HR Operational Plan 2008 – 2012
Strategic Objective 1: Performance
Developing and promoting a ‘high performance culture’ to boost organisational performance for the benefit of students, staff and wider partners
which will be underpinned by a focus on results and by the positive behaviours set out in the Leeds Met ACTs (Attitude, Character & Talents)
framework. This priority will be delivered through the implementation of a new Performance and Development Review process for all staff which
will be in place by the end of 2008 and evaluated, reviewed and further developed in 2009 and beyond.
Action Deadline Who/ Risks Measurement/Evaluation
1.1 Design of training programme for May 08 Performance Lack of training or Production of ACTs framework, PDR
reviewers & reviewees including support poor delivery will guidance, training booklets and web
packs and on-line training material impact on roll-out materials
1.2 Develop customized PDR process for Sept 08 Performance, Customization Buy-in and active support for PDR roll-
CARES staff and roll out appropriate Cares effective enough out from CARES management team
communication/training to match roles & Good attendance & evaluations of
needs of CARES training
1.3 Develop adapted PDR process for hourly Sept 09 Performance, Failure to incl fixed Evidence of appropriate
paid and temporary part-time staff and HR Ops term/part time implementation through PDR
produce guidelines to assist senior faculty staff inc risk of evaluation process
teams with its application discrimination
claims & impact
on perf levels of
1.4 Embed the PDR process and ACTs by Mar 09 SD & HR Ops Failure to recruit a All Faculties have a training plan and
assisting reviewees and reviewers to full complement of an up to date annual calendar of
develop personal and team based SDA’s corporate courses and learning events
development plans culminating in the is in place.
preparation of an overall faculty training
1.5 Work closely with HR OPs and managers Sept 08 Performance Failure to follow up Issues identified promptly.
to identify and resolve challenges/key onwards and HR Ops on roll-out and HR Consultants understand the scheme
issues in the Faculties & Met Office ensure effective and are able to promote it/advise
connected with the implementation of implementation appropriately
the new PDR scheme. will undermine PDR evaluation outcomes
1.6 Develop storage system of PDR docs in Jun 09 Performance, Inconsistent input Standardised record keeping
each Faculty/Met Office and efficient HRIS & Ops Ability of Trent to Development of effective faculty SD
recording of develop needs and PDR record SD. plans
ratings on Trent. PDR evaluation report
Annual SD report
Data to support contribution reward
1.7 Evaluate the impact of the new PDR Dec 09 Performance &
scheme using both quantitative and Ops
qualitative data and link this to
associated HR metrics in the longer term
Strategic Objective 2: Development
Leeds Met regards the development of its workforce as critical to the delivery of its Vision & Character and its ability to achieve sustained high
performance. This commitment is demonstrated through Leeds Met’s annual Staff Development Festival which sets the strategic agenda and
development priorities for the year ahead. Over the period of this Strategy, HR will continue to build on this unique platform to ensure the
delivery of a more varied and creative range of development opportunities including a focus on coaching, mentoring, secondments,
partnerships and volunteering to complement more traditional course-based delivery.
2.1 Review and develop the University’s Sept 08 – Performance & Lack of skills in A min of 75 managers to have
existing coaching resources Sept 10 SD coaching and attended coaching skills session in mgt
giving feedback dev prog by Apr 09 and 150 managers
will impact on by June 10
operation of PDR
2.2 Increase internal coaching capability Sept 09 SD Clear role and 20 University managers qualified to ILM
through delivery of accredited coaching remit for internal level 5 and equipped to provide
programme to small number of faculty coaches coaching support to talent pool and
managers to form coaching pool management colleagues across uni.
2.3 Evaluate Mentoring Pilot Jun 09 SD in Take up Evaluation of outcomes by mentees,
conjunction Clear focus of mentors and mentee line managers
with HR Ops project based on the pilot aims.
2.4 Implement Leadership & Management June 08 – Performance, Lack of mgt 75 managers completed programme
Development programmes inc design June 10 SD & Ops interest. by April 09 and 150 managers by June
(plus integration ACTs), liaison with Quality of prog 10.
internal/external providers & scheduling content and Positive evaluations from participants.
delivery doesn't Improved feedback re quality of line
meet needs of mgt mgt through LML.
