UHR 2020 > Programme > Workshop Synopses

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PLEASE NOTE THAT THE 2020 UHR CONFERENCE HAS BEEN CANCELLED.

WE WILL UPDATE ALL OF THESE PAGES AS SOON AS WE ARE ABLE TO.

Workshop Sessions

Within the programme for UHR 2020 we have an exciting line up of workshop sessions offering stimulating discussion around issues affecting the culture and success of organisations. There are three blocks of workshops running throughout the programme, each delegate will be able to choose one session from each block. 

Please note that exhibitors are unable to attend the plenary and workshop sessions, unless they have booked a non-member delegate ticket for the event. 

Please see full session synopses in the table below. 

Workshop Session A

Speakers and Synopses

Workshop A1

                                                                                                                                                                                                           

Responding to staff on student sexual misconduct cases  

Margaret Ayers, Director of Human Resources and Organisational Development, Canterbury Christ Church University andFiona Waye, Policy Manager, Universities UK  

Although robust evidence on the nature and scale of the issue of staff-to-student sexual misconduct is limited, it is evident from UUK’s surveys that further information and support was required by a number of universities to determine what constitutes effective practice and how to manage such incidents in a more systematic way.  

This workshop will draw on the evidence obtained from UUK’s advisory Group, both nationally and internationally to support universities in developing a whole institutional approach to preventing and responding to effectively to staff student sexual misconduct. The workshop will be an opportunity to explore the application of the principles and recommendations as set out in UUK’s guidance on managing staff to student sexual misconduct (available Spring 2020), through the use of examples and case-studies. 

Workshop A2

 

 

 

 

Our journey to enabling a progressive, compassionate, and responsible culture  

Duncan Barratt, HR Director, University of Westminster; Gary Butterfield, Co-founder and Executive Director, Everyday Juice Limited and Andrew Dodman, Chief HR Officer, Leeds City Council  

The University of Westminster’s purpose is simple; to provide a grounded, holistic education with wide horizons and opportunities so that people from every background can realise their true potential, contributing to a richer, happier society. 

To fulfil this purpose, it is imperative that the University not only retains and engages with its talented workforce but also attracts. In 2019, the University launched its ambitious People Strategy, Being Me: Being Westminster, a values-driven approach which enables colleagues to engage with the wider University community.  

Working in partnership with Everyday Juice Limited, Being Me: Being Westminster puts people at the heart of everything that we do and recognises that everyone has a part to play. We’re a progressive, compassionate, and responsible employer.  

Let us share with you our journey so far, our plans for the future, and reflect together on where there might be synergies for your organisation. 

Workshop A3

Please note this session will be duplicated in Block B of the workshop sessions.

 

Springing back: fuelling change with energy from resistance

Jane Drysdale, former Director of HR, Brunel University London; Philip Ratcliff, Associate Consultant, Fairisle and Sarah Willcox, Director, Fairisle 

We know that the volume of change encountered by universities is increasing. While accepting that change must be embraced to remain relevant and take advantage of new opportunities however, resistance often makes it difficult to respond to change in a timely and efficient way. How do we deal with internal resistance to change amongst our colleagues and stakeholders? Is resistance to change merely an obstacle to be overcome or should it be valued as providing much needed balance? Could resistance become a source of new ideas and better ways of working? 

This session examines how resistance can be understood as a necessary - even positive - force in change. Drawing on the lessons learnt from recent engagements with HEIs, we will take participants through practical and interactive exercises designed to help identify and understand resistance in its varied forms and convert the energy from resistance into a fuel for change.  

Workshop A4

Please note this session will be duplicated in Block B of the workshop sessions.

 

Differing Approaches to Conflict: what you give is what you get

Dr. Mike Talbot, Founder & CEO, UK Mediation and Samantha Birkett, Head of HR Resourcing and Operations, Liverpool John Moores University  

In any conflict situation that we might be expected to manage, we have a choice in how we approach it. We may choose to accommodate what people demand of us, we might avoid the conflict altogether, get into a competitive stand-off, choose to go for a compromise, or collaborate with the other person so that they and we both get what we need from a situation. 

This workshop unpacks these five different choices, or conflict styles, illustrating through video clips how each of them looks in practice, discussing the impact of each, and giving delegates a chance to reflect on their own preferred style. 

