Corporate Strategy and the Effect of Hr Strategy

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					Birkbeck College: HR Strategy




          HUMAN RESOURCE STRATEGY

                                          2001 – 2005




                                                                  May 2004




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Birkbeck College: HR Strategy




CONTENTS                                                                     Page No.


1.        Human Resources Strategy - Introduction to the College                   3
          Courses and Research Programmes                                          3
          Faculty Structure                                                        4
          Student Numbers                                                          4
          Research                                                                 4
          Staff Numbers                                                            4
          The Estate                                                               4
2.        Birkbeck‟s Human Resources Strategy, Mission and Corporate Plan          5
3.        Background – Factors shaping the HR Strategy                             5
4.        Aim of the Strategy                                                      8
4.1       Organisational Development: Improving HR Management                      9
4.2       HEFCE 01/16 Invitation: Annex B Areas                                   10
          a.1       Recruitment                                                   11
          a.2       Retention                                                     12
          b.1       Staff Development                                             15
          b.2       Training Objectives                                           15
          b.3       Management Development                                        18
          b.4       Using New Technologies for Learning and Teaching              20
          c.1       Equal Opportunities                                           21
          c.2       Job Evaluation                                                28
          d.1       Reviewing Staff Needs                                         31
          d.2       Reducing Sickness Absence                                     32
          e.        Performance Review (Appraisal)                                32
          f.        Action to Tackle Poor Performance                             33
4.3       Resources for HR Management                                             34
4.4       Health & Safety at work (HSAW)                                          36
HR Strategy: Annexes                                                              39
          Annex A – Mission Statement                                             40
          Annex B – Organisational Diagram – Birkbeck College                     41
          Annex C – Explanation of HR Management terms                            42
          Annex D – Action to be taken & allocation of HEFCE Funds                44
          Annex E – Equal Opportunities Monitoring: Report Extract 2002/03        53
          Annex F – Glossary                                                      54
          Annex G – HR and Staff Development Team January 2004                    55
          Annex H – Equality & Diversity Targets                                  56




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Birkbeck College: HR Strategy




                                  Birkbeck College, University of London

                                      HUMAN RESOURCES STRATEGY


1.        Introduction - Birkbeck College

1.1       Founded in 1823 as the London Mechanics' Institution, Birkbeck was incorporated into
          the University of London by Royal Charter in 1926. The mission of Birkbeck is to
          provide part-time courses of study to meet the changing educational, cultural and
          training needs of adults and to enable adult students from diverse social backgrounds
          to participate in courses. It is the only institution within the University of London with a
          special mission to provide part-time courses and unlike other institutions offering part-
          time degrees, Birkbeck offers its programmes in the evenings and concentrates on
          face-to-face teaching. It is the largest provider of face-to-face (as distinct from
          distance learning) part-time higher education in the United Kingdom.

1.2       More than 180 years after its founding, Birkbeck remains true to its origins by
          continuing to provide opportunities for mature students to follow flexible courses of
          part-time study. Students come from a variety of backgrounds and their reasons for
          studying at the College are just as varied - career advancement, personal
          development or because they missed out on education when they were younger.
          Over 80% of our students remain in employment while they pursue their studies at
          Birkbeck. The knowledge and skills they acquire from study at Birkbeck are readily
          transferred into many walks of life. As such the College has an important role to play
          in the continuing growth of London‟s economy and in enabling its citizens to acquire
          through their studies with Birkbeck the intellectual breadth to innovate and to foster
          necessary change and development.

1.3       The College has strong social values. It is highly successful at reaching those
          Londoners that other universities miss. Over half of all Birkbeck students are women,
          over 20% of First Year students come from ethnic minorities and all our students are
          mature adults. Birkbeck's unique mission is as relevant today as it was when George
          Birkbeck founded the London Mechanics' Institute in 1823. It is a strong community of
          working adults who offer each other mutual support, sharing a unity of purpose, which
          builds on a tradition of philanthropy while targeting today's economy and labour
          market.

1.4       Birkbeck is flourishing in a period of carefully planned growth. Birkbeck is actively
          seeking additional resources to support innovative academic developments, student
          scholarships and awards, and to continue the modernisation of accommodation and
          facilities.

Courses and Research Programmes

1.5       Birkbeck offers five Foundation degrees (p/t), over 50 undergraduate degrees (p/t),
          over 70 part-time and full-time MA, MSc and MRes taught courses and over 1,000
          continuing education courses. In addition, students can take part-time or full-time
          research programmes leading to MPhil or PhD in over 20 subject areas.




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1.6       Birkbeck was a pioneer in launching tutor-assisted university-level courses taught
          entirely over the Internet and continues to support innovative teaching initiatives that
          allow wider participation and access for Lifelong Learning.

Faculty Structure

1.7       Birkbeck‟s academic and research activity is organised into sixteen Schools
          established within four Faculties comprising: Arts; Science; Social Sciences and
          Continuing Education.

Student Numbers

1.8       Student numbers doubled in the ten years from 1987 to 1997 and have continued to
          increase steadily since then. In 2003/04, the College has enrolled over 7,700
          students (5,300 FTE) on degree and related programmes, an increase of 5% on the
          previous year. Of these, roughly 3,500 (46%) are postgraduate students, almost 700
          of whom are full-time. 90% of all these students are over the age of 25 and 64% are
          aged 30 or more.

1.9       In addition, Birkbeck is the largest provider of adult continuing education in the
          London area. Its Faculty of Continuing Education enrolled 16,000 students (circa
          2,500 FTE) to non-degree courses in 2002/03. Some 13,000 of these enrolments are
          on credit-bearing courses for which the student can study for a qualification at
          Certificate or Diploma level.

Research

1.10      Birkbeck has a thriving reputation as an international centre for academic research. In
          the 2001 UK Research Assessment Exercise, Birkbeck returned submissions to 20
          different subject areas with 91% of its academic staff categorised as research active.
          Birkbeck was awarded the highest ratings of international excellence (5 and 5*) in 12
          subject areas: Crystallography, Earth Sciences, Economics, English, German, History,
          History of Art, Law, Philosophy, Politics, Psychology and Spanish. In total 69% of
          Birkbeck‟s submission was awarded 5 or 5*.

Staff Numbers

1.11      Birkbeck now has approximately 1,750 members of staff: 950 permanent staff and
          another 800 sessional lecturers, most of whom are employed in the Faculty of
          Continuing Education (FCE). The distribution of permanent staff across the four
          faculties and administrative functions is shown in Annex B.

The Estate

1.12      Birkbeck is located in the Bloomsbury area of central London. The majority of the
          College‟s buildings are leased from the central University of London. Some of the
          academic schools and all the administrative departments are based in the Main
          Building in Malet Street. Other academic schools are accommodated in a range of
          properties in the neighbouring squares and streets. Many of the College‟s
          continuing education classes are taught throughout central and Greater London, and
          this can create challenges in terms of communications and the creation of a cohesive
          organisation.



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          A major £20 million development project to improve teaching, library and research
          facilities in the Main Building was completed during 2004. This has provided two
          additional floors, expanded the overall size of the College and provided state-of-the-
          art library facilities. This will enable us to concentrate student facilities on the ground
          floor and expand our teaching and conference facilities.

2.        Human Resources Strategy, Mission and Corporate Plan

2.1       The following sets out Birkbeck‟s Human Resources strategy for the period from 1
          August 2001 to 31 July 2005. Birkbeck‟s Corporate Plan 2002-05 sets out the
          institutional context and current development plan. The Corporate Plan is due to be
          revised during 2005 and will take into account the developments as set out within the
          HR Strategy 2001-05 and beyond. The College‟s Mission Statement is at Annex A,
          and links to the Corporate Plan are shown in Annex D.

2.2       The HR Strategy sets out Birkbeck‟s plans to ensure the recruitment, development
          and retention of the best quality staff in all staff groups to fulfil its Mission and thereby
          meet its strategic aims and objectives. The Strategy is underpinned by the principle of
          continuous improvement. This document is a summary of the action required
          between 2001 and 2005 to improve HR Management at Birkbeck.

3.        Background - Factors shaping the HR Strategy

3.1       The Human Resource Strategy has been shaped by a variety of factors including:

                   Birkbeck‟s Mission Statement – Annex A
                   Birkbeck‟s Corporate Plan – see Annex D
                   Birkbeck‟s Charter and Statutes
                   UK and European employment legislation
                   Best practice in HR Management
                   The recommendations of the Independent Review of Higher Education Pay and
                    Conditions, chaired by Sir Michael Bett
                   Guidance from UCEA
                   The key findings of the White Paper “the future of higher education” published in
                    January 2003

3.2       The HR Strategy has also taken into account the interests of its many stakeholders,
          including the different funding bodies (the Higher Education Funding Council,
          Research Councils, commercial organisations and charities) and the Quality
          Assurance Agency. The strategy has also been influenced by major national
          initiatives such as The Research Careers Initiative and the Equality Challenge
          Framework and by the work of the Universities Personnel Association and the Higher
          Education Staff Development Agency (HESDA).

3.3       The main provisions of Birkbeck‟s Corporate Plan (2002-2005) are to:

                 Achieve sustainable growth in student numbers by maintaining high quality
                  teaching, introducing courses in new subject areas, widening access and
                  participation, increasing responsiveness to changes in demand, strengthening
                  marketing and recruitment activities and maximising retention through provision of
                  appropriate student support.




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              Improve on the 2001 Research Assessment Exercise ratings by maintaining a
               high level of research output, increasing its overall quality and, where appropriate,
               seeking collaborations with other institutions.

              Increase government and industry funded research by 25% and seek funds to
               continue to improve research infrastructure.

              Strengthen the College‟s financial position in order to achieve a target surplus of
               3% of turnover per annum.

3.4       These aims will be supported by:

              Appointing high calibre staff in all job areas, improving appraisal systems and
               implementing the Staff Development Strategy

              Addressing the retention, morale and motivation of existing staff through enhanced
               reward systems, improved internal communications and investment in career and
               staff development

              Improving information management e.g. through the implementation of a
               comprehensive student information system by 2004/05 (BSIS)

              Further development of Birkbeck's quality assurance systems

              Continuing to develop Birkbeck's infrastructure e.g. through the refurbishment of
               the College‟s teaching and research accommodation, provision of new catering
               and social areas and the acquisition of additional space to house new academic
               activities

              Strengthening links between Birkbeck and academic, business, public and
               voluntary sector partners in the London region.

Determining the HR Strategy

3.5       The Director of HR and Staff Development and the Staff Development Team are
          responsible for proposing and implementing the Strategy. The Staffing Committee
          has approved the Strategy. The Director of HR and Staff Development has consulted
          the Senior Management Team1, staff and trade unions during the drafting of the
          Strategy, via detailed consultation and the website. An Open Forum on the Strategy,
          which gave all staff the opportunity to comment, took place on 25 April 2002.

3.6       The Staffing Committee will review the implementation of the Strategy on an annual
          basis to ensure that its objectives are being met. The Staffing Committee has the key
          responsibility for advising the Finance and General Purposes Committee and the
          Governors on staffing matters.



1
 The senior management team consists of the Master, the Vice-Master, the Pro-Vice-Masters, the four Deans of Faculty, the
College Secretary and the Heads of Administrative Departments. The Staffing Committee is composed of the Master, Vice-
Master, College Secretary and Clerk to the Governors, a lay Governor and the four Deans of Faculty, who have general
managerial responsibility for all the staff in their faculties.




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3.7       In order to ensure continuing ownership of the Strategy, an HR Strategy working
          group has been established as a sub-group of the Staffing Committee, to assist in
          finalising the Strategy and with its implementation thereafter. This working group will
          review the progress of the Strategy and report to the Staffing Committee annually.

3.8       The HR Strategy covers a period of 3 years, from August 2001 – July 2004 and, as
          such, will need to be adapted to respond to changing factors through regular reviews,
          both strategically, through the annual planning round, and operationally, through
          school and departmental reviews. Internally, it is linked to Birkbeck‟s Teaching and
          Learning Strategy, the Research Careers Initiative, widening participation and other
          initiatives.

Future development of the HR strategy

3.9       The HR Strategy covered an initial period of 3 years (2001 – July 2004) andhas been
          adapted to respond to changing factors during its implementation, both strategically,
          through the annual planning round, and operationally, through school and
          departmental reviews. Internally, it is linked to Birkbeck‟s Teaching and Learning
          Strategy, the Research Careers Initiative, widening participation and other initiatives,
          and has now been extended to cover 2004-05.

3.10  For the longer term, post-2004, Birkbeck is committed to the continuation of the
    activities described in this strategy at an annual cost of £1 million. The current five-year
    financial forecast (July 2002) makes provision for the activities of the HR strategy after
    the expiry of RDS Round 1 funding in 2004, although the College‟s financial position will
    need to be reviewed regularly.
3.11 The College has conducted a risk assessment of its 5-year financial strategy to
      assess the impact on the HR strategy and what measures would need to be taken in
      the event that income levels do not reach targets. Actions that could be implemented
      in order to protect the HR strategy would include: reductions in non-staff expenditure;
      freezing of vacant posts; review of academic programmes and expansion of income-
      generating activities.

Allocation of Funds

3.12      Birkbeck has a very strong collegiate culture. A formal committee structure ensures
          that significant management decisions concerning issues such as staffing and the
          allocation of funds are evaluated in detail by the relevant members of the Senior
          Management Team. The College has a good record of maintaining harmonious and
          productive working relationships with its three Trade Unions, the AUT, Amicus-MSF
          and UNISON.




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3.13      Ensuring that Birkbeck maintains and continues to enhance its high academic
          reputation is a key priority for the institution. However, Birkbeck faces a continuous
          challenge in competing with larger institutions and the private sector to recruit and
          retain staff in certain key areas. The recruitment, retention and rewarding of key staff
          is considered to be the critical success factor in ensuring the College‟s continued
          academic success and for this reason Birkbeck wishes to make this activity the top
          priority for the HEFCE 01/16 funds. This will also enable the College to improve
          retention by increasing the number of staff promoted in future.

3.14      Other activities proposed in the Strategy will be funded from Birkbeck‟s core funds. In
          addition, the College invested £130k from core funds in staff development activities in
          2000 - 2001, and expects this level of investment will continue.

Achievements

3.15      A number of items that were included in the original strategy have been achieved.
          These include:

                    The introduction of a new promotion procedure for Academic Staff (revised in
                     Oct 2002 and under further review by SMT in 2003-04)
                    The introduction of a Stress Management Policy
                    The provision of a Counselling Service for all staff
                    The introduction of the Birkbeck Innovatory Teaching Scheme (BAIT) (See
                     Para b.3.3)
                    The introduction of the Alta HR integrated HR and Payroll IT system (but see
                     Para 4.3.7)

          These items have therefore been removed from the revised HR Strategy (May 2004).

4.        Aim of the Strategy

          The aim of Birkbeck‟s HR Strategy is:

                “In order to maintain its high academic standards and research
                achievements, and to fulfil its mission, Birkbeck needs to attract and retain
                high calibre staff in all areas of the College. The College will manage its
                staff in a fair and caring way: all our employees are highly valued and will
                be encouraged to enhance their skills, develop their full potential and make
                the best possible contribution to the continued success of the College.”

Details of the HR Strategy prepared in response to the HEFCE 01/16 Invitation

          4.1       Organisational Development: improving HR Management

          4.2       HEFCE 01/16 Invitation - Annex B Areas:

                     a. Resourcing, i.e. (a.1) Recruitment and (a. 2) Retention

                     b. Staff Development (b.1) and Training Objectives (b.2)
                        including management development (b.3)
                        and the use of new technology (b.4)




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                    c. Equal Opportunities (c.1) and Job Evaluation (c.2)

                    d. Reviewing Staff needs

                    e. Performance Review including appraisal

                    f.    Action to tackle poor performance

          4.3      Resources for HR Management

          4.4      Health & Safety at Work

4.1       Organisational Development – Improving HR Management

4.1.1 Birkbeck is committed to a process of continuous improvement in all its activities. It
      completed a new Corporate Plan in 2002, and is engaged in a number of other
      initiatives intended to improve or develop the College‟s academic and research
      achievements and its management.

4.1.2 As part of this, the HR Strategy is inherently linked to the academic and managerial
      leadership of the Master, in consultation with the senior management team. The HR
      Strategy is part of Birkbeck‟s Corporate Strategy, and the success of the HR Strategy
      depends on the leadership, guidance and support of the Master and the senior
      management team. Birkbeck‟s total staff costs constitute about two-thirds of
      Birkbeck‟s expenditure (£28.2 m in 2002-03) and the College is keen to ensure that
      this expenditure is invested wisely. In order to continue to enhance the standard of
      senior and academic management in the College, action is in hand to identify a
      suitable national standard of training, development and management (e.g. EFQM, IiP),
      in collaboration with other local HEIs. A more systemic approach to career
      development and succession planning is also under consideration: see Area b below.

4.1.3 The issues of moving to a single pay spine, job evaluation, new grading structures,
      and the harmonisation of terms and conditions are all being addressed nationally, but
      the College is concerned that progress should be made with these as soon as
      possible. Progress in some of these areas may therefore depend on external bodies
      (HEFCE, UCEA, UUK, Heads of Colleges of the University of London and London
      Higher Education Consortium).

