The university is in the process of rolling out a new HR system, iTrent, from Midland HR. This was my training, as a manager, on how to access and use the new system to manage leave and absences, access and update personal information, process expenses and claims forms, and run various reports.
Following the university’s restructure of support staff, a number of people are now in a redeployment position and all managers were asked to attend this HR training session on how to help those staff fit into their new roles. This was principally about the procedures to be followed and paperwork required during a six week trial period beginning in January, but also covered how to set reasonable objectives and on how best to provide feedback.
Freshly rolled out, our HR’s new online appraisee training module that I created for them in Storyline. We’re developing a good relationship with HR and more work of this kind is on the cards. Storyline is also picking up throughout the university, though Faculties are tending to purchase their own copies for one or two interested people to do the development themselves. The next big one I should be working on after we get through the new semester busy period is for HIV awareness.
HR and SLS, which uses a slightly modified approach, have recently revised the university’s appraisal scheme and documentation to try and make it more guided and to encourage reflection in the appraisee. This workshop was to discuss those changes and share best practice across the service.
Also covered in detail were your own responsibilities as a manager for ensuring that the process was a success, from logistics such as room booking and setting aside adequate time for both yourself and the people you are appraising, to how to guide the discussion by asking effective questions and how to identify suitable objectives for the coming year which map into departmental and service level objectives. The discussion we had around effective questioning was particularly useful, as it neatly ties in with the work I have been doing on the Leading from the Middle course, particularly the sessions on coaching.
Attended a briefing on the new HR / SLS procedure for managing short and long term sickness absence. The session covered the impact of absence to the university and the trends over the past few years, best practice for reporting and monitoring absence, the paperwork required by HR, triggers for referral to occupational health, new guidelines on phased return, misconduct (which is extremely rare), our responsibilities under the Disability Discrimination Act, and how to access internal and external services which are available to help people, such as counselling for stress and mental health issues. The purpose of the new procedure is to give line managers more direct responsibility and to try and remove the perception of HR as the ‘police’.
At my appraisal last year it was suggested that I attend the University’s second line manager’s development course. This was delayed by a year because the course was under redevelopment by HR in conjunction with our Business School’s Corporate and Professional Education (CaPE) team. The new course, now branded as ‘Leading from the Middle’, is a fully accredited post-graduate module resulting in a Postgraduate Certificate in Leadership and Change upon successful completion. I don’t have a lot of information at the moment but I suspect that assessment will involve a portfolio of evidence, and in any case I’ll want to blog about the course as it develops, so I have created a new page specifically to collect these posts together using the ‘LFTM’ tag. The taught sessions on the course are as follows:
- Induction and Academic Skills
- Knowing Yourself, To Lead Others
- Strategic Leadership and Culture and Context (2 parts)
- Emotional Intelligence
- Coaching at Work (3 parts)
- Understanding Finance
- Collaborative Conversations
- Creativity and Entrepreneurial Learning
- Leading Change and Transition
- Leading High Performing Teams
- Leading Equality and Diversity