Workshop A5

 

 

What makes a ‘best place to work’? How to grow a multi-generational workforce, retain staff and develop career paths in an increasingly competitive industry  

Natalia Zimnoch, Senior Manager, People and Purpose, Workday  

HR professionals are always on the hunt for the elusive secret ingredient – the practice, process or mentality that transforms a good company culture into a great one. The key is learning what employees value the most, and what truly makes them happy enough to stick around.  

Workday recently was awarded #1 Great Place to Work in the UK for the second year running due to the trust and commitment of its workmates. By respecting our six core values every day and ensuring our employees absorb and determine our culture, we’ve built a diverse workforce that helps us to innovate and understand how to best organise people, so they reach their full potential. In this session, our Senior Manager, People and Purpose, will outline how you can retain staff, engage with them effectively, ensure their voices are heard and how to promote equality and inclusivity in the workplace to deliver competitive advantage. 

Workshop A6

 

Getting employees excited about pensions and benefits!  

Rebecca Dodd, Director and Head, Mercer UK's Higher Education Group and Mike Harrison, Partner, Mercer 

2019 was another huge year for pensions in the sector with USS and TPS dominating the headlines and NHS getting in on the action with regards to pensions tax. But what about pensions and benefits from the employee’s point of view? How do you inspire your colleagues to engage with their benefits; to get excited about the benefits you’re providing; and to really understand what they have got or could have? And crucially, how do you – as an employer – address the benefit and contribution expectations of a varied and diverse workforce? Rebecca and Mike will bring you up-to-date with the latest thinking and will share some exciting ideas on member communications, engagement and what the future of pensions and benefits may bring!  

Workshop A7

 

Diversity: The Art and Science of Attracting Underrepresented Groups  

Sam Ellis, Director of Strategy, Marketing and Digital Resourcing and Alison Elton, Senior Consultant, Higher Education, both of GatenbySanderson 

While diversity and inclusion has been high on the agenda, few public organisations can acknowledge that they have achieved leadership ‘diversity’. Too often, achieving the target statistic becomes the goal in its own right, overshadowing the real objective to create fair, inclusive cultures that promote creativity of thought and accelerate organisational performance. Using insight from data across 50,000 candidates and over 2,000 senior appointments, this session explores the different behaviour and resources of under-represented groups. We challenge the traditional approach to candidate attraction and advise how HR teams can better engage with target audiences and understand barriers to entry. Using real examples, we analyse the ratios of under-represented candidates as they progress, or fail to progress, through the process. In this interactive session, we will consider the challenges within HE and how HR teams can use data to better understand behaviours and adapt attraction strategies for roles at all levels. 

Workshop A8

 

Entrepreneurial leadership: Can you ignore it? A new way to thrive  

Ros Simpson, Director of Human Resources, University of Lincoln; Ceri Nursaw, Chief Executive, National Centre for Entrepreneurship in Education; Professor Lesley Dobree, Director of the Entrepreneurial Leaders programme, National Centre for Entrepreneurship in Education and Andrew Stevenson, Director of Research & Enterprise, University of Lincoln  

For higher education to thrive we need effective leadership, both for existing staff and our future talent. The pace of change of society means that uncertainty is expected and continual for higher education. Being prepared for change, being able to act and react and to alter direction both quickly and thoughtfully become essential in education leadership. The development of entrepreneurial leaders, with mindsets and behaviours such as creative thinking, the willingness and ability to innovate, lead change and take calculated risks, in order to lead skilfully at this time of unprecedented change, has never been more important within OD. This workshop will explore entrepreneurial leadership and how this approach can help organisations to be more creative and agile to respond effectively. We will draw from our experiences of co-creating for higher education through the Entrepreneurial Heads leadership programme along with 10 years of learning from the Entrepreneurial Leaders programme.   

Workshop A9

 

Building Individual and Organisational Resilience in UKHE 

Dr. Arlene Egan, Head of Faculty, Senior Consultant and Dr. Angus Cameron, Head of Academic Operations, both of Roffey Park Institute 

• Resilience – what does this mean in Higher Education?; 

• The Roffey Park Model of Personal Resilience. Based on participants completing the Roffey Park’s ‘Resilience Capability Index’ (RCI) at www.roffeypark.com/resilience-capability-index/ - in the room the results of this will be used to highlight the key concepts of personal resilience; 

• Resistance to resilience in academia; 

• Institutional/structural resilience; 

• Interpersonal/organisational resilience; 

• The four-factor Organisational Resilience model; This is based on our research - and we explore what it means to create 1) a learning organisation, purpose and value, shared leadership and relationships and social capital;  

• Organisational ecology. 