4.1.4 During 2001 Birkbeck conducted a staff consultation exercise through a series of
      workshops, the aim of which was to assist the senior management team in its
      strategic leadership, and to identify areas which staff considered could be improved.
      The Director of Human Resources drafted a management response to the issues
      raised for the Staffing Committee, and this response was publicised as part of the
      College‟s desire for continuous improvement. The issues raised have been
      considered in the planning of the HR Strategy.

4.1.5 This process of consultation will be regular, with annual evaluations of impact and
      progress. Progress with the Management Action Plan that resulted from the feedback
      from the staff consultation exercise in 2001 was reviewed at the Senior Management
      Team Day on 21 November 2002. A further staff consultation exercise is planned for
      mid 2004, the results of which will be compared with 2001 to evaluate progress.




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4.1.6 Birkbeck is actively collaborating in many areas with the 1994 Group, the M25 Group,
      the Bloomsbury Consortium and others in all major areas of management activity.
      There has also been pro-active collaboration among HR and SD staff throughout the
      period of this Strategy and this will continue.

4.2        HEFCE 01/16 Invitation - Annex B Areas

Areas a.1 and a.2 - Recruitment and Retention

The College needs to appoint high calibre staff in every job group to realise Birkbeck‟s
Mission and strategic goals. Key factors in recruiting and retaining staff are not just the high
academic reputation of the institution, and the unique opportunities that it offers, but also its
reputation for fair treatment of its employees and for rational organisational management.
This reputation has been maintained by a process of frequent review and improvement, but
we seek to continue to enhance this by demonstrating that we value our staff.

Birkbeck now faces a growing problem in recruiting high quality academic staff in particular
disciplines (e.g. management, law, economics, and computer science). The plan to pay more
to recruit sufficiently skilled senior Finance and IT staff in Administration was successful.
During 2002-03 the College experienced some significant delays in recruiting, and has had to
re-grade and re-advertise posts, or offer higher salaries than originally planned in order to
attract candidates of sufficient calibre.

Demand for particular skills in different areas may change and having some supplements on
a fixed-term basis allows for appropriate flexibility to respond to the College's changing
requirements and changes in the labour market. The College may be able to use some of the
„golden hello‟ funds for this purpose.

                                                                            2001-02         2002-03      2003-04

Action        Use of HEFCE 01/16 funds                                           £              £            £
              Basic Salary supplements. These are to be paid                  30,000        50,000        80,000
              on a discretionary basis at recruitment and
              selection stage or during employment.
              Allows for flexibility for changes in requirements
              and labour market
                                                                                     2
By            Chairs of Recruitment Panels advised by HR                     36,000
Whom
              Actual Expenditure                                                            52,000

Target        Annual review at end of each academic year by
Date          the Financial Strategy Group




2
    Where sums of money in excess of the HEFCE Allocation have been expended, these have been met by College Funds



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Area a.1 Recruitment

a.1.1 To attract and retain the quality of staff we seek, Birkbeck has to be realistic about
      setting levels of remuneration that will attract and retain staff in the long term.
      Competition from other sectors and institutions at home and overseas for the
      academic staff we seek to retain has grown much more intense.

a.1.2 Birkbeck now devotes significant additional resources to fund more attractive salary
      packages for new senior academic and support staff appointments, and to enhancing
      the salary levels of deserving existing staff, many of whom had seen their salary levels
      fall behind those of other institutions. There will also be a need to continue the
      College's existing arrangement for discretionary and accelerated increments and merit
      pay until these are replaced by contribution pay in due course. This will require
      regular monitoring, benchmarking and comparison with other HE Institutions.

a.1.3 We foresee that the pressure on salaries and staff cost will only continue to increase
      as the HE sector seeks to regain parity with other comparable professions. The
      College continues to monitor and evaluate movements in salaries and benefit
      arrangements across the HE Sector, and reports are provided to the Review Panels
      and Staffing Committee to inform the setting of College policy on these matters.

a.1.4 Birkbeck does not currently have the financial resources to compete with other larger
      HE institutions, which can offer incentives such as bridging loans, subsidised
      mortgages, private health insurance etc. However Birkbeck continues to publicise the
      benefits of working at the institution. The College already provides a number of staff
      benefits such as re-location allowances, season ticket loans, counselling, flexible
      working etc, and these were publicised in a booklet and on the web and sent to all
      existing staff and all new staff from September 2003.

a.1.5 However it is clear that Birkbeck must continue to seek out resources so that we can
      provide our staff with enhanced salaries if we are to remain competitive.

                                                                  2001-02   2002-03   2003-04

Action       Use of 40% HEFCE 01/16 funds                            £         £         £

             Recruitment and retention of high calibre            190,000   300,000   400,000
             academic and support staff.
             Senior Management Team, Staffing Committee,
By
             HR and Staff Development, Financial Strategy
Whom
             Group

             Actual Expenditure                                   248,000   344,000
Target       Situation to be reviewed annually at the end of
Date         each academic year.




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Area a.2 Retention

a.2.1 Birkbeck has a high turnover of non-academic staff and clerical staff generally (clerical
      staff turnover was 50% in 3 years). We experienced 17% turnover in our Central
      Administration staff in 2002-03. Birkbeck is in the middle of Central London, requiring
      modestly paid staff to commute long distances at significant personal cost. Our pay
      for clerical staff is comparable with other Central London Higher Education
      Institutions, but remains under constant review.

a.2.2 However, pay may not be the only issue contributing to this high turnover, which has
      knock-on effects in terms of the cost of, and time invested in, continuous recruitment,
      re-training and loss of expertise. This issue is being investigated to determine the
      causes of this high turnover and to propose remedies. As a start the College has
      introduced exit interviews and analysis and aims to reduce this high turnover by 5% by
      the end of 2004. This should also reduce the cost of hiring temporary/agency staff.
      The first exit interview report in July 2003 indicated career progression as the major
      reason for departure, but the sample size was very small, and measures have been
      taken to try to obtain a higher rate of completion in July 2004.

                                                                                 st
Action       1.       High turnover of non-academic staff to be investigated. (1 report Oct     By Jan 03
                      2002)

             2.       Aim to reduce current turnover of clerical staff by 5%                    By Dec 04
                          Monitoring salaries offered by other HEIs

             HR department to arrange for the issue to be investigated by;

                        a) Interviews and questionnaires introduced from January 2003 for all
                        permanent staff and the analysis of data. Exit interview data may
                        reveal other issues to be addressed. First report received in July
                        2003.

                        b) Surveying long serving staff on why they have stayed.

                        c) Comparing Birkbeck‟s clerical grades and salaries with other HE      Continuous
                        institutions in London.                                                 from Oct 02

                        d) Reviewing of staffing needs – see Area d.1 below

             3.       Reduce temporary staff costs - under consideration by Bloomsbury          By Apr 03
                      Consortium of HEIs.

             4.       Booklet on the Benefits of Working at Birkbeck to be circulated to all    Circulated
                      staff                                                                     Sept 03

By           Line management will conduct Exit interviews for permanent staff with effect       From Dec
Whom         from 2002-03. Analysed by HR Department. First report completed July               02
             2003.
How          A proportion of the HEFCE 01/16 funds to be used
Area a.2 Retention - Promotion and Merit Pay

a.2.3       The College currently uses a number of different schemes to determine the
            appropriate grade for clerical, manual, technical and maintenance staff and uses



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            schemes based on various objective criteria and standards to determine merit pay
            awards for those staff and to determine promotions for the other staff groups.
            However, these schemes will be reviewed as the College makes progress with the
            introduction of job evaluation: see paragraph c.2 below. In the last two years a
            concerted effort has been made to promote as many of those who reach the
            appropriate standard as possible, in all staff grades, and funds have been devoted to
            rewarding excellent performance throughout the College.

a.2.4       The College recognises that pay is not the only factor in motivation and guidance will
            be provided to Line Managers on other methods, which can be used as part of the
            performance review process (e.g. praise, thanks, recognition)3,4. In addition, the
            provision of development opportunities and succession planning should assist in
            retention (see Area b. para1. below).

                                                                               2001-02      2002-03        2003-04

Action                                                                            £              £             £
             Allocation of funds for promotion and merit pay                  150,000        200,000       275,000
             schemes for all staff. To aid recruitment and
             retention and help to motivate staff

             Actual Expenditure                                               180,000        159,000
By           Financial Strategy Group
Whom

Target       The sums allocated will be reviewed annually at
Date         the end of each academic year by the Financial
             Strategy Group


Areas a.1, a.2, and b
Recruitment, Retention and Staff Development

a.2       Retention - Remission of Fees

a.2.5 The College runs a remission of tuition fees scheme (RF) for staff members studying
      for degree and postgraduate courses. This is a substantial financial benefit and makes
      a major contribution to recruitment and retention. Between 40 and 50 employees
      have benefited from the scheme over the last 3 years. This scheme is now being
      extended to be more inclusive and so that staff can follow any course provided by
      Birkbeck. For certain staff members this scheme is one of the significant attractions of
      working at Birkbeck: it is also a method of attracting staff and a short-term recruitment
      tool, as staff stay for up to 4 years while they complete their studies. The College
      issued guidelines to managers on the retention of staff in October 2002.
      a.2.6 In the financial year 2001-02, 48 members of Staff have enjoyed the benefits
      of the Remission of Fees scheme and of those, 3 employees have been with the
      College for more than 10 years and 8 between 5 and 10 years. Some of these are
      now on their second or third allocation of Remission of Fees. A number of Staff take

3
 The Director of HR provided detailed advice on retention to Line Managers in Oct 2002
4
 This subject (Recognition) was discussed at the Senior Management Team Day on 21 Nov 02, and will be included in the
appraisal workshops in future




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          part-time jobs in the College specifically so that they can complete their qualification at
          Birkbeck. £41,070.28 was invested in the Remission of Fees scheme in 2001-2002,
          and £48,500 in 2002-03. In 2002-03, 66 members of staff used the Remission of
          Fees scheme for both FCE courses and longer courses in the College. In addition
          £43,500 was paid for the Remission of Fees scheme for our 12 Graduate Teaching
          Assistants in 2002-03.

a.2.7 This scheme also fulfils one of the key supporting objectives in Birkbeck‟s Mission
      Statement: „To ensure Birkbeck provides a favourable working and learning
      environment for its students and staff, so that they all may develop to their full
      potential‟. It also mirrors Birkbeck‟s aim of widening participation.

                                                                    2001-02      2002-03     2003-04

Action       Use of HEFCE 01/16 funds                                   £            £           £
             To allocate a remission of fees budget                  50,000       60,000      80,000
             To introduce retention measures for RF staff By
             December 2002
             Remission of Fees funds for Teaching Assistants                      43,500

By           The Registry, HR and Staff Development and Line
Whom         Managers
             During 2001-2004
Target
Date
             Actual Expenditure                                      41,070       48,500
                                                                                 (92,000
                                                                                   total)

London Allowance

a.2.8 Although London Allowance is a national issue and beyond the scope of this Strategy,
      the College was very much aware that London Allowance had been at the same level
      since 1992. London is an expensive place in which to live and work. Birkbeck
      advocated an improvement to the London Allowance, provided that this was to find
      favour with its sister Colleges in the University of London and the other Universities in
      London.

a.2.9     In January 2004 the College came to an agreement with its three Trade Unions to
          increase London Weighting by £150, to £2,284, plus a further 4% increase in August
          2004. In return the Trade Unions agreed not to take strike action on this issue for two
          years. The College still considers that HEFCE will wish to review the premium factor
          for London costs in the core grant methodology. The College is also interested in
          harmonising the London Allowance so that all staff receive the same allowance from 1
          October 2006.




Action         Birkbeck to continue to raise the issue of London Allowance in the appropriate fora.
By
               The Master and Senior Management
Whom



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When           Ongoing



Area b. Staff Development and Training Objectives

b.1.      Staff Development Strategy & Training Objectives (b.2)

b.1.1 The College‟s Staff Development Strategy, produced in 2002, is designed to ensure
      that the work of the Staff Development unit is directed towards the College‟s needs,
      and incorporates the requirements identified by the Corporate Plan, , the Faculty of
      Education‟s Certificate in Lifelong Learning (TiLL), the Research Careers Initiative,
      and individual development plans. This Staff Development Strategy identifies the
      College‟s Training Objectives for all staff (Area b.2), and states how the effectiveness
      of College‟s investment in Staff Development will be evaluated.

b.1.2 The College develops programmes for all staff groups, particularly focusing on
      managerial skills and the promotion of equal opportunities, new technologies for
      teaching and learning and enhancing the career development of research staff in
      accordance with the Research Careers Initiative. This programme includes
      development needs identified by performance reviews/appraisals (see Area e. below),
      and the management development training needed to implement items in this HR
      Strategy and to support the process of continuous improvement.

b.1.3 The College has sought to address concerns regarding career development
      opportunities, and consideration of this issue will inform the drafting and preparation of
      the revision of the Staff Development Strategy in 2004.

b.1.4 Since 2001, achievements include:

           The Staff Development Unit has brought together the Staff Development Group
            where all involved in providing staff development are represented.

           The Working Party on Teaching and Learning (WOPOTAL) has continued to
            provide a successful forum for the development of teaching and learning issues
            throughout the College.

           Academic promotion procedures are now based on specific criteria and standards
            and the demonstration of excellence in teaching and learning is a standard part of
            these.

           The College has taken an active role in a collaborate programme for the
            development of new Heads of School and other senior College staff.

           The Certificate in Teaching in Lifelong Learning was introduced in 2003 and
            illustrates a compulsory standard requirement for passing the three year academic
            probation procedure.

           Staff consultation via focus groups started in 2001 and is to be repeated in 2004.

           Management team development initiatives have been introduced, including Senior
            Management Team development activities and first line management programmes.



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           Workshops for Appraisors and Appraisees have been conducted on a continuous
            basis annually and this will continue.

           A range of internal workshops on Equal Opportunities, First Line Management,
            Managing Sickness Absence, Course Design, Time Management etc have been
            delivered alongside providing advice to individual members of staff on their
            development needs.

           External training in a wide range of work-related skills for all staff has been
            provided, including degree level courses in Management. Many staff members
            also take advantage of the College‟s Remission of Fees scheme (see a.2.5 and
            a.2.6 above).

b.1.5 The College seeks to enable staff to develop to their full potential and will provide
      appropriate developmental opportunities: this should also contribute to retention and
      succession planning. For example, the College‟s Learning and Teaching Strategy is
      currently under revision but will state that „Our learning and teaching goal is to ensure
      excellent learning experiences in Higher Education.‟




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b.1.6 A substantial part of the staff development process will continue to focus on the
      enhancement of information technology skills, and on the use of information
      technology to foster communication and the dissemination of good practice, as
      outlined in the Information Technology Strategies discussed below (Areas b.2 and
      c.3). There is now a new member of staff in CCS (appointed in 2003) specifically to
      enhance the IT skills of our employees.

b.1.7 The College will research the IiP scheme in 2003 – 2004, to consider whether it is
      appropriate for the College to commit itself to achieving the IiP standard.

b.1.8 The requirement for monitoring Staff Development activity in accordance with RRAA
      2000 highlighted the fact that the SD Team had no specialist SD IT provision. During
      the course of 2003-04 a system has been researched, chosen and installed and the
      SD staff are now being trained in its use. Compel‟s CiPHr staff training software
      package will be operational by June 2004.


Action     Develop a Staff Development Strategy for all staff, focusing on all of the above areas,   SD Strategy
           which will be used to measure the success of the Strategy (now being implemented)         completed
                                                                                                     Nov 2002
                                                                                                     and being
                                                                                                     revised May
                                                                                                     2004
           Specific Targets for Staff Development and Training have been developed: See Annex
           A to the 2002 Staff Development Strategy (to be updated in 2004)

           First Target - Increase capacity of Staff Development Team by changing the post of the
           Academic Staff Development Adviser (See Paras b.1.3 and 4.3.5) to full time SD
           Manager                                                                                   Achieved
                                                                                                     June 2003
           The new Staff Development Manager will develop more specific targets in due course

           Value of IiP Scheme to the College to be assessed in 2003-04 with a view to starting it
           in that year
                                                                                                     2003-04
           Specialist SD HR IT package purchased; to be operational by June 2004
                                                                                                     June 2004
How        Staff Development Unit to devise, co-ordinate and implement the Strategy for each year
           starting in 2002-03, under the guidance of the Director of Human Resources in
           consultation with Birkbeck‟s Working Party on Teaching and Learning and other College
           Staff Development representatives.

When       SD Strategy to be revised by May 2004.. Once the Strategy has been approved,
           Birkbeck will allocate funds to resource activities as appropriate.




