Ravensbourne College of Design and Communication1Introduction
The updating of this Human Resources Strategy seeks to further build on theconsiderable activities, outcomes and achievements of Rounds I and II of theHEFCE Rewarding and Developing Staff initiative [R&DS]. It also seeks tocombine the College’s vision for Relocation and the continuing challenges set outin the White Paper, ‘The future of Higher Education’ in 2003, with a realisticallyachievable implementation plan over the next 3 academic years.To briefly recap, the activities arising from the two previous HR Strategies,accompanying Actions Plans and an Extended Investment Plan
, were developedusing external funding granted by HEFCE in 2001. This funding was granted to allHE institutions, to help them recruit, retain and develop staff, as well as helping tomodernise internal management processes. Since then, HEFCE has releasedannual funding to institutions following the receipt and approval (by HEFCE), of individual institutional strategies that identify objectives, describe how the fundingwill be spent, and set specific targets to include improvements both to outcomesand to HR management processes.Since 2001, the Human Resources function has increased its staffing in order todeliver, with its internal business partners, the range of targets and objectivesdescribed in the College’s previous two Human Resources StrategiesThe function employs a total of 5 staff, of which one role is funded from theannual R&DS funding allocation. In total, this represents an increase of 3additional staff since July 2002.Over the last 6 years, one of the central aims of the College has been to buildcapability within the HR function to ensure that a broader range of services canbe provided across the organisation to enable the continuity of service provisionthroughout the academic year.A central aim has been to professionalise the function and to reposition HR as abusiness partner, working with managers and their faculties / departments toprovide a consultancy based approach to colleagues in the management of their staff and resources.The main challenges over the last 6 -7 years in the delivery of the HR Strategyhave been in relation to:
Changing and embedding a culture of year-round, in-house training; much of which requires mandatory attendance and, encouraging staff to takeindividual responsibility for updating their knowledge in this way
Changing the culture and attitudes around widening participation and equalopportunities and working towards embedding it into all institutional activities
Delivering a new pay and grading structure, together with the development of new policies and procedures to reward outstanding staff contribution.
A) The first full HR Strategy and Action Plan was developed in June 2002B) An Extended Invest Plan was produced in May 2004C) The second HR Strategy and Action Plan – developed in October 2005