 

Workshop A10

 

Using Google insights to recruit in a local and global market  

Justin Avery, Senior Digital Consultant and John Quirk, Higher Education Lead and Client Partner, both of TMP Worldwide 

After months of workshops, writing content, arranging photoshoots, chasing sign off from brand and heads of department you finally launch your new Careers website — now what? 

With hundreds of competitors in the HE sector (you'll literally be sitting next to them in the session) it is important that you don't launch and hope for results. 

In this session we look at the Top 10 Google Analytics insights and how they can provide you with a view into how your website is performing. I will also provide you with insights on how simple changes can make a huge difference to your candidates experience. 

You will learn: 

  • Key reports in Google Analytics 

  • How to segment your data for clearer insights 

  • How to create a rolling dashboard that provides an overview on the health of your careers site 

  • An understanding of bounce rates, time on site, exits, and other analytics buzz words 

  • How events can help better define a candidates successful journey. 

 

Workshop session B

Speakers and Synopses

Workshop B1

Campus Safety is Everyone’s Concern – How Human Resources Plays a Role  

Jeff C. Herring and Janet L. May, Chief Human Resources Officer, both of CUPA 

Synopsis to follow

Workshop 

B2

 

Universities and the workforce: how can we all plan to thrive?

Raj Jethwa, Chief Executive, Universities and Colleges Employers’ Association (UCEA)

Raj Jethwa, the new Chief Executive of the Universities and Colleges Employers’ Association (UCEA) will reflect, with colleagues, on recent developments in employee relations in HE, including pay and pensions, and what might lie ahead. How can HEIs and their staff thrive, given the demands and constraints facing the sector? This session is aimed at HR Directors and other senior staff, and will be closed to journalists, to enable frank discussion and comment.

Workshop B3

 

 

The Imposter Phenomenon – how it differs from self-doubt and how to overcome it  

Kate Atkin, Speaker and Facilitator, Kate Atkin 

Do you experience a nagging doubt that you could be ‘found out’ or put your success down to luck or timing?  

Have you noticed a need to be perfect because mistakes ‘prove’ you are not up to the job? 

Would you like to feel more confident, put yourself forward for new projects, opportunities or even promotion?  

Or perhaps this applies to someone you know or work with. 

If you’ve answered yes, then you/ they could be experiencing the imposter phenomenon (often incorrectly referred called imposter syndrome). It is an internal feeling of intellectual phoniness, despite success. Many high achievers also have an internal voice asking, “am I really good enough?”. It is a feeling of being an imposter, and has been linked to stress, anxiety and even burnout.   

This session will provide you with practical tips, tricks and techniques to overcome your imposter chatter and support others to do the same. 

Workshop B4

 

 

Designing your HR Strategy for the 21st Century University – an interactive, working session looking at key HR trends and what these changes mean for your organisation  

Kerry Nutley, UK&I Human Capital Management Strategy Director and Lucy Haire, Higher Education Client Director, both of Oracle

Based on Oracle’s HR Capability model, Kerry will provide an overview of key trends and changes for HR in the next 2-3 years, based on industry research and drawing on work by KPMG and Deloitte. Using this as a framework, workshop participants will be invited to rate their own HR departments against a supporting maturity model (capability defined from infancy to maturity) to understand current capability. After voluntary shared feedback and discussion about current and future opportunities and challenges, participants will be asked to develop a three-step plan to take back and discuss with their organisations to ensure each HR Strategy is future-ready. 