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Area b. 3 Management Development

Development of Teaching

b.3.1 Institute of Learning & Teaching: Birkbeck is strongly supportive of the Institute for
      Learning and Teaching (please refer to Section 37 of Birkbeck‟s Learning and
      Teaching Strategy (http://www.bbk.ac.uk/lts/). Birkbeck pays the fees of any staff
      member (both academic and non-academic) who joins. There are currently more than
      60 employee members of the ILTHE.

b.3.2
            Faculty of Continuing Education: The Faculty of Continuing Education has
            developed a Certificate in Lifelong Learning specifically aimed at Birkbeck lecturers
            and their audience. Birkbeck was one of the first universities to make it a requirement
            of the probationary scheme for lecturers that they successfully complete a programme
            of teaching skills which leads to membership of the Institute. Eighteen new lecturers
            have enrolled for this programme commencing in 2003, and many new lecturers are
            still completing the PATHE programme, the predecessor to the TiLL programme run in
            partnership with the Institute of Education. Both programmes are evaluated and
            reviewed on a termly basis, and feedback from TiLL participants indicates it is a
            positive improvement.

b.3.3 Innovatory Teaching Award: In the autumn of 2001 Birkbeck introduced an
      Innovatory Teaching Award Scheme, whereby any individual staff member or a team
      of staff engaged in delivering teaching to students can apply for a College prize of
      £1,000 for a new method or approach. To date, six staff have been awarded this
      prize.

b.3.4       Centres for Excellence in Teaching and Learning: Birkbeck is developing
            proposals for 2 Centres to be funded from this HEFCE initiative6. The Centres will be
            a focus for the development of innovative teaching practice at Birkbeck and for its
            dissemination to the HE sector at large. Establishment of the Centres will present a
            major opportunity for Birkbeck to devote significant additional resources for the
            recognition and reward of staff participating in the work of the Centres.

b.3.5 These four schemes help to fulfil a key element of Birkbeck‟s Learning and Teaching
      Strategy (http://www.bbk.ac.uk/its/Itsfinal.pdf): to „encourage excellence in teaching
      through staff development‟.




6
    Proposals are subject to approval by HEFCE at the time of writing



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                                                                  2001-02      2002-03           2003-04
Action       Use of HEFCE 01/16 funds                                £            £                    £
             Promotion of ILT membership and payment of           ILT fees     ILT fees          ILT fees
How
             membership of fees annually for continuous             8,000       10,000            12,000
             professional development of staff

             Actual Expenditure                                    4,000        5,000

             (PATHE course being replaced by FCE TiLL             IOE fees   IOE/TiLL fees      TiLL fees
             course)                                               24,000       30,000           40,000

             Actual Expenditure                                   29,000        30,000
By           Staff Development Manager
whom         Staff Members

Management Development

b.3.6 Birkbeck will implement the following new staff development initiatives to enhance
      management skills throughout the institution, and to enable those who lead the
      College to do so effectively:

           A modular management skills programme for new or prospective Heads of Schools
            and Deans of Faculties, and a more formal system of succession planning.

           A management skills programme for all line managers (developed in collaboration
            with other Bloomsbury HEIs).

              Both of these programmes will focus on team leadership skills, staff management
              techniques, including equal opportunities, developing staff skills, managing
              performance and strategic planning.

           A career development programme for research staff, to support the Research
            Careers Initiative.

           Workshops on appraisal, for both new and more experienced appraisers, from all
            staff groups, are now held annually.

                                                                  2001-02     2002-03        2003-04
Action       Implementation of the management development             £           £             £
             programmes outlined above
                                                                    9,000       20,000        30,000
             To identify training needs of Birkbeck Managers
             by Dec 2003. To implement the management
             development programmes outline above

             Actual Expenditure                                    17,000       24,000
By           Staff Development Team
whom
How          Training needs identified by IDPs in Appraisals
             and by Line Managers and SMT




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Resources for Staff Development

b.3.7 The College recognised that the previous allocation of 1.6fte staff in the Staff
      Development Unit needed to be increased to assist in developing and implementing
      the HR Strategy, and the College has used HEFCE 01/16 funds to increase the
      appointment of the Staff Development Advisor for non-academic staff to full time from
      January 2002. The post formerly designated as Academic Staff Development Advisor
      (0.2 fte) ended with the retirement of the postholder, and has been replaced by a full-
      time Staff Development Manager at Academic Related Grade 5. The post of Staff
      Development Administrator has been increased from 0.6 fte to full time and filled on a
      job share basis.

b.3.8 Birkbeck‟s central Staff Development budget has been increased by 40% (by
      establishing a separate budget to pay the fees of probationary lecturers participating
      in the Institute of Education‟s teaching skills (PATHE) programme or the TiLL
      programme.


                                                                  2001-02   2002-03   2003-04
Action       Use of HEFCE 01/16 funds to convert pte to fte          £         £         £
             Increased post of Staff Development Advisor to fte   20,000    22,000     24,000
             from pte. This allowed the transfer of IOE's costs
             to separate budget area

             Actual Expenditure                                   22,000    22,000

             (Appointment of full-time SD Manager)                          College
                                                                            Funds

Area b.4 Using New Technologies for Learning and Teaching

b.4.1 Birkbeck has been at the forefront of developing new technologies for teaching and
      learning, both for the development of its own staff and for its teaching function. It was,
      for example, a pioneer in developing distance learning packages for post-graduate
      students, in developing e-conferencing, and some of the qualifications it offers are
      now only available in this way. This enables Birkbeck to enrol students from all over
      the world (see Introduction). Currently Birkbeck is developing a major proposal under
      the HEFCE Centres for Excellence initiative that will build on innovations in those
      areas where established teaching and learning strategies in a face-to-face
      environment are combined with technological solutions to enhance the student
      learning experience.

b.4.2 Birkbeck‟s Information Strategy document is published at http://www.bbk.ac.uk/is, and
      its IT Strategy Document is at http://intra.bbk.ac.uk/comm/CPC/0130Jan. These two
      documents give comprehensive detail of both strategies, which is therefore not
      repeated here. However it is worth re-iterating that the first objective of the
      Information Strategy is to „develop central support to assist Schools in the use of
      learning technology to increase the flexibility of course delivery‟. Other objectives
      include:




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                   To ensure that information is readily available to permit effective decision-
                    making on teaching, research and management issues facing the College,
                   To facilitate remote access to College IT services; and
                   To maintain a programme of continuing upgrade to the College‟s IT
                    infrastructure.

b.4.3 Birkbeck staff have access to all the courses run by Central Computing Services
      (CCS), and the College will continue to devote funds to the professional and technical
      development of its own IT staff‟s specialist skills. For example, the first annual round
      of the new SDS (Appraisal) Scheme identified a pressing need for training in the use
      of PowerPoint, to which CCS and SD quickly responded with a series of workshops.

b.4.4 The College is seeking to ensure that all staff have the IT skills necessary for them to
      fulfil their roles, and to develop their skills to a nationally recognised level (e.g. ECDL).


                   To continue to expand Birkbeck‟s e-learning programme nationally and internationally
Action
                   and to fund and promote the ECDL qualification for staff.
                   To continue to explore the capabilities of e-learning for staff, including the disabled or
                   those with special needs.
How                A copy of the Information Strategy and the IT Strategy are enclosed
By Whom            CCS Staff
                   Staff Development Team
                   CCS Staff Development staff member
By When            From 2002 onwards

Area c.1 Equal Opportunities

Equal Opportunities - Policies

c.1.1     Birkbeck has a long tradition of providing opportunities for staff and students from
          diverse backgrounds which it is keen to maintain: the College is committed to
          providing equality of opportunity for both staff and students. The College will continue
          to provide and encourage equal opportunities in recruitment, pay and promotions
          procedures, and promote equal opportunities awareness in all the College‟s activities.
          A new Diversity and Equal Opportunities Working Group, chaired by the Pro Vice
          Master for Widening Participation, will meet from October 2004, and report to the
          Staffing Committee.

c.1.2     The College will review its equal opportunities policies regularly to ensure that it is
          complying with current employment law and best practice. In particular it is
          implementing:

                 the provisions of the Race Relations Act Amendment 2000

                 the provisions of the EU Directive anti-discrimination framework (2000/78/EC)
                  when published (planned for December 2003)

                 and when the Corporate Plan is revised in 2005 it will include a new section on
                  Equal Opportunities




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          A revised Diversity & Equal Opportunities policy will be forwarded for approval by
          Governors in July 2004.

c.1.3     The College will include Equal Opportunities training in Induction, Appraisal and all its
          Management Development programmes. The College is continuing to identify best
          practice within the HE sector and is seeking advice from external bodies such as the
          Commission for Racial Equality, the Equality Challenge Unit, the Athena Project (the
          advancement of women in science and engineering) and the Windsor Fellowship.
          The College has a number of trained Harassment Advisors and has recently recruited
          and trained three, with another five awaiting training. Their details are publicised on
          noticeboards and the website and they meet regularly to discuss progress. A Dignity
          at Work and Study policy has been developed.

Equal Opportunities – Promotion and Monitoring

c.1.4     For the last five years a comprehensive report on Birkbeck‟s progress in promoting
          equal opportunities has been considered by the Staffing Committee and forwarded to
          the Governors. The report includes detailed data on levels of representation at
          Birkbeck, compared to the London region and nationally. The report is also copied to
          the 3 Trade Unions. It is intended to continue this practice: the report has been
          improved. The new categories introduced by HESA which are based on the
          Government‟s Census 2001 were introduced from November 2003. An extract from
          the latest report can be found at Annex E.

c.1.5     The College has revised and improved its policies on flexible working, career breaks,
          maternity, paternity, parental and adoption leave, in line with new legislation and HR
          best practice,and has an evening nursery for the children of staff and students. The
          provision of childcare vouchers for staff is under active consideration.

c.1.6     As part of Birkbeck‟s Mission Statement is „to enable adult students from diverse
          social and educational backgrounds to participate in our courses‟, the College is keen
          to promote or recruit black and ethnic minority staff to senior appointments: our
          students will expect to see diversity reflected in our staff. The College has advertised
          in the Ethnic Britain Directory, now advertises itself as an equal opportunities
          employer and is working towards the Equal Opportunities targets in Annex H.

c.1.7     The College has made significant progress in promoting equal opportunities over the
          last few years, and an extract from the latest Equal Opportunities Report (2002/03) at
          Annex E demonstrates this. Whilst accurate and up-to-date benchmark data is not
          readily available for the HE sector at present, the following table compares Birkbeck
          against other HEIs using HESA‟s New Aggregate Staff Data Return 2002/03.




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Comparative Data from HESA 2002/37
Table 1: Gender – All UK Higher Education Institutions

Group                             Female (mean %)                 Male (mean%)        Total
Academic Staff                    41.6%                           58.4%               100%
Birkbeck Academic                 44%                             56%                 100%
Non Academic Staff                63.6%                           36.4%               100%
Birkbeck Non Academic             60.3%                           39.7%               100%
All Staff                         53.6%                           46.4%               100%
Birkbeck All Staff                51.1%                           48.9%               100%

Table 2: By Full or Part Time Mode of Employment – All UK Higher Education
Institutions

Group                             Full Time (mean %)              Part Time (mean%)   Total
Academic Staff                    63.8%                           36.2%               100%
Birkbeck Academic                 52.4%                           47.6%               100%
Non Academic Staff                64.1%                           35.9%               100%
Birkbeck Non Academic             63.5%                           36.5%               100%
All Staff                         62.1%                           37.9%               100%
Birkbeck All Staff                57.3%                           42.7%               100%

Table 3: By Ethnicity Grouped (excludes ‘Not Known’ category) – All UK Higher
Education Institutions

Group                             White (mean %)                  BME (mean%)         Total
Academic Staff                    92.3%                           7.7%                100%
Birkbeck Academic                 88.9%                           11.1%               100%
Non Academic Staff                92.8%                           7.2%                100%
Birkbeck Non Academic             84.1%                           15.9%               100%
All Staff                         92.7%                           7.3%                100%
Birkbeck All Staff                87%                             13%                 100%

Table 3a: By Ethnicity Grouped (excludes ‘Not Known’ category) – London Higher
Education Institutions only

Group                             White (mean %)                  BME (mean%)         Total
Academic Staff                    89.6%                           10.4%               100%
Birkbeck Academic                 88.9%                           11.1%               100%
Non Academic Staff                83.7%                           16.3%               100%
Birkbeck Non Academic             84.1%                           15.9%               100%
All Staff                         86.6%                           13.4%               100%
Birkbeck All Staff                87%                             13%                 100%

Table 4: By Disability – All UK Higher Education Institutions, All Staff Groups

Group                     Declared Disabled (mean%)
All Staff                 1.7%
Birkbeck College          0.6%
c.1.8 It will be seen from Annex E and the above that Birkbeck is in a strong position with
        regard to gender balance (47.8% male, 52.2% female) and ethnicity (13% of staff are

7
    Source: New Aggregate Staff Return 2002/03



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          from black or ethnic minorities). Our declared disability rate has remained static at
          0.6%, which sits in the lower quartile of all UK HEIs. A significant problem here is with
          the high proportion of records that are „not known‟ or „not recorded‟ (15.5%).

c.1.9     However, these encouraging overall statistics need to be considered in more detail
          within each staff grade, and this will be undertaken in 2002-2003. The unique nature
          of the College, with the majority of its teaching done between 6 and 9pm, may have
          an impact on the staff that it is able to attract. There is a concern that the
          predominance of evening teaching and working may have an impact on the nature of
          the staff that the College is able to recruit, particularly as the transport system in
          London comes under increasing pressure and the crime rate increases.

c.1.10 The College will continue to monitor its progress and report annually. Specific areas of
       concern will be addressed. The College applies its Equal Opportunities policies
       consistently, and for example, ensures a gender balance in recruitment interview
       panels.

c.1.11 As will be seen from Annex E, at present 5% of Professorial or Reader level staff are
       from an ethnic minority background, and this has remained at similar levels since
       November 1995. We are however recruiting growing numbers of well-qualified Senior
       Lecturers and Readers from ethnic minorities, and promoting increasingly more from
       the lecturer grade: many of these will gain promotion in due course.

c.1.12 Information is being collected and analysis is being conducted into how Birkbeck‟s
       record on Equal Opportunities compares with other HEIs in London (see comparative
       table of HESA data on page 23), and information will be gathered about the availability
       of ethnic minority staff within the sector‟s labour market. However, the College's
       present HR IT system (Alta HR) may not be adequate for the significant increase in
       the requirement for management data, monitoring and report writing. This issue has
       been discussed but the College has a contract with Alta HR until June 2006.
       However, the College will make financial provision for this in 2005-06.

c.1.13 As part of its plans to promote Equal Opportunities the college invited the Equality
       Challenge Unit's Advisory Service to visit the College in November 2002. Their report
       was received in January 2003; it has been widely circulated and action taken on its
       recommendations where appropriate. The College has just completed its annual
       Equal Opportunities report (February 2004) based on data collected in October 2002
       (see extract at Annex E). The College has not yet had the opportunity to assess
       progress during 2003-04 against the targets recommended by the Equality Challenge
       Unit in March 2003, as the relevant comparative data has yet to be analysed (as at 18
       March 2004). This analysis and comparison is due to be completed for the February
       2005 Staffing Committee.

c.1.14 The College provided two workshops on Equal Opportunities in the Autumn of 2002,
       and further workshops are planned.




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c.1.15 The College prepared a plan for the implementation of the RRAA 2000 in May 2002
       as required. The College‟s RRAA 2000 Policy and Action Plan was judged an
       exemplar by HEFCE. It set up a Working Party to implement RRAA 2000, and
       introduced monitoring of recruitment, promotion and training etc from January 2003.
       An action plan was drawn up and approved by Governors in July 2003. The RRAA
       Working Party will be subsumed into the Diversity & Equal Opportunities Working
       Party from October 2004: this group will also include a representative of the
       Harassment Advisors (see para c.1.3 above). A workshop on the RRAA 2000 Policy
       and Action Plan was held in May 2003: this was well attended. A curriculum event is
       being held for Academic staff in May 2004. The ITV Guide to Cultural Diversity has
       been sent to every line manager and a copy has been placed in the Library. This has
       been brought to the attention of all staff.

Action           Continuation of training, recording and reviewing process to ensure equal opportunities in
                 recruitment, promotion and selection
How              College to consult academic staff and seek views on improving recruitment process,
                 encourage women and ethnic minorities to take up additional senior responsibilities
When             By the end of 2003/04 programme of training and equal opportunities will be completed for
                 current staff

Action           To uphold the College‟s tradition of offering opportunities to members of diverse groups

                 To implement the report of the Equality Challenge Unit who visited the College in
                 November 2002.

                 To regularly review, revise and update Equal Opportunities Policies and to ensure their
                 implementation, including the provisions of the EU Directive (2000/78/EC December
                 2003), and the amendment to the Race Relations Act 1976. The new Diversity & Equal
                 Opportunities policy will be forwarded for approval by Governors in July 2004.

                 To provide equal opportunities training for all staff annually: workshops were held in Oct
                 and Nov 02 and all staff invited to attend: these will be repeated annually.

                 To update Birkbeck‟s HR policies and procedures to comply with the new Census
                 categories, the Disability Discrimination Act 1995 and amendments: to be completed by
                 Oct 04.

                 To continue to ensure that all the College‟s staff management procedures comply with
                 best practice in employee relations, including equal opportunities.

                 To improve the quality of presentation of equal opportunities data collected internally: the
                 content and format of these reports has been improved.

                 To compare Birkbeck‟s record on equal opportunities with other HEIs in London, and
                 conduct research with the sector‟s labour market and take remedial action, such as target
                 setting, if required. Research and benchmarking is progressing.

