HR Strategy - University Of Surrey
HR Strategy2017 – 2020
Contents4HR Strategy 2017 – 20206Leadership8Performance and reward10Recruitment12Engagement, inclusion and culture14Organisational development16Health, safety and wellbeing17Operating excellence18External benchmarks
2017 – 2020HR StrategyWe live and work in a time of great change, and any strategy that sets itself in stone is likely to beoutdated very quickly. With this in mind, our new HR strategy builds on the original 2014-17 HRstrategy for a further three years to take us to 2020. This recognises that the strategy will need toremain flexible and adaptable, that the wider University strategy itself is an adaptive strategy, andthat elements of it may evolve to reflect a changing environment or changing priorities.The University’s Strategic Plan for 2017-22 setsout our plan “to be a leading global universityrenowned for its excellence and the impact ofits research and graduates, together makinggreat contributions to society”.Through this strategy, HR’s objective is tosupport delivery of the ‘People’ objective inthe University’s strategy while also enablingrecognition of the University of Surrey as awonderful place to work.There are seven objectives in the University re are seven strategic priority areas:1. Learning and Teaching:we will develop well-rounded and highlysought after graduates.2. Organisational Development2. The Student Experience:we will build an enriching teaching andlearning environment where students are atthe heart of what we do.3. Research:we will enhance research excellence tobe recognised internationally as a leadingresearch university.1. Leadership3. Recruitment4. Performance and Reward5. Engagement, Inclusion and Culture6. Health, Safety and Wellbeing7. Operating ExcellenceEach section of the strategy sets out what ourobjectives are, the actions we will take, and theindicators we will use to gauge success by theend of the 2019–20 academic year.4. Innovation and Impact:we will contribute to society in terms ofeconomic, environmental, health and socialimpacts through innovation.5. Regional and Global Engagement:we will build strong, mutually-beneficialrelationships with businesses, industry,universities, and wider local andinternational communities.6. People:we will create conditions for all staff to havethe opportunity to fulfil their potential andwe will make this a wonderful place to work.7. Finance:infrastructure and digital: we will ensurethe University’s financial position remainsstrong, that investment in infrastructureis appropriate, and that operationalmanagement is effective.4surrey.ac.ukIt’s our people whodefine what we areand all that we do.Paul StephensonVice President HR Services
THELeadershipand ManagementAwards finalists2016 2017A humbleleader issecure enoughto seek theinput andtalents ofothers.Professor Max LuPresident and Vice Chancellor
S T R AT E G I C P R I O R I T Y A R E A O N E :LeadershipObjective:Actions:To develop the leadership skills ofcurrent leaders and to identify anddevelop new leaders.1. Develop a framework ofleadership behaviours thatwill underpin the institution’score values and set out theexpectations that staff at all levelscan have of those in leadershipand management roles.High-quality leadership will bean important point of differencebetween those institutions in thesector that thrive, and those thatdecline and cannot cope withchange with the needed pace, focusand effectiveness. The HR and StaffDevelopment teams will ensurethat our leaders have the skillsthey need, and we will assess andmonitor how leadership is receivedwithin the organisation. We will alsorecognise the needs of our managers,and make sure that they areappropriately skilled, motivated andrewarded for their leadership roles.2. Ensure the appropriate staffdevelopment interventions(including development ofcompetencies, coaching,mentoring, 360 feedback, formaldevelopment programmes)are effectively delivered formanagers and leaders at alllevels of the organisation with aparticular focus on:a) Executive Boardb) Heads of department/operating areac) Under-represented groupsd) Aspiring leaderse) Research team leaders/principal investigatorsf) Professional services middlemanagers/team leaders.Our leadersexemplifyour values ofcollaboration,ambition,respect,excellenceand integrityin all thatthey do.3. Through the staff survey andappraisals, identify areas whereleadership skills are falling shortof the required standards andimplement improvement plans.4. Fully make use of the peopleplanning process to spot talentand develop staff for futureleadership roles.5. Support the objectives of the 30per cent club, and aim for at least30 per cent of those in level sevenpositions and on major boardsand committees to be female.University of Surrey7