2.5 Evaluation of Leadership and June 10 Performance & Lack of clear Evaluation report incl participant & line
Management Development Programme SD criteria/objs mgt feedback – immed and longer
term impact on performance
2.6 Contribute to programme content and Sept 08, In consultation Resource SD Festival Evaluations
delivery for the Staff Development Sept 09 & with Staff Dev commitment Increased visibility of HR and Staff
Festival Sept 10 Festival Team Development.
2.7 Develop & agree a talent management Easter 09 Performance & Resource Agreed mechanisms for identifying and
strategy including a succession planning HRIS implications. supporting future leaders.
process Lack of buy in Clear timescales + resources
2.8 Design and delivery of Development Sep 09 Performance & Raise expectations 1st talent management cohort selected
Centres for talent management inc SD of identified 'talent' by early 2009
integration of ACTs into (OPQ) profiles & Keep disappointed
2.9 Develop structured programme for Sept 08 Performance & Additional
graduate trainees inc development of SD resources req to
placement tracking, performance coordinate &
monitoring and workshop programme support inc no. of
2.10 Manage the Talents to the Full Jan 09 Performance Lack of mgt A group of internal secondments are
secondment programme Jan 10 support/coop organised
2.11 Review, improve and promote range of Mar 09 SD Viability of online SD services are clearly accessible
Staff Development services eg online booking through well run website and online
booking, corporate programme, improve Appropriate SD booking system.
website etc resource Online materials are available and
usage is monitored.
2.12 First annual Staff Development report is Sept 09 SD Access to data via Ability to demonstrate value added by
produced Trent. SD and range of services, volume of
Local record delivery.
keeping up to
2.13 University wide Staff Development Policy Easter 09 SD Securing faculty A model established to support
is produced and agreed buy in to set of consistent decision making re SD
generic principles funding and access to SD opportunities
– greater transparency should support
2.14 Apply for re-accreditation against Mar 09 SD, Variable practices Accreditation successfully secured.
Investors in People Standard Performance & across faculties
Ops and impact of
local change e.g.
2.15 Develop and implement consistent Jan 2009 SD, HR Ops & Failure to establish A good quality induction in place at
standards for staff induction – at faculty Recruitment and operate high faculty and university level via online
and corporate level quality induction delivery, training events and
will impact on IiP preparation prior to start date. Impact
and on monitored via LML, HR Consultants, IiP
Strategic Objective 3: Reward
Having modernised and simplified the university’s pay arrangements through the implementation of a single pay structure, HR will further
develop a competitive and flexible total reward package which rewards high performance and enterprise and is responsive to the differing
aspirations of our diverse workforce. This approach will include the implementation of contribution pay, the extension of the pay structure to
incorporate senior staff, a continued commitment to delivering and monitoring equal pay and an enhancement of the range of benefits
available to all.
3.1 Develop & extend the pay structure to Oct 08 R&B Buy in from SET Implementation of extended structure
facilitate the inclusion of LM/SMs Individual appeals
3.2 Introduce Total Reward Statements – June 08 R & B, HRIS Technical Delivery of annual written statements to
both on line & paper copies problems all staff
Difficulties in Availability of on line details
3.3 Conduct equal pay audits to ensure June 08 – R&B IT & systems issues Production of summary and detailed
compliance with legal requirements 12 Sufficient training & reports
(periodic) experience of
team members to
3.4 Review market supplements to test the May 08 R&B Reliable Reports supplied by market research
validity of continuing payments Oct 09 - 12 benchmarks partner
Recipients of supplements to be
notified of review outcome
3.5 Develop & implement a flexible benefits Sept 10 R&B Costs Creation of a menu of benefits from
package Complexity of which staff will be able to select
communication Positive feedback
3.6 Review, enhance & promote the range Mar 11 R&B Lack of interest/ Improved awareness of benefits
of staff benefits based on survey and participation from measured by hits on website & sign up
