| B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | ||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | ||||||||||||||||||||
2 | Operational Objectives What activity is planned to deliver the strategic ambitions | Overview What does this entail | Success measures? How will we know if we succeed? | PD Lead | GANTT/time frame | |||||||||||||||
3 | How does it contribute to employee experience (EX) | 2023 | 2024 | 2025 | ||||||||||||||||
4 | Jan - Mar | Apr-Jun | Jul - Sep | Oct- Dec | Jan - Mar | Apr-Jun | Jul - Sep | Oct- Dec | Jan - Mar | Apr-Jun | Jul - Sep | Oct- Dec | ||||||||
5 | Ambition 1 - Recruitment & employee experience | |||||||||||||||||||
6 | 1 | Undertake People Directorate Transformation programme | Programme of works to 'transform' how the PD operates. Looking at principles, digital transformation/automation/PD web content and MI. Systematic review of capabilities starting with recruitment. EX - all | P&C Strategy KPI - 80% recruitment cycles result in a hire by September 2025 Key customer feedback improvement, to include staff survey question on 'being supported to do my job' (baseline to be established) PD scorecard (KPIs) established aligned to strategy | Deputy Director People Operations | Principles and forward programme | Intranet review Metric/scorecard | Wellbeing & Absence management processes (incl OH provision) | Next phase tbc | |||||||||||
7 | Recruitment review (including grading) | Recruitment review implementation | Inclusive recruitment review | |||||||||||||||||
8 | 2 | Strengthen our approach to harassment and discrimination prevention | Includes policies, procedures, systems and training in relation to reporting, supporting, addressing as well as culture and L&D EX - Inclusive Community | Survey responses/benchmark in Stress RA Numbers reported Staff survey metrics on trust and confidence eg % who believe reports will be acted upon Specific metrics to be developed alongside process reviews eg speed of resolution | Director EDI | Policy finalised | Supporting provisions reviewed e.g. advisors, reporting mechanism, training | Implemention | Review and monitor | |||||||||||
9 | 3 | Review and implement approach to proactive stress management/ Support Wellbeing at Work | Includes Stress Management Risk Assessment (RA), policies and procedures, information provision & L&D activity EX - Fulfillment & Wellbeing | P&C Strategy KPI - % staff in a year who are absent citing stress to reduce to 1% by September 2025 RA Project milestones met Stress indicator metrics (survey) EX measures to be included in staff survey e.g. re wellbeing, stress levels, workload, manager support | Director OE&D | Procure provider for stress RA process. | Wellbeing Survey | Revised Stress Management framework | Training provision & resources (WRS) | Implementation of Wellbeing at Work Strategy | ||||||||||
10 | Stress RA process (workload and leadership & management) | Stress RA process (Change & trauma) | Stress RA process | |||||||||||||||||
11 | Ambition 2 - Organisational effectiveness & capability | |||||||||||||||||||
12 | 4 | Culture shift and related capability development | Includes culture shift, digital capabilities, change capability, policies and guidance . EX - All | Culture shift - measures to be included in staff survey EX measures to be included in staff survey e.g. re through change, tools to do job | CPO | Support to digital strategy, including building digital capability & AI | ||||||||||||||
13 | Strengthen organisational Change capability | |||||||||||||||||||
14 | OCAED | Strengthen capabilities to transform educational practice & enhance inclusive digitally enabled curriculum development | ||||||||||||||||||
15 | 5 | Strengthen Leadership and Management capability | Development of L&M framework, provision of guidance and information incl intranet, L&M communications, development activities, consideration of 360 mechanism EX - Well-led | L&M Framework developed and implemented and gap analysis against framework completed P&C Strategy KPI - % senior roles filled by internal applicants increases to 60% by September 2025 Staff survey questions re confidence and tools to lead (managers) and how 'well led' people feel they are | Director OE&D | Engagement | L&M framework development | Framework finalised & embedded | L&M development offer - New to Management & Management Induction | L&M development offer - Middle Management & CoP | ||||||||||
16 | 6 | Review 'Performance management' approach and implementation of recommendations | Includes development of competency frameworks, probation and capability processes, PDR. A key lever in culture shift and links with recruitment, progression & recognition EX - Achievement & Progress, Personal Growth and Development, Well-led | P&C Strategy KPI - PDR take up rate 90% by September 2025 Further metrics TBC after review Staff survey questions re usefulness of PDR and support for development | Director OE&D | Build mgmt capability in performance management. | Review of processes/approach to PDR | |||||||||||||