Workshop B5

 

Branching Out – a collaborative approach to staff engagement  

Sheena Griffiths, HR Equality and Diversity Adviser and Aishah Ali, Communications Lead, Staff BAME Network, both of University of Birmingham 

The session will explore how Equality and Diversity activity can be used as a shop window for the proactive work that HR departments do to create inclusive working environments. It will use the Branching Out project at the University of Birmingham as a case study example. Branching Out set out to find new ways to raise staff awareness of the role of HR in promoting equality and diversity in the University, whilst simultaneously increasing engagement with Network activities. Like many Universities, Birmingham has invested in developing strong and sustainable staff networks as a way of engaging with groups of staff who face barriers to progression. Whilst networks have an invaluable role to play, it is important that this does not obscure or even undermine the role of HR teams in enabling change and innovation. Effective collaboration can raise the profile of both HR and the Networks.   

Workshop B6

Planning to Thrive: How to develop and deploy Strategic Workforce Planning as part of a leading edge People Strategy  

Dean Morley, SWP Consultant & Universities HRD, MCR and Vicki Badham, Strategic Workforce Planning & HR Consultant 

What is Strategic Workforce Planning (SWP) and why it is business critical in today's HE landscape. We will look at the multi-dimensional human capital challenges and opportunities in meaningful SWP, and how to address them successfully. Based on a recent University case study, we will share how you can use SWP techniques and approaches to: 

- determine future skill, capability and workforce requirements; 

- assess current workforce gaps; 

- develop evidence based plans to close those gaps; 

- engage senior leaders and stakeholders in the journey so that SWP is a real business tool, not an HR activity; 

- inform and develop a wider workforce and people strategy; 

Lessons learnt, hints and tips on starting the journey. Questions, comments and discussion. 

Workshop B7

 

Ambassador of Hope: A Company Wide Approach to Mental Health Education  

Jake Mills, CEO, Chasing the Stigma  

This workshop will cover the origins and approach of Chasing the Stigma; being formed following a personal suicide attempt and using that lived experience to change the approach to mental health and revolutionising the way in which people access mental health support within the UK. 

particular focus of the session would be on the Ambassador of Hope Training programme, developed by Chasing the Stigma. The accredited, 20-minute training programme aims to equip as many people as possible with the basic knowledge surrounding mental health; how to have a conversation, how to signpost to help and what to do in a crisis situation. 

By having an organisation-wide approach, training all members of staff, we are able to create a true environment of understanding. Within this workshop, we would explore evidence-based impacts of the training. 

We will hold a Q&A session to ensure delegates have the chance to ask relevant questions. 

Workshop B8

 

How to Support and Engage a Modern Workforce 

Gail Brindley, Director of Human Resources; Paul Butler, Director of Information & Library Services, both of University of Greenwich and Jerry Seager, HCM Practice Director, Namos Solutions  

Join us for this 1-hour workshop which will centre around employee engagement and employee experience. During the hour, delegates will have the opportunity to hear from the University of Greenwich who have successfully developed an effective employee engagement approach. 

The University of Greenwich is migrating its current on-premise HR systems on to Oracle’s Human Capital Management Cloud (HCM). The move will see the university refocusing its efforts on increasing its workforce engagement by way of redefining the employee journey, empowering employees and automating operations. By deploying Oracle HCM, the university will empower its people with the right tools and data-driven experience that enriches their day, putting them in an advantageous position to build digital strategies designed to attract and engage the best talent. 

This workshop is for delegates who want to improve their employee experience, productivity, wellbeing and output, but not sure what to do or where to start. 

Participants will be able to think differently about their employee’s experience and take away practical insight that they can apply to their own organisation. 

Workshop B9

Please note this session will be duplicated in Block A of the workshop sessions.   

Springing Back: fuelling change with energy from resistance  

Jane Drysdale, former Director of HR, Brunel University London; Philip Ratcliff, Associate Consultant, Fairisle and Sarah Willcox, Director, Fairisle  

We know that the volume of change encountered by universities is increasing. While accepting that change must be embraced to remain relevant and take advantage of new opportunities however, resistance often makes it difficult to respond to change in a timely and efficient way. How do we deal with internal resistance to change amongst our colleagues and stakeholders? Is resistance to change merely an obstacle to be overcome or should it be valued as providing much needed balance? Could resistance become a source of new ideas and better ways of working? 

This session examines how resistance can be understood as a necessary - even positive - force in change. Drawing on the lessons learnt from recent engagements with HEIs, we will take participants through practical and interactive exercises designed to help identify and understand resistance in its varied forms and convert the energy from resistance into a fuel for change. 

 

Workshop B10

Please note this session will be duplicated in Block A of the workshop sessions.  