focus group feedback from staff staff Develop benefits on the basis of
Time & resources received feedback
to devote to
Out of date
3.7 Implement the Contribution Reward Nov 09 - 12 R & B and HR Uneven distribution Awards made to individuals and an
Scheme, monitoring awards & outcomes Ops of awards even distribution of outcomes
– incl possible non-financial rewards undermines
3.8 Develop & implement policy on payment Sept 08 R&B Cost Publication of policy which is used to
for external work Agreed make payments as appropriate
3.9 Carry out a comprehensive review of May 09 HR ops Protracted Harmonised and updated terms and
terms and conditions consulting / negotiations may conditions accessible online
negotiating with the trade unions. delay progress
3. Develop a comprehensive Pay Policy for Jul 09 R&B Agreement within Production of policy document.
the University to incorporate a range of HR and from SET. Availability on line
elements such as market pay, starting Variable practices
salary & incremental progression
Strategic Objective 4: Engagement
The successful delivery of the university’s Vision & Character depends on our ability to engage and motivate staff who understand the
organisation’s goals and are committed to its values. Leeds Met will reinforce its reputation as an ‘employer of choice’ through the development
of a well communicated employer brand based on a range of engagement strategies that include an ongoing programme of feedback from
staff about their perceptions of the quality of the employment experience.
4.1 Complete Phase 1 Leeds Met Listens Mar 08 Performance Buy-in from staff, Min 200 participants in phase one.
focus group process T.U.’s – balanced Data demonstrating numbers &
distribution of participation of groups of staff.
groups Evaluation records.
4.2 Develop Leeds Met Listens website Sept 08 Performance Resources. Publication of materials on website.
including publication of feedback, Effective Polling results & evaluations. Feedback
action plans & on-line polling promotion of from staff
4.3 Develop strategy for achieving action Sept 08 Performance Management buy- Structured & measurable action plan
points & communicating progress & get in endorsed by key stakeholders
buy-in from stakeholders – HR, unions &
4.4 Establish key metrics for longer term Dec 08 - Performance & Qualitative data Production of data to support
evaluation of the process & to enable ongoing HRIS difficult to quantify feedback and track progress over next
measurement of progress towards action 2-5 yrs
4.5 Roll out phase 2 & 3 Leeds Met Listens Jan 09 – Performance Staff participation Min 500 participants over 2nd & 3rd phase
Focus Groups Apr 09 levels. focus groups.
Jan 10 - Progress on action
Apr 11 plans
4.6 Develop & promote a competitive Jun 09 R&B Lack of funding for Stable/reducing annual turnover rate
employment package (through various all initiatives
means e.g. posters, focus groups) which Low take up
will encourage the retention of existing Poor circulation of
4.7 Support the University wide Ongoing HR Ops
communication strategy by working with
Chief Op Officers and FLTs to improve
team meetings, briefings and local
4.8 A more comprehensive review of the use Dec 2008 Performance & Limited response Data available to support LML metrics.
of exit questionnaires, undertaking HR Ops levels. Hard copy Electronic exit questionnaire process
appropriate analysis to support forms. established and increased response
employee engagement moving forward. rates
Strategic Objective 5: Recruitment
Leeds Met will promote itself as an ‘employer of choice’ through the development of a high profile and sustained external branding strategy
based on the university’s distinctive vision, total reward package and employment proposition. This ‘promise’ will be delivered via a range of
innovative and cost-effective recruitment techniques that can support efficient high volume recruitment and creative, high impact senior level
5.1 Monitor and review the use of Mar 09 Recruitment / Limited data Cost savings and improved data re
recruitment sources Ops / Systems availability. recruitment advertising
5.2 Develop the use of appropriate Sept 09 Recruitment Costs and Monitoring of tests used against no’s of
recruitment techniques including management buy- vacancies recruited to at grade 6 &
psychometric tests for all posts at grade 6 in. above
5.3 Develop the use of aptitude tests and Dec 09 Recruitment Resources input
assessment centres for ‘high volume required and
recruitment’, normally grades 1-5. management buy-
5.4 Develop Trent V10 to its full capacity, June 09 Recruitment & Lack of use of Monitoring e.g. against vacancies
including the recruitment module to Systems module within approved via VRP/numbers of new
stream line the recruitment process and Faculty HR teams starters/Trent reporting information and
to provide corporate as well as relevant targets for use across faculties.