S T R AT E G I C P R I O R I T Y A R E A T W O :Performance and rewardObjective:To create a high performance culture, ensuring thatwe have capable staff who are appropriatelyincentivised, rewarded and motivated to show excellentperformance. We will ensure that our incentives (bothfinancial and non-financial) and rewards are alignedto University strategic priorities. In doing this, wemust ensure the institution gets good value from theinvestment in rewards and staff benefits, and acceptthat there may be greater differentiation of how rewardsare allocated across the institution.Where necessary, we will develop new policies andapproaches to remuneration and rewards that arevalued by staff and are affordable and effective.Poor performance will be identified and addressed,while excellent performance will be celebrated andrewarded, both individually and within teams.Actions:1. HR will ensure that our pay,rewards and other benefits arecompetitive with the markets inwhich we seek to compete forthe recruitment, motivation andretention of talent. This will beachieved through:a) Benchmarking of our approachto pay and reward on at leastan annual basis, both across thesector and in our local area.b) Maintaining a commitment tovariable/performance relatedpay to recognise and rewardexceptional performance andcontribution of individuals andteams.c) Considering new approachesto rewards, includingperformance related pay, theintroduction of non-cashrewards, and differentiatedapproaches to pay and rewardacross the organisation.d) Producing total rewardstatements for all staff on anannual basis.e) Developing a flexible benefitsscheme open to all staff.f) Recognising the important rolethat pension provision has inour total rewards, we will havecompetitive and affordablepension provision in place for allour staff, while ensuring thosestaff are sufficiently wellinformed to make choices abouttheir pension provision.g) Ensuring honesty inassessment and feedback asprovided through the annualperformance review process.95%PLUScompletion ofappraisals 2015–17
2. Create and maintain a high performance culture acrossall teams, led by local managers, ensuring the visibledemonstration of the University’s core values in all itsday-to-day activities. This will be achieved through:a) Ensuring that managers are trained and competentin performance management skills to ensureperformance targets are demanding and aligned, yetfair.b) Ensuring that performance is fairly and consistentlymeasured and recognised, and underperformance isaddressed effectively within reasonable timescales.d) Supporting the development and operation ofreal-time performance tracking information forour academic and teaching staff, to replace thecentrally produced data sheets that currentlycontribute to appraisals.e) Ensuring academic and teaching targets reflect andare aligned to our institutional goals, with targetsthat are fair and reasonable in the expectationsbeing set while also enabling recognition of bothover and under performance.c) Ensuring that the institutional values underpinthe way in which we do our work, and includingevaluation of performance against our institutionalvalues in both the 360 appraisal processes andappraisals.University of Surrey9