 

 

Differing Approaches to Conflict: what you give is what you get  

Dr. Mike Talbot, Founder & CEO, UK Mediation and Samantha Birkett, Head of HR Resourcing and Operations, Liverpool John Moores University  

In any conflict situation that we might be expected to manage, we have a choice in how we approach it. We may choose to accommodate what people demand of us, we might avoid the conflict altogether, get into a competitive stand-off, choose to go for a compromise, or collaborate with the other person so that they and we both get what we need from a situation. 

This workshop unpacks these five different choices, or conflict styles, illustrating through video clips how each of them looks in practice, discussing the impact of each, and giving delegates a chance to reflect on their own preferred style. 

 

Workshop session C  

Speakers and Synopses

Workshop C1               

 

 

 

How To Be An Active Bystander 

Scott Solder and Su Nandy, both Co -Founder/ Director, Active Bystander Training Company  

The Active Bystander training programme aims to empower delegates to challenge poor behaviours and bring about culture change through the reinforcement of messages defining the boundaries of unacceptable behaviour. This training was first piloted at Imperial College London and won the UHR Award for Organisational Development and Culture Change in 2018. It has now been successfully rolled out to other sectors and organisations in the UK, Ireland, The Netherlands, Belgium, Italy, Germany and France. 

 

 

Workshop C2      

               

 

 

 

Choose to Thrive in All Your Relationships – Even During Difficult Times 

Clive Bane, Director and Emma J. Bell, Coach, Speaker, Author and Facilitator, both of B3sixty 

HR Professionals face greater strategic and operational challenges than ever before – but they can still choose to thrive.  

When guiding and advising colleagues through challenging disciplinary, performance and grievance processes, relationships can become strained to breaking point. They needn’t be. HR professionals can learn to feel comfortable with conflict, effectively and positively influence relationships and hold on to their own power even in the most challenging interactions. 

The speakers will share research-based insights and practices that enable delegates to make a positive impact, influence effectively and thrive in their professional relationships. 

Workshop C3               

 

 

 

How Loughborough’s People Strategy is shifting culture, enhancing inclusivity and improving wellbeing 

Adèle MacKinlay, Director of Human Resources and Organisational Development; Anne Lamb, Deputy Director of Human Resources and Organisational Development and Ffyona Baker, Director of Organisational Development, all of Loughborough University  

We will provide a background to how and why the people strategy was developed as well as sharing a high level overview of strategy. We'll then focus on some of the key priorities and how roles in HR are enabling change across the institution. The table discussions will help delegates to consider how the initiatives we're working on could translate into other organisations. 

 

 

Workshop C4                  

 

 

 

Trust and Consequences: the role of HR in building organisational culture 

Cindy Vallance, Assistant Director - Knowledge, Innovation and Delivery and Clare Pavitt, Principal Adviser - EDI, Knowledge, Innovation and Delivery, both of Advance HE 

Trust and the lack of it at an individual and organisational level is a continuing and common theme in the HE sector. It is a complex and not uncontested subject in the area of human resources where on one side, strong, trusting relationships improve work environments and culture and enable the exchange of critical information, knowledge, and collaboration. On the other side, in some situations strong relationships can also create bias and a lack of due diligence.  

This workshop will support delegates in reflecting on all components of trust: its meaning, its characteristics, its relationship to the lived experience of staff from diverse backgrounds, types of trust, the importance of context, building trust and rebuilding broken trust. The workshop will provide opportunities for discussion and application on how to take forward practical ideas in developing trust with others at an individual and organisation level. 

Workshop C5      

 

 

 

How will we understand, engage with and reinvent employee experience in 2020 and beyond? 

Dr. Oliver Davidson, Head of Consulting and Jane Tidswell, HE Sector Lead, both of People Insight  

Discussion of employee experience - an employee’s journey with an organisation from job application through to leaving - has become commonplace. It includes not just what you say to employees, but what they see leaders and peers say and do with each other, students and the outside world. With great culture comes great employee experience.  Organisations who’ve dramatically improved employee engagement in the last few years have achieved this through cultural evolution and sometimes revolution.  

