UHR 2021 > Programme > Thursday 13th

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Day Four: Thursday 13th May

09:00 - 10:15: Welcome to day 4, registration, and legal sessions

TimeSession informationSpeakersAdd to calendar
09:00 Conference Registration
Hangout/ Networking/ Drop in HR Team meeting/ Reflection/ Plan
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09:15 - 10:15

Legal Session 8: Race Equality Charter – A platform for advancing equality and tackling racism

This workshop will draw on the experience of colleagues who have been involved in applying for, and operating with, a Race Equality Charter award. We will discuss the process for a successful application, the governance arrangements to consider and the impact of COVID-19 on applications and implementation. We will also advise on how to maximise the grant of an award to deliver evidence-based impact. The workshop will include time delegates to consider and feedback their experiences of what has worked well in their institutions and discuss some of the challenges they’ve faced (and how these have been overcome).

Bettina Rigg, a Partner and Head of the firm’s Higher Education, Browne Jacobson LLP

Bridget Tatham, Partner and ED&I champion, Browne Jacobson LLP

Tracey Hulme, Director of Human Resources, University of Wolverhampton

Sukhvinder Singh, Race Equality Lead, University of Wolverhampton
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09:15 - 10:15

Legal Session 9: Brave New World: Refreshing HR practices for a post-COVID existence 

Through an interactive case study, this wide-ranging and highly practical session will address a number of key areas where HR practices are likely to change in the post-COVID world, and the legal implications associated with such changes. We will explore more agile working methods, including flexible working, and the likely increase in home working and its associated issues, such as maintaining staff engagement; mental health and wellbeing; the continued use of virtual meetings; and managing the health and safety of your workforce remotely. The session will also consider sector-focussed problem areas associated with remote working, including where employees want to work from overseas. We will explore the extent to which any changes to working practices are permitted under the contract of employment and issues associated with changing terms and conditions of employment.

The session, which would be of benefit to all HR professionals, will arm delegates with practical skills to manage the many issues we anticipate will be of particular relevance in the coming year.

Esther Maxwell, Legal Director, Shakespeare Martineau

David Browne, Partner, Shakespeare Martineau

Tom Long, Partner, Shakespeare Martineau
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09:15 - 10:15 Legal Session 10: Attracting, Managing and Retaining a Thriving and Diverse International Workforce

With HEIs competing to attract and retain the best employees, we will look at the immigration and employment issues they need to consider.
Jane Byford, Partner, VWV

Bob Fahy, Partner, VWV

Tom Brett Young, Partner, VWV
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10:15 - 10:30 Refreshment Break
Networking & Exhibition
   

10:30 - 11:15: Plenary 5, Networking and Exhibition

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10:30 - 11:15 Plenary 5 - A Higher Education Horizon Scan - What could this mean for HE people?  Nick Hillman, Director of HEPI (Higher Education Policy Institute) undefined
11:15 - 11:45 Refreshment Break
Networking & Exhibition
   

11:45 - 12:30: Workshops Block E and lunch

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11:45 - 12:30

E1: Planning to Thrive: Strategic Workforce Planning in HEIs

Defining and implementing the workforce capability to operationalise your TOM and deliver your future strategy

Dean Morley, Strategic Workforce Planning Consultant & Sector HRD, MCR

Vicki Badham, Strategic Workforce Planning & HR Consultant, MCR
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11:45 - 12:30

E2: Transforming Occupational Health and the Road to Wellbeing

Transforming Occupational Health is a session outlining how in 2 years we have been able to transform a failing service to one which complements and aligns with our People strategy, works alongside managers to provide a trusted, evidence based service. An Occupational Health Service which has been key in supporting employees through the pandemic and lockdowns and now is dur to deliver a bespoke wellbeing framework across 2 campuses to further support employees on their journey to wellbeing.

Adele MacKinlay, Director of People, Organisational Development and EDI, Loughborough University

Sarah Van Zoelen, Occupational Health and Wellbeing Manager, Loughborough University

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11:45 - 12:30

E3: Developing Psychological Safety with Conversional Integrity 

CMP are one of the first 50 organisations in Europe to be accredited to deliver the Fearless Organisation Scan™, developed by Harvard Professor and Author, Amy Edmondson.

This session looks at Psychological Safety™, what it is, and how CMP supports the development of Psychological Safety™ using Conversational Integrity®, the capacities needed for connected communication.

Penny Newton-Hurley, CMP Associate and Certified Psychological Safety Practitioner undefined
11:45 - 12:30

E4: How we are Revitalising Wellbeing Post Covid in Higher Education

Research shows post Covid presenteeism at an all-time high, wellbeing at an all-time low. Working with HEIs we are turning that trend around.