How              This action will be taken by staff in the HR Department




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Equal Opportunities in Recruitment, Selection and Promotion

c.1.16 The College conducts its recruitment and selection activities using internal
       Recruitment and Selection Guidelines, which HESDA has used as a model of good
       practice in equal opportunities in training sessions at other institutions. These have
       been revised to reflect current employment law and HR best practice. The College
       already advertises internationally, via jobs.ac.uk and a variety of National,
       International, Professional and Trade Journals.

c.1.17 Every Birkbeck-funded vacancy (which is the majority of posts) involves formal short -
       listing and selection panels, chaired by senior staff who are required to comply with
       these Guidelines. The College provides training for all those involved in the
       recruitment and selection process. The majority of posts in the College are externally
       advertised8. The College intends that attendance at these training sessions will be a
       mandatory requirement for those involved in recruitment and selection from December
       2004.

c.1.18 As a result of this systematic approach to recruitment and selection, which are also
       applied to its promotion procedures, Birkbeck has made good progress in the
       promotion of equal opportunities. Birkbeck will continue to monitor its selection and
       promotion procedures, and these figures, to ensure that progress is maintained.
       Measures are also in place to improve the number of completed equal opportunities
       monitoring forms at the recruitment stage.

c.1.19 Birkbeck will continue to use and develop various initiatives to promote equal
       opportunities, such as encouraging applications from under-represented groups in
       recruitment, and by building on our existing „family-friendly‟ policies.
c.1.20 Birkbeck will strive to ensure equality of access to staff development for all groups of
       staff and equal opportunities in promotion and retention of key staff by:

              reporting annually on equality of staff development opportunity for all staff and
               acting on the results of this where necessary
              producing an annual report on equality of opportunity in January of each year
              demonstrating equality of opportunity for all staff in development opportunities
               undertaken and all policies supporting this uptake




8
 The College will advertise the majority of posts externally. However, there may be occasions when specific expertise is required,
and is already available internally. Equally, occasions may arise when the College needs to re-deploy staff for a variety of reasons.



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Action            Action - EO in Recruitment and Selection        Outcome
                  Continuation of Training in Equal               Mandatory attendance from 2004
                  Opportunities in Recruitment and                Up to date Policy reflecting best practice + RRAA
                  selection                                       2000
                                                                  EO training included in induction and provided
                                                                  annually

                  Record and review progress to ensure            Equal opportunities data to be provided in analysis
                  equal opportunities                             of Exit Interviews from Dec 2002
                                                                  First report received 6 June 2003

                  Building on ethnic minority staff numbers       Aim to increase representation and maintain
                  • comparative data being obtained and           increase from 13% and in line with local
                  analysed                                        representation
                  Increase of ethnic minority staff and
                  women in academic grades                        Through recruitment and promotion processes

                  Building on existing representation of
                                                                                               9
                  ethnic minorities and women in senior           Encourage women and BEM Staff to take up senior
                  posts                                           admin and management posts and senior
                                                                  responsibilities (Deans of Faculties and Pro-Vice-
                                                                  Masters). (Two female PVMs appointed October
                                                                  2003).
                  Review of family friendly policies
                                                                  Completed March 2004.
By whom           SD Team /SMT
How               Improve recruitment processes and all           Revised Recruitment Guidelines completed May
                  promotion procedures                            2004
                                                                  Academic Promotion Procedure reviewed in 2002
                                                                  and 2003
When              By the end of 2003/04                           Programme of training in recruitment and equal
                                                                  opportunities will be completed for current staff

Equal Opportunities - Disability

c.1.21 Birkbeck took an anticipatory approach to the Disability Discrimination Act 1995 (the
       DDA) and has made significant reasonable adjustments to premises, equipment and
       facilities. The major building project extending Malet Street main building has
       improved facilities for disabled staff and students, and significant adaptations to other
       premises will be made by September 2005.

c.1.22 For the past 3½ years the College has had a Student Disability Co-ordinator (funded
       by the College from January 2003). His insight and contribution to the College has
       been such that the College is now considering the best way to look after the interests
       of both staff and students, with effect from January 2003. For staff, the role of the HR
       Advisors in assisting those with disabilities has been emphasised and covered in the
       „Benefits of Working at Birkbeck‟ booklet.




9
    Black and Ethnic Minority



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c.1.23 A Disability Access Audit of the College estate was completed in March 2002. This
       identified a range of improvements that have been prioritised and implemented over
       the period 2001-02 to 2004-05. Once these are completed, the College will apply for
       the award of the disability (PACT) symbol.

c.1.24 The Central Computer Services team is actively pursuing reasonable adjustments to
       workstations to improve their accessibility for and use by, disabled members of staff,
       including the use of voice-activated software etc.

c.1.25 The College has a Disability Working Party chaired by a senior academic member of
       staff and a Mental Health Working Party principally intended to support students, and
       to train College staff to support students. These will in future report to the new
       Diversity & Equal Opportunities Working Party.


Equal Opportunities - Disability
Action    College and HR reconsidering management of disability co-
                 ordination for staff and students interests from December 2002

                 The College will ensure that it complies with the amendments to the
                 Disability Discrimination Act 1995 (the DDA) that are to be
                 introduced in October 2004

                 *The College aspires to obtain the PACT Symbol once all the
                 building work is completed: planned for 2004-05
How              Student Disability co-ordinator formally appointed as an Advisor to   October 2002
                 the HR Department
                 Staff in HR and Staff Development & Registry
By Whom          HR
                 Registry
                 D of HR /Registrar/Director of Estates
How              Through existing management processes, the new Diversity &
                 Equal Opportunities Working Party, Disability Working Party etc



c.2 Equal Opportunities - Job Evaluation

c.2.1     In the past, the College has used different job evaluation schemes to determine the
          appropriate grade for clerical, manual, technical and craftstaff. However, these
          schemes needed to be reviewed, with a view to the introduction of a fairer and more
          up to date system of job evaluation.

c.2.2     Following a review of the HERA and Hay Job Evaluation systems and the AUT‟s
          approach, the College has decided to use the Hay Job Evaluation system. Our aim is
          to provide a fair, transparent, robust and durable foundation for the introduction of the
          new Framework Agreement on pay and thereafter. A project plan has been prepared
          and an Open Forum for staff held on 23 March 2004. Training for job evaluation panel
          members will take place in the summer of 2004 and it is hoped to introduce the Hay
          scheme, and move toward the introduction of the new Framework Agreement on Pay
          during 2004, with a target date for implementation of January 2005. It has been
          agreed that the College will also consider the AUT‟s approach in conjunction with the
          Hay scheme.




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c.2.3     Other issues such as the harmonisation of sick pay, holidays and working hours are
          being addressed in parallel with the revision of our HR policies. Holiday days were
          standardised for all non-academic staff at 25 days with effect from 1 October 2003.

c.2.4     Considerable financial resources are being allocated for the introduction of job
          evaluation and the new Framework Agreement on Pay, for the Hay JE scheme,
          training for staff and the increase to our payroll.

c.2.5     The Director of HR and the HR Policy Advisor recruited in April 2003 are taking a
          major role in the introduction of JE to the College.




Equal Opportunities - Job Evaluation                                     2002-03        2003-04

Action           Use of HEFCE 01/16 funds and College funds                   £              £
                                                                          15,000 est.   30,000 est.
By Whom          Director of HR to monitor and recommend most                Nil *
                 appropriate scheme for College

When             Implementation by January 2005

How              Specialist HR Consultancy (Hay) will be used

 * Funds diverted to Equal Opportunities and the review of HR Policies




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Equal Opportunities - Equal Pay

c.2.6      The College‟s first Equal Pay Report was circulated in February 2004 to the SMT
          and the Trade Unions. This has identified some areas of concern and these have
          been brought to the attention of the relevant Chairs of Review Panels and
          Recruitment Panels. However, it is hoped that the introduction of job evaluation and
          the new Framework Agreement on Pay will address these concerns.

c.2.7     At the moment all staff wishing to be promoted or to increase their salary may apply to
          the relevant College Review Panel which meets annually. The conduct of the Review
          Panels is guided by the College‟s Equal Opportunities Policy, and employees have
          the opportunity to appeal if they are not satisfied that the correct procedures have
          been followed, or to discuss the outcome with the Chairman of the Review Panel.
          The College is now entering a transitional period and these procedures will need to be
          reviewed. It is anticipated that in whole or in part they will eventually be replaced by
          an analytical job evaluation scheme and contribution related pay for all staff.

c.2.8     Part of the process of implementing the Framework Agreement on Pay involves the
          process of harmonising holiday days, hours of work, calculating continuity of service
          and sickness absence provision. Holiday days were harmonised to 25 days for all
          staff from 1 October 2003 and the other issues are the subject of current consultation
          with our Trade Unions.

                                                                           2002-03     2003-04
Action           Equal Opportunities - Equal Pay                             £              £

                 An Equal Pay Audit to be conducted bi-annually from
                 2003. First Equal Pay Report circulated February 2004

                 Hay job evaluation scheme to be introduced in 2003-05
                 and the AUT‟s approach to be considered

                 Harmonisation by August 2005

By whom          HR Staff and Hay Consulting

How              JE Systems, UCEA Equal Pay Software

When             First Equal Pay Report produced February 2004, annually
                 hereafter except in 2005 (transitional period)

                 Job Evaluation and New Framework Agreement by
                 August 2005 (latest)




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Area d.1 Reviewing Staff Needs

d.1.1     The College‟s staff requirements are kept under constant review influenced by
          changes in student numbers, demand for existing or new courses and the financial
          position. At present, the Staffing Committee, chaired by the Master, makes
          recommendations to the Finance and General Purposes Committee on the
          establishment of the College. For example, the College experienced a rapid increase
          in demand for Japanese language studies and responded by expanding teaching
          provision in this area. When someone leaves the College‟s employment (except for
          clerical posts in schools, where the Deans of Faculties are allocated a fixed number of
          posts annually according to an agreed formula), the Staffing Committee decides
          whether they can be replaced.

d.1.2     Since the great majority of posts at Birkbeck are College-funded and it is a medium-
          size institution, it is practical and desirable for its Staffing Committee to continue to
          recommend to the Finance and General Purposes Committee the appropriate staffing
          for each area and job group.

d.1.3     Birkbeck will continue to address areas where the quality of teaching, research or
          management could be improved. Birkbeck will use HR techniques such as job
          analysis to identify and address areas of over-load or where opportunities exist to
          invest resources more effectively.

d.1.4     The College planned to conduct a review of staff numbers in 2003 – 2004 as part of
          routine College planning, i.e. immediately before the 3 yearly review of the Corporate
          Plan, and review staff numbers annually thereafter. Staff numbers and costs are
          currently kept under review by the Staffing Committee, Audit Committee, Finance &
          General Purposes Committee and the Governors, using the Cost Centre Model, the
          College‟s Budget and Financial Forecasts. Because of the time involved in an
          additional Review in the first year, an external consultant will be used and it has been
          decided that this will now take place after the introduction of job evaluation and the
          framework agreement.

          The Director of HR will research and propose a suitable external consultant to conduct
          a full staff Review in 2004-05. The external consultant will require support from the
          HR Team and the HR IT System (Alta HR) and will be required to:-

                   evaluate the College's current situation
                   conduct a skills audit
                   consider workloads and distribution of staff
                   consider the impact of external environment
                   consider the current staff profile in relation to the College's Corporate Plan
                   identify skills shortages and surpluses
                   advise on succession planning
                   make recommendations




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                                                                                  2002-03   2003-04   2004-05
Action           D of HR to identify and propose suitable consultants by Jan 05
                 Review of staff numbers in consultation with Senior
                 Management, Deans and Heads of School by July 05
By Whom          External Consultant supported by skilled resources in the HR
                 Department. Determining of staffing levels by Senior
                 Management Team until July 05
By When          Review to be conducted in                                                             £30k
                 2004-05



Area d.2 Reducing Sickness Absence

d.2.1     The College recognises that staff absences are costly in terms of sick pay, loss of
          skills and experience, and colleagues covering for absences. The College has done
          some initial monitoring of sickness absence, and the Directors and Heads of School
          have been urged to improve the reporting and recording of sickness absence in their
          departments and Schools.

          A revised Sickness Absence policy and a procedure for managing persistent short
          and long term sickness absence is currently being developed in consultation with the
          Trade Unions and two workshops were held in February and March 2004.
          Approximately 18 line managers or supervisors attended and guidelines for line
          managers will be published to support a revised policy by October 2004.


Action                Development and implementation of procedural guidelines for           By May 2004
                      Line Managers
                                                                                            Achieved Mar
                      Training to be provided in managing absence
                                                                                            2004
By Whom               HR and Staff Development Team
                      Implementation dependent on experience and capacity                   By May 2004
By When               Advice to be provided                                                 By May 2004
                      Systems and procedures reviewed                                       By May 2004


Area e. Performance Review (Appraisal)

e.1         A new Staff Development Scheme (SDS) (Appraisal) was introduced for all staff in
          2003. While the rate of return was not high, it was a very significant improvement on
          previous schemes. The aim of the scheme is to ensure that all staff have SMART
          objectives set and reviewed and the opportunity to consider their own development
          needs with their line manager. The scheme has been reviewed following feedback
          from staff, managers and Trade Unions and relaunched for 2003-04. Numerous
          workshops have been held for appraisees and appraisers and these are being
          provided again in 2004. All the SDS (Appraisals) submitted have been monitored in
          accordance with the RRAA 2000 requirements.

          The Staff Development Team will continue to support managers and staff in improving
          the quality of the appraisal process through workshops and individual coaching.




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                                                                                   2002-2003
Action       Review and enhance appraisal schemes to ensure completion before
             pay review panels.
             Appraise all staff annually from 2002-03.
             Provide training in appraisal and performance management annually
How          Director of HR and Staff Development team to update appraisal
             scheme by Dec 2002 (completed and reviewed again February 2004)

             Managers to conduct appraisals for 950 staff annually from 2003
When         New Scheme introduced by March 2003 (achieved)
             New Performance and Development Review to be completed for all
             800+ staff by Sept 2003 (partially completed). Scheme re-launched
             March 2004.

Area f. Action to tackle poor performance

f.1       The College is committed to taking action to identify and tackle poor performance at
          the earliest stages. There are a variety of reasons why poor performance occurs, and
          the remedies need to be tailored to the individual. This may identify development
          needs, or there may be issues beyond the individual‟s control. A combination of
          Individual Development Plans and two new capability policies to tackle poor
          performance or ill health issues provide a variety of options for line managers to tackle
          poor performance.

f.2       The Capability (Performance) policy was introduced and approved by Governors in
          July 2002. The Capability (Ill Health) policy has proved more difficult to implement
          because of the need to co-ordinate its introduction with harmonising existing sickness
          absence policies, and the present Model Statute for Academic staff (which is also due
          to be updated). A revised policy is being discussed with our Trade Unions and should
          be approved in July 2004.

f.3       Considerable action has been taken to analyse and tackle excessive sickness
          absence (see para d.2.1 above).




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                                                                                   2002-2003
Action                Use of appraisal scheme to identify and fulfill staff       In hand
                      development needs

                      Training in managing poor performance in management         Included in these
                      development programmes and appraisal workshops              programmes

                      Introduction of Capability (Performance) Policy             Completed July 2002

                      Introduction of Capability (Ill Health) Policy              By July 2004
By Whom               HR assisted by Staff Development team
By When               New Capability procedures to be introduced by end of 2002
                      and 2004


4.3     Resources for HR Management

4.3.1     Many areas of this strategy require HR skills, knowledge and expertise, either to
          undertake specific actions or to provide policies and training to enable colleagues and
          Line Managers to take action themselves.

4.3.2     The HR Strategy needs HR expertise to introduce and to implement, and it was
          therefore proposed that the department of Personnel and Staff Development should
          be re-titled the Human Resources Department from September 2003 and staffed
          appropriately. This change has taken place and has been welcomed by Line
          Managers and by the HR staff themselves. Moving from a functionally based
          department to one which is aligned more closely with Departments and Schools is
          improving service and providing more professional scope for the HR Advisors, which
          may aid the retention of these staff.

4.3.3     For some projects or actions it may be most appropriate to use other College
          resources or external HR Consultants.


4.3.4     In order to make significant progress with the HR Strategy, the College has
          significantly increased the capacity of the HR Department by recruiting a new HR
          Policy Adviser at AR4, and providing support to the Director, Deputy Director and the
          HR Policy Adviser with a Departmental Secretary. The capacity of the Staff
          Development Team has been increased and the 0.5fte Administrator is now a full time
          post (on a job share basis) and a full time Staff Development Manager at AR5 joined
          in June 2003.

4.3.5     The HR Policy Adviser now leads on Equal Opportunities, including implementing the
          RRAA 2000 Action Plan, on Job Evaluation, on HR IT and on developing the
          College's HR Policies and procedures, under the guidance of the Director of HR.

4.3.6     In order to move from two separate units to a more integrated HR Team, both the
          capacity and the training of the present staff needs to be enhanced. The present staff
          of the HR Department has concentrated on Recruitment with most other operational
          work being undertaken by the Deputy Director. All members of the HR and Staff
          Development Team need an investment in their training to bring their knowledge of
          current employment law and HR best practice up to the appropriate level to be able to
          provide the College with a modern, professional full HR department from September



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          2003. All the operational HR Team are now CIPD qualified or studying for the CIPD
          Certificate.