5.5 Development of appropriate policies Dec 08 Recruitment Possible penalties Revised arrangements to ensure
and procedures, including appropriate imposed by UK improved control and monitoring.
training to ensure compliance with border agency if
statutory requirements. This will include not compliant.
the new immigration points based system
and a review of the CRB and related
5.6 Incorporate Leeds Met ACTs into policy, Dec 08 Recruitment & Revision of Recruitment & Selection
practices and processes to underpin Performance policy and documentation, plus
recruitment within the University. associated guidance & training.
5.7 Evaluate the recruitment and selection July 09 Recruitment Recruitment report summarising key
process through surveying applicants findings.
and interview candidates.
5.8 Develop online-application facility and June 09 Recruitment Potential lack of Online facility availability, no’s of
improve web-based employer branding linkage with Trent application forms submitted online,
system. feedback from applicants
5.9 Promote employment package to June 09 R&B Lack of funding for Level of response to vacancies and
attract new employees all initiatives offers
Strategic Objective 6: Wellbeing
Leeds Met’s commitment to developing an engaged, high performing workforce will be underpinned by an effective range of strategies that
ensure the university is a safe, healthy and productive place to work. HR will continue to develop a holistic approach to employee wellbeing
extending from health awareness through to risk assessments, occupational health and the effective management of attendance.
6.1 Review and negotiate improved/more Ongoing R&B, H&S Increased value for money and
cost effective packages for health improved range of benefits.
related benefits eg Bupa and EAP
6.2 To establish a ‘Wellbeing Group’ to Sept 2008
consider and advise University an
appropriate strategy relating to health
and wellbeing, including risk assessment.
6.3 To support the Wellbeing Group develop Aug 2009
and embed a comprehensive strategy
relating to health and wellbeing incl risk
6.4 To develop and implement training for all Aug 2009
managers on health, wellbeing and risk
6.5 Undertake a programme of health and Ongoing
wellbeing awareness raising eg via
health centres, wellbeing website, events
6.6 Review and develop the University's Dec 09 HR Ops
attendance management policy and its
Strategic Objective 7: HR Performance/Service Delivery
The HR team will continue to deliver a range of high quality, professional advisory and support services that equip managers and staff to respond
to this period of transformational change and the demands of an increasingly competitive HE market. HR service delivery and performance will
be underpinned by a focus on evaluating and benchmarking performance against a range of HR metrics that are relevant to the organisation.
7.1 Undertake survey on HR performance Sept 09 All
and service delivery and agree HR
performance standards between teams
and between HR and customer base
7.2 Cross Service Working – improve working Sept 10
across internal services to develop overall
service provision (e.g. devolved and
corporate HR, Finance, Registry and
Faculty / Resource Centre teams).
7.3 Develop Internal Consultancy / Strategy Sept 09
Engagement skills – shifting focus from
reactive to more proactive input and
7.4 Supporting Roll-out of Trent Self-Service Mar 09
functionality - across the University and
7.5 Launch rebranded HR incl self-service Dec 08
and new terms and conditions on-line.
7.6 Provide faculty based training and Sept 09 HR Ops Lack of training Line managers will have access to local
support on relevant University policies and support will training support to help them deal with
and procedures, for example Probation have a negative people issues confidently. Evident
Policy, Capability Procedure, Grievance impact on through LML feedback and 360
and Disciplinary Procedure. developing a feedback
7.7 Roll out Probation Policy to all externally December HR Ops / HR Lack of such
advertised support staff vacancies and 2008 Recruitment policies risks not
to appropriate academic posts. . giving new
succeed at Leeds
7.8 Use improved management Sept 09 HR Ops &
information to develop effective Systems
workforce planning for faculties
7.9 Review use of part-time hourly paid Sept 09
7.10 Establish Joint Consultative Oct 08
Committee involving both trade onwards
unions and senior managers
7.11 Undertake Business Process Review to Sept 10 Payroll &
identify improved efficiencies Ops