S T R AT E G I C P R I O R I T Y A R E A T H R E E :RecruitmentObjective:To effectively recruit the right quantity and quality of staff that we need to support the achievement of the University’sstrategic objectives.Good resourcing starts with good planning, and HR will ensure that any decisions to recruit are only made followinga full consideration of the options available. If we decide to recruit, we will only recruit individuals who demonstratethe right values, skills, knowledge, experience and motivation to help the University achieve its objectives. We wantour recruitment processes to be among the very best in the sector, giving candidates at all levels an excellentexperience in their interactions with our institution.Actions:1. HR will ensure that ourrecruitment and selectionprocesses provide high qualityand diverse candidates. Wewill achieve this by:a) Working with stakeholdersto ensure that recruitmentadvertising is effective,focused, good value formoney, uses language andimagery that maximisespotential interest from adiverse range of candidates,and is legally compliant.b) Where necessary, takingpositive action through ourrecruitment and selectionactivity to make sure our staffprofiles reflect an inclusiveand diverse community.c) Ensuring a positiverecruitment experiencefor applicants, linemanagement and HRstaff through professionalrecruitment processes.d) Enhancing the HR Webto promote our employerbrand, stressing the benefitsof working at the Universityof Surrey and showing theUniversity’s profile as a leadingemployer, locally, nationallyand internationally.e) Ensuring panel chairs areappropriately trained, forexample in unconscious biastraining, and that all staff whoare involved in recruitmentpanels follow correct processesin conducting recruitmentinterviews.f) Ensuring our RecruitmentCode of Practice is followedconsistently and is effective indelivering good outcomes torecruitment campaigns.g) Ensuring we have effectivepolicies in place to attractinternational talent, includingrelocation policiesNever, ever,compromise onthe quality ofthose you hire.Karen GriffithsFaculty HR Managerh) Reviewing our approach to therecruitment and employmentof ad hoc and associate staffto ensure legal/regulatorycompliance, consistency ofprocess, and value for money.i) Supporting the hiringof world-class talent forimportant strategic roles,in accordance with ourstrategic goals.University of Surrey11
S T R AT E G I C P R I O R I T Y A R E A F O U R :Engagement,inclusion and cultureObjective:Actions:To successfully engage our staff in the achievementof the University’s strategic objectives, and make surethat the University is not just a fair and equitableemployer, but that it is seen by colleagues as awonderful place to work.1. HR will support the People, Culture & Inclusionteam’s strategy by:Engaging our staff with the strategic objectives of ourinstitution is critical to our success. HR will facilitate,develop and help to maintain a culture of excellence,where equality of opportunity exists for all to fulfil theirpotential. We will work in accordance with our corevalues of integrity, collaboration, ambition, respect andexcellence and make sure that all our staff do so as well,through encouraging a culture where inappropriatebehaviours are challenged and improvements are made.HR will support the People, Culture & Inclusion team’sstrategy, and will make sure that University HR policiesand procedures recognise and embrace the diversityof our communities and encourage an inclusiveand collegiate culture. We will recognise and seekto enhance the University’s international reputationand ambitions. Through this we will ensure that wesuccessfully engage our staff in the delivery of ourinstitution’s strategy.12surrey.ac.uka) Bringing awareness of equality, diversity andinclusion into everyday activity so that theUniversity is non-discriminatory in its systemsand processes, complies with legal obligations,and is seen as a fair and equitable employer.b) Supporting the achievement of our Athena Swangoals, specifically the achievement of Bronze levelaccreditation in 2018 and Silver level accreditationat an institutional level by 2021.c) Monitoring audits and reporting on our equalityand diversity metrics, and developing anddelivering plans for improvement in performancewhere necessary.d) Supporting the Equality, Diversity and InclusionStrategy in delivery of other charter marks andnationally recognised standards in areas of otherprotected characteristics such as race, disabilityand sexual orientation.