4.3.7     The annual Equal Opportunities reports and the 2004 Equal Pay report have
          highlighted the need for data verification. The necessity for this has also been caused
          by the change in ethnic minority census categories and the significant number of staff
          making no declaration, and under-reporting by disabled staff. There are also
          concerns about the Alta HR (formerly UPAY) system, which, by comparison with
          other, more modern HR systems, is slow and cumbersome. It also had no “built in”
          HR Management Information functions, which currently have to be specifically
          designed by CCS staff. This situation has also been highlighted by the requirement
          for monitoring in accordance with the RRAA 2000. The present contract with Alta HR
          runs until July 2006. The system was originally developed by the University of
          Birmingham Payroll Department, who are now seeking to enhance the system. It is
          planned to review the current HR system and decide whether to continue with an
          enhanced Alta HR or to move to a different system during 2005. It is intended that
          these measures will greatly improve the accuracy of the HR data and the speed and
          efficiency with which HR Management Information reports can be produced but these
          improvements will take some time to achieve.

4.3.8     The HR Team is currently reviewing and revising all the College‟s HR Policies and
          Staff Handbooks to comply with new legislation and HR best practice, and this will
          lead into the introduction of the revised Model Statue and the College‟s changes to
          Ordinances. This review of policies etc is being done with the assistance of external
          employment law experts, and in consultation with our Trade Unions, for
          implementation by 1 October 2004.

4.3.9     In addition to the need for data verification highlighted above, the research associated
          with these reports has revealed that a significant proportion of the contracts of
          employment need to be updated to take account of new legislation and internal
          promotions and changes. This is most noticeable for longer-serving members of staff.
          It is therefore planned to review this situation following job evaluation and
          implementation of the framework agreement on pay, in parallel with or as part of the
          review of staff and establishment.




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Action       Increase the Capacity of the HR Department, including the Staff                 £
             Development Team
How          By Recruiting:
             One Human Resources Policy Advisor (achieved)                     April 2003
             One Human Resources Secretary (achieved)                          Jan 2003
             One 0.6fte Academic Staff Development Advisors' post increased    June 2003
             to 1.0fte Staff Development Manager (achieved)
             0.6fte Staff Development Administrator post increased to 1.0fte   From Nov
             (achieved on a job share basis)                                   2002
             Training needs of existing HR and SD Team assessed and            By Sep 2003
             addressed
                                                                               By Jul 2003
             Capability of current HR IT System reviewed and assessed.
             (Alta HR contract runs to July 2006). New systems compared and
                                                                               By Jan 2006
             options considered

             HR Policies reviewed and revised especially, Recruitment          By Jul 2004
             Guidelines, Discipline and Equal Opportunities: first batch
             approved March 2004

             Department re-structured and re-titled HR Department (achieved)   By Sep 2003

By           College Secretary
Whom         Director of HR
             HR Team
             and CCS Staff


4.4       Health and Safety at Work
4.4.1     Policy: Birkbeck's 'Statement of Health and Safety Policy' commits the College to
          manage its activities in such a way as to ensure that the health, safety and welfare of
          all employees, students and other persons on its premises are not put at risk.
4.4.2     Best Practice: In January 2002, the Universities and Colleges Employers Association
          (UCEA) and the University Safety Association (USA) issued a new 'Code of Best
          Practice on University Health and Safety Management'. Birkbeck's safety
          management systems already largely follow those recommended in the code, e.g.
          senior management commitment, robust policies, risk assessment, training and
          information, performance monitoring, audit and review procedures. Progressive
          improvements are continually being made. Weaknesses are identified through formal
          annual inspections and also via periodic audits by the Health and Safety Officer of the
          safety management systems of the Schools and Departments of the College. The
          Health and Safety Officer is able to monitor safety performance across the College via
          close liaison with Birkbeck's network of School/ Departmental safety co-ordinators.
          The Health and Safety Officer is also strongly supported by the College Secretary and
          the Chairman of the Safety Committee.

4.4.3     Health and Safety Training: Birkbeck offers a range of internal health and safety
          courses. These can be viewed at: http://www.bbk.ac.uk/so/train.htm. In addition,
          external safety training is supported from school and departmental budgets in addition
          to the Safety Office and Staff Development budgets.
4.4.4     Formal Staff and Student Involvement: Birkbeck has an active safety committee with
          full trade union, students‟ union and management participation. There is also a
          network of safety co-ordinators who cover all Birkbeck's schools and departments.


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4.4.5     Annual Safety Plan 2004-05: A safety plan with aims and objectives is formulated and
          presented to Governors annually at their Spring meeting.
4.4.6     Annual Safety Plan: Aims for 2004-05:

          (i)    to ensure that all safety management systems required by the Health and Safety
                 Executive and other enforcing authorities are securely in place throughout
                 Birkbeck.

          (ii)   to ensure that fire safety arrangements in Birkbeck meet the legal requirements
                 of our fire certificates.

4.4.7     Annual Safety Plan: Objectives for 2004-05

          (i)    To maintain the rolling programme of auditing of the safety management systems
                 of schools and departments with a wide range of hazards to manage.
                 Method: The Health and Safety Officer to audit the safety management systems
                 of Biological and Chemical Sciences and to make recommendations for
                 improvements to its relevant managers as necessary.
                 Timescale: By November 2004.
                 Resource implications other than from Safety Office: Estimated time
                 commitment from each area (all staff total) - 4 hours.
                 Measured by: Production of audit report and response of school.

          (ii)   To implement the College's New Fire marshalling arrangements within the Malet
                 Street building.
                 Method: The Health and Safety Officer will draw up a scheme to divide the main
                 building into an adequate number of fire marshalling zones. The Health and
                 Safety Officer will then contact heads of schools and departments within the Main
                 Building plus their safety co-ordinators to explain what is required from them - to
                 designate a fire marshal and a deputy for each zone within their accommodation
                 - and make arrangements for ongoing fire marshal training.
                 Timescale: By end of June 2004.
                 Resource implications other than from Safety Office - Estimated time
                 commitment from each school/department (all staff total) - 1.5 hours.
                 Measured by: Full list of zone fire marshals and deputies. Full list of trained fire
                 marshals and deputies.

          (iii) To maintain sufficient numbers of staff, especially academic staff, aware of fire
                safety procedures.
                Method : Continue to remind staff of their obligation to attend a fire safety session
                via: contacting by e-mail all new staff whose name appears on the monthly Staff
                Information sheet; the annual mail-shot to all staff on fire safety or an all staff e-
                mail; publishing the fire procedures I Staff News; making presentations on fire
                safety to schools and departments.
                Timescale: Ongoing in 2004.
                Resource implications other than from Safety Office: Time commitment by each
                member of staff to attend a session - one hour.
                Measured by: Stability of or increase in the percentage of staff having attended
                an induction/fire safety session - currently 71%.




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HR STRATEGY – ANNEXES                                                        Page No.

Annex A – Mission Statement                                                       47

Annex B – Organisational Diagram: Birkbeck College                                48

Annex C – Explanation of HR Management Terms used in this document                49

Annex D – Action and allocation of HEFCE Funds and links to Corporate Plan        51

Annex E – Equal Opportunities Monitoring: Report Extract 2002/03                  60

Annex F – Glossary of abbreviations                                               61

Annex G – HR & Staff Development Team Jan 2004                                    62

Annex H – Equality & Diversity Targets                                            63




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Birkbeck College: HR Strategy




HR Strategy
Birkbeck College’s Mission                                                         Annex A



VISION: BIRKBECK IS COMMITTED TO FULFILLING THE VISION OF OUR FOUNDER,
GEORGE BIRKBECK, OF UNIVERSAL ACCESS TO THE BENEFITS OF KNOWLEDGE.


MISSION STATEMENT

Remaining true to the vision of our founder, the principal aims of Birkbeck College are:

    To provide part-time courses of study to meet the changing educational, cultural and
     training needs of adults who are engaged in earning their livelihood, and others who are
     able to benefit;
    To enable adult students from diverse social and educational backgrounds to participate
     in our courses;
    To maintain and develop excellence in research and research training in all our subject
     areas;
    To make available the results of research, and the expertise acquired, through teaching,
     publication, partnerships with other organisations and the promotion of civic and public
     debate.


KEY SUPPORTING OBJECTIVES

    To offer our students an integrated range of flexible, research-led courses across all
     levels of provision;
    To achieve and maintain strong research cultures in support of inter-disciplinary work in
     each school and faculty;
    To ensure Birkbeck provides a favourable working and learning environment for its
     students and staff so that all may develop to their full potential;
    To develop Birkbeck‟s capacity to respond rapidly to new and changing opportunities in
     higher and further education;
    To strengthen Birkbeck‟s financial position by accumulating reserves to ensure its long-
     term viability;
    To enhance the learning experience of our particular student community through the use
     of new technology and other means;
    To develop sustainable partnerships within the London region and beyond.




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         Birkbeck College: HR Strategy




                                                           BIRKBECK COLLEGE: STRUCTURE FEBRUARY 2004


                                                                                       MASTER

                                                                                     David Latchman



               CENTRAL                              FACULTY OF                       FACULTY OF                FACULTY OF
            ADMINISTRATION                          CONTINUING                          ARTS
                                                                                                                 SCIENCE
                                                    EDUCATION

             College Secretary                     Dean of Faculty                 Dean of Faculty             Dean of Faculty
              Brian Roberts                        Anne Jamieson                   Costas Douzinas              Steve Walker

         Central Secretariat                 Continuing Education              English & Humanities      Biological & Chemical
                                                                                                         Sciences
         Central Computer                                                      History, Classics &
         Services                                                              Archaeology               Crystallography
         External Relations                                                                              Earth Sciences
                                                                               History of Art, Film &
         Estates & Facilities                                                  Visual Media              Psychology
         Finance                                                               Language, Linguistics &
         Health & Safety                                                       Culture

         Library                                                               Law

         Planning                                                              Philosophy

         HR & Staff Development                                                Politics & Sociology

         Registry

Year                                                                       Staff numbers (actual employees)
Feb 03                 248                                  81                           173                        247
Feb 04                 310                                  42                           215                        253


         HR Strategy                                                                                     Annex C
         Explanation of HR Management Terms


         Appraisal                                   Process of identifying, observing, measuring and developing
                                                     human performance in organisations

         Continuous Development                      Self directed life-long learning by an individual or an
                                                     organisation.

         Continuous Development                      HR Management Policies that first allow and then facilitate
         Policies                                    such learning at work.




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Birkbeck College: HR Strategy




Equal Opportunities                         Treating job applicants and employees in the same way,
                                            regardless of their sex, sexual orientation, age, race, ethnic
                                            origin, religious beliefs, political opinion or disability, and
                                            embracing the opportunities created by employing a diverse
                                            workforce.

Job Analysis                                Job analysis is a systematic procedure for obtaining detailed
                                            and objective information about jobs, tasks or job roles,
                                            which will be performed or are being performed. Analysis
                                            usually conducted by structured interviews and
                                            questionnaires.

Job Evaluation                              A systematic and consistent approach to defining the
                                            relative worth of jobs within a workplace: Job Evaluation
                                            provides a system by which jobs can be placed in order
                                            according to overall demands placed on the job holder. Job
                                            Evaluation therefore provides a basis for a fair and orderly
                                            grading structure.

Management Development                      The process by which managers learn and grow in
                                            effectiveness: identifying the skills, knowledge and personal
                                            attributes needed by managers to cope with modern
                                            organisational agendas. HR's role is to identify and make
                                            available developmental resources needed to achieve the
                                            organisation's objectives.

Performance                                 Creating a shared vision of the purposes and aims of the
Management                                  organisation, helping each employee to understand and
                                            recognise their part in contributing to them, and thereby
                                            managing and enhancing both the performance of both
                                            individuals and the organisation.

Performance Review                          Analysis of past performance to determine objectives for the
                                            future.




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Birkbeck College: HR Strategy




Premium Market Salaries                     Premium Market Salaries are higher salaries that may need
                                            to be paid to attract particular employees who have rare or
                                            special skills, and who are in a competitive employment
                                            market place.

Organisational Development                  A long-term effort, led and supported by top management,
                                            to improve an organisation's visioning, empowerment, and
                                            problem solving processes, through an on-going,
                                            collaborative management of organisational change.

Succession Planning                         Preparing existing staff members to take on more
                                            responsible roles within the College, through guidance,
                                            training and experience.




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Birkbeck College: HR Strategy




                                                                               BIRKBECK COLLEGE

                                                                        HUMAN RESOURCES STRATEGY
                                                                  (prepared as a submission under HEFCE 01/16)

                                                                       Action, Funding and HR Resources


Key Area / Link to              Specific activities      Link to 01/16     Key Outcomes /           Measurement /         Action by     Indicative cost expenditure
HR Strategy                     in HR Strategy           theme(s)          Timeframe                targets (where        and           (£000)
                                                         and                                        developed)            Estimate of
                                                         Corporate                                                        Resources     2001-02   2002-03   2003-04 2004-05
                                                         Plan                                                             Required
Organisational                  The College is           All Themes        See below
Development                     committed to
                                continuous
                                improvement across
                                all Faculties and        CP Para
                                Departments              2.32*, 4.27,
                                                         4.28
a. 1 Recruitment                Premium Market           a.1               Retention of key         Review pay            Retention          30        50        80
a. 2 Retention                  Salaries or Salary       a.2               staff                    rates, T&Cs           Study              36        52        90
                                Supplements for          CP Para                                    with other HEIs       Retention
                                Specific Senior          2.33-2.36                                  in central            Strategy
                                Academic and             CP Paras                                   London                and Pay
                                Finance and IT           3.72                                                             Review by
                                support staff            CP Para 2.69                                                     P & SD
                                                         CP Para 3.65
                                                         CP Para
                                                         3.53, 3.54




Notes:
When the sums expended exceed the HEFCE allocation, College Funds have been used




                                                                                                                                                                              Annex D
2003-04 column shows actual expenditure 1 Aug 03 to 29 Feb 04 plus estimated expenditure 1 Mar to 31 Jul 04 – shown in bold italic                          44
1
  Teaching Assistants’ Remission of Fees included for the first time 2002-03

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Birkbeck College: HR Strategy



Key Area / Link to              Specific activities      Link to 01/16     Key Outcomes /           Measurement /         Action by     Indicative cost expenditure
HR Strategy                     in HR Strategy           theme(s)          Timeframe                targets (where        and           (£000)
                                                         and                                        developed)            Estimate of
                                                         Corporate                                                        Resources     2001-02   2002-03   2003-04 2004-05
                                                         Plan                                                             Required
a.2 Retention                   Clerical and FCE         a.2               1.Retention              Reduce                HR and all    College   College   College   College
                                Staff – High             CP Para 143       Strategy                 turnover by 5%        Line           Funds     Funds     Funds     Funds
                                Turnover                                   Harmonising              by end 2004,          Managers
                                                                           T&Cs                     self-financing
                                                                                                            st
                                                                           2.Introduce Exit         after 1 yr by
                                                                           Interviews,              reduction of on-
                                                                           Procedure &              costs
                                                                           Analysis
                                                                                                    Internal
                                                                           3.Encourage              Recruitment
                                                                           internal                 and
                                                                           recruitment and          Exit procedure
                                                                           career                   by Dec 02
                                                                           progression

a.1, a.2 Recruitment            London Allowance         a.1               Increased by             HE Sector
and Retention                                            a.2               £150 to help             issue
                                                                           recruitment and
                                                                           retention (to
                                                                           £2,284 from 1 Oct
                                                                           2003)




Notes:
When the sums expended exceed the HEFCE allocation, College Funds have been used
2003-04 column shows actual expenditure 1 Aug 03 to 29 Feb 04 plus estimated expenditure 1 Mar to 31 Jul 04 – shown in bold italic                          45
1
  Teaching Assistants’ Remission of Fees included for the first time 2002-03

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Birkbeck College: HR Strategy



Key Area / Link to              Specific activities      Link to 01/16     Key Outcomes /           Measurement /         Action by     Indicative cost expenditure
HR Strategy                     in HR Strategy           theme(s)          Timeframe                targets (where        and           (£000)
                                                         and                                        developed)            Estimate of
                                                         Corporate                                                        Resources     2001-02   2002-03        2003-04 2004-05
                                                         Plan                                                             Required
a. 1, a.2 Recruitment           Rewarding Staff          a.1               Reduce Turnover          Requirement
and Retention                   Appropriately            a.2                                        for funds to be
                                                                                                    reviewed
                                                                                                    annually at end                         190         300           400
                                                                                                    of Academic                             248         344           477
                                                                                                    year
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -   - - - -    - - - -        - - - -   - - - -
                                New Appointments                           Attract and Retain
                                and Retaining Key                          Key Academic
                                Staff                                      and Senior Admin
                                                                           Staff. Ensure
                                                                           Calibre of New
                                                                           Recruits
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -   - - - -    - - - -        - - - -   - - - -
                                Promotion and Merit      CP Para 2.35      Reduce on-costs                                                  150       200            275
                                Pay Schemes                                of constant                                                      180       159            208
                                                                           recruitment
a.1 Recruitment,                Remission of Fees        a.1               More inclusive           Retain 10 RF          Registry /         50             65         90
                                                                                                                                                        1
a.2 Retention and                                        a.2               scheme.                  staff over 5          HR                 41   TAs                 105
b. Staff Development                                     b.                Encourage longer         years                 & Line                       43.5
                                                                           retention by                                   Managers                Other
                                                                           targeted                                                               staff
                                                                           succession                                                                  48.5
                                                                           planning




Notes:
When the sums expended exceed the HEFCE allocation, College Funds have been used
2003-04 column shows actual expenditure 1 Aug 03 to 29 Feb 04 plus estimated expenditure 1 Mar to 31 Jul 04 – shown in bold italic                               46
1
  Teaching Assistants’ Remission of Fees included for the first time 2002-03