In this interactive session, we will discuss employee experience trends and how leading organisations in the private, not for profit and university sectors have reinvented their employee engagement activities. We’ll share key findings from the latest report “Employee Engagement Trends in Higher Education” - informed by evidence across the HE sectorFinally we’ll work on simple ideas that each participant can take away to create a positive impact on employee experience in their university.   

Workshop C6               

Surviving Insourcing 

Kate Burrell, Deputy HR Director and Kirstie Cuthbert, HR Consultant, both of Goldsmiths College University of London  

Why would you insource?  

This workshop examines our decisions to insource cleaning and security services and how they link with our values as an employer and an academic institution. 

Using two real life case studies of insourcing facilities services in 2019, we will walk delegates through the challenges we faced when insourcing, lessons learnt, the positive benefits and why we are considering doing it for a third time.  

Insourcing three teams within 12 months against a backdrop of student and staff led activism, Union negotiations and changes in leadership. How our values influenced our decisions. 

Workshop C7              

 

Supporting your career - UHR Development Opportunities 

Naomi Holloway, CPD Manager, UHR  

UHR offers a broad programme of CPD to HR colleagues. In 2018 CIPD launched a new profession map for HR with a focus on building personal and team capacity, developing expertise in practice, driving sustainable change, being confident, decisive and credible professionals with an expertise on people, work and change. This workshop will give colleagues time and space to explore what these professional standards mean in detail, focussing on what they mean for personal development and identifying how UHR can develop CPD to deliver for needs of those working in HR. Delegates should be ready for a hands-on thinking and working session. We will consider how UHR can support the attainment of CIPD profession standards through our programmes. Delegates will have an opportunity to understand the CIPD standards through working with them and along with helping formulate the UHR programme will also emerge with a personal development action plan. 

Workshop C8      

 

Recruitment Revolution: new tools for international talent acquisition in higher education 

L. Valtteri Happonen, Employer Branding Specialist, Academic Media Group 

For years academic recruitment has followed an accepted formula, but with so many universities around the world now competing for top talent, this approach is no longer effective. How do you ensure that your institution’s jobs stand out among the thousands published each year? We have some fresh ideas. 

In working with thousands of universities, we’ve seen many struggle to leverage their brand and remain internationally competitive. When facing hiring obstacles, it’s vital that universities create engaging content and utilise relevant channels to make sure they reach the right candidates. We’ve seen from our clients that while creating good content is one challenge, it’s an entirely different one to deliver that content to the right candidates and inspire them to take action towards your university. 

This workshop will present new approaches you can use to engage your target audiences and attract not only active, but also passive and future candidates. 

Workshop C9                  

 

 

 

Developing Conversational Intelligence 

Patrick Moulsdale, Head of People Development and Mediation, CMP  

A lack of soft skills costs the UK economy £88bn per year, which has a direct impact upon student learning and experience, due to a lack of staffing, caused by ill health, and inefficient interpersonal communication. Although referred to as ‘soft skills’ here, the skills we look to develop and improve through Conversational Intelligence should actually be thought of as Core Skills. Without these skills, all other skills are greatly diminished. This session will introduce to you the five ‘Conversational Capacities’ upon which we base our training. Such skills enable for highly effective and interactive communication, enabling a saving in time, money and stress that the mishandling of working relationships between staff and students can cause. We’ll introduce each of the capacities, why they are important, and include some practical activities to start to explore how they can be developed, demonstrated and improved. 

Workshop C10    

 

 

Career Pathways for Professional Services Staff 

Claire Hunter, Senior Organisation Development Manager and Sophie Sowerby, Head of Organisation Development, both of Durham University 

This session will explain how the creation and implementation of Job Families across all PS roles facilitated the introduction of Career Pathways at Durham University. Clearly identified routes can now be followed by PSS to progress careers through a particular Job Family and/or Department and also highlight other opportunities in other families in different parts of the institution. All pathways are underpinned by a Personal Development self-assessment tool linked to a comprehensive in-house and external offer of professional and personal development opportunities. This in turn allows easy identification of what is required to progress and signposts to external qualifications thereby encouraging targeted use of the Apprenticeship levy. Implementing career paths can have a direct impact on organisations by improving morale, career satisfaction, motivation, productivity and responsiveness in meeting departmental and organisational objectives. We will explain how this work was completed in collaboration with colleagues from across the institution. 

Please note that these sessions are subject to last minute changes due to speaker alterations. 

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