Over30%response ratesof those in senior rolesare female, July 2017in our staff survey,20172. We will seek to have high levels of staff satisfactionand engagement through:a) Working with colleagues in InternalCommunications to develop and provide staffengagement interventions so that staff arealigned with, and have opportunities to influence,the University’s strategic objectives and futuredirection. This may include introduction of newchannels of communication with colleagues.b) Working with colleagues in InternalCommunications, HR will champion changes toour culture by being the leader of our values andassociated behaviours. We will disseminate andbring to life our new organisational values so thatthey are fully understood and embedded in theway we do things at our institution.75%d) Conducting an annual Staff Survey which isvalued and well supported by staff. We willensure that the University leadership respondsto important issues identified at institutional anddepartment level, with the use of mid-year interimsurveys on specific issues when necessary.e) Maintaining staff turnover within the agreedrange, and taking action to address this in areaswhere this is not the case.f) Highlighting best practice and achieving externalrecognition through awards and accreditation inthe areas in which we operate.g) Where it is appropriate, facilitating activities suchas team days, engaging with local communities,and celebrating the successes of teams andindividual colleagues.c) Maintaining a positive relationship with ourrecognised trade unions and other employeerepresentatives when appropriate.University of Surrey13
S T R AT E G I C P R I O R I T Y A R E A F I V E :Organisational developmentObjective:To ensure we have the people with the right skills,knowledge and experience who are effectively ledand organised to deliver the University’s strategy,both now and in the future.The University is a learning organisation committedto the pursuit of knowledge and the developmentof skills. Decisions around investment in staffdevelopment will be made on a fair basis, takingaccount of how such development fits with theachievement of institutional objectives. Each areaof the University will consider staff developmentrequirements on an annual basis. Fair processeswill underpin decisions around the promotionand development of staff, and opportunities fordevelopment will take account of individuals’preferred learning styles.HR’s work in organisational development will notonly be centred on people; we will also look at theway we are organised, how we are structured andwhere and how we carry out our work, includingthe way work is allocated, to ensure that thisoptimises our efficiency and effectiveness. HR willensure that we have a people planning processin place across senior levels of the organisationto mitigate any organisational vulnerabilityin succession management and to ensure weeffectively identify talent. This process will meanwe will recruit or develop individuals with thenecessary skills to deliver effectively the next stageof our strategy.
Actions:1. We will provide first-classpersonal and career developmentfor staff at all levels of theorganisation through:a) A suite of staff developmentinterventions with a variety ofdelivery channels, recognisingthat there will be an increasein the amount of onlinetraining provided.b) Maintaining our closeattention on the qualityand quantity of personaldevelopment plans that arisefrom annual appraisals.c) Developing new interventionsto support the institutionalstrategy, for example, inareas such as unconsciousbias, living the values, digitalawareness and capability,and a range of compliancerelated programmes.d) Investing in the developmentof knowledge, skills andexperience to enable staffto deliver the University’sstrategy and have rewardingand, if required, progressivecareers.e) Ensuring our staffdevelopment plans are fullyintegrated with individualappraisals and departmentalpeople plans.f) Reviewing our careerpathways for academic andteaching staff, and ensuringan integrated approach toperformance expectations,appraisals, development andcareer progression.2. We will ensure organisationalresilience through:a) Undertaking annual peopleplanning exercises at alocal and institutional levelwhich will identify futurestructural opportunities forimprovement, successionmanagement issues, top talent,development requirementsand recruitment needs.b) Developing structures,workforce planning, workingpractices and workforcedemographics that effectivelyenable us to deliver ourstrategic goals.c) Supporting leaders increating and facilitatingchange programmes/projects leading to enhancedinstitutional capability,performance and wellbeing.University of Surrey15
S T R AT E G I C P R I O R I T Y A R E A S I X :Health, safety and wellbeingObjective:To maintain and develop the health, safety and wellbeing of our staff.HR will work with colleagues within the Centre for Wellbeing, and Occupational Health and Health and Safety tosupport them in the delivery of their strategies, and ensure that our people are provided with a safe and healthyenvironment in which to work. Where possible we will not only maintain the health, safety and wellbeing of ourstaff but will look to provide a culture and environment in which staff can take greater personal responsibility fortheir own health, safety and wellbeing.Actions:1. We will look to improvethe health and wellbeing ofcolleagues by:a) Monitoring and wherenecessary taking action toalleviate work place stressand mental health issues.b) Supporting the