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Birkbeck College: HR Strategy



Key Area / Link to              Specific activities      Link to 01/16     Key Outcomes /           Measurement /         Action by    Indicative cost expenditure
HR Strategy                     in HR Strategy           theme(s)          Timeframe                targets (where        and          (£000)
                                                         and                                        developed)            Estimate of
                                                         Corporate                                                        Resources    2001-02 2002-03 2003-04 2004-05
                                                         Plan                                                             Required
b. 1 Staff                      Staff Development        b.1               Staff                    Feb 2003              HR and Staff College College College College
Development                                                                Development                                    Development    Funds     Funds     Funds Funds
                                New Staff                CP Para 2.37      Strategy Linked to
                                Development                                Corporate Plan
                                Strategy                                   and Individual
                                                                           Development
                                                                           Plans
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -   - - - -   - - - -    - - - -   - - - -
                                Improve Appraisal        e.                Improving Staff          By Feb 2003           HR and all
                                Scheme & Introduce       f.                Performance and                                Line
                                Annual Appraisal for                       Motivation,              Workshops             Managers
                                all Staff                CP Para 2.39      Communication            held throughout
                                                                           and Identification       2003, planned
                                                                           of Development           for 2004
                                                                           needs

                                                         b.1               Achieved Jan
                                                                           2002
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -   - - - -   - - - -    - - - -   - - - -
                                Institute for Learning   CP Para 2.38      To encourage                                                       8       10         12
                                and Teaching                               CPD of Academic                                                    4         5          5
                                + Fundamentals of                          Staff and Others
                                Teaching
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -   - - - -   - - - -    - - - -   - - - -
                                Institute of Education                     To Improve               All new               SD, New           24        30          40
                                Fees                                       Teaching                 Lecturers to          Lecturers         29        30         tba
                                                                           Standards                complete              and their
                                PATHE and TiLL           CP Para 2.38      New Lecturers            during                Mentors
                                Programmes                                                          probation.
                                                                                                    5 completed by
                                                                                                    Dec 2001
                                                                                                    45 enrolled



Notes:
When the sums expended exceed the HEFCE allocation, College Funds have been used
2003-04 column shows actual expenditure 1 Aug 03 to 29 Feb 04 plus estimated expenditure 1 Mar to 31 Jul 04 – shown in bold italic                          47
1
  Teaching Assistants’ Remission of Fees included for the first time 2002-03

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Birkbeck College: HR Strategy



Key Area / Link to              Specific activities      Link to 01/16     Key Outcomes /           Measurement /         Action by     Indicative cost expenditure
HR Strategy                     in HR Strategy           theme(s)          Timeframe                targets (where        and           (£000)
                                                         and                                        developed)            Estimate of
                                                         Corporate                                                        Resources     2001-02    2002-03    2003-04 2004-05
                                                         Plan                                                             Required
b. 1 Staff                      Mentoring                b.1
Development                     - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -    - - - -    - - - -   - - - -   - - - -
                                SD Advisor for                                                                                               20         22        24
                                Support Staff to Full-                                                                                       22         22        24
                                time
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -    - - - -    - - - -   - - - -   - - - -
                                Provide specialist       b.1               Compel CIPHr             Installed by                                                  15        15
                                SD IT system                               system selected          June 2004

b. 2 Management                 Management               b.1, b.3          Management                                     HR / SD       College    College    College   College
Development                     Development                                Development                                                   Funds      Funds      Funds     Funds
                                                                           Programme for
                                                                           Heads of School
                                                                           and Deans
                                                         - - - - - - -     - - - - - - - - - -      - - - - - - - -       - - - - - -
                                                         b.3               Management               To be                 HR / SD
                                                                           Skills Programme         developed by
                                                                                                    Feb 2003
                                                         - - - - - - -     - - - - - - - - - -      - - - - - - - -       - - - - - -
                                                         b.3               1994 Group               10 delegates          HR / SD
                                                                           Senior                   attend each
                                                                           Management               year
                                                                           Development
                                                                           Programme
                                                         - - - - - - -     - - - - - - - - - -      - - - - - - - -       - - - - - -
                                                         b.1               Research Careers         Survey current        Working             9         20         30       40
                                                                           Initiative               Research Staff        Party              17         24         32
                                                                                                    Development           led by Pro
                                                         CP Para 2.37                               needs by              Vice Master
                                                                                                    March 2003            and SD




Notes:
When the sums expended exceed the HEFCE allocation, College Funds have been used
2003-04 column shows actual expenditure 1 Aug 03 to 29 Feb 04 plus estimated expenditure 1 Mar to 31 Jul 04 – shown in bold italic                            48
1
  Teaching Assistants’ Remission of Fees included for the first time 2002-03

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Birkbeck College: HR Strategy



Key Area / Link to              Specific activities      Link to 01/16     Key Outcomes /           Measurement /         Action by       Indicative cost expenditure
HR Strategy                     in HR Strategy           theme(s)          Timeframe                targets (where        and             (£000)
                                                         and                                        developed)            Estimate of
                                                         Corporate                                                        Resources       2001-02     2002-03     2003-04 2004-05
                                                         Plan                                                             Required
b. 4 New Technology             See Birkbeck IT                            IT Staff Skills                                CCS Staff       College     College     College     College
for Learning and                Strategy at                                Development                                                     Funds       Funds       Funds       Funds
Teaching                        www.bbk.ac.uk/is



c. 1 Equal                      Equal Opportunities      c.1               Progress to be           SD to provide         HR and          College     College     College     College
Opportunities                                                              monitored and            workshops             All Staff        Funds       Funds       Funds       Funds
                                                                           sustained:                                     involved in
                                                                           remedial action to                             Recruitment,
                                                                           be taken                                       Promotion
                                Only trained staff to    CP Paras                                                         and
                                be used in               2.40- 2.42,                                                      Selection
                                recruitment and          2.44
                                selection
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - - -      - - - - - - - - -     - - - - - - -   - - - - -   - - - - -    - - - -   - - - - -
                                                                           Build on 13%             Increase ethnic
                                                                           ethnic                   minority
                                                                           Minority Staff           representation
                                                                                                    by 5% over 2
                                                                                                    years
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - - -      - - - - - - - - -     - - - - - - -   - - - - -   - - - - -    - - - -   - - - - -
                                                                           EO Publications &                                                                  0
                                                                           Advertising                                                                        5          5
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - - -      - - - - - - - - -     - - - - - - -   - - - - -   - - - - -    - - - -   - - - - -
                                                                           Disability Access
                                                                           Audit March 2002

                                                                           Disability
                                                                           Advisor Post Dec
                                                                           2002




Notes:
When the sums expended exceed the HEFCE allocation, College Funds have been used
2003-04 column shows actual expenditure 1 Aug 03 to 29 Feb 04 plus estimated expenditure 1 Mar to 31 Jul 04 – shown in bold italic                                49
1
  Teaching Assistants’ Remission of Fees included for the first time 2002-03

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Birkbeck College: HR Strategy



Key Area / Link to              Specific activities      Link to 01/16     Key Outcomes /           Measurement /         Action by   Indicative cost expenditure
HR Strategy                     in HR Strategy           theme(s)          Timeframe                targets (where        and         (£000)
                                                         and                                        developed)            Estimate of
                                                         Corporate                                                        Resources   2001-02 2002-03 2003-04 2004-05
                                                         Plan                                                             Required
c. 2 Job Evaluation                                      c.2               Job Evaluation to        Identify suitable     HR,                         15        30
                                                                           be introduced for        schemes for all       Senior                      Nil       46
                                                                           all staff groups         Staff Groups.         Management                          incl.
                                                                                                    Aim to                Team + TUs                      College
                                                                                                    introduce by                                           Funds
                                                                                                    Dec 2004              External
                                                                                                                          Assistance
                                                                                                                          required
                                                                                                                          (Hay)
d. Regular Review of            Controlling Staff        d.                Improve central          Staff Review in       HR                     College College
Staff Needs                     Costs                                      control of               2003 – 2004           Senior                  Funds    Funds
                                                                           Establishment                                  Management
                                                                           and Staff Costs          Financial and         Team
                                                         CP Para 2.69      To conduct a Staff       Academic
                                                                           Review in 2003-          Performance
                                                                           2004                     Indicators: Cost
                                                                                                    Centre Model in
                                                                                                    use from 2002
                                                                                                    from
                                                                                                    Bloomsbury
                                                                                                    Consortium
                                                                                                    initiative
                                - - - - - - - - - - -    - - - - - - - -   - - - - - - - - - -      - - - - - - - -       - - - - - -   - - - -   - - - -   - - - -   - - - -
                                                                           Introduce                                      HR and Line
                                                                           absence                                        Managers
                                                                           monitoring and
                                                                           controls
                                - - - - - - - - - - -    - - - - - - - -   - - - - - - - - - -      - - - - - - - -       - - - - - -   - - - -   - - - -   - - - -   - - - -
                                                                           Reduce spend on                                HR
                                                                           temp staff




Notes:
When the sums expended exceed the HEFCE allocation, College Funds have been used
2003-04 column shows actual expenditure 1 Aug 03 to 29 Feb 04 plus estimated expenditure 1 Mar to 31 Jul 04 – shown in bold italic                          50
1
  Teaching Assistants’ Remission of Fees included for the first time 2002-03

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Birkbeck College: HR Strategy



Key Area / Link to              Specific activities      Link to 01/16     Key Outcomes /           Measurement /         Action by   Indicative cost expenditure
HR Strategy                     in HR Strategy           theme(s)          Timeframe                targets (where        and         (£000)
                                                         and                                        developed)            Estimate of
                                                         Corporate                                                        Resources   2001-02 2002-03 2003-04 2004-05
                                                         Plan                                                             Required
e. Performance                  Reviewing Staff          b.                New Staff                                      HR, SD and   College College College
Review                          Performance              e.                Appraisal Scheme                               Line           Funds     Funds    Funds
                                                                           (SDS)                                          Managers
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -   - - - -   - - - -  - - - - - - - -
                                Introduce Revised        f.                See Above                By Feb 2003           HR –
                                Appraisal Scheme                                                                          Staff
                                                                                                                          Development
                                Provide workshops        CP Para 2.39
                                annually

f. Poor Performance             Tackling poor            f.                Address poor             Introduce             HR and
                                performance                                performance =            Improved              Line
                                                                           improved                 Appraisal             Managers
                                                                           organisational           scheme
                                                         CP Para 2.39      performance              and two
                                                                                                    Capability
                                                                                                    Procedures by
                                                                                                    Feb 2003




Notes:
When the sums expended exceed the HEFCE allocation, College Funds have been used
2003-04 column shows actual expenditure 1 Aug 03 to 29 Feb 04 plus estimated expenditure 1 Mar to 31 Jul 04 – shown in bold italic                       51
1
  Teaching Assistants’ Remission of Fees included for the first time 2002-03

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Birkbeck College: HR Strategy



Key Area / Link to              Specific activities      Link to 01/16     Key Outcomes /           Measurement /         Action by      Indicative cost expenditure
HR Strategy                     in HR Strategy           theme(s)          Timeframe                targets (where        and            (£000)
                                                         and                                        developed)            Estimate of
                                                         Corporate                                                        Resources      2001-02    2002-03    2003-04 2004-05
                                                         Plan                                                             Required
g. Improve HR                   Review structures        All Areas         Restructure HR           Achieved by           College        See             30          40
Management                      and resources of P                         team to have             Dec 2002, but         Secretary      Item a          27          80
                                and SD Department                          sufficient skills        to be kept            and Director
                                (now HR)                                   and resources to         under review          of HR
                                                                           address above
                                                                           issues
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -     - - - -    - - - -   - - - -     - - - -
                                                                           Improvement of
                                                                           HR Policies                                                                   10        10
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -     - - - -    - - - -   - - - -     - - - -
                                                         CP Para 2.61      Prioritise Internal      By 1 Oct 2004
                                                                           HR Action Plan:
                                                                           Review Annually
                                - - - - - - - - - - -    - - - - - - -     - - - - - - - - -        - - - - - - - -       - - - - - -     - - - -    - - - -   - - - -     - - - -
                                                         HR IT and         Data Verification        By Dec 2004           HR
                                                         Information
                                                         Systems           Review HR IT             By Jan 2006           HR & CCS
                                                                           Provision vs New                               staff
                                                                           System
Funds                                                                                                                                        577        770         1097      261
Used/Allocated
HEFCE Allocation                                                                                                                             481        742         1082
& Cumulative Total                                                                                                                                                  2305




Notes:
When the sums expended exceed the HEFCE allocation, College Funds have been used
2003-04 column shows actual expenditure 1 Aug 03 to 29 Feb 04 plus estimated expenditure 1 Mar to 31 Jul 04 – shown in bold italic                             52
1
  Teaching Assistants’ Remission of Fees included for the first time 2002-03

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Birkbeck College: HR Strategy

                                                                                                       Annex E


                   Equal Opportunities Monitoring – Report Extract 2002/310

Table 1. Total Gender by Staff Category/Grade
                                                                       Gender No. and %
          Category/Grade                     Male No.             Male %    Female No.   Female %   Total No.
Academic Lecturers (A, B & Sen)                122                 60%          82          40%       204
Academic Other (OTH1 - OTH5)                     7                 37%          12          63%        19
Academic Professors (PROF)                      54                 76%          17          24%        71
Academic Readers (READ)                         24                 73%           9          27%        33
Academic Related (AR1 - AR6)                    64                 42%          87          58%       151
Clerical (C1 - C6)                              68                 24%         211          76%       279
Craft (CA - CE)                                 11                100%           0           0%        11
Manual (M1 - M4 + C2 - C4)                      22                 81%           5          19%        27
Research (RA1B - R4)                            56                 44%          70          56%       126
Technical (TA - TI)                             34                 76%          11          34%        45
Totals                                         462                47.8%        504         52.2%      966

Table 2. Total Ethnicity Grouped as a percentage of known ethnicity
 Ethnicity Known                               Total No.              Total %
 White                                           729                   87%
 Black & Ethnic Minority Staff                   108                   13%
 Totals                                          837                   100%

Table 3. Ethnicity by Staff Category/Grade
                                                                       Ethnic Category
                                                                           All Refused/
                                All White All White All     All Refused or Not Known
Category/Grade                     cats       %     BME BME % not known         %       Total
Academic Lecturers (A, B , Sen)       169     86.2%     23 11.7%         4         2.0%   196
Academic Other (OTH1 - OTH5)             7    36.8%      0 0.0%         12        63.2%     19
Academic Professors (PROF)              70    98.6%      1 1.4%          0         0.0%     71
Academic Readers (READ)                 27    87.1%      4 12.9%         0         0.0%     31
Academic Related (AR1 - AR6)          110     73.3%     23 15.3%        17        11.3%   150
Clerical (C1 - C6)                    203     72.0%     24 8.5%         55        19.5%   282
Craft (CA - CE)                          7    63.6%      4 36.4%         0         0.0%     11
Manual (M1 - M4 + C2 - C4)              17    73.9%      3 13.0%         3        13.0%     23
Research (RA1B - R4)                    91    75.2%     17 14.0%        13        10.7%   121
Technical (TA - TI)                     28    66.7%      9 21.4%         5        11.9%     42
Totals                                729     77.1%   108 11.4%       109         11.5%   946

Table 4. All Staff by Disability
 Status                                   Total No.                   Total %
 Not Disabled                               810                        83.9%
 Disabled                                     6                         0.6%
 Not Known/recorded                         150                        15.5%
 Totals                                     966                        100%

10
   Extracted from Birkbeck‟s Equal Opportunities Report February 2004
All figures are for the academic year 1 October 2002 to 30 September 2003



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                                                                                               Annex F

HR Strategy 2001 – 2005

Glossary

AUT                             Association of University Teachers
BEM                             Black and Ethnic Minority Groups/Staff
DDA                             Disability Discrimination Act
DD of P & SD                    Deputy Director of HR and Staff Development
ECDL                            European Computer Driving Licence
EO                              Equal Opportunities
FTE or fte                      Full Time Equivalent – staff 35 hours, student full time attendance
HERA                            Higher Education Role Analysis
HESDA                           Higher Education Staff Development Agency
HEFCE                           Higher Education Funding Council for England
HEI                             Higher Education Institution
HESA                            Higher Education Statistical Agency
HR                              Human Resources
HSO                             Health and Safety Officer
IDP                             Individual Development Plan
IOE                             Institute of Education
ILT                             Institute of Learning and Teaching
PATHE                           Professional Accreditation of Teaching in Higher Education
RRAA                            Race Relations Act Amendment
SD                              Staff Development
SDG                             Staff Development Group
SDS                             Staff Development Scheme (Appraisal)
SMT                             Senior Management Team
TQA                             Teaching Quality Assessment (now Subject Review)
UCEA                            University & Colleges Employers Association
WOPOTAL                         Working Party on Teaching and Learning




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                                         Human Resources Team
                                             January 2004
                                                                                            Director of HR
                                                                                               AR6 - FT
                                                                                            Ros Brayfield



                                                          HR Manager/                                                               HR Policy Advisor       Staff Development Manager
                                                      Deputy Director of HR                                                            AR4 - FT                      AR5 - FT
                                                            AR5 - FT                                                                 Vicky Booker                 Wendy Johnston
                                                         Tina Ohagwa *



      HR Advisor                           HR Advisor                      HR Advisor                        Nursery Manager     HR Department Secretary    Staff Development Advisor
     Admin & FCE                     Arts & Social Sciences                  Science                            CR5 - PT                CR5 - FT                     AR4 - FT
       CR5 - FT                             CR5 - FT                        CR5 - FT                         Deirdre Lazarus         Jackie Williams              Stephen Tarling
     David Goodwin                        Katy Halliwell                 Cheryl Broadfoot



      HR Assistant                        HR Assistant                     HR Assistant                      Nursery Assistant                                  Staff Development
     Admin & FCE                     Arts & Social Sciences                  Science                            CR4 - PT                                          Administrators
        CR4 - FT                            CR4 - FT                        CR4 - FT                          Angeliki Staveri                                        CR5 - FT
    Catharine Seaton                        Roxy Naz                    Diana Robertshaw                                                                   Joanne Pittman + Sharon Gray




* Annette Groark is on maternity leave




                                                                                                                                                                                          Annex G
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                                                                                                                                     Annex H


Human Resources Strategy (2001 – 2005): Equality and Diversity Targets

1.          Introduction

1.1         The Assessment of Birkbeck‟s Human Resources (HR) Strategy, undertaken by HEFCE in December 2002, indicated that
            the College had not at that time yet met the condition: „setting quantitative and qualitative targets based on thorough
            analysis of relevant data‟ (Priority Area c). In order to meet this condition, the College has undertaken the following
            additional analysis of existing data and has set both quantitative and qualitative targets based on this analysis.

