UHR Summer 2016 Newsletter

Alongside working their minds, some delegates enjoyed working their muscles at the bootcamp sessions! 

  

The Changing Face of Work was the theme of the UHR conference this year. Held in Brighton, nearly 300 people benefited from an excellent and varied range of sessions and networking opportunities.

Dame Julia Goodfellow, Universities UK President and Vice Chancellor of the University of Kent, opened the conference by setting the wider context for HR, reflecting on change coming ever more rapidly; a government committed to the market in higher education; and the Higher Education Bill. Together with continuing financial challenges, a potential ‘Brexit’, TEF, transformation of the student experience and the tension between safe spaces and freedom of speech, they bring HR challenges: cutting out unnecessary processes, making expectations of staff clear, tackling the equality pay gap, transparency in promotions, respect for diverse communities, and communicating effectively.

Picking up on these ideas, Peter Cheese, Chief Executive of the Chartered Institute for Personnel and Development, held the room spellbound as he took us on a whistle-stop tour of the future of work. “HR people should read; and be on Twitter – to learn, not to communicate.” A core task for HR is to use technology to redesign the world of work, and achieve the best balance of activity between the human and the system. Often, we have too much data, and not enough information: so, consider its ‘volume, veracity, velocity, and variety’; identify the organisation's problems, then see what data will help to understand and solve them. In a workplace that could now employ five generations, their differences need to be understood. Generation Z want to work for small organisations or self employed, and along with Generation Y, they are typically self centred, pursuing individualism not collectivism. We will recruit and retain productive staff by identifying, communicating and living values and behaviour that are attractive, including restoring trust. A simple takeaway from all this? “Have the courage to change stuff that doesn’t work.”

Thursday’s plenaries from Philip Ross of UnGroup and Sue Holmes of AUDE, and Simon Fanshawe OBE were just as energetic, and there are articles later in this e-newsletter about The New World of Work: Future-Proofing the University Campus Environment, and Diversity is a Solution to the Big Strategic Questions.

Aside from the plenaries, there were legal updates, practitioner workshops, working legal breakfasts, a networking reception and afternoon tea, an exhibition with sponsor companies and organisations, the chance to relax and network in social activities, bootcamps, and the opportunity to try out some mindfulness colouring, thanks to the Juice team. The gala dinner, celebrating our entrants for the UHR awards, was livelier than ever, compered by Simon Fanshawe at his most entertaining.

Wednesday’s plenary sessions and conference highlights were filmed, and photographs and slides from many of the workshops and other sessions are available to UHR members on the website and with the links below:
Conference photographs
Conference Highlights
Plenary 1 - Dame Julia Goodfellow
Plenary 2 - Peter Cheese
Presentation Slides

Plans are already under way for 2017’s conference, from 9 - 11 May at the Hilton Hotel in Gateshead near Newcastle. We are very grateful to AUA for managing the event so well, to our exhibitors, sponsors and session presenters, and to the conference committee, for providing such a useful and enjoyable CPD experience.

UHR is very grateful to Pinsent Masons for sponsoring the 2016 UHR awards, which were presented during the gala dinner at the conference (see Chris Mordue with some of the recipients below). The large, high quality number of entries presented the judges (Dame Julia Goodfellow, Vice Chancellor of the University of Kent, and President of Universities UK; Dr Wendy Hirsh, Principal Associate, Institute for Employment Studies; Simon Fanshawe, OBE, diversity consultant, and former Chair of Council, University of Sussex; and UHR Chair Kim Frost) with a difficult task in deciding on the winners and runners up. There was also a special individual achievement category, to mark the 10^th anniversary of these awards.
 
Business Effectiveness & Organisational Development: 
Winner: The University of Strathclyde - Business Improvement Team
Runner up: Edge Hill University: HR transformation project     

Exceptional HR:
Winner: The University of Sheffield - ‘Talent First’
Runner up: The University of Surrey - Culture change, performance & and restructuring programme

Equality & diversity:
Winner: Swansea University - Campus Bay recruitment project

Outstanding individual achievement: Andrew Dodman, HR Director, University of Sheffield
 
‘HR talent for the future': Daniel Tanswell, HR Legal & Policy specialist, Goldsmiths, University of London



  

  

  



UHR will produce a printed newsletter with more information about these entries over the summer; the UHR website also has details.

One of UHR’s key activities is to share information and good practice across member organisations, and the entries for the UHR awards is a significant way in which we do this. We’ll be disseminating the learning over the coming months in a variety of formats, such as a Showcasing Good Practice day, provisionally scheduled for Wednesday 8 February 2017, local group presentations, UHR e-newsletter articles, and published case studies. UHR also draws on awards projects and initiatives when approached by organisations such as Universities UK, BIS and the Funding Councils, for examples of proactive HR related approaches that are enhancing quality, achieving efficiency or improving organisational performance. Thanks to all who entered, and do consider re-submitting an entry if there is clearer evidence of impact in a year or two’s time.

Thinking creatively about the use and management of the university space and environment is critical, as universities have to adapt to remain resonant to their future students who have “digital in their DNA”. However, universities have a big advantage in that the campus environment is an ideal eco-system to enable engaged students and many modern tech companies such as Google and Airbnb are in fact designing their own HQs as a campus, where the workplace is fluid and co-exists alongside recreational space.
 
This was a call to arms to adapt to the future delivered in thought-provoking double-headed Plenary session at the UHR Conference in Brighton, from Sue Holmes, Director of Estates & Facilities Management at Oxford Brookes University and Philip Ross, Founder and CEO UnGroup and Cordless Group.
Holmes spoke in more detail about some of the “boring” but essential aspects of running a university estate, pointing out that with an incremental squeeze on finances, it falls to estate managers to ensure that operations are run with commercial sensibilities.
“What business would allow offices to remain vacant for [a large part] of the week?”, asked Holmes, pointing out that office space can typically take up a quarter of university estate and only be used one-third of the time. “Why do we need to empty a classroom to enable lightbulbs to be re-fitted?”
She dissected pressures around driving efficiencies on campus, maximising occupancy of teaching space, office space and residential accommodation in the summer months.
“What’s wrong with expecting office space to be shared space?” she asked, also pointing out that students now expect universities to be creative in providing social learning spaces on campus, which fell to HR and estates management to achieve.
According to some students, "if it doesn't have a Starbucks, it's not a social learning space", said Holmes, drawing laughter from the audience.
Ross continued on the topic of changing student expectations and the changing world of work, pointing out that embedding technology into the management of a university is paramount, using technology to allow staff to book teaching space, and to make students lives easier.
“Do you work with any of the sharing economies that millenials all use?” charged Ross, showing a slide featuring companies such as Zipcar, Netflix, Airbnb and BookMooch. Nodding to a statistic that 25% of all Masters students in the UK are Chinese, he added, “Are you really prepared for Chinese students, with WiFi seamless and everywhere?”
Universities have to be familiar with the lives and expectations of their Gen Z students who are increasingly international, said Ross. 
As an expert on workplaces of the future, he echoed Holmes’ comments about sharing office space as the future. Having worked on the new BBC HQ, “no one in BBC Worldwide has a desk”, he shared. 
Ross was adamant that enabling fluid learning spaces and reducing departmental silos is critical. “Digital disruption will affect us all,” he said, but he urged that those who embrace the opportunity to adapt will create ecosystems that prosper.  

Amy Baker
Director
The PIE

I was delighted to speak at the last plenary of the UHR conference in Brighton on May 19^th. The session was titled: “Diversity is a solution to the big strategic questions”. There were three things I said that were picked up time and time again on Twitter, so I guess they resonated with delegates:

• "All this awareness is not changing behaviour".
• “Don't recruit the best person for the job; recruit the best team”
• "Diversity is not something you do, it's the way you do things”

So what did I mean?
 
Awareness
This is crucial. We all need to understand what our biases are. But we also need to be wary of this. Because more and more research is suggesting that not only does it not, in itself, bring about change but, possibly even worse, it can have the opposite effect of what we want. As Professor Iris Bohnet, whose work I really commend to you and who I quote a lot, says in her latest book, ‘What Works – gender equality by design’ (see below *) “Put bluntly, changing behaviour means work that the vast majority of us are not motivated to do.” (She cites the work of Baruch Fischhoff). She goes on: “Yet the $8bn US corporations alone spend annually on diversity training is spent largely ignorant of this fact. Such training sessions are unlikely to change attitudes”.
 
She explores the effect, or often lack of it, of diversity courses. And broadly what the research suggests is two things: one is that diversity training, especially the current fad for unconscious bias training, can conversely lead to “moral licensing”, where we respond to having done something good by doing more of something bad. Understanding that we are all biased (which we are) must lead to action not to complacency.
 
We need to design out bias. We need, in Bohnet’s words, “to make it easier for our biased minds to make unbiased choices”. A classic example was American orchestras who, when auditioning for new members, continued to insist that they were just interested in the way people played. Yet they continued to recruit white men! So some bright spark in The Boston Symphony suggested putting a curtain between the players and the auditioners (The Voice stole the idea for TV). In the late 70’s only 5% of players in the top 5 orchestras in the USA were women, now it’s nearer 35%. If we want change we have to design the way we do things, not just try and change people’s minds.
 
Best Person For The Job
There is no compromise between diversity and quality. We do very little on our own. We do almost everything in permanent teams, or project groups or combining with colleagues. The way you get the benefit from diversity is to recruit the best teams. I hate football, but Leicester City is the great example (I prefer Rugby, and the All Blacks are another) because they didn’t just put together a team of stars but a team that was a team, with complimentary skills. So be clear about the combination of people you want, then assess who you have got and then recruit for difference. In research, teaching, professional services, it’s the combination of people that will give you the diversity dividend. If you just appoint the “best” without interrogating what that means you’ll just go on fishing in the top of the same old pools and never develop talent from new directions.
 
The Way You Do Things
The challenges and benefits of diversity cover two sides of the ledger: the deficit and the dividend. We know how HE is beset by diversity deficits: Professors are only 20% women. BME staff are half as likely as white staff to be a deputy or pro vice-chancellor. The BME student attainment gap is around 17% across the sector. And so on.
 
These deficits have to be tackled. You need the data and the stories and from them you develop the solutions for your institution.
 
And the dividends can be realised, as I’ve said above, by changing the way you recruit and promote to create high performing teams (Scott E Page has done the best research on this in a book called The Difference).
 
And in all of this, diversity should not be an add on. If you don’t think that diversity will enhance the core purposes of a university – teaching, research, the student experience and the impact on the world – then don’t pursue it.
 
But if you do think it does, then the most senior people have to lead the drive for more diversity and you have to be prepared to change the way you do things.
 
If you’d like to know more about our work in Universities and how it can change the diversity of staff and enhance the power and impact of education, then do  get in touch.

Simon Fanshawe OBE
simon.fanshawe@astar-fanshawe.co.uk

 Professor Iris Bohnet:
*amazon.co.uk/What-Works-Gender-Equality-Design/dp/0674089030
 
Review of Bohnet’s book in the THES:
“Rather than de-biasing individuals, she argues, it is best to de-bias institutions instead. From the boardroom to the classroom, this book outlines a set of tools that we need to design organisations in a way that sets us free from unconscious gender bias.” 
timeshighereducation.com/books/review-what-works-gender-equality-by-design-iris-bohnet-harvard-university-press
 
Some useful links on Bohnet’s work:
hup.harvard.edu/catalog.php?isbn=9780674089037

Simon Fanshawe
Astar-Fanshawe

“Change is hard at first, messy in the middle and gorgeous at the end” – Robin Sharma
 
The core theme running through the UHR conference – and many of the conversations around the sector at the moment – is change. The big, scary ‘c’ word. Much like in the books of Harry Potter, and ‘he who must not be named’, uttering it out loud can amass fear and stop you in your tracks. Whilst we liken the turbulence in the sector to the baddies in children’s stories, it is important to keep in mind that the future isn’t all that bleak. The sector is better prepared for many more things than you might think.
 
At ORC International, we ran some workshops at the UHR conference where we engaged our crystal balls and sought to understand whether disruptors facing us are facts or fads, whether there is a feeling of preparedness or a scrabbling around to pre-empt the impact of new ways of working.  
 
Around the room we batted ideas about on the subject of holocracy where the future world of work won’t have hierarchies, the rise of big data where we will all become data scientists, and even threw in talk of a ‘work Fitbit’ where we’d use gamification to aid our productivity. Big data and the rise of a ‘customer-centric’ university sector are seen to be the certainties, though the preparedness for this differs significantly between institutions.
 
Well what do we know? Our research shows that academic departments with engaged employees have on average 5% higher NSS scores than the lowest engaged. We know that levels of pride and the extent to which colleagues in the sector would recommend their employer as a great place to work is higher than seen in the rest of the UK economy. We do still have some challenges though. The feedback colleagues get on their performance still falls woefully behind other sectors, and whilst opinions about leadership have seen significant improvements in the last few years, the jury is still out.
 
As we continue to grapple with the ‘known knowns’, it is the ‘unknown unknowns’ which can be a source of endless speculation and confusion.
 
Predictions and constants. If we all knew what the future held we may have kept our childhood toys in their pristine boxes ready to show off on Antiques Roadshow, or realised that actually having the ‘right’ haircut as a child wasn’t all that important, or indeed backed Leicester City to win the Premier league.
 
But really, in most cases, change by its very nature is a step into the unknown. It is a challenge, and it can make us re-think our learned behaviours. We find new ways of doing things, maybe have a few late nights along the way, and come out the other end with a new perspective. In the end, one thing is clear. There is a constant. That constant is that ultimately people matter.
 
To find out more about what the future brings and how to make sure you have all the right information to hand in your decision making please contact Alice Streatfeild at ORC International
 
About us
ORC International are leaders in the art of organisational intelligence. Our mission is to help our clients make smarter decisions through connecting evidence and insights.
Our employee engagement and culture experts are passionate about helping organisations understand how to attract, engage and retain talent, creating happy, healthy and ultimately successful workplaces.


Alice Streatfeild 
Research Director
ORC International

Our workshop at Conference 2016 told the story of two senior managers who had fallen out. In our scenario, these managers were responsible for leading their Institution through a period of organisational change yet they seem unable to work together. We presented participants with a model for deciding when and how to intervene in situations such as this in a structured way.
Why did we choose this subject? In our experience, conflicts between managers can be very damaging - for those involved, for their teams and for the organisation as a whole. All too often there is a reluctance to deal with such conflict, so the problem is allowed to fester and, when an intervention is finally made, it is too little, too late, making any attempt at resolution more likely to fail.
We encouraged participants to see networking with colleagues and gathering intelligence on what is going on around their Institutions as an important and regular, if often overlooked, part of the “day job”. By monitoring what is going on, HR professionals can anticipate and prevent interpersonal issues arising in the first place. We also encouraged the idea of using a simple form of risk analysis to assess and time their interventions, and to maintain focus and momentum thereafter.
The workshop encouraged lively discussion. Flexibility of approach was seen as important. It was appreciated that going down the formal procedural route too early could result in informal options being ignored. Participants also agreed that there was a need to look at a range of dispute resolution options without assuming that traditional mediation was necessarily the best way forward. Sometimes the very term mediation can deter individuals from participating and an informal, facilitated conversation might be better suited. On other occasions, a more directive approach might be required to help resolve the issue or to help the organisation and an individual involved negotiate a parting of the ways. This could then be embodied in a legally binding Settlement Agreement. It was also acknowledged that the initial approach did not necessarily preclude the possibility of a change of intervention, provided those concerned were actively involved in the process. Flexibility was again seen as the key.
We were pleased to note that participants welcomed the idea of equipping HR professionals with conflict resolution skills. This doesn’t mean that HR should or could act as mediators, but rather that they can use such techniques to head off disputes before they become entangled in time-consuming and expensive formal procedures.
We enjoyed working with colleagues on this often tricky subject, and would like to thank all those who attended for their participation and enthusiasm.

Clive Bane & Steve Hodder
Directors
B3Sixty
info@b3sixty.co.uk

Here at Everyday Juice Limited we live and breath health and wellbeing, and having been born at The University of Sheffield we know what it’s like to engage large volumes of people.
 
The goal for this year’s UHR Conference in Brighton was simple, to bring as many delegates together as we can for a drop-in colouring session, demonstrating the power of mindfulness even in the busiest of places.
 
Over two action-packed days we had 116 people put pen to paper on our table-top mindfulness picture. Whether you contributed big or small, a sole leaf or an entire tree, we would like to thank you for making an image that looks extraordinary.

During the busier periods we had our hidden camera on time-lapse, and we now have the footage to show you. Watch the whole thing unfold in just eight seconds!

We had a fantastic time speaking to you all at the Conference, and hope you enjoyed your time at the Juice stand. We're looking forward to seeing you again soon, and we already have our thinking caps on for next year...
 

Gary Butterfield
Executive Director
Everyday Juice Limited
 

AUA has launched an exciting new development, the AUA Mark of Excellence in the use of the AUA CPD Framework for the development of professional services staff in higher education.

The concept of the Mark of Excellence is that AUA recognises formally, that an organisation (or a specific part of an organisation) has met key criteria that show it has embedded the statement of values and CPD Framework into the organisational and staff development provision for their professional services staff. This demonstrates the organisation’s commitment to a high standard of professional development for professional services staff, and that it is committed to enabling HE professionals to achieving their potential. It’s a strong signal to potential employees that they will be offered excellent personal and professional development opportunities.

The AUA CPD Framework of Behaviours itself has been used across the sector since 2009. The framework, based on AUA’s statement of values, and on nine key professional behaviours, has proved to be a very powerful and versatile tool that adds enormous value, complementing more traditional skills and competences frameworks. The framework has been entirely refreshed and brought up to date for 2016.

These are exciting times for AUA, and particularly for members whose institutions choose to get involved. For them it means ready access to a framework for tangible professional and career development, and opportunities to achieve recognition comparable to similar routes available to research staff and academics.

The process for achieving the Mark is straightforward. Once an organisations registers for the Mark it is ‘Working Towards’, a development phase during which the organisation works to meet the criteria, with support if required. The time frame can be anything up to two years. When the organisation feels ready, it submits a formal application by self-assessment against the criteria. Assessment is conducted by independent assessor and ratified by a panel.

In tandem with the Mark of Excellence, AUA is also expanding its scheme of multiple memberships. For the last year, it has been open to institutions to purchase multiple memberships on behalf of its staff at a discounted rate. This is now being extended so that institutions which also commit to the Mark of Excellence can do this at a further discounted rate. Staff at those institutions can also receive a discount on their applications for AUA Accredited Membership or Fellowship.

Further details are available at aua.ac.uk. 

The wellbeing at work agenda has gathered momentum since Dame Carol Black published her pioneering report, “Working for a Healthier Tomorrow”, in 2008. We’ve learned a lot in the last eight years about wellbeing. We have a better understanding of the business case for employers supporting the wellbeing of their workforce.
Neyber’s newly released groundbreaking report, “The DNA of Financial Wellbeing”, puts the financial wellbeing of the UK’s workforce under the microscope. The survey of 10,000 UK staff examines the financial impact on organisations when workers are worried about personal finances.
In an era of tight budgets, as much as 14% of payroll spend is being wasted due to lost productivity, absence and illness that results from financial stress. We have calculated the lost productivity, increased absence and employee turnover associated with financial stress costs UK organisations approximately £120.7 billion every year.
We estimate 71% of higher education staff are affected by financial worries, with a staggering 80% of those on a salary of £40,000-£44,000 admitting they have been impacted in the past 12 months. The majority of workers (60%) said they have borrowed money to meet basic financial needs.
The figures present an opportunity to address individuals’ need for greater financial resilience. The good news is that the majority of education workers (53%) would value their employer facilitating support to help them improve their financial situation, and in turn their health and productivity.
 
Now we understand the scale of poor financial wellbeing and the knock-on effects of it in the workplace, it’s crucial that organisations stop and think about what they can do to help their staff who are concerned about money, and how they build this into their overall wellbeing strategy.
 
Neyber are launching in the University sector this summer. To find out how Neyber can help with your Financial Wellbeing strategy contact: hello@neyber.co.uk

To access a report summarising the key findings from “The DNA of Financial Wellbeing” including a spotlight on the education sector click here.

Monica Kalia
Co-founder 
Neyber

As the relatively new Chair of UHR South I am beginning to appreciate how challenging it can be to get HR colleagues from over thirty-nine universities in a single place at one time!
UHR South meets three times a year plus the UHR Conference. Since taking over as Chair, we have had one meeting, the second unfortunately having to be cancelled due to a train strike.
 
Our last meeting was kindly hosted by the law firm, Veale Wasbrough Vizards. They gave two timely legal updates, the first on employment issues in relation to gender reassignment and the second on the Teaching Excellence Framework and potential legal/employment considerations linked to this.
 
Increasingly, members of UHR South are finding the meetings a useful forum in which to share particularly thorny HR issues and seek views from colleagues on how they may be resolved. This has now become a standing item on the agenda given its popularity and success. Future agenda items are likely to focus on the HR implications of the White Paper Success as a knowledge economy, the apprenticeship levy, performance and reward, UKVI issues and ensuring HR is change ready.
 
As part of UHRs CPD initiative, UHR South is hosting a workshop on Transformational Change on Tuesday 11^th October 2016 and many thanks to Southampton Solent University for providing the facilities to run what I hope will be an informative and enjoyable day. Whilst on the subject of CPD, UHR South does not currently have a CPD Co-ordinator. Should you be interested in taking up this role, which does not need to be filled by an HR Director please contact me at g.wright@brighton.ac.uk
 
Gavin Wright
Chair
UHR South

Congratulations to the following colleagues who will be taking up or continuing in roles on the UHR Executive, from 1 October in most cases.
 
Sandra Heidinger (University of Strathclyde), UHR Chair;
Keith Watkinson (Salford), UHR Vice Chair;
Margaret Ayers (Queen Mary, University of London), Secretary;
Alex Killick (Glasgow Caledonian), Treasurer;
Kath Clarke (Goldsmiths, University of London),
Clare Curran (Durham) and
Duncan Barratt (Westminster), (other elected members).

The following colleagues will be finishing their terms of office on the Executive in September, and we thank them for their valued contributions over the years:
Mary Luckiram (UHR Secretary, and previously UHR Vice Chair and UHR M25 Chair);
Chris Cox (UHR Midlands Chair);
Cathy Abu and Naina Patel (other elected members).

Executive members work very hard on UHR’s behalf in a variety of ways, in addition to their demanding day jobs as HR Directors, and we are very grateful to them all.

We are pleased to welcome and congratulate colleagues taking over lead HR roles, including;

• Jayne Billam (Nottingham Trent, since 1 April, leaving a vacancy at Lincoln);
• Sarita Godber (St Georges UL, from 1 July); 
• Tracy Hibbert (Bangor, from 1 August when Lyn Meadows retires);
• interim HR Director Darren Thurston (Royal Holloway, University of London, currently covering after Cheryl Newsome’s departure);
• and from 1 August, Philip Clarke at Hertfordshire, moving from the Open University.

We wish new and moving colleagues well for the future, along with those who are leaving, or have recently left, the sector, whom we also thank for their contribution, including; 

• Heather Paver, who is leaving Birmingham in the summer (Adrian Buckley will be holding the fort until an appointment is made);
• Martyn Holden, former UHR Midlands group Chair, retiring from Derby on 31 July (Peter Frost his deputy is acting up); and
• Karen Coombs, who left Falmouth on 31 May (Mark Smalley, HR Services Manager, is now the contact).

8 Jun
UHR Group Meeting: M25

8 Jun
[CIPD] The Art Of Influencing Line Managers

17 Jun
HR Directors' Day

24 Jun
UHR North East Meeting

24 Jun
UHR M25 HR Practitioner Meeting

27 Jun
Midlands Well-being and Engagement Network Meeting

30 Jun
Delivering Service Excellence - Birmingham

6 Jul
[CIPD] Strengthening Personal Impact

8 Jul
North West UHR Group Meeting

7 Sep
[CIPD] Evaluating the Impact of Strategic HR (Scotland regional event)

15 Sep
[CIPD] Power, Politics and Board Influence

19 Sep
[CIPD] The Art of Influencing Line Managers

20 Sep
Introduction to HE for Effective HR Professionals

21 Sep (provisional)
UHR/UCEA National Employee Engagement event
Keynote speaker Professor Ivan Robertson 

28 Sep (provisional)
UHR M25 Meeting

A full list of UHR events can be found here

USS member presentations now available to book
USS are launching a series of presentations to help members understand what the changes to the scheme mean for them. In particular the presentations will detail the new USS Investment Builder and the new choices members may wish to make.  Our communications partner, Mercer, will be supporting USS’s communications team in delivering the presentations.
 
The sessions will be held throughout June, July and September and will last for around 90 minutes.  These services are offered to USS employers free of charge on the basis of sufficient demand at individual locations. 
 
USS will also be running webinars and offer pre-recorded sessions for members to watch online.
 
Please contact Mercer on uss.presentations@mercer.com or 0113 3947717 if you would like to host a presentation at your institution.
 
Mercer can offer additional presentations including, pensions tax issues; preparing for retirement and; saving more and AVS, as well as one-on-one drop-in sessions.  

Please contact Mercer using the above details for more information and booking. 

ACU HRM Network Conference
Le Meridien Ile Maurice Resort, Mauritius 
16-19 October 2016
The seventh conference of the ACU Human Resource Management Network will focus on the theme of 'HR steps up', reflecting the need for HR practitioners to think of HR outside of its traditional role and more as a key resource in facilitating the achievement of an institution’s organisational goals.

Bookings open now

Chair
Kim Frost, University of London

Vice Chairs
Sue Chambers, Aberystwyth University
Sandra Heidinger, University of Strathclyde

Secretary
Mary Luckiram, City University, London

Executive Officer
Helen Scott, UHR

A full list of Executive committee members and of activities and projects in which UHR is involved is available on the UHR website.