Maria Paviour, Chief Occupational Psychologist and CEO, Wellbeing with Cari

Stuart Paviour - Wellbeing Coach & Public Speaker, Wellbeing with Cari

Mariyana Bushara MSc, OD Adviser, University of Sussex

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11:45 - 12:30 E5: Employee relations: challenges and opportunities over the next year and beyond Raj Jethwa, Chief Executive, Universities and Colleges Employers Association undefined
12:30 - 13:15 Lunch Break Networking & Exhibition    

13:15 - 14:00: Workshops Block F

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13:15 - 14:00 F1: The Conversation Compass, to promote wellbeing and working differently – Engaging mind-sets and empowering individuals 

The world of work has altered significantly because of Covid-19, and the way we work, engage and learn is almost unrecognisable from what we once knew. This ‘Change’ has evoked a full array of emotions, thoughts and behaviours as we all potentially see and experience ‘Change’ differently. Whilst there are probably as many change models as there are responses, at its core ‘Change’ is a people process. Our Leaders/Managers are often the people meeting face to face the new and the unknown. Whilst they are likely best placed to engage with colleagues, around re-imagining the future, it is probably fair to say that there is a variety of experiences and capabilities amongst this group. They often describe the most challenging aspect as actually finding a way to start the conversation. In this session we will explore the Colleague Conversation Compass; reviewing and explaining each of the eight points around the Colleague Conversation Compass. Strategy, Wellbeing, Check-in, Development, Reward, Review, Challenge and Objectives. Central to these eight conversation points and the Colleague Conversation framework is the concept of Respect. ‘Respect’ is key to ensure a culture that is inclusive and enables the university community to thrive. We will provide the opportunity to use the Colleague Conversation Compass as a start, to select the focus of the interaction and to enable a tailored co-created personal approach. Finally we will provide coaching conversation prompts for use by Leaders/Managers and Colleagues, to set the scene, encourage engagement and provide a framework for constructive discussions. This approach not only helps set the environment to engender psychological safety, but also through collaboration, facilitates the coming together and the re-imagining of our future ways of working.
Sophie Sowerby, Head of Organisation Development, Durham University

Deborah Beel, Senior Organisation Development Manager, Durham University
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13:15 - 14:00

F2: Trust and Consequences: the role of HR in building organisational culture

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. 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.

Cindy Vallance, Assistant Director - Knowledge, Innovation and Delivery, Advance HE

Clare Pavitt, Principal Adviser - EDI, Knowledge, Innovation and Delivery, Advance HE
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13:15 - 14:00

F3: Delivering deep and meaningful D&I

D&I has been on the ‘to-do list’ of universities for some time. And institutions have been switched on to creating diverse student bodies, investing time on money on attraction events and advertising. But the truth is, this drive for diversity needs to extend to academic, managerial and senior leadership workforces. Sharing practical advice and best practice from a range of organisations, our panel will give real-life examples to demonstrate how universities can step forward to create meaningful diversity and inclusion in their workforce.

 

Paul Sesay, Founder and Chief Executive Officer, Inclusive Top 50 UK Employers

Alexis Curtis-Harris, Lead for Diversity and Inclusion, Penna

Julie Towers, Managing Director, Penna

Oona Venermo, Senior Client Partner, Penna Education

Kamini McCann, Head of Inclusion and Engagement, University Hospitals of Morecambe Bay NHS Foundation Trust

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13:15 - 14:00

F4: A Cooler Kind of Kindness – creating water cooler connections remotely.

Positive human connections are the cornerstone to effective wellbeing and key to effective performance.

The global pandemic has created seismic shocks to the world of work, changing how and where work is done. The aftershocks will be felt for years to come in terms of health and happiness.  While much of the focus is on bouncing back to a new sterile Covid-secure workplace, there are opportunities to rethink how teams work together. One of the positive qualities that has erupted during the pandemic has been kindness. We have been touched, heartened, entertained by the various random and not so random acts of kindness, as people have sought to rise to the pandemic challenges, bringing out the very best of being human. This includes several employers that have shown genuine care and concern for their employees. Maintaining this momentum will be important for long-term sustainable performance.

As we rethink and reinvent organisational life, how to build and retain a culture of kindness is likely to be a key part of reinforcing a positive brand image and attracting and retaining the best talent. When remote working has become the default, how people are led and how they work together will make all the difference. And doing so with dignity and kindness will be critical. We need different solutions to traditional teambuilding and problem-solving.

Alex Killick, Director, Leading Kind

Stuart Delves, Director, Invisible Grail
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13:15 - 14:00

F5: Differing Approaches to Conflict: what you give is what you get 

Dispute resolvers show how knowing our 'conflict style' can help us become better peacemakers & can help turn competition into collaboration.

Dr. Mike Talbot, Founder & CEO, UK Mediation

Samantha Birkett, Head of HR Resourcing and Operations, Liverpool John Moores University
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14:00 - 14:30 Refreshment Break Networking & Exhibition    

13:30 - 14:30: Plenary 6, facilitated discussion and conference close

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14:30 - 15:30 Plenary 6 - Inclusive Leaders: moving beyond the rhetoric to create the change that matters

Inclusive Leaders: moving beyond the rhetoric to create the change that matters
John Amaechi OBE, Founder APS Intelligence undefined
15:30 - 16:00 Facilitated Discussion and Conference Close   undefined

End of Conference Programme

Please note that the session titles and speakers are subject to change.

 

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