1.2         During 2004-05 the College plans to conduct a major review of staffing11 (numbers, posts, skills audit etc.). This review will
            allow forward planning of staffing in order to meet the future requirements of the College in terms of curriculum and
            students (see HR Strategy, para. d.1.4). This review will also help in staff equality monitoring and will allow diversity criteria
            to be mainstreamed into all the College‟s future planning. The revision of the Corporate Plan in 2005 will include a detailed
            section on equality and will allow diversity issues to be further mainstreamed into future staff planning.

1.3         The general principles of workforce target setting are discussed in the recent Partnership for Equality: Action for Higher
            Education (Joint Negotiating Committee for Higher Education Staff and Equality Challenge Unit, February 2003). In relation
            to Birkbeck, several factors affect the setting of any staffing targets, both environmental and related to the College‟s
            particular role and mission.

                Located within the University of London, Birkbeck has a unique history as the university‟s main provider of part-time
                 degree education mainly for mature students. This has implications for the kind of teaching resources and support skills
                 required by staff. The College‟s spectrum of course provision is significantly influenced by the existing and potential
                 market for part-time study, and our student body is more diverse than a typical undergraduate student body. Our
                 students include a proportion of disabled and un-waged people, refugees and asylum seekers. Teaching takes place
                 mainly in the evenings, which has a significant impact on the working pattern of our staff.

                As well as providing access to potentially excluded student groups, Birkbeck is also a research-focused institution, with
                 12 subjects out of 20 submitted judged 5 or 5* in the last Research Assessment Exercise and 91% academic staff
                 research-active. This, too, has implications for the recruitment of academic staff.




11
     See para d.1.4 in the HR Strategy

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              Located in central London, both teaching and support staff have relatively high travel and housing costs. Competition
               for good support staff in the area is keen and the turnover of clerical staff is particularly high at 50% over three years
               (HR Strategy, para.a.2.1).

              A positive environmental aspect is the fact that central London is one of the most ethnically diverse locations in the UK,
               with strong potential for employers to create an ethnically diverse workforce.

              Birkbeck has a long tradition of welcoming staff and students from all ethnic groups and currently has employees from
               77 different nationalities, with many different racial or ethnic groups represented.

1.4       Currently, the College personnel and payroll database (Alta HR) does not easily support the comprehensive, effective and
          efficient manipulation of staff data for monitoring purposes. The production of any trend data is particularly time-consuming.
          This situation needs to be addressed but see HR Strategy, para.c.1.12. The College is currently introducing a more
          comprehensive student information system to improve its monitoring by 2004 (HR Strategy, section 3.4).

1.5       Despite these limitations in extracting and manipulating data, for the last two years the College has produced an Annual
          Report to the Staffing Committee and the Governors, setting out equal opportunities staffing data, by gender, ethnicity and
          disability, for 2000-2001 and 2001-2002. As the most recent data available, the Report for 2001-2002 has been the main
          data source used in setting the targets below. This Report provides data for all staff groups but excluding the College‟s
          large pool of occasional Sessional Lecturers (the majority of whom are part time teachers working less than 10 hours per
          week and who are not research active). The analysis below, however, is more selective. It provides information on the
          gender, ethnicity and disability of the whole staff profile, with more detailed analysis of specific staff categories, together
          with a rationale for their selection as key areas for target setting for Birkbeck.

1.6       Because of differences in data collection methodology at different times, there may be some inconsistencies between this
          information and that presented in earlier submissions of the HR Strategy (28.11.02), which included trend data from 1995
          to 2000-2001. The data used here are the most recent available.

1.7       The College has also taken part in the survey of staffing profiles undertaken by nine members of the 1994 Group HEIs.
          Pending the production of comprehensive benchmarks for the sector by HEFCE and the sector analysis due from HESA by
          2004, this work provides some preliminary benchmarking of staffing profiles by gender and ethnicity across a range of
          institutions, of similar size and comparable with Birkbeck in at least some respects (e.g. Goldsmiths College has a London
          location). This Survey of Nine HEIs was not available at the time the HR Strategy was submitted (28.11.02) but was
          included in the EO report and has been drawn on in the analysis below. Birkbeck is also participating in a further survey
          currently being conducted by the „M25 group‟.

2.        Analysis of baseline data



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2.1       Students
          Birkbeck has about 7,200 FTE students (2001-2002): 37% on undergraduate programmes, 37% on postgraduate courses
          and 25% taking continuing education courses. The age range extends from 18 to over 70, with the largest proportion being
          in the range 30-39. About 80% of students are in employment.




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          Student profile (2001)
               Sex              M= 45.25%              F= 54.75%        Representation varies across subjects

            Ethnicity           W= 67.50%             ME= 23.85%        8.65% not known

           Disability           No declared             Declared        1.25% not known
                                 disability         disability=4.70%
                                 =94.05%

2.2       This shows a student profile more diverse in terms of age and ethnicity than that of similar research-led HEIs, including
          other colleges of London University, which offer mainly full-time degree-level study. Notably, Birkbeck attracts a very high
          proportion of students from minority ethnic groups (almost double the national average for UK first degree students as a
          whole). This suggests that stretching targets are appropriate for the numbers of staff from ethnic minority groups to reflect a
          plural academic community.

2.3       In addition, the College aims to attract more international students and to widen participation for UK students resident in
          London (Corporate Plan 2001-2004) indicating the growth of an even more diverse student profile within the next few
          years, with an accompanying need to further widen the staff profile.

2.4       Staff
          The College has approximately 1,600 staff, of whom 800 are established (500 support staff, 300 academic staff) and 800 of
          whom are sessional lecturers in Birkbeck‟s Faculty of Continuing Education. (Data has recently been collected for HESA on
          the 800 sessional lecturers, but this is not yet available for analysis.)
          Note: College staff numbers at Feb 2004 are 1,850 of whom 967 are established (635 support staff, 332 academic staff).

2.5       Gender
          In terms of gender Birkbeck employs roughly equal proportions of men (49.0%) and women (51.0%), almost matching the
          overall student profile. There are, however, significant variations across roles, Schools and grades, with women over-
          represented in lower paid roles. For example: staff recruited locally are 61.40% F; staff recruited nationally are 34.50% F
          (2000-2001 data). This pattern is very similar to that of the nine HEIs in the Survey referred to above (1.5) which averaged
          35.6% of nationally recruited staff being female.

2.6       Of the 346 academic staff in 2001-2002 there is a noticeable „taper‟ effect in women‟s representation from lecturer through
          to professorial levels. Nevertheless, Birkbeck has more women at professorial level than all but one of the nine HEIs in the
          Survey noted above where the average percentage is 14.2%.

          Gender- academic staff

                                       M                  F        Comments

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           Professor              71.20%              28.80%      80 posts in all
           Reader                 71.90%              28.10%      32 posts in all
           SL                     61.10%              38.90%      54 posts in all
           L                      61.50%              38.50%      181 posts in all (Includes LA and LB)




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2.7       Data available from 1995 indicates a clear trend towards the increasing representation of women at more senior academic
          and management levels, both in professorial posts where the overall number of Staff has almost doubled, and in Senior
          Management posts where Staff numbers have remained almost static. (Even allowing for some inconsistencies in
          measurement, this analysis of trends appears valid).

          Gender- senior staff trends

                                      1995                       2001-02
                                M            F                 M           F
           Professor            87%          14%            71.30%     28.80%    1995 – 45 posts in all
                                                                                 2001 – 80 posts in all
           Senior               82%           18%             65%       35%      1995 – 34 posts
           Manager*                                                              2001 – 32 posts

          * Includes: Master, Vice Master, Pro-Vice Master, Secretary, Deans, Heads of School, Section Heads.

2.8       This analysis suggests that targets to increase the number of women at higher levels should be accompanied by positive
          actions to reinforce the trends which are already at work. At Birkbeck the research pool of 158 (M= 46.2% F=53.8%) is not
          a significant feeder group for the academic staff pool. This is because many researchers are working individually on „soft‟
          funding, rather than in large research teams, and some are also employed elsewhere.

2.9       Another group presenting significant gender differences is that of clerical staff. Numbering 295 in total this represents a
          relatively large proportion of staff. With a turn over of approximately 50% in three years (HR Strategy, para.a.2.1) this group
          offers scope for positive influence. Men outnumber women only at the lowest grade (C1), with women significantly
          outnumbering men at the highest grade (C6). The „taper‟ effect here, with women progressively over-represented at most
          levels and at higher grades, may indicate a historical bias towards this area as „women‟s work‟.

          Gender - clerical staff

           Grade                                 M                    F            Comments
           C6                                  5.3%                 94.7%          19 posts
           C4, C5, C6 total                   20.4%                 79.6%          201 posts
           C1, C2, C3 total                   38.3%                 61.7%          94 posts
           C1                                 64.7%                 35.3%          34 posts
           Total                              26.1%                 73.9%          295

2.10      Given that more men are now entering clerical work, albeit slowly, it is appropriate to set a target for their progression
          through the grades. However, the position is complicated by high staff turnover and, for example, the high cost of living in



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          London meaning that staff may choose to migrate to areas with lower costs as they move up the career ladder and decide
          to enter the housing market. So age and life style/cycle factors will also be of significance in action planning.

2.11      Ethnicity
          In terms of ethnicity Birkbeck has 86.4% white staff, 12.7% staff from minority ethnic groups, with 0.9% not known. HESA
          data indicate that in HE as a whole 13% of staff (working more than 0.25 FTE) were from minority ethnic groups - very
          close to Birkbeck‟s representation. Compared to the nine HEIs in the Survey, however, the College is more ethnically
          diverse than all the others in both its overall composition and in nationally recruited staff (Birkbeck = 15.5%; average of all
          nine = 7.2%). In addition, only Goldsmiths College has a greater proportion of its locally recruited staff from minority
          groups, as might be expected from its location in South East London (Birkbeck = 12.5%; Goldsmiths =16.0%).

2.12      There are significant variations across staffing categories, with ethnicity unknown for quite a high percentage of staff in
          some key categories. This is reducing as data collection improves.

           Category                      White             Minority     Unknown   Comments
                                                         ethnic group
           Academic related              73.9%              12.1%         14%     165 posts in all
           Clerical                      69.8%               8.5%        21.6%    305 posts in all
           Craft                         54.5%              36.4%         9.1%    11 posts in all
           Manual                        80.0%              10.0%        10.0%    20 posts in all
           Technical                     61.0%              19.5%        19.5%    41 posts in all
           Research                      72.2%              14.6%        13.2%    144 posts in all

2.13      Academic staff represent a key category for analysis, given their size (346) and their potential influence as role models for
          students. Academic staff from minority ethnic groups are under-represented at Professorial level, but relatively well
          represented at Reader level, giving scope for targets. Similarly, the gap between representation at Lecturer B and Senior
          Lecturer levels suggests scope for progression targets. There is a significant dip at Lecturer A level, with a large proportion
          of „ethnicity unknown‟, although there are only 50 posts at this grade.

          Ethnicity-academic staff

           Grade                      White                Minority     Unknown   Comments
                                                         ethnic group
           Professor                     93.8%               2.5%         3.9%    80 posts in all
           Reader                        78.1%              12.5%         9.4%    32 posts in all
           SL                            83.3%               9.3%         7.4%    54 posts in all
           LB                            73.3%              14.5%        12.2%    131 posts in all
           LA                            76.0%               4.0%        20.0%    50 posts in all



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2.14      Disability
          In terms of disability, Birkbeck has 0.6% staff who have declared a disability. However, this may represent a significant
          under-declaration, especially by staff employed before recruitment monitoring was introduced. There are currently no
          reliable sector benchmarks for disability. However, a HESA data for Higher Education in London indicated 0.6% staff as
          Known Disabled (quoted in Birkbeck HR Strategy, Table para. c.1.7). Even before the publication of the census 2001
          information on the percentage of people disabled and available for work, it seems probable that there is scope for
          institution-wide target setting here.

3.        Targets for representation and progression (quantitative)

3.1       Based on the analysis above, Birkbeck has set selected targets for staff which will ensure that the progress made so far in
          diversifying the workforce is maintained and built upon. As defined in Partnership for Equality, these quantitative targets are
          measurable, realistic, based on benchmarks relevant to the College‟s future plans for student expansion, and accompanied
          by both positive and enabling actions, with success criteria, timescales and responsibilities. In each case, the year set for
          achieving the target means the end of the academic year. These representational targets, together with action plans for
          their implementation, are set out in detail in Annex A.

3.2       Gender
          Birkbeck already has roughly equal representation of men and women amongst both students and staff bodies. At senior
          grades, where women are under-represented, it is appropriate to set targets for improvement. Low staff turnover and a
          limited number of posts mean a relatively long timescale must be applied. Further targets have been set for large staff
          groups (academic and clerical) where gender imbalances are evident.

3.3       Senior Managers
          A priority target is to increase the proportion of women at senior management level from 35% to 50% by the end of 2008.
          The benchmark here is to match the gender representation of staffing as a whole and, at the same time, to match the
          student profile. As senior managers are recruited from a wide field and exercise wide-ranging responsibilities, it is
          appropriate that they should reflect the diversity of the College.

           Target (i)
           Increase the proportion of women at senior management level from 35% to 50% by
           2008.

           An interim target is to increase the proportion to 40% by 2006.

3.4       Academic Staff – Readers




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          The target here is to increase the proportion of women at Reader level from 28% to 39%, their current representation at
          Senior Lecturer level. As Reader represents a mark of academic distinction, there is a rationale for aiming at similar
          proportions of women at SL and Reader levels by 2006.

           Target (ii)
           Increase the proportion of women at Reader level from 28% to 39% by 2008.

3.5       Professors
          As at Reader level, the target is to increase the proportion of women to match that at Senior Lecturer level, from the current
          29% to 39% by 2006.

           Target (iii)
           Increase the proportion of women at Professorial level from 29% to 39% by 2008.

3.6       Senior Lecturers
          The College already exceeds one possible benchmark in that 38.9% of its Senior Lecturers are women, compared to an
          average of 22.1% amongst the nine HEIs in the Survey mentioned above. It is important to monitor progress here to ensure
          this progress is maintained or improved upon.

           Target (iv)
           Maintain or improve upon the proportion of women at Senior Lecturer level at 38.9%




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3.7       Lecturers
          Given the roughly equal proportions of men and women amongst students, there is a rationale for aiming to equalise the
          gender representation of lecturers.

           Target (v)
           This means increasing the proportion of women lecturers from its current 38.5% to
           50% by 2008.
           An interim target is to increase the proportion to 40% by 2005.

3.8       Clerical Staff
          As a very large group, with a considerable turn over (50% in three years) there is scope here for targeting.

           Target (vi)
           As men are concentrated at the C1 level at 64.7%, with a sharp tapering off at
           higher levels, the College aims to increase the proportion of men recruited to higher
           grades or progressing from C1 to higher grades to 30% by 2007.

3.9       Ethnicity
          Targets have been selected for both academic and clerical staff groups, as well as the institution as a whole. Given that
          almost a quarter of students come from minority ethnic groups, more ambitious long-term targets for staff are appropriate.
          Birkbeck‟s Race Equality Policy (2003) sets out a wide range of measures which underpin quantitative targets. A key pre-
          requisite of all the targets for ethnicity is the collection of 100% baseline data for all staff categories.

3.10      Staff Overall
          The College aims to increase the proportion of its staff from minority ethnic groups from its current 12.7% to 15% by the
          end of 2004. The benchmark here is the representation of minority ethnic staff in HE as a whole at 15% (HESA data).

           Target (vii)
           Increase the proportion of all staff from minority ethnic groups from 12.7% to 15%
           by the end of 2004.

3.11      Clerical Staff
          As noted above, there is potential for movement in this large category. The College aims to increase the proportion of staff
          from minority ethnic groups from 8.5% to 13% by 2004. A longer -term benchmark is to match the ethnic profile of the
          London workforce by 2010 (the 2001 census will provide an appropriate benchmark target, possibly over 20%?).