17 | Ambition 3 - Employee engagement and recognition | |||||||||||||||||||
18 | 7 | Review and implement approach to staff engagement & voice (working with MRE) | Includes re-establishing staff survey, internal communications & engagement, intranet review - working with MRE/Comms team. Links to culture shift, performance management/communication and engagement with golden thread and L&M. EX - Part of Something Bigger, Enabled | Staff survey project milestones Wider programme milestones met (tbd) Staff survey questions re communication and engagement, understanding of institutional purpose and alignment | CPO | Review approach to voice with MRE. | Survey procurement New approach to Talk to VCG implemented Launch of refreshed strategy and engagement activities | Survey designed and conducted | Post-survey feedback and engagement | Feedback and engagement | Feedback and engagement | 2025 staff survey conducted | ||||||||
19 | 8 | Review approach to recognition - reinforcing our values | Includes People Awards, ACE, scheme non-financial etc Links to L&M, performance management & culture EX - Fulfillment & Wellbeing, Part of Something Bigger | Number of applications (ACE, PA) Measures re inclusivity of outcomes of SAPC (TBD) EX measures to be included in staff survey - questions re being valued, fairly rewarded | Reward & Recognition partner | Review wider approach to financial and non-financial recognition | Cost of living focused benefits UNUM dental Car leasing | Reward strategy development | Non-financial reward provision | |||||||||||
20 | Ambition 4 - Organisational Design | |||||||||||||||||||
21 | 9 | Improve job design, succession and career progression | Includes personal growth/development i.e., career pathways, career development and organisational capacity i.e. succession/workforce planning EX - Personal Growth & Development, Fulfillment & Wellbeing, Enabled | P&C Strategy KPI - increase % of senior roles filled by internal applicants to 60% by September 2025 Internal promotion data (incl EDI analysis) EX measures to be included in staff survey | CPO | Review Academic Career Pathways | Academic roles review | |||||||||||||
22 | Review opportunities/support for personal & career development | Implementation | ||||||||||||||||||
23 | 10 | Support Organisational Change | Includes changes to policies, processes, systems and structures EX - Fulfillment and welbeing; Enabled | Delivery of new WLP model for 2024/25 academic year EX measures to be included in staff survey | WLP proposals | WLP - quick win implementation | WLP - wider implementation | Review | ||||||||||||
24 | Support to campus changes (Wheatley to Headington) | Support to campus changes (Harcourt to Headington) | ||||||||||||||||||
25 | Support to Strategic Transformation Programme | |||||||||||||||||||
26 | ||||||||||||||||||||
27 | ||||||||||||||||||||
28 | ||||||||||||||||||||
29 | ||||||||||||||||||||
30 | ||||||||||||||||||||
31 | ||||||||||||||||||||
32 | ||||||||||||||||||||
33 | ||||||||||||||||||||
34 | ||||||||||||||||||||
35 | ||||||||||||||||||||
36 | ||||||||||||||||||||
37 | ||||||||||||||||||||
38 | ||||||||||||||||||||
39 | ||||||||||||||||||||
40 | ||||||||||||||||||||
41 | ||||||||||||||||||||
42 | ||||||||||||||||||||
43 | ||||||||||||||||||||
44 | ||||||||||||||||||||
45 | ||||||||||||||||||||
46 | ||||||||||||||||||||
47 | ||||||||||||||||||||
48 | ||||||||||||||||||||
49 | ||||||||||||||||||||
50 | ||||||||||||||||||||
51 | ||||||||||||||||||||
52 | ||||||||||||||||||||
53 | ||||||||||||||||||||
54 | ||||||||||||||||||||
55 | ||||||||||||||||||||
56 | ||||||||||||||||||||
57 | ||||||||||||||||||||
58 | ||||||||||||||||||||
59 | ||||||||||||||||||||
60 | ||||||||||||||||||||
61 | ||||||||||||||||||||
62 | ||||||||||||||||||||
63 | ||||||||||||||||||||
64 | ||||||||||||||||||||
65 | ||||||||||||||||||||
66 | ||||||||||||||||||||
67 | ||||||||||||||||||||
68 | ||||||||||||||||||||
69 | ||||||||||||||||||||
70 | ||||||||||||||||||||
71 | ||||||||||||||||||||
72 | ||||||||||||||||||||
73 | ||||||||||||||||||||
74 | ||||||||||||||||||||
75 | ||||||||||||||||||||
76 | ||||||||||||||||||||
77 | ||||||||||||||||||||
78 | ||||||||||||||||||||
79 | ||||||||||||||||||||
80 | ||||||||||||||||||||
81 | ||||||||||||||||||||
82 | ||||||||||||||||||||
83 | ||||||||||||||||||||
84 | ||||||||||||||||||||
85 | ||||||||||||||||||||
86 | ||||||||||||||||||||
87 | ||||||||||||||||||||
88 | ||||||||||||||||||||
89 | ||||||||||||||||||||
90 | ||||||||||||||||||||
91 | ||||||||||||||||||||
92 | ||||||||||||||||||||
93 | ||||||||||||||||||||
94 | ||||||||||||||||||||
95 | ||||||||||||||||||||
96 | ||||||||||||||||||||
97 | ||||||||||||||||||||
98 | ||||||||||||||||||||
99 | ||||||||||||||||||||
100 | ||||||||||||||||||||