Transforming Together: The People Team’s Impact on Creating a Global Education Group

People Team

Coventry University Group’s People Team has been at the forefront of a transformational organisational change, reshaping the institution into a global Education Group. This large-scale restructure involved aligning multiple new entities, integrating HR systems, harmonising policies, and embedding more efficient ways of working. Despite the complexity, the team successfully navigated simultaneous transformation projects, including a new people system implementation, all while maintaining business continuity.

A key achievement has been the shift from a transactional HR function to a strategic partner, with greater trust from leaders and a seat at the Executive table. The team played a critical role in coaching and upskilling managers, streamlining operations, and ensuring a more agile, data-driven approach to workforce planning.

The changes have enhanced organisational effectiveness, removed duplication, improved cost efficiencies, and created a more connected People Team, all while maintaining a strong employee relations track record. The transformation is ongoing, but the People Team’s ability to connect the dots, challenge inefficiencies, and embed sustainable workforce strategies has positioned the organisation for long-term success. This project serves as a model for HR teams managing large-scale change in complex environments.

Middlesex University Continuous Improvement Toolkit

Organisation and Staff Development

The Continuous Improvement Toolkit at Middlesex University has been created to support new managers through self-led learning, Lean methodologies, and structured problem-solving techniques. It fosters efficiency, leadership, and adaptability, aligning closely with Middlesex Strategy. Blended support, including peer collaboration, coaching, and mentoring, enhances learning The toolkit integrates practices to support local leadership and teams working together to enhance efficiency, effectiveness, through shared goals and teamwork to drive organisational success and pride.

Transforming Academic Promotions: A Strategic Approach to Recognition, Inclusion, and Leadership Development

Human Resources & Organisation Development

The University of Stirling has transformed our Academic Promotions approach, embedding fairness, transparency, and strategic alignment to support talent development and long-term institutional success. This work has driven cultural change - ensuring promotions are recognised as a key enabler of career development and progression.

Through our data-driven, continuously evolving approach, we proactively review detailed promotions data and commit to regular debriefs to refine the approach, ensuring it remains responsive, equitable, and aligned with institutional goals. Through enhancing our academic promotions approach, we have:

•Increased successful applications from 88% (2020) to 95% (2024)•Achieved a 5.2% rise in female academic leaders (2018 – 2024)

•Contributed to reducing our gender pay gap from 18.7% (2020) to 13.9% (2024)

•Driven a 20% increase in promotion applications from female staff, with 51% of successful promotions awarded to women(2022/23).

Our individual-centred approach ensures that merit is the defining factor in career progression, with promotions awarded at the appropriate level based on achievement. By integrating structured feedback, holistic criteria, and tailored support, we have created a model that is replicable across the sector.

This initiative demonstrates how a strategic, inclusive, and continuously improving promotions approach can drive meaningful organisational change, enhance academic careers, and contribute to sustainable institutional success.

Pathway to Permanency – transforming the working lives for our fixed term staff

The Employee Relations and People Partnering Services Teams

Reducing our reliance on fixed-term contracts is a challenge for the entire Higher Education Sector. For years the sector has struggled with this issue and the unions have led campaigns, including industrial action, which has blighted industrial relations locally and nationally.

At Ulster we set out to break this paradigm through innovative thinking and collaboration with the unions. The ‘Pathway to permanency’ project has delivered the following.

•Formal ‘sector leading’ local workplace agreements with the unions.

•Procedures which have reduced our reliance on fixed-term contracts.

•Joint oversight arrangements in relation to the operation of the workplace agreements.

•The agreements have acted as a catalyst to help support improved industrial relations.

We have demonstrated that through effective and honest local negotiations, trust can be established, and this issue can become a ‘shared problem’ for the employer and the trade unions, which can be resolved in partnership.

HR professionals don’t need to put this on the ‘too difficult list’, solutions are possible.

