Workstream status = Amber
Owner: Helen Jones
Last update: 4 July 2022
Update by: Helen Jones

Progress summary

Triannual Staff Survey 2021 has closed and information dashboard shared with managers. High level insight report shared with VCG to inform University Action Plan. As part of cultural change plan and stage 2 of our Ways of Working timelines, day 1 draft of leadership development session being finalised for final sign off by VCG and SFR focusing on leadership behaviours, management style changes and bringing team together. We are preparing for stage 3 of the timeline focusing on collaborative workspaces in line with estates strategy. A report is being finalised summarizing the current ways of working across professional services and their future ways of working, including changes to student experience. The collaborative workspace champion group will have a first meeting in early February.

Outcomes

High-level business outcomes delivered by workstream.

Status	Outcome	Owner	By
Amber	Triannual University staff survey 2021 and action plans	Helen Jones	30 May 2022
Red	As part of culture change programme and stage 2 of ways of working timeline: design and deliver a leadership development suite of events linked to creating culture of empowerment, trust, and accountability, Managing in a hybrid environment and retaining collaboration.	Helen Jones	31 July 2022
Green	As part of culture change programme, stage 3 of Ways of Working timeline and aligned to estates strategy: Design, prepare and embed a successful collaborative workspace for some professional services in A101	Helen Jones/Bryan Carroll	31 October 2022
Amber	Support of maritime strategy through people initiatives and contractual terms.	Helen Jones/Lars Lippuner	31 July 2022
Amber	Recruitment policy and process review aligned to Race Equality Charter	Helen Jones	31 December 2022
Green	Gender pay gap reporting	Helen Jones	31 May 2022

KPIs

Metrics used to track workstream progress and resulting business impact.

Status	KPI	Current value	Target value
Amber	Staff engagement triannual staff survey	53%	65%
Green	% reduction in absence levels and days lost	TBS	TBC
Green	Gender pay gap annual statutory return	5.5%	10% or below
Green	Reduction in staff turnover and reduction in turnover of staff with less than five years' service	TBC	TBC
Green	Increase in 'exceeds expectations' ratings on PDRs	TBC	TBC
Green	% increase in staff internal promotions	TBC	TBC
Green	Increase in satisfaction results in Pulse surveys	60%	70%
Green	Reduction in pay costs as a percentage of income	50%	52%
Green	Improved metrics throughout the Annual Report
Green	Improved recruitment KPIs	TBC	TBC

Milestones

High-level activities, outputs or capabilities required to deliver outcomes.

Status	Milestone	Owner	Start
Blue	Management briefing and practical skills on communicating effective staff survey results and action planning	Helen Jones
Blue	Team briefings held and departmental staff survey action plans submitted via the Inpulse dashboard	Helen Jones	25 January 2022
Amber	University staff survey action plan communicated and subsequent actions	Helen Jones	25 January 2022
Amber	Regular Pulse surveys throughout the year to temperature-check key areas of staff survey results	Helen Jones	1 May 2022
Grey	VCG sign off leadership development suite of events linked to creating culture of empowerment, trust and accountability, managing in a hybrid environment, and retaining collaboration.	Helen Jones
Grey	Leadership development day 1 - Refocusing on leadership behaviours, how to lead culture change, and open VCG Q&A to address staff survey senior leadership feedback	Helen Jones
Grey	Leadership development activities day 2 - practical leadership skills linked to new ways of working and collaboration	Helen Jones
Grey	Leadership development activities day 3 - managing change successfully	Helen Jones
Blue	Leadership session offsite re business planning outcomes including leadership behaviours	Helen Jones
Amber	Reinstate the leadership networking forum as a community of practice, linked to Staff Survey Action Plan and cultural change with first conversation on leadership behaviours	Helen Jones
Blue	Finalise report of current and future ways of working across professional services to inform collaborative workspaces and deliver student experience	Lisa Kingswell
Blue	Arrange first collaborative workspace champion group meeting and agree scope and frequency of meetings	Lisa Kingswell	16 February 2022
Blue	Confirm space zoning and fixed desk workstations in A101	Lisa Kingswell
Blue	Confirm cultural changes/ways of working in A101	Helen Jones
Green	Continue to hold monthly champion meetings for next 12 months	Helen Jones
Blue	Implement and launch initiatives such as free breakfasts, staff socials, and complimentary consumables in A101 to encourage on-campus attendance	Helen Jones
Green	Monitor the campus card swipe numbers to quantify space usage and attendance on campus in quarterly intervals	Helen Jones
Green	Review Ways of Working guidance and supporting documentation, workstyles, and FAQs on portal with champions	Helen Jones
Blue	Report gender and ethnicity pay gaps for 2022	Helen Jones
Amber	Assess and plan requirements of people initiatives and contractual changes to support Maritime Strategy	Helen Jones
Amber	Create action plan of REC KPIs and actions to support the REC Plan submission when final plan approved	Helen Jones
Amber	Create P&D action plan to support the EDI action plan	Helen Jones

Dependencies

Key dependencies on activities managed outside the scope of this workstream.

Status	Dependency	Owner	Type
Amber	All professional services impacted by office moves	Andrea Thompson/Paul Colbran	People
Green	IT to support with digital literacy and new digital workspaces for staff	Ian Colston	Technology
Green	Internal comms team to support with strategic comms plan	Mary Dowling	Other
Green	Space planning and PMO as part of collaborative workspace and office moves	Gareth Roberts/Bryan Carroll	Place

Risks and issues

Risks and major issues specific to this workstream.

Risk score	Initial score	Risk/issue description	Owner
9	9	Lack of budget to fully deliver the P&C enabling strategy, including resourcing implications from P&D team and wider University to deliver the P&C initiatives. Impact: Failure to deliver all elements of P&C enabling strategy	Helen Jones
6	6	Lack of specialist expertise and dedicated resource for OD activity. Impact: Failure to deliver all elements of the P&C enabling strategy	Helen Jones
20	20	Ongoing and changing Covid-19 measures and governmental restrictions makes longer term planning more difficult and inhibits permanent culture change. Impact creates uncertainty, skews data and impacts thinking on future ways of working	Helen Jones
12	12	Challenging recruitment market with a buoyant external job market leading to higher turnover and loss of experience and knowledge, increased recruitment activity and lead times, challenge to recruit to key roles, leadership impacted and increased recruitment costs and use of agencies	Helen Jones
9	9	The current climate is high for trade union activity across the sector with increased ballot and strike activity creating uncertainty, utilising resource otherwise focussed on the delivery of the enabling plan and meaning work is interrupted for union members	Helen Jones