Wellbeing teamto create and implement aholistic wellbeing strategy forstaff and students, and ensureit is enacted consistently in allareas of the University.c) Supporting the developmentof academic workload modelsto ensure fairness in allocationof workload.d) Reducing levels of sicknessabsence to upper quartilesector standards, mindful ofvariances in job types.16surrey.ac.uk2. We will look to ensure a safeworking environment forall through:a) Supporting the Health andSafety department to maintaina sector leading position onthe (low) level of Reportingof Injuries, Diseases andDangerous OccurrencesRegulations (RIDDOR), nonreportable accidents andunsafe acts across campus,including providing specificsupport for interventionsaround behavioural safety.b) Ensuring effective trainingand development in healthand safety.c) Maintaining a focus on safetythrough staff appraisals andreward mechanisms.Over80%of colleagues state theuniversity takes healthand safety seriouslyDoubleGoldRoSPA Award winner,2015 and 2017
S T R AT E G I C P R I O R I T Y A R E A S E V E N :Operating excellenceObjective:To develop and maintain effective and efficient HR processes.HR will develop and maintain excellent HR, payroll and pension processes and will compare our performance inthese areas with other leading organisations both within and outside our sector. We will ensure that our policiesare clearly written, well communicated, well understood and effectively applied. We will be the primary providersof accurate university-wide level analytics and management information for our people.Actions:1. We will provide highly valued,value for money administrationand professional support through:a) Ensuring that managers andother stakeholders have easyaccess to up-to-date andclearly articulated policies andprocedures which are wellunderstood and consistentlyand accurately applied.b) Ensuring that managers areprovided with relevant andeasy to use managementinformation reports andreporting tools for all HRrelated information.c) Simplifying and standardisingoperating processes toachieve lower cost, moreefficient transactions andbetter integration with otherimportant stakeholders bothwithin HR and with otherstakeholders such as linemanagers, the UniversitiesSuperannuation Scheme (USS)and HM Revenue and Customs.18surrey.ac.ukd) Using online technologieswherever possible to increaseefficiency with HR processes,specifically through theintroduction of online appraisalsand other elements of managerand employee self-service forbasic reporting and transactionalservices.e) Reducing the time taken tocomplete HR processes in areassuch as absence management,performance and capability,discipline and grievances.f) Ensuring a ‘right first time’culture in the way we doour work.g) Enhancing the HR web pagesfor internal and external use.h) Producing and publishingmetrics for the HRdepartment’s performanceand for the performance ofthe University as a whole onHR and HR related metrics.i) Ensuring all our staff areappropriately skilled andmotivated, and provideexcellent HR services totheir customer bases.2. We will ensure our ownoperational resilience through:a) Having effective businesscontinuity plans for importantpeople and services.b) Replacing the currentNorthgate Payroll andPeopleSoft HR systems, andthe current finance systemEMMA, with an effective andintegrated new HR systemthat is easy to use for linemanagement colleagues, andefficient and effective for HRstaff and other users.3. We will seek to influence theUniversities and CollegesEmployers Association (UCEA),Universities Human Resources(UHR), USS and other sectorbodies and stakeholders in areasof importance to the Universityof Surrey.
HR KPI’S:External benchmarksNo.KPIDescription1Staff pay bill as a percentage of income.To include all staff paid through Payroll as at the latest published accounts date.2HR staff to all staff ratio.All staff on a headcount basis paid through payroll. HR staff is core HR staff only, wheretheir role is wholly or mainly HR activity including faculty or department based HR staff,but excludes Payroll, Pensions and staff involved in CPD Academic training, Equality andDiversity, and Safety.3HR full-time equivalents (FTE) to all staff ratio(FTE).All staff on a FTE basis paid through Payroll. HR staff is core HR staff only, where theirrole is wholly or mainly HR activity including faculty or department based HR staff,but excludes Payroll, Pensions, staff involved in CPD Academic training, Equality andDiversity, and Safety.4Cost of HR salaries as a percentage of totalpayroll costs.HR staff as defined in Q2.5Staff voluntary turnover percentage.Date 12 months to July.6Staff total turnover percentage.Date 12 months to July. Includes fixed term contracts.7Staff response rate in last Staff Survey.Please supply date of latest survey.8Staff percentage absence.Date 12 months to 31 July.9Training and development spend asa percentage of income.Includes entire Staff Development budget, including manpower costs,excluding Academic CPD costs.10Training and development spend per FTE.To include all staff paid through payroll as at the latest published accounts date.11Percentage of staff completing appraisals.Date of last appraisal round.12Number of Reporting of Injuries, Diseases andDangerous Occurrences Regulations (RIDDOR).per 1,000Date 12 months to July. Rate per 1,000 staff FTE.13Professoriate gender pay gap.Average female professor salaries divided by average male professor salaryx 100 as at July 2014.14Gender split of professoriate.Percentage of female professors as at July 2014.
