
including: Internet/websites
http://www.uwic.ac.uk/jobs
http://www.jobs.ac.uk
Jobcentre PlusPaper based publicationsRecruitment agenciesHead hunters
Internal talent pool: Possible development or career progression
Key Stages to Recruitment and Selection
ShortlistingInterviewAppointment
Shortlisting StageRecruiting panels must adhere to the scheme of
delegation for recruiting panelsFollow UWIC’s guidance which follows ‘best practice’ Three panel membersEnsure that no discriminatory practices occurUse of the person specification to assess all candidatesShortlisting carried out independently by panel
members
Shortlisting Stage (continued)“Positive about Disability” double tick
Committed to interviewing all disabled candidates who fully meet the essential criteria
All shortlisted candidates must meet the essential criteriaShortlisting decisions based only on the information
contained in the application form relating to the person specification
Shortlisting must be an individual assessment not a comparison of candidates
Interview StageFollow similar ‘best practice’ processes as shortlisting
stage Use of appropriate selection methodsQuestions based on the person specificationBe aware of any special needs of the candidatesPanel members complete interview assessment form
including scores and commentsHighest scoring candidate appointedReferences considered once interviews have taken place
Appointment StageChair of PanelMake offer of appointment
Human ResourcesSalary offerClearances:
References, eligibility to work in the UK, medical clearance, CRB check where appropriate, verification of qualifications
Contract of employment
Human Resources - Retention
Human Resource Management and Human Resource Development Components
Actions and Behaviour
Communication and Information Systems
(Technology)
Management and Leadership Styles
(Vision and Mission)HRD
ValuesInvolvement and Empowerment
Employment and Reward Strategies
Motivation
Beliefs Commitment Trust and IntegrityPsychological
contract
Mankin, D.P (2001) A model for human resource development
Investors in People
Performance and Retention
InductionProbationStaff Performance ReviewStaff Development – Career
Development/Succession PlanningTotal Reward Package
Induction – [risk and benefit]• Unsatisfactory performance and low job satisfaction• Absenteeism, high labour turnover and resignations or
dismissals• Tribunal cases if employees complain of unfair dismissal
because of inadequate training• High demands on managers• Accidents leading to injuries and/or prosecution• Mistakes which are costly to the company
(ACAS, 2005)
Induction (continued)http://staffportal.uwic.ac.uk/Units/
HumanResources/sd/Pages/default.aspx
With the best will in the world, induction cannot be described as a glamorous, exciting facet of people management. In fact, it often degenerates into a hastily organised chore – a task that line managers can see as being merely a distraction from more important duties…
(Rankin, 2006)
Probation“a testing of conduct or character of person,
especially of candidate …… for employment.” (Concise Oxford Dictionary)
Staff grades 1 to 5, up to a maximum of 06 months [reviewed at 4/12/20 weeks]
Staff grades 6 to 9, up to a maximum of 12 months [reviewed at 8/26/42 weeks]
Temporary or casual staff, grades 1 to 9, up to a maximum of 3 months [reviewed at 3/7/11 weeks]
Probation (continued)
Satisfactory completion of a probationary period
http://staffportal.uwic.ac.uk/Units/HumanResources/hr/az/Pages/P.aspx
Staff Performance Review“a cultural shift within HEIs towards an acceptance of
performance management…..so that performance review becomes the norm, rather than the exception. This will involve tackling poor performance, but also managing good performance”.
(KPMG, 2005)
Staff Review and Development Scheme (2002)
Staff Performance Review Scheme (2007)
Staff Performance ReviewThe scheme aims to:Match individual and organisational needsStructured objective setting linked to corporate plansReview individual performanceIdentify personal development needsIdentify any factors which may affect future
objectives and prioritiesAllow staff to feedback on school/unit and UWIC
strategies and plans
Staff Performance ReviewAUGUST JULY
FIRST REVIEW
MID-TERMREVIEW
COMMUNICATION
Staff Performance ReviewSPECIFIC -MEASURABLE -ACHIEVABLE -REALISTIC -TIMED –
http://staffportal.uwic.ac.uk/Units/HumanResources/sd/staffperformancereviewscheme/Pages/default.aspx
Career Development and Succession Planning
Corporate Staff Development ActivitiesCoaching and Mentoring FrameworkContinuing Professional Development
http://staffportal.uwic.ac.uk/Units/HumanResources/sd/Pages/default.aspx
Total Reward Packagea safe and amiable working environment; job security; induction; staff development; flexible working; fair recruitment, appraisal, promotion and redundancy policies and procedures
(Herriot et al. 1997)
Actions and Behaviour
Communication and Information Systems
(Technology)
Management and Leadership Styles
(Vision and Mission)HRD
ValuesInvolvement and Empowerment
Employment and Reward Strategies
Motivation
Beliefs Commitment Trust and IntegrityPsychological
contract
Mankin, D.P (2001) A model for human resource development
Quality Standards Framework
Core areas of KnowledgeOur ValuesOur EthosFive Core CompetenciesFourteen Higher Education Role Analysis elementsSeven Principles of Public Life
Actions and Behaviour
Communication and Information Systems
(Technology)
Management and Leadership Styles
(Vision and Mission)HRD
ValuesInvolvement and Empowerment
Employment and Reward Strategies
Motivation
Beliefs Commitment Trust and IntegrityPsychological
contract
Mankin, D.P (2001) A model for human resource development
Management standards• Support the development of job descriptions and
person specifications;• Underpin the recruitment, induction and probation of
new managers • Provide a platform for self-appraisal or audit of
existing skills and knowledge • Underpin the identification of appropriate
development needs • Form a basis for career development/succession
planning
Management Standards
Level ThreeLevel FourLevel Five
http://staffportal.uwic.ac.uk/Units/HumanResources/sd/managementstandards/Pages/default.aspx
A Final Thought……..QUALITY STAFF =
A QUALITY UNIVERSITY