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Talent Management Issues

Ian H Black MA MBA Director of Human Resources The University of Glasgow. Sheila Gupta MBE MA DMS Director of Human Resources The University of Edinburgh. Talent Management Issues.

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Talent Management Issues

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  1. Ian H Black MA MBA Director of Human Resources The University of Glasgow Sheila Gupta MBE MA DMS Director of Human Resources The University of Edinburgh Talent Management Issues Sheila will look at Talent Management in the competitive world of Higher Education, and ways to enhance that key resource – People I will look at attracting People and some aspects of engagement with them

  2. Glasgow University 2nd oldest University in Scotland, 4th oldest in the UK One of the top 100 Universities in the world A major research powerhouse, with our annual research contract income in the top ten of UK universities Our teaching quality has been independently rated as among the top ten in the UK 15,000 Undergraduate students, and 4,700 Postgraduates 5,800 staff, including 2450 academic and research staff And located in one of the world’s most exciting cities, named as one of the world’s top ten ‘must-see’ destinations by Frommer’s Guides 2006

  3. Who knows about Scotland, and what its two leading Universities have to offer? • What image do you have of us in the UK? • What do people outside the UK think about Scotland?

  4. Positioning • The challenge is to ensure potential applicants know the reality of our University and city • This is harder if you are in a smaller country, and perhaps more so if you are not the capital city • League table positions are critical – they contain elements of objectivity • Image of the Institution is also critical – even if they are more selective than objective!

  5. Recruitment • Competitive salaries • Quality of academic departments • Other aspects of the employment contract • An efficient process • Good description of the facilities which are available • Now re-examining the way we support new arrivals and their families • Developing a new welcome pack • But there is nothing like hearing what it is like from those who have moved there…..

  6. http://proof.jobs.ac.uk/videos/glasgow/

  7. “The noblest prospect which a Scotchman ever sees, is the high road that leads him to England” - Samuel Johnson Its not true!

  8. Market Supplements • UK Universities have recently undertaken a major Pay and Grading exercise to address, amongst other things, equal pay • But some staff do command a premium, at least for some of the time • How can we preserve the integrity of pay and grading and yet address the pay premium issue?

  9. How do they work? • Needs reliable evidence base • UCEA or Hay data, and/or • Labour turnover • Repeated failure to recruit • Require 2 types of data • Choice of a one off payment to attract a person, or • A specific market supplement payment for X time, with a clear review date. • Median market rate will normally be used when calculating supplement payments.

  10. Expressly inform person of review date and no guarantee of renewal. • Normally a maximum of 20%, tied, if possible to incremental system, and based on the median of the market data • Signed off by HR Director & Dean • Low usage so far, e.g. • Professionals in Estates and Buildings • Limited use to date in Academic area – unless a specific award is attached to an appointment

  11. Employee attitude Surveys • Not a new concept – have used them in the past • But this time we have divided them by: • 4 job families • Gender • Ethnicity • Faculty/Service section • Detailed feedback to faculties • Overall 22% response rate

  12. Feeding back to Faculty/Service Section management to give them evidence about work culture in specific areas, and plan action appropriate to the area. • Themes: • Feedback, praise and using staff’s knowledge about best way to work • Communications – within department, within the faculty, and across the University • Satisfaction with the University as an employer

  13. Managing talent involves both “soft” and well defined issues. • An appropriate working culture to allow staff to thrive and give of their best needs to be identified and positive elements reinforced • Attitude survey evidence is crucial to start a debate with managers • Responses vary • Denial • Questioning validity of sample • Accepting that changes can be made • Tied to re-emphasis on Performance and Development Review

  14. Training managers • Managers need help to address the people issues, including those arising from the attitude survey • Many Heads of Department did not join Academia to become managers • Developed an in house programme for managers • Originally only for Academic managers, but now extended to Services • Now available at start of HoDs’ term of office • Considering Succession Planning approach and training before appointment • May also use course to address gender imbalance

  15. Course contents • Sessions include • Structured workshops with Principal and Senior team • Workshops with former HoDs “what I wish I had known then…” • Specialist sessions – Finance, Budget process, Diversity, Managing People • Self awareness and self development • Action learning sets • 8 days spread throughout the year in addition to action learning sets • 2 cohorts of 15 persons • And we don’t forget the supervisors/junior managers – they are now training on Institute of Leadership and Management (ILM) accredited courses

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