Delivery plans and updates

Ambition 1

Review the People and Culture Strategy Operational plan and priorities in light of the Staff Survey results.

PD transformation

• Undertake further engagement activities with PD staff in response to the staff survey.
  
• Commence inclusive recruitment project scope.
  

Anti-harassment and discrimination 

• Meet with existing harassment advisors to agree plans for future development of the network.
• Complete mapping exercises (web content and stakeholders).
• Agree a draft of the staff-student relationships policy for consultation.
• Test a revised anonymous reporting process.

Wellbeing/stress management 

• Continue actions from Stress Risk Assessment around workload planning (including guidance and training).
• Progress work on the University Mental Health Charter including Mental Health resources/webpage & continue rollout of MH training for staff and LMs.

Ambition 1 

PD transformation 

• Series of PD update meetings themed on pillars of Strategy 2035 to help address feeling part of bigger picture; cross team working on joint projects to support personal and career development and sense of inclusion.
• A number of stakeholder sessions and 1:1 meetings have been conducted and the final report is expected by the end of April 2025. The report is likely to identify areas for development in regards to inclusive recruitment at Oxford Brookes, as well as recommendations on embedding HR industry best practice.

Anti-harassment and discrimination 

• We met with existing Harassment Advisors and discussed proposals to the network including developing a dedicated Google Drive with relevant resources.
• Existing Harassment webpages have been mapped and conversations with WebDev are ongoing to ensure implementation. Mapping is also completed of relevant stakeholders including third parties for the Staff/Student Relationship policy.
• Draft ready and consultation plan being considered.
• New anonymous reporting tool has been developed and agreed with stakeholders. Work is ongoing with the Information Security Team to ensure a suitable Privacy Notice and Data Privacy Impact Assessment is completed, this will enable publication. 

Wellbeing/stress management

• Draft stress risk assessment reviewed by Stress RA Steering Group. Workload planning cycle agreed at WLPC to inform guidance and training.
• Implemented a Stress risk assessment into the change toolkit to be used for change projects including restructures.
• Introduced new Mental Health webpage and completed 3 Mental Health Awareness workshops for staff and managers. Supported My Whole Self Day. 
• Reviewed UMHC Work Domain progress at Wellbeing at Work Network meeting. 

Ambition 2

Culture shift and related capability development 

• Continue support to Digital Capability Working Group.
• Review project management and change training provision to support change toolkit.
• Finalise Equality impact assessment (EIA) guidance and integrate into change management toolkit.

Leadership and management

• Finalise Middle Management development offer to launch pilot in April.
• Develop pilot offer to build management capabilities to reduce and resolve conflict and foster interpersonal relationships built on mutual respect and collaboration.
• Develop pilot offer to build management capabilities relating to career and professional development (linked to PDR review).
• Identify requirements for Investigatory Skills training.

Performance Management

• Commence review of PDR approach including relevant training and development.

Ambition 2

Culture shift and related capability development 

• Work of Digital Capability Working Group continuedProject management for non-project Managers and Introduction to supporting people through change e-learning added to Staff Learning. Planning of new one-day workshop ‘Leading Change’ for pilot in June.

Leadership and management

• The Coaching Manager Programme starts on 3 April and will be supported by an online learning catalogue to support middle manager development.
• New offer developed and communicated including Conflict Resolution Skills for Managers, Manager as Mediator, The Collaborative Leader, Creating Psychological Safety in your Team, Building High Performing and Resilient Teams.
• Effective Career Conversations Workshop launched.  
• Project completed to identify Learning needs to inform a Request for Proposals to procure Investigatory Skills training.

Performance Management 

• Scoping meeting with Staff Learning Platform provider to understand workflow/automation capability to support PDR process.
• Procurement of Career Development workshops in response to survey which indicated many colleagues did not feel equipped to discuss their career aspirations.

Ambition 3

Staff engagement

• Follow up communications to demonstrate what has been done in response to staff survey results.
• Implement structured programme of webinars on strategic topics to keep staff informed and offer opportunities to feedback.
• Develop suggestions channel.

Recognition

• Identify a recognition platform provider and progress this through the relevant legal processes.
• Finalise a new ‘recognition pack’ that better engages colleagues in recognition and our current provision, as well as provides new tools. 
• Deliver the next enrollment window for UNUM dental cover.  

  
  

Ambition 3 

Staff engagement

• All staff email from CPO summarising actions so far, including relaunch of academic promotions and ACE in 2025.
• Programme developed but not yet communicated.
• Still under development.

Recognition

• Identified and progressing project through relevant process.
• Progressing but not yet finalised. ACE and Senior Lecturer progression scheme amendments have taken priority.
• Complete - initial feedback indicates a good take up, awaiting stats from Unum.

Ambition 4

Workload planning

• Finalise WLP Google site and training, implement workload allocation monitoring process in advance of March meeting of WLP Committee.

Campus changes

• Continue to support staff engagement of Harcourt Hill move.
• Continue to support staff move into Headington Hill new buildings.

Strategic Transformation Programme

• Continue to support ongoing reorganisations.

Ambition 4

Workload planning

• Monitoring process underway and reviewed at March meeting.

  Draft Workload Planning cycle drafted for inclusion in the WLP Google Site and reviewed by March WLPC. Work to finalise guidance to follow.

Campus changes

• Engagement sessions with colleagues impacted by the relocations conducted by the faculty with PD support where required. 
• Continuous review of EIA.

Strategic Transformation Programme

• Continuing support with restructures and reorganisations, consulting with staff and unions, ensuring policy and procedure are followed. 

What else did we do

• Agreed changes to Academic career pathways and SAPC processes to support all academic staff to progress their careers, and improve inclusivity and efficiency.
• Development of wider L&D offer for colleagues to support development of essential skills including Emotional Intelligence, Effective Communication, Courageous Conversations and Conflict Management.

What didn’t we do?

• Staff suggestion channel.
• Finalise Workload Planning Google Site (in progress).