University of SurreyGuildford, Surrey GU2 7XH, surreyyoutube.com/universityofsurrey8251-0717
outdated very quickly. With this in mind, our new HR strategy builds on the original 2014-17 HR strategy for a further three years to take us to 2020. This recognises that the strategy will need to remain flexible and adaptable, that the wider University strategy itself is an adaptive strategy, and that elements of it may evolve to reflect a .
11 megan norman Suffolk U13 Girls 2 7 5 28.6 14.3% 12 Chloe Gravestock Surrey U13 Girls 1 1 100.0 100.0% 1 13 Divia Dhar Surrey U13 Girls 1 2 2 50.0 50.0% 14 Abi Balcombe Surrey U13 Girls 1 5 3 20.0 20.0% 15 Emma Stewart Surrey U13 Girls 1 5 6 20.0 60.0% 16 Meghna Nandi Surrey U13 Girls 1 8
University of Surrey Charting Surrey's Post-Covid Rescue, Recovery and Growth Place matters. Places are separate, special and . a diverse digital business base all sufficiently underwrote the county economy. Equally, key sectors . uncertain journey times. (Guildford Borough, 2019; Surrey Congestion Programme, 2014; Google Covid
Anthony Ferrar . Managing Director . Sutton & East Surrey Water plc . London Road . Redhill . Surrey . RH1 1LJ . 12 December 2014 . Dear Anthony . Final determination of price controls . I enclose the formal notification of the determination by the Water Services Regulation Authority (Ofwat) of Price Controls for Retail Activities and for .
The Home Depot 6550 200 Street, Langley 4 Min Drive 1.8 km PARKS/RECREATION/LIBRARY Greenbelt 3 Doors to the West 7017 195A Surrey 1 Min Walk .7 km Katzie Park, 19373 68 Avenue, Surrey 2 Min Drive 700 m Starr Park 19333 66th Avenue, Surrey 2 Min Drive 500 m Offers a .9 hectare (2.2 acre) neighbourhood park in East
WITNESS STATEMENT OF JAMES ADLER I. JAIvIES ADLER of Surrey Wildlife Trust, School Lane, Pirbright, Woking. Surrey 0U24 OJN WIT L SAY as follows: Preliminary: 1 1 make this vittiess statement in support ol the Applcamion helbic this Honouiablc Court biought by Surrey County Council (the Council) foi an anticipatory injunctIon
Tue 12-Aug-2014 19:39:40 BST Surrey U9 vs Essex U9 page 1 Essex U9 INNINGS Venue: Esher Cricket Club Toss won by: Surrey U9 Tue 12-Aug-2014 BATSMAN RUNS HOW OUT R B M 0s 1
Through a request for qualifications ("RFQ") issued May 16, 2013 by the City of Surrey (the "City"), the following consortia (each, a " Proponent") are qualified to participate in this RFP: Iris Solutions; Plenary Harvest Surrey; and Urbaser S.A.
Nom de l'Additif Alimentaire Fonction(s) Technologique(s) 340(iii) Phosphate tripotassique Adjuvant, antiagglomérant, antioxydant, régulateur de l'acidité, agent de rétention de la couleur, émulsifiant, affermissant, exaltateur d'arôme, agent de traitement des farines, humectant, agent de conservation, agent levant, séquestrant, stabilisant et épaississant 341 Phosphates de calcium .