University of Warwick: Developing a Coaching Culture using Operational Coaching®

Talent and Development

The University of Warwick embarked on a transformative culture change programme which is changing the management style fromone of ‘telling and doing’ to an enquiry-led coaching approach. Working in partnership with Notion and using their Operational Coaching® approach and STAR® model, the Talent and Development team is rolling out the innovative STAR® Coach programme across the University’s leader and manager population of 2,500 people, which will enable them to deploy coaching skills and behaviours in the flow of work.

A pilot programme in the University’s Campus and Commercial Services Group delivered outstanding results including a 900% return on investment, a 22% improvement across 9 core management competencies and a 113% increase in the amount of time managers spending in coaching.

Key learnings to date are significant and demonstrate the importance of an executive-level sponsor, strategies for delivering the programme at scale, the importance of choosing the right early adopter departments, and how to create engagement, buy-in and excitement.

Edge Hill University: Women's Health and Wellbeing Strategy

Human Resources

Edge Hill University developed and launched a Women’s Health and Wellbeing Strategy to address the gender health gap in the workplace, improve support for women’s health concerns, and promote a more equitable and inclusive culture.

The strategy spans five key areas: Menopause, Menstruation and Gynaecological Health; Mental Health and Wellbeing; Physical Health; Pregnancy and Maternity; and Fertility. It also covers sensitive issues including baby loss, domestic abuse, and sexual misconduct. Combining data analysis, policy development, manager training, staff support programmes, and cultural awareness initiatives, the strategy has already delivered tangible results, including an 8% reduction in long-term absence rates, saving approximately £165,000 in associated costs.

By embedding women’s health into wider HR processes, health and safety governance, and EDI strategies, the University is building a supportive, health-literate culture where staff feel empowered to disclose health issues and access timely support. This innovative, holistic approach demonstrates how data-driven insight, cultural change and practical support can combine to improve wellbeing, retention and organisational performance — providing a replicable model for other institutions across the sector.

From Insights to Action - Leadership, Learning and Development at King's College London

Organisational Development

King’s College London (KCL) overhauled its learning and development (L&D) strategy to address low staff satisfaction, limited career progression, and high attrition. Previously reliant on external providers, KCL leveraged its Business School’s expertise and transitioned to hybrid learning, increasing training interventions from 600 to 7,400 annually whilst maintaining existing budgetary requirements.

The introduction of four targeted development pathways enhanced career growth, boosting internal promotions by 20% and reducing attrition from 10% to 6%. Diversity and inclusion initiatives helped narrow the gender and ethnicity pay gaps by 4.4% and 4.6%, respectively. Staff satisfaction with L&D more than doubled, and a £3.20 return per £1 invested demonstrated financial sustainability.

By improving accessibility, efficiency, and effectiveness, KCL has set a benchmark for higher education institutions, fostering a more engaged, skilled, and diverse workforce while strengthening its long-term organisational success.

Kingston University - Town House Strategy - People Plan

HR

The People Plan is a transformative initiative designed to embed a values-led, high-performance culture and equip staff with the skills and motivation needed for success. A key strand of the Town House Strategy that has strengthened reward and recognition, performance management, learning and development, belonging and a values-led culture.

Highlights include our Values Framework, providing clear behavioural examples. Values are now embedded in processes and faculty operations, with an interactive toolkit supporting staff in applying them. Our appraisal approach was overhauled following previous low engagement, leading to 100% completion and a more meaningful experience. Learning and development opportunities have expanded, with improved accessibility, a centralised Learning Hub and coaching in the workplace. Reward & Recognition Framework has enhanced benefits including a defined contribution pension, while the People Awards recognise contribution.

Key learnings include buy-in from the top and involving stakeholders in the design principles, and ensuring there is equity placed on design, implementation and embedding. Solutions have adapted to suit all personas whilst ensuring a one-University culture.

We are delivering measurable benefits across all people initiatives, as well as improved alignment with our corporate strategy and an enhanced HR effective service and offer that is recognised as a strategic partner.

Tangibly and Measurably Shifting Culture

People Experience & Culture

The University of Derby (UoD) is on a transformation journey driven by the acknowledgement that the world of Higher Education is evolving. Students, industry partners and staff demand more: more value, more impact, more relevance. They expect more than academic excellence; they seek a seamless, enriching, and dynamic experience. In an era of intense competition, financial pressures, and rapidly changing industry demands, UoD are embracing transformation to secure their place as a leading, modern university.

Recognising that transformation is not just about what they do but also who they become, Derby is making great of what is already good in their DNA, and have defined 5 Cultural Shifts:

1.Mutual Trust

2.Customer Centricity

3.Enterprise Leadership

4.Belonging

5.Continuous Improvement

UoD are tangibly and measurably driving culture change as the core to a successful transformation through culture enabling strategic ambitions through organisation-wide ownership and local actions plans, empowering local action, extensively embedding culture change to make it happen and encouraging accountability through metrics and progress tracking. 

Strathclyde: People Policy Forum

HR - Employee Experience Team

The University developed a Policy Forum to reflect their commitment as a socially progressive organisation which puts people, and their views, at the heart of what we do. The Forum has been fundamental in developing employee voice, improving trade union relationships, and supporting HR to successfully progress a significant number of policies in a short space of time to effectively support our colleagues. It has been integral to increasing engagement with colleagues in relation to policy development. Our ‘Plain English’ approach to policy drafting, with a less formal, more conversational approach, has made our policies more accessible and relevant to the whole range of staff who work at the University.

Co-Creating a New Approach to Equality Impact Assessments

The Equity and Inclusion Team

In 2024, the Equity and Inclusion Team at CCCU developed a new Equality Impact Assessment (EIA) process to assist with the embedding of equality considerations into the day-to-day operations of the university. After a co-creation phase in which CCCU staff fed into the process via engagement sessions and tested the new documents, the project is now in its implementation phase. EIAs are being conducted by Change Leads in the university’s current restructure of all of its areas, and the requirement to do an EIA will be embedded into the approval processes of restructured departments. Consultation with the community is central to the EIA as one of its key stages, is designed to continue consultation beyond submission through the work of the EIA Peer Review Group. The new EIA process is effective in guiding careful consideration of impacts of new policies or decisions and in supporting the creation of clear action plans to mitigate negative impacts and sustain positive impacts.

Edge Hill: Supporting new mothers after maternity leave

Human Resources

Edge Hill University conducted original research into the re-onboarding experiences of new mothers returning from maternity leave. Using the IGLOO model, the University has developed a holistic, multi-layered approach to enhance manager support, policy, processes, and peer networks. This innovative, evidence-based work has already led to improved flexible working approval rates, enhanced OMP, and the creation of a thriving parent network. The project delivers measurable benefits for wellbeing, retention, and inclusion, providing a replicable model for the sector.

Future Leaders and Innovators Graduate Scheme: the diverse leadership talent pipeline

Future Leaders & Innovators Graduate Scheme

Launched in 2024, the scheme aligns with University of Exeter Strategy 2030, offering rotational placements across Professional Services and a specialist Digital & IT stream. With a strong emphasis on inclusivity, it has significantly increased applications from underrepresented groups.

Graduates receive structured learning, senior mentorship, and professional accreditation, ensuring they develop the skills required for leadership roles. The scheme has embedded itself across all nine University divisions, fostering cross-functional collaboration and strategic workforce planning.

By investing in future talent, the University of Exeter is shaping the next generation of sector leaders, ensuring long-term impact on institutional performance and the wider Higher Education landscape.

How Manchester Metropolitan University is becoming an intentionally inclusive University

EDI Team

Through its ambitious Inclusive & Diverse Culture and Great Place to Work strategies, the University is fostering a thriving community that drives meaningful change locally, regionally, and globally.

A cornerstone of this commitment is the development of the University’s flagship Inclusive Leadership Model - a bespoke framework designed to reflect its unique environment.

This model underpins Intentional about Inclusive Leadership (IAIL), a pioneering training programme built on five key principles: Empowerment, Authenticity, Collaboration, Fairness, and Valuing Diversity. Initially created for the leadership community, IAIL has since expanded to all employees, reinforcing a culture where inclusive leadership is embedded at every level.

The programme led to a measurable cultural shift within the institution, with increased representation across key colleague demographics, who also have increased engagement and positive perceptions of the University. Externally, the work has been recognised as best practice – further cementing our already strong employee value proposition, enabling us to be even more competitive in a crowded recruitment market.

Ulster University: Returning Carers’ Scheme

EDI team (Athena Swan)

Ulster University established the Returning Carers’ Scheme in 2017 to support colleagues returning from extended care leave to boost their career development. With people at the heart of Ulster’s strategy, the scheme recognises the whole person and the importance of home and career balance within a supportive culture of learning.

Part of the University’s progressive Athena Swan commitment, the Returning Carers’ Scheme plays an important part in work/life balance, wellbeing and investing in our people. The Returning Carers’ Scheme is designed to support all staff of all genders who are returning to work after a significant period of leave taken for caring responsibilities. It aims to enable colleagues to regain momentum in their careers and reintegrate smoothly into their professional roles. 

A period away from work, in whatever caring circumstances, can be unsettling, with colleagues often keen to return to work but apprehensive about how to pick up the reins of their career, settle back into the workplace with a pathway ahead, and balance personal responsibilities with career reinvigoration.

Whether caring for young children, elderly relatives, or family members with disabilities or illnesses, Returning Carers’ provides practical investment, reassurance and confidence at a time when colleagues may value it most.

University of Birmingham Apprenticeship Scheme

Apprenticeship Team - Professional Services HR Advisory Team

The University of Birmingham new entrant apprenticeship scheme demonstrates a unique recruitment and talent development programme which supports both diversifying our workforce and filling hard to fill posts. The scheme not only delivers a bespoke recruitment service but supports the apprentice and line manager throughout the employment journey with training, development days and even an outward-bound visit to the lake district. The scheme has demonstrated outstanding success with 110 apprentices progressing into permanent roles in the University, good rates of apprentice retention and career progression.

From Transactional to Strategic: Coventry’s Recruitment Evolution

People Team

Transforming Recruitment: A Strategic, Data-Driven Approach

Faced with rising costs, inefficiencies, and inconsistencies in recruitment, our HR team implemented a strategic, commercially focused resourcing model that has transformed how we attract, recruit, and reward talent. Moving away from a transactional, agency-reliant process, we established a centralised in-house recruitment function, improving efficiency, financial sustainability, and candidate experience.

Key achievements include:

£432K in cost savings within 12 months through reduced agency reliance and targeted recruitment campaigns.

Offer acceptance rates increased to 97% by embedding a total reward approach.EDI integration, with real-time data monitoring ensuring more diverse and inclusive hiring.

A cultural shift, with hiring managers now collaborating strategically on workforce planning.Improved vacancy control, reducing like-for-like replacements and ensuring recruitment is future-focused and cost-effective.

Salary forecasting capabilities, enhancing workforce and financial planning.

This transformation highlights HR’s role as a strategic enabler, aligning recruitment with organisational sustainability and workforce diversity, and ensuring we attract and retain the talent needed to support Coventry University Group’s long-term success.

UEL Shared Success Award: Transforming Recognition and Performance

People & Culture

The Shared Success Award (SSA) is the University of East London’s (UEL) pioneering financial recognition programme, designed to align reward with performance, development, and institutional success. Unlike traditional bonus schemes, the SSA is embedded within UEL’s Performance Development Cycle, ensuring that individual, team, and institutional achievements are transparently recognised and rewarded.

Since its launch, the SSA has driven a cultural shift at UEL, increasing employee engagement, performance alignment, and participation in professional development. In 2023/24, 96% of staff completed their Performance Development Review, up from 66% in 2020/21. Staff feedback has shaped its evