The UHR Chair writes......Such a Time as This
 The Brexit vote on 23rd June came as a surprise to many of us. Universities operate in an international marketplace, attracting talent from all over the world, researching with collaborators on a global scale and contributing to and benefiting from competitively won research funding from outwith the UK. For many of us, the Brexit vote has brought a new period of uncertainty. I have heard tell of individuals declining to accept contractual offers, citing the insecurity regarding post-Brexit funding as a major factor in their decision to remain in their current European institutions. Faced with this uncertainty, there is inevitably some nervousness amongst EU/EEA staff within our sector. Despite assurances and the provision of information on applications for registration certificates, permanent residence status, citizenship application fees etc., uncertainty remains and HR must be at the centre of monitoring the impact of this on our staff and on potential new staff, thinking strategically about what actions are appropriate and, indeed, inappropriate, at this time. Add to this changes resultant from TEF, the Apprenticeship Levy, funding challenges, pension scheme issues, our ongoing strategies for staff performance management in preparation for the next REF and our continuing need to deliver efficiencies (to name but a few) and I quickly conclude that there has never been a busier and a more business critical time for HR practitioners to lead. As we start a new Academic year, I am delighted and privileged to be commencing as Chair of UHR at such a time as this. Now, more than ever, we need the top quality development, networking and communications support which UHR brings us. On a different note, I am delighted to confirm that a number of new colleagues have joined us on the UHR Executive, and others are taking on new responsibilities: Margaret Ayers (Queen Mary, University of London), Secretary; Clare Curran (Durham), Kath Clarke (Goldsmiths, University of London) and Duncan Barratt (Westminster), all elected to 30 September 2019; Jayne Billam (Nottingham Trent), UHR Midlands Chair; Paul Boustead (Lancaster), UHR NW Chair; Sue Midha (Cardiff), UHR Wales Chair; Mairi Stewart (St Andrews), UHR Scotland Co-convenor. Changing roles on the Executive, Keith Watkinson (Salford), becomes Vice Chair alongside Sue Chambers (Aberystwyth); Alex Killick (Glasgow Caledonian), is our new Treasurer; and Kim Frost (University of London Senate House and Operations), our outgoing chair, remains co-opted until 30 September 2017, chairing our new PR and communications group. 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, as well as to Mary Luckiram who, although she has completed her term on the Executive, continues to chair our Conference Committee. Next year's UHR conference will take place in Newcastle between 9-12 May 2017. For those of you who have not yet booked, bookings will reopen in early November. I look forward to meeting many of you then. Finally, as well as a revised calendar of CPD events, the UHR Mentoring Scheme is being relaunched as a key means of supporting the career development and leadership capability of HR professionals across Higher Education. Exactly what is needed at Such a Time As This. Sandra Heidinger,
UHR Chair & Director of Human Resources,
University of Strathclyde |
Legal update from Cloisters Chambers:
Data Subject Access Requests:
Do you have to say yes?
Yet another Data Subject Access Request (DSAR) has just landed on your desk from that staff member who is tricky. You know that a dispute is brewing, or there appear to be other ulterior motives for the request. What do you have to do? While most DSARs are made in good faith, and are easy to respond to, we are often asked what can be done when the DSAR is suspected of not being legitimate. Do such requests have to be answered; can one legitimately refuse the request? Can a search be restricted where an initial search produces an unmanageable amount of data?
The Data Protection Act 1998 regulates the processing by data controllers of personal data held electronically, or as part of a non-electronic relevant filing system. Data subjects have the right to access personal data to find out how a data controller is processing personal data and to whom it has been disclosed. Where providing personal data would disclose a third party’s personal data, data subjects may only access such personal data if the third party consents, or it would be reasonable for the data subject to access it without the third party’s consent. These provisions implement the EU Data Protection Directive 95/46/EC.
Can a DSAR amount to an abuse of process?
The touchstone for determining whether data is in fact personal data, or whether a request is an abuse of process, or is within the intention of the Directive and/or the 1998 Act. The intention was to enable individuals to obtain information about themselves and whether the processing of such information “unlawfully infringes his privacy” (Durant v FSA).
Consequently, the court in Durant emphasised that information merely mentioning a person’s name was not personal data.. Information must be “biographical in a significant sense,” going beyond merely recording involvement in an event. It must affect a person’s privacy.
Other cases have emphasised that a DSAR cannot be used “as a proxy for third party discovery” or to circumvent court disclosure rules. But it’s harder where there are mixed motives. The Information Commissioner’s Subject Access Code of Practice suggests that “a SAR that is made as part of a bulk request has the same legal status as a SAR that is made individually” and “the purpose for which a SAR is made does not affect its validity, or your duty to respond to it.” However, the courts take a difference stance: saying while mixed motives within a request don’t necessarily equate to an abuse of process, the test is whether “but for the collateral purpose the claim [request] would not have been brought at all” (Elliott v Lloyds TSB Bank Plc, Iesini v Westrip Holdings).
However, where the real purpose of a request was to obtain information about court proceedings, the request was an abuse of process: the litmus test being but for those proceedings, the request would not have been made (Dawson-Damer v Taylor Wessing LLP). Context is everything.
What constitutes a reasonable and proportionate search?
In Ezsias v Welsh Ministers, the High Court decided that it was only necessary to conduct a "reasonable and proportionate" search in response to a DSAR.
The Information Commissioner takes a tougher line: saying in its Guidance on disproportionate effort that the exemption from supplying data in permanent form on the basis of “disproportionate effort” should only be used in exceptional cases. Even if disproportionate effort can be shown, the Commissioner advises that a data controller ought to find alternative ways to comply with the request . The burden on data controllers to have to use “extensive efforts” to search for personal data which includes even a reasonable search of archived data stops where deleted data is concerned, saying it’s not necessary to reconstitute this even if were technically possible.
In contrast the court in Elliott v Lloyds TSB Bank Plc, overruling earlier IC guidance, decided that “the obligation to carry out searches is part and parcel of the obligation to supply the information … it would seem to me that the reference to disproportionate effort ... includes a reference to the search.” This decision can be relied on to narrow unreasonably broad requests. But beware: the bank had spent 188 hours searching for personal data about Mr Elliott before further searches were deemed disproportionate.
Conclusion
Care must be taken when seeking to refuse or limit a DSAR. Expert advice is recommended. Requests might be validly refused where the only purpose of a DSAR is to circumvent the usual disclosure processes as might those requiring disproportionate and unreasonable searches.
Rachel Crasnow QC and Sarah Fraser Butlin,
Cloisters Chambers
@RachelCrasnowQC
@CloistersLaw |
UHR CPD activities to suit every level and budgetThere are a lot of UHR CPD opportunities, and here we are featuring some that are available shortly. New UHR Mentoring Scheme launchesUHR’s new Mentoring Scheme has now been launched and applications are invited from HR professionals who wish to work with a trained UHR Mentor. If you believe a mentoring relationship would be beneficial given your current career development plans, the first step will be to discuss those benefits with your line manager. If you then decide to make an application to be matched with an appropriate UHR Mentor, go to the UHR website and complete the ‘Mentee Profile Form’ and ask your line manager to complete the ‘Line Manager Support Form’. Once completed, both forms should be sent to Lesley Broughton, CPD Coordinator. Much more information is available on the website and a ‘Mentee Handbook’ will be available to download, which explains how to prepare and get the most out of the mentoring experience. Sandra Heidinger, Director of HR at Strathclyde and Chair of the UHR Executive has recently attended UHR training for mentors, and had this to say: ‘ As well as providing first rate training on mentoring skills, the sessions also outlined the structure which UHR is putting in place to ensure consistent and high quality mentoring support for HR professionals within the sector. Mentoring support has been critical to me during my career in HR and I am delighted that others will now similarly benefit from the UHR Mentoring Scheme.’If you are a senior HR professional and wish to become a Mentor, there are still some free places available on the Mentoring Skills workshop running in London on 15 November, so book soon! There are also two places remaining for those who are already experienced mentors, on a half day refresher workshop on 28 October, for which you should email admin@uhr.ac.uk. Cross-functional Action Learning Sets for Deputy HR Directors start December 2016Action Learning is a powerful development experience for managers and leaders. An Action Learning Set (ALS) is a small confidential forum where each participant brings to the meeting an organisational task, problem, challenge or opportunity on which they intend to act. Through interacting with your peers you can gain greater insight and alternative perspectives on the issue. UHR is partnering with BUFDG, AUDE and UCISA (our equivalent organisations for Finance, Estates and IS professionals), adding the ‘multi-disciplinary’ element. So, you’ll be working alongside Deputy Directors in these different fields, which will greatly enhance the experience of the ALS for all participants. There will be 6/7 participants in each set, which will meet for one day every 6-8 weeks over an 8 month period. The first meeting will take place in London. After this, the participants will host the sessions in turn at their own institutions. All the sets will be facilitated. Four sets are planned, with the earliest starting on 8 December this year. The cost will be £649 per participant, representing c.130 per development day. Full information, including how to apply, may be found on UHR’s website www.uhr.ac.uk. Employment Law UpdateBookings for the ever-popular Employment Law Updates are now open via the UHR website, but be quick, spaces are going fast! Each institution has a limited number of free places. To support anticipated demand, sessions are running in Edinburgh on 25 November; Birmingham on 1 December and London on 13 December. Philip Lott will once again lead the sessions, and they are sure to be as entertaining and informative as before. He will cover cases of the year, developments in disability law, the latest news on the Trade Union Act 2016, termination payments, ‘Brexit’, and much much more. For the full programme, check out the website. CIPD PodcastsIf you can’t get to a UHR event, for those of you who don’t know, the CIPD publishes a new CIPD podcast on the first Tuesday on every month. Each episode is like a short radio show, focusing on a workplace or people management topic. To view the current and previous podcasts, which include topics such as Shared Parental Leave and Training Line Managers, go to www.cipd.co.uk/hr-resources/podcasts. |
UHR/UCEA Employee Engagement NetworksUHR and UCEA jointly run geographically based networks that are open to anyone in our member organisations who is interested in employee engagement. The networks have enabled colleagues from both practitioner and academic based areas, to get together and share their ideas on how the engagement and wellbeing agenda can be embedded further across the sector. A lot of work has been completed over the last two years, and the networks continue to grow and diversify by researching and developing practice around emerging themes across the sector.
Some of the topics that are currently being discussed in the networks are academic engagement, results based staff surveys, employee views of what engagement and wellbeing means for them in HE, HE wellbeing standards, supporting resilience and developing mental health strategies in HE.
In addition to the UHR/UCEA engagement toolkit, which is available for all HEIs to access through their HR department, there are a number of documents and practice based interventions that have been developed or are in development by the different regional networks. If you are interested in contributing to the engagement and wellbeing discussions and supporting this agenda then please contact the appropriate group directly for your area. Details are in the contact section of this newsletter.
We held a highly successful one day conference in September, bringing together the work of these networks, and the following articles are written by some of those who contributed. |
Reflections on the UHR UCEA Engagement ConferenceKatie Dodsworth and Ivan Robertson presented at the conference and write about their reflections on it here.
At Robertson Cooper, our mission is simple: to create more good days at work for everyone, everywhere. And for us, the recent UHR UCEA engagement conference was a very good day at work.
For us, wellbeing has always been an integral part of engagement. It is the bigger picture perspective of engagement; not just a one-sided view of what the organisation can get from its employees. It is the key that unlocks the incredible potential that both the organisation and the individual have when that individual is happy, healthy and connected; able and willing to be the best they can be. And at the Engagement conference it was great to see that broader definition of engagement being embraced and a real sense of genuine concern for the wellbeing and mental health of everyone within higher education.
Of course, every sector thinks that it is unique – and all are in some ways. In HE there are some unique challenges when it comes to the wellbeing and engagement of staff. Getting academic staff to identify with the organisation as much as with their profession, measuring performance, and clearly identifying who the customer is, are just three of the sector-specific challenges that were covered at the event. But, what came across to us, more than any of those challenges, was the unique position that higher education is in to shape the future of workplace wellbeing and mental health – because staff engagement doesn’t just affect staff, it has an impact on students too.
Previous research done by Robertson Cooper as part of a major project looking at wellbeing and engagement in higher education* found a link between the wellbeing of university staff and both research quality and the satisfaction of their students. You all knew that anyway. Happy, healthier, more connected staff equals better learning in students. But what about other influences? HE is the transition point for many young adults before they enter the world of work. The example HE sets as an employer that cares about its staff (and students) will set the tone for their expectations for work. What HE does to support students in building their confidence and capacity to manage their own wellbeing and mental health will set them up for the future. We dream of a revolution; one in which every employee expects a good day at work, but does not just sit there and wait for that good day at work to be created for them. They have the mindset and capability to make positive health, lifestyle and career choices that will support the wellbeing of them and those around them. Let that start in HE!
The conference was an opportunity to hear from a number of HE organisations about the progress that is already being made in this area: sector specific measures of engagement that help to target where to focus energies (though a reality check against other sectors is also useful in that regard), the introduction of a wellbeing and engagement framework for HE and inspiring programmes to address mental health, and stress or the wellbeing needs of particular worker groups.
There are undoubtedly still challenges and obstacles ahead, but we were encouraged by the tone of conversation and the bigger picture focus that was present in the room. Engagement is not an employee benefit. If you see it as such, it becomes a cost to the organisation, when in fact engagement and wellbeing are a benefit to the organisation, as well as to its customers and wider society.
* This project was funded by funded by the Higher Education Funding Council for England (HEFCE), Scottish Funding Council (SFC) and Higher Education Funding Council for Wales (HEFCW. A copy of the final report is available on the UCEA website.
Katie Dodsworth & Ivan Robertson,
Robertson Cooper |
Engagement in the North East: UHR launches its Engagement FrameworkAn engagement and wellbeing framework for higher education was launched by UHR at the recent conference. Developed by the North East network, the framework can be used to support the development and implementation of engagement and wellbeing strategies for HEIs.
The framework builds on the four principles of engagement identified in the McLeod report ‘Engaging For Success’, providing nine workplace factors that influence employee engagement and wellbeing. These related to the content of people’s jobs; the demands that they face, the control and influence they have over their work, and the support they get from their manager and other colleagues. Connected to this is the context relating to their job: how well defined is their role, do their working relationships ensure they are not subject to unreasonable behaviours, and how well are they engaged in change processes. At an organisational level, the context of people’s jobs is reflected in how they relate and interact with the organisation: do they have sufficient reward and recognition for their work, are they treated with fairness, and do their own personal values align to those of the institution.
For each of these factors the guide describes the organisational factors that have the potential to influence engagement and wellbeing and provides suggested organisational and local interventions that institutions can consider. These are supported by sample staff survey questions mapped on to each factor that are designed to help measure the impact of any interventions being introduced. To illustrate how other institutions have put this into practice, nine good practice case studies are included, highlighting initiatives such as employee volunteering, coaching, new manager development, specialist career pathways, academic staff engagement, and strategic planning.
UHR is grateful to John Hamilton, author of the Framework, for all his efforts and hard work; and to colleagues who provided case studies and other input.
The Framework can be downloaded from the UHR website. |
Engagement in Scotland:
Caring for Strathclyde's CarersAt the recent conference on Employee Engagement and Wellbeing, Alison Locke described Strathclyde’s ongoing journey to support its staff who are carers. Here’s her summary. Identifying Strathclyde’s carersAs there is no legal definition of a carer we had to decide how to identify our caring population. We sent out a staff survey, asking whether people believed that they fell within our definition and whether they would like direct contact about the support on offer. We amended our appraisal documentation to leave space for staff to confirm whether caring responsibilities impacted on the years’ performance and communicated the importance for managers to use these discussions as a forum to sensitively discuss carers’ issues. Policies The next step was for us to look at our policy offering. We developed a Carers policy, which was well received and contributed to by our Trade Union partners. Other policies were amended because whilst overall they were helpful for carers, they did not fully recognise their needs. For example carers applying for flexible working may need to make more than one application in a year and may not need a permanent contractual change to their role. The policy now recognises this. Workplace support As a Gold Healthy Working Lives employer, we have a range of workplace support. This includes stress management support; annual lifestyle health checks; and access to a counselling and employee assistance programme, which includes a 24/7 helpline, counselling sessions and online resources, tailored for carers. We also have chaplaincy services, free daily mindfulness classes and classes and services offered by our sports centre. However we needed to do more to signpost carers to these support mechanisms and used the policy as an opportunity to do that. Communication, awareness raising and trainingAs a result of identifying our carers, we have been able to target communications about the policy and carers events. Our first internal carers’ event was successfully hosted during Carers Week 2016, with support from internal departments and external bodies who offered practical advice to our carers. A key area of ongoing development relates to staff training. Our focus is on developing an appropriate training offering that raises awareness and gives managers the confidence to deal with issues as they arise. Peer supportWe facilitated focus groups with our carers, which allowed for great examples of support to be shared and some frank discussion about where we can improve. This was also the first time that we had brought our carers together - a real focus for us this academic year. Our first carers’ group meeting will take place this semester. The format and regularity of meetings is for our carers to decide but we already have lots of ideas about how the group will provide the internal and external peer support that our carers tell us they would like. Our work continues but we are delighted to have been awarded our Carer Positive Engaged status by Carers Scotland, on behalf of the Scottish Government.  Alison Locke, HR Manager,
University of Strathclyde |
Engagement in the North West: MHFAKaren Cregan, the NW network’s co-ordinator writes below about their work on Mental Health First Aid.
One piece of work that has been created between the North West network, Mental Health First Aid England (MHFE) and Student Minds is a one-day Mental Health First Aid (MHFA) course, which has been specifically created for the HE sector. The MHFA Toolkit for staff and students is an educational course, which teaches people how to identify, understand and help a person who may be developing a mental health issue. Developed in Australia in 2000 and now internationally recognised in 23 countries, the MHFA course teaches people how to recognise the signs and symptoms of common mental health issues, provide help on a first aid basis and effectively guide someone towards the right support services.
A group of existing MHFA trainers were trained earlier this year, to deliver the 1 day MHFA-HE course to 190 individuals within 15 HEIs across the United Kingdom. The programme included a variety of active participation learning methods including PowerPoint presentations, case studies, video clips and role-playing. A pilot of the course was completed earlier this year with the evaluation results finding a significant improvement in participants having the confidence to help a colleague/student who appears stressed or down. In addition, a significant improvement pre and post measure was found for an individual’s personal confidence of how best to signpost others with a mental health issue.
Based on the evaluation results, MHFA are currently finalising the documents and materials needed to be able to formally provide the MHFA-HE course as a resource to this sector. It is hoped that the new one day course will be available from November 2016. If anyone is interested in finding out more about this course and how this can be adopted as part of a wider strategy within your institution, then please contact Karen Cregan at the University of Chester on 01244 511816/512250 or speak to MHFA England directly by calling the training team on 020 7250 8062. |
Engagement and Wellbeing in the Midlands: update on our current workGill Newis writes here about the Midlands network’s recent meeting.
Niamh Kelly, Deputy Director of HR at Wolverhampton, outlined the university’s journey to being accredited with the Workplace Wellbeing Charter, and the ‘Grab and Go’ lunches project, which the Catering department saw as an opportunity to engage with students while developing a healthy, cost-effective lunch option across campus. Margo Campbell, spoke on Public Health England’s Workplace Wellbeing Charter in Birmingham and Philippa Hawkins, Head of Wellbeing Services – Workplace Wellbeing, University of Birmingham gave an update on the HEOPS (Higher Education Occupational Physicians/Practitioners) Guidance on the provision of Occupational Health services for HEIs.
Topics for future meetings include mental health first aid, impacts of being a carer on students and staff and ergonomics of office layouts and their impact on wellbeing. |
Engagement in the South West and Wales: the co-ordinator reportsDeborah Griffin at Bath co-ordinates the network and reports on their work.
The most recent meeting was attended by 14 HR staff, representing 9 institutions (including colleagues from Wales for the first time). We continued with the theme of ‘career pathways for academic staff’. Dr Colleen Harding, Head of Organisational Development at Bournemouth University presented on the project she is leading on ‘Transformative Career Progression for Academic Staff’, which aims to identify the key career intervention points for academic staff and explore how coaching and mentoring can support career development. The outputs of the project include providing a model to support career development and the creation of a career intervention tool. Network members contributed ideas for the development of the intervention tool. Colleen also provided an update on the work at Bournemouth to improve the alignment between the academic career framework, talent and succession planning.
The next meeting will look at the shifting HE landscape, TEF and the implications for HR.
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UHR South West Group UpdateUHR is divided into nine geographical groups, with the chair of each group being a member of the UHR Executive. The groups vary in how they function, usually with termly meetings for HR directors, and some other activities for other HR professionals. We include an update from a different group in each e-newsletter, and this time, the update is from UHR South West, where Arlene Stone, HR Director at Bath Spa, became Chair earlier in the summer, and she writes...
I have always gained so much from the UHR group meetings myself and would thoroughly recommend getting yourself involved. With a large geographical spread in the South West from Gloucestershire to Falmouth in Cornwall we still manage to meet regularly and share information, challenges and ideas.
We try to extend the concept of learning from each other much wider than just HRDs and have run regional training events, including recently, the CIPD-facilitated, Art of Influencing Line Managers, at Exeter, for HR Advisers and Business Partners. Recently we have found actions around engagement to be a common theme, as you'll have read earlier in this e-newsletter.
We look forward to continuing the theme of learning from each other in the next year and using that to tackle some of the challenges ahead. |
UHR ExecutiveIn addition to those mentioned in the Chair’s report who are changing roles or leaving the Executive, we are grateful to Chris Cox (former UHR Midlands Chair), Cathy Abu and Naina Patel (other elected members) who have completed their time on the Executive. |
Starters and LeaversWe are pleased to welcome and congratulate Nigel Waugh, Mark O’Dwyer and Lydia Ross, taking over the lead HR roles at Birmingham, Derby and Robert Gordon respectively; and to wish the best to those taking on interim and acting HR lead roles including John Parr at UCL, following Nigel’s move to Birmingham, and Michelle Punt at Sussex. We wish new and moving colleagues well for the future, along with those who are leaving, including Jane Somerville (Sussex), and retiring, particularly Sean McGuickin (Belfast) and Chris McNairney (NUI Galway), who represented Ireland on the UHR Executive. |
Dates For Your Diary 19 Oct 2016
Midlands Wellbeing and Engagement Meeting
Newman University
20 Oct 2016
UHR South West Group Meeting
University of the West of England
27 Oct 2016
UHR Scotland Group meeting
28 Oct 2016
The Effective Mentor
BMA House, London
Nov 2016
M25/South East Regional Engagement Network
South East
8 Nov 2016
[CIPD] Evaluating the Impact of Strategic HR (Wales regional event)
In partnership with CIPD
Cardiff
15 Nov 2016
The Effective Mentor
BMA House, London
Nov 2016
Scotland Engagement Network
Scotland
25 Nov 2016
Employment Law Update - Edinburgh
University of Edinburgh, Edinburgh
25 Nov 2016
UHR M25 HR Practitioner Meeting
Kings College London
28 Nov 2016
North East Regional Engagement Network
Northumbria University, Newcastle
Nov/Dec 2016
North West Regional Engagement Network
1 Dec 2016
Employment Law Update - Birmingham
Birmingham City University, Birmingham
2 Dec 2016
North West UHR Group Meeting
Lancaster University, Lancaster
2 Dec 2016
South West/Wales Engagement network
University of the West of England, Bristol
7 Dec 2016
UHR M25 Meeting
Gordon Room, Senate House, London
8 Dec 2016
Multi-disciplinary Action Learning Sets
London
For Deputy HR Directors
13 Dec 2016
Employment Law Update - London
Woburn House, London
8 Feb 2017
Showcasing Good Practice
London (bookings open late November)
9-12 May 2017
UHR 2017 Conference & Exhibition
Hilton Newcastle Gateshead
A full list of UHR events can be found here
We are now actively building next year’s programme. If you would like to propose an event, please contact Lesley Broughton, CPD Co-ordinator. |
Other HE Updates & EventsHE Shared Legal: The ‘in house’, shared legal service for HE institutions
Thursday 20 October
Conference Aston, Birmingham, B4 7ET
Gain a detailed introduction to the HE Shared Legal service and the experiences of its users. This complimentary event will include: - an insight into the nature of the service and its operations
- an indication of the benefits to be gained from a subscription to the service
- a chance to question current subscribers about their use of the service to date
- an opportunity to raise current legal topics of concern to the sector
- scope for informal discussion with service personnel
Lunch, tea and coffee will be provided.
Email Natalie Hugo or call on 0141 237 5880 to book your free place or obtain further information. As places are limited, early booking is recommended. |
Flying Higher:
The Programme for Aspiring RegistrarsNow open for applications
UHR is once again supporting the AHUA’s Flying Higher programme, currently in its seventh iteration, and now open for applications.
The programme is aimed at staff actively considering a move into the role of Registrar/COO. It offers participants a unique opportunity to explore this diverse and challenging role, and to reflect on their readiness for it or other leadership positions.
It is suitable for those currently working at the level of Director/Head of any of the professional services and would suit a HR Director considering this future career move. The nature of the Programme also means that it will appeal to those wishing to take stock of their career and maximise their potential.
The deadline dates for applications is Friday 28 October 2016 and the programme will start in January 2017.
For more information and a copy of the application form, please visit the AHUA website.
If you would like to discuss your application in further detail, please email Catherine Webb, Executive Secretary or call on 0161 275 8060. |
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UHR/UCEA Engagement Network Contact Details |
01 October 2016 
Helen Scott, Executive Director