           Target (viii)
           Increase the proportion of clerical staff from minority ethnic groups from 8.5% to

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           13% by 2004.

3.12      Academic Staff – Professors
          The aim here is by 2010 to increase the proportion of professors from minority ethnic groups from its current 2.5% to 10%.
          As there are currently just over 9% Senior Lecturers from minority ethnic groups, this is a relevant benchmark.




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           Target (ix)
           Increase the proportion of professorial staff from minority ethnic groups from 2.5%
           to 10% by 2010.
           An interim target is to increase the proportion to 5% by 2006.

3.13      Academic Staff - Senior Lecturers
          The College aims to increase the proportion of staff from minority ethnic groups at Senior Lecturer level from its current
          9.3% to 14.5% (the representation at lecturer level) by 2005. Similar representation at these two levels would be
          appropriate.

           Target (x)
           Increase the proportion of Senior Lecturers from minority ethnic groups from 9.3%
           to 14.5% by 2005.

3.14      Disability
          Until complete data are available on all staff, in order to allow detailed analysis by staff category and grade, targets have
          been set for the institution as a whole.

3.15      Locally Recruited Staff
          As an interim target we aim to increase the proportion of staff declaring a disability from its current 0.6% to 1% by 2005.
          Once data are available for the Birkbeck travel-to-work population declaring a disability and available for work (2001
          census) we will identify a suitable benchmark. A long term and extremely demanding benchmark might be to match the
          proportion of students who declare a disability (currently 4.7%).

           Target (xi)
           Interim target: Increase the proportion of locally recruited staff declaring a disability
           from 0.6% to 1% by 2005.

3.16      Nationally Recruited Staff (i.e. staff who might move house in order to take up a post at Birkbeck)
          Our interim target is the same as for locally recruited staff, to raise the proportion from 0.6% to 1% by 2005. However,
          longer-term targets for specific staff categories will be set once relevant and accurate data are available from HESA.

           Target (xii)
           Interim target: Increase the proportion of nationally recruited staff declaring a
           disability from 0.6% to 1% by 2005.




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4.        Other Targets
          In addition to quantifiable representational targets, HEIs need to set targets of other kinds.These include measures such as
          „equality-proofing‟ HR procedures and improving staff perceptions and experiences which have qualitative aspects but
          which can also be measured or quantified over time.

4.1       Staff monitoring data
          As already noted above, the College is commissioning software to improve data management (above 1.4) and is working
          towards collecting comprehensive ethnicity and disability information on staff (above 2.12, 2.14). The target is being set for
          improvement in this area:




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          Staff monitoring information – ethnicity and disability

              Target (xiii)
              Increase the % of staff returning completed monitoring data on ethnicity and
              disability to 95% by 2004.

4.2       Equality impact assessment of Human Resources policies and practices
          The HR Strategy and the Race Equality Policy have already identified key areas for equality impact assessment. These
          include:

               The revision of the Recruitment and Selection Guidelines by December 2003 (HR Strategy, para.c.1.16 and 4.3.7). This
                gives an ideal opportunity to impact assess all stages of the recruitment process, including:

                     Review advertising strategy and media used;

                     Review job descriptions and person specifications for any unintended bias;

                     Monitor applications, shortlists and appointments by gender, ethnicity and disability;

                     Monitor training in fair selection to ensure that all selectors are trained and up-to-date.

               The revision of the promotion process by 2003 (HR Strategy, para.c.1.19) will facilitate impact assessment of this
                process.

               Once appropriate management information systems are developed, the College aims to assess the take-up of staff
                development and career development opportunities. (New SD HR IT [Compel‟s CiPHr] for monitoring staff
                development and training will be ready for use in June 2004. See para b.1.10 in HR Strategy).

               A programme of equality and diversity training is already in progress (EO Workshops October 2002, November 2002,
                Spring 2003; these are open to all staff but are focused on Heads of School and Department). Equality and diversity
                training is now incorporated into Induction, Appraisal and Management training from 2003 (HR Strategy, para c.13).

               The Code of Practice on Disability in Employment will be monitored, including collecting feedback from staff.

               An Equal Pay Audit was conducted in 2000 and the one anomaly which was identified has been rectified. An informal
                audit is being conducted during 2003. From 2003 formal audits will be conducted biannually. The first formal Equal Pay
                report was produced in February 2004.


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              Exit interviews were introduced in January 2003, and the first report circulated in July 2003.




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          Overall targets for impact assessment are:

           Target (xiv)
           Assess 100% of all new HR policies and practices for any adverse impact on
           under-represented groups from 2003 (in hand).

           Target (xv)
           Identify all areas requiring equality impact assessment and by 2003 have set
           annual % targets for carrying out assessments; all policies to be impact assessed
           by 2006 (in progress).

4.3       Recruitment and selection
          Targets have been set here to systematise and quantify elements of what is a key process.

           Target (xvi)
           Produce annual report on recruitment and selection data for 80% of posts from
           2004.

           Target (xvii)
           Ensure that all members of selection panels have undergone equalities and
           diversity training by 2005. (HR Strategy makes training mandatory by December
           2004, see para.c.1.17) Milestones to be set for annual increases of BEM
           representation.

           Target (xviii)
           All Senior Managers, Line Managers, and Supervisors to attend EO & Race
           Equality Training by Dec 2005 (started in 2002).


4.4       Staff and student surveys
          The College is building on its existing surveys of staff and students to include more EO dimensions.

          Staff
          In 2001 the College undertook a „Have Your Say‟ consultation initiative with staff which included questions on equal
          opportunities. Senior Managers are currently working on follow up actions. A Staff Consultation Survey will be carried out
          every other year in order to establish trends and the next is planned for June 2004. Further questions on perceptions of
          equality will be included in subsequent surveys.



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          Staff perceptions and experiences

           Target (xix)
           The College will access staff opinions on equality and fair treatment via
           measurement in annual Staff Consultation Surveys from 2004.

           Target (xx)
           The College will access staff opinions on equality and fair treatment via
           appropriate questions in exit interviews from 2003 (in hand – first report
           September 2003).




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          Students
          Feedback is currently collected through Annual Course Reviews and student feedback on teaching. The College is
          extending its qualitative monitoring of students and aims to include feedback on equality and diversity issues. For the last
          three years, a satisfaction survey has been conducted of disabled students and the results used to improves services.

          Student perceptions and experiences

              Target (xxi)
              The College will access student opinions on equality and fair treatment via
              measurement in undergraduate, postgraduate and course unit feedback
              questionnaires from 2004.

4.5       External audit
          Following a Report from the Equality Advisory Service of the Equality Challenge Unit (February 2003) the College is now
          carrying forward a range of the recommendations and incorporating these into its corporate planning.

          Those recommendations which concern staffing resource, structures and the co-ordination of EO include:-

               An HR Policy Adviser is being appointed from April 2003 whose duties will focus on HR IT, EO and Job Evaluation
                (appointed April 2003).

               In 2003 the Disability Co-ordinator role will become a College-funded post and be extended to provide advice to staff
                and on staffing issues as well as student matters (achieved).

               The designation of a Pro-Vice Master to take overall responsibility for equality issues which is under consideration
                (planned for October 2004).

               The establishment of an Equality and Diversity Working Group to coordinate action planning across all areas of activity
                is also under consideration (now planned for October 2004).

4.6       IT systems
          Planning to implement these recommendations, achieve these targets and trying to comply with the monitoring
          requirements of RRAA 2000 has highlighted the need for a data verification exercise and the limitations of the present Alta
          HR payroll and personnel IT system. See para c.1.12.




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                                                                                                                                                March 2003
Updated March 2004
REPRESENTATIONAL TARGETS

 Staff group         Priority Target/                             Actions                    Success criteria/Outcomes             Lead           By when
                     Benchmark
(i) Women            Increase proportion            - Collect feedback from women staff      Survey/focus group of women       Director of HR    2008
senior               from 35% to 50%                to identify possible barriers to         undertaken
managers                                            progression (2003-4)                                                       Senior            (Interim
                     Interim target: increase       - Review selection process to identify   Increase in applications/short-   Management        target
                     to 40% by 2006                 any unintended bias (2004)               listing/appointment of women      Team (SMT)        40% by
                                                    - Use targeted                                                                               2006)
                                                    advertising/applications from women      Annual EO review shows
                                                    welcome though selection will be on      maintenance of position/
                     Benchmarks: match              merit (2004)                             annual improvement
                     overall staff profile;         - Develop Leadership Programme
                     match student profile          (2004-5)                                 Suggestions in ECU Report
                                                    - Mentoring by senior women (2004-       acted on
                                                    5)



(ii) Women           Increase proportion of         -Review process/criteria for             Further data analysis by          Director of HR    2008
academic             women at Reader level          appointing Readers for any               faculty undertaken (end 2003)     SMT,
staff –              from 28% to 39%                unintended bias (end 2003)
Readers                                                                                      Increase in proportion of         Deans
                     Benchmark: match               -Disaggregate data by School/faculty     women considered/appointed
                     representation at SL           to identify patterns (2004)                                                H of School
                     level                                                                   Annual EO review shows
                                                    -Identify main feeder groups and         maintenance of
                                                    develop support action (2004)            position/annual improvement




                                                                                                                                                                 Annex H : Appendix
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TARGETS: Gender (cont)
    Staff group            Priority target/                       Actions                 Success criteria/outcomes             Lead        By when
                           Benchmark
(iii) Women                Increase proportion       -Review process/criteria for         Review process completed        Director of HR    2008
academic staff –           of women at               appointing Professors for any        (end 2003)
Professors                 professorial level        unintended bias (2003)                                               SMT
                           from 29% to 39%                                                Subject benchmarks
                                                     -Identify benchmarks for specific    identified (2004)               H of Schools
                                                     subject areas based on HESA data
                           Benchmark: match          (2004-5)                             Increase in proportion women
                           representation at         -Targeted advertising (2004)         applying/appointed
                           SL level


(iv) Women                 Already match             -Review promotion process and        Annual EO review shows          Director of HR,   Annual
academic staff -           possible                  criteria                             maintenance of women‟s
Senior Lecturers           benchmark                 -Ensure promotion panels include     position (proportion at SL      Deans,
                           (Survey of Nine           both sexes and are trained           equals that at L level) or an
                           HEIs average SL +         -Provide feedback from promotion     improvement                     H of Schools,
                           Reader = /22 1%)          process to unsuccessful candidates
                                                                                                                          Chairs
                           Maintain/improve                                                                               Selection
                           proportion of                                                                                  Panels
                           women at SL level
                           at 39%




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TARGETS – Gender (cont.)
Staff group                Priority                                Actions                   Success criteria/outcomes           Lead          By when
                           targets/Benchmark
(v) Women                   Increase proportion      -Review recruitment process             All aspects of selection        Director of HR,   2008
academic staff -           of women lecturing        (person specification, methods of       processes reviewed
Lecturers                  staff from 38.5% to       selection) (2003)                                                       Deans,
                           50%                       -Ensure selection panels include        Feedback from staff collected
                                                     both sexes (Monitor systematically)     and acted upon                  Heads of          (Interim
                                                     -Ensure all selectors trained                                           Schools,          target by
                           Interim target:           (Monitor systematically)                Sub-targets identified by                         2006)
                           increase to 40% by        -Consider targeted advertising of       School/faculty                  Chairs
                           2005                      posts (2004)                                                            Selection
                                                     -Undertake analysis at                  Increase in women applying      Panels
                           Benchmark: match          School/faculty level (2004)             for posts/being short-
                           student profile           -Collect feedback from current staff    listed/appointed
                                                     on possible blocks to employment
                                                     at Birkbeck (Focus group/Staff
                                                     Survey 2004)




(vi) Men –Clerical         Increase proportion       -Analysis of trend (sharp decrease      Increase in men at C2, C3,      Director of HR    2007
staff                      of men progressing        in proportion of men from 64.7% at      levels to 30%
                           from C1 to higher         C1 to 5.3% at C6) (2003-4)
                           grades
                                                     -Collect feedback from relevant staff                                   Line Managers
                           Benchmark: Match          groups (2003-4)
                           staff profile.
                                                     -Review promotion process for any
                                                     unintended bias (2003)

                                                     - Mentoring scheme (2004-5)

                                                     - Direct recruitment




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TARGETS: Ethnicity
    Staff group              Priority Target/                     Actions                     Success criteria              Lead          By when
                           Benchmark
(vii) Staff Overall        Increase total           -Implement Race Equality Policy    Maintain strong position         Director of HR      2004
                           proportion staff         (from 2003)                        relative to benchmarks in
                           from ME groups           -Ensure baseline data 100%         Survey of Nine HEIs              Working
                           from 12.7% to 15%        complete and accurate by staff                                      Group on
                                                    questionnaire (2004)                                                Race Equality
                                                    -Implement suggestions in ECU
                                                    Report (2004)                                                       Chairs
                           Benchmark: –all                                                                              Selection
                           BME staff in all                                                                             Panels
                           HEIs = 13%
                           (HESA)                                                                                       Staff Dev
                                                                                                                        Team
                                                                                                                        Unions
(viii) Clerical            Increase                 -Reduce missing data from 21.6%    Complete data for all clerical   Director of HR,      2004
(large group with          proportion of staff      by 2004                            staff                                                (short
significant turn-          from ME groups           -Review recruitment process for                                     Working             term)
over) )                    from 8.5% to 13%         unintended bias (2003)             Increase in                      Group on
                           (short-term)             -Undertake targeted advertising,   applications/appointments        Race Equality
                                                    using ME media (2003)
                           Benchmark: match         - Selection panels include range                                    Chairs
                           staff overall            ethnic groups (2003)                                                Selection
                                                                                                                        Panels

                                                                                                                        Section Heads
                                                                                       Clear increase in locally
                           Long term                                                   recruited staff from ME groups   Unions            2008 (long
                           benchmark: match                                            for next three years                                 term)
                           London workforce
                           (over 20%?)




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TARGETS: Ethnicity (cont.)
    Staff group            Priority target/                       Actions                     Success criteria             Lead        By when
                           Benchmark
(ix) Academic              Increase proportion      -Implement Race Equality Policy     Appointment of first female   Director of HR    2010
staff- Professor           from ME groups           (2003)                              professor from ME group
                           from 2.5% to 10%         -Review procedures/criteria for                                   Senior
                           by 2010                  appointment                                                       Management        (Interim
                                                    - Targeted advertising (e.g.                                      Team             target by
                           Interim target:          international/web-based)                                                             2006)
                           increase to 5% by                                                                          Deans, Heads
                           2006                                                                                       of Schools

                           Benchmark: match                                                                           Working Group
                           SL level at 9.3%                                                                           on Race
                                                                                                                      Equality
(x) Academic staff         Increase proportion      -Review process and criteria for    Gap between representation    Director of HR    2005
– Senior Lecturer          from ME groups           promotion to SL                     at L and SL levels reduces
                           from 9.3% to             -Ensure ME staff represented on     year on year                  Senior
                           14.5%                    promotion panels                                                  Managers,
                           (i.e. proportion at      -Provide feedback to unsuccessful                                 Deans, Heads
                           lecturer level)          candidates                                                        of Schools

                           Benchmark:                                                                                 Working Group
                           equalise                                                                                   on Race
                           representation at                                                                          Equality
                           SL and L levels




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TARGETS: Disability
Staff group        Target/                                          Actions                        Success criteria                Lead          By
                   Benchmark                                                                                                                    when
(xi)                Increase proportion of          -Ensure baseline data 100%               Disability Co-ordinator post     Director of HR    2005
Locally            staff declaring a disability     complete by questionnaire of all staff   to include advisory role on
recruited          from 0.6% to 1% (Interim         (2004)                                   staffing (as well as students)   Disability
staff              target pending better            -Disaggregate data by staff category     (2003)                           Working Group
                   external data and internal       (2004-5)
                   monitoring)                      -Continue phased work from Access        Accurate data collected on       Line managers
                                                    Audit (ongoing)                          all staff – new and existing
                   Benchmarks: workforce            -Collect feedback from staff on                                           Staff
                   in London travel-to-work         barriers experienced by disabled         Setting of more advanced         Development
                   area declaring a disability      people and implement action plan         targets for progression of       Team
                   (Data - Census 2001,             (2003-4)                                 disabled staff
                   when published)                  -Publicise Access to Work Scheme
                                                    (2003-4) and information on support
                   Long term benchmark:             available
                   match disabled students          -Programme of disability awareness
                   (4.7%)                           for all staff
                                                    -Implement suggestions in ECU
                                                    Report of 2003


(xii)              Increase proportion of           As for locally recruited staff, plus:                                     Director of HR    2005
Nationally         staff declaring a disability
recruited          from 0.6% to 1% (Interim         -Work with Birkbeck disabled                                              Disability
staff              target pending better            graduates/post-graduates on                                               Working Group
                   external data and internal       possible traineeships and work
                   monitoring)                      placements                                                                Senior
                                                                                                                              Management
                   Benchmark: use HESA              -Collect feedback from staff (and                                         Team
                   data on relevant staff           students) on barriers to recruitment
                   categories, when                 and progression                                                           Deans
                   published                                                                                                  Heads of School




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Description: Corporate Strategy and the Effect of Hr Strategy document sample