Previously when we’ve looked at survey results as a department we’ve been asked to focus on areas where the FD’s results are worse than the University average. Doesn’t this overlook problem areas that affect the whole University and are universally low?
The University’s approach to the Employee Engagement Survey results was to establish four main areas for action. The FD then did the same for issues at an FD-wide level, and services within the FD were asked to look for changes that were specific to their own teams.
This should mean that all the issues highlighted by the survey are being addressed. We work closely with University teams to find solutions to issues that affect everyone – as shown in those low scores on the survey. We always make sure that the FD’s voice is heard. You can find more about the University’s approach on the Employee Engagement Hub.
Do we expect that the University approach will be reviewed in response to the result of the Pulse Survey?
The University Employee Engagement Steering group, which Rob Wadsworth sits on for the FD, will be reviewing the results and considering what needs to happen next. Following the results of the main staff survey last year, four areas of focus were recommended by the steering group and signed off by the University Executive Group (UEG):
- Enabling leadership at all levels
- Bringing the University vison and strategy to life
- Creating a sense of belonging
- Listening and learning from our employee voice.
The Pulse Survey gives a ‘temperature check’ of progress to date, and we will have a greater understanding of progress when the full Employee Engagement Survey is repeated in 2025.
Watch this space for more news on that!
Do we know what other actions other services and faculties are doing and can we learn from them?
Jane Clayton, Angela Baker and Julie Brown are the identified FD action group leads for the Employee Engagement Survey and work as part of a network of leads from across the University faculties.
The members of this group learn from each other and share good practice. An example of this is the work that Jane Clayton and Claire Sowerby have been able to do with Leeds University Business School to understand their approach and action plan for their faculty. We’ll be sharing more about that. You can read about initiatives in this area from other parts of the University on the Employee Engagement Hub.
Is the current Staff Review & Development Scheme (SRDS) format that is used by line managers in their annual review meeting with staff still fit for purpose with the new initiatives being launched?
As with many things at the University, there are certain processes and practices that the FD cannot change entirely. We are working closely with colleagues in Human Resources to ensure we can provide training, support and guidance for staff while they work at the University that fit the needs of our staff.
We also have a workstream within the Our People, Our Culture strategy dedicated to reviewing the employee experience and that will look at how we can improve activities like SRDS for the benefit of all colleagues.
The University’s People & Culture team are also doing some work around career pathways: how we can work with you to develop the skills and experience needed to enjoy a fulfilling role at the University.
For the Employee Engagement Survey in 2025, how will you be including colleagues who do not have easy access to computers in the teams of estates, catering, cleaning, security?
For the Employee Engagement Survey in 2023 and the Pulse Survey this year we arranged for paper surveys to be available for members of staff who don’t have easy access to computers.
We know that this process hasn’t worked smoothly on both occasions and plans are in place to improve it.
As we can see from the number of respondents we had to the Pulse Survey, we need to do some work with colleagues in grades two to four to understand how we can encourage people to complete the survey. We also need to make sure we have right methods in place to make responding easy.
With Jane leaving – how will this piece of work be managed going forward?
As Jane is such a key leader in the P&C strategy, what is the plan when she is (unfortunately!) leaving us?
We have been so lucky to have Jane, albeit part-time, leading on a lot of the People and Culture work. What we have learnt is that to make change we need to make sure we have people who are able to give time and be focused on this work.
We are currently considering both short-term and long-term options for the replacement of Jane’s role as Culture and Engagement Lead. We are committed to maintaining the resource in this critical strategic area for the FD and will let you know what’s happening in the next few weeks.
Do you think the drop in satisfaction by years in service increase indicates a need to look at reward and recognition of staff?
Potentially yes, among a number of other possible factors such as career progression, career pathways and individual development.
There is an opportunity for us to consider what we can do within FD – for example making sure that leaders and managers understand and encourage the reward and recognition opportunities offered by the University.
As I mentioned earlier, the People and Culture Directorate are leading a piece of work on career pathways that is looking at career routes, promotions processes and support for staff to own, manage and plan their own careers. The FD will be contributing to this project to ensure the approach fits with our specific staffing profiles and demographics.
I am a G9 with more than 6 years’ service who is increasingly disillusioned and tired. In part and others feel the same, due to continuing appointments of interim Directors and Deputies – how long is this anticipated to continue?
There has been a lot of change in the last two years in the FD and in the University. As I mentioned in my last bulletin, we now have three directors in place and have taken time to look closely at what other roles were needed to help deliver our business plan.
We appreciate that it takes time and energy to engage in this level of change, however to be able to deliver on the future needs of the University we need to become increasingly focused on the experience we give to our students and staff and deliver our services in a more efficient and effective way. The business plan was the first step in making this happen.
Two of the three directors have now put in place their senior team structures and are becoming established. We will address the outstanding interim positions as quickly as we can to create a more settled and effective FD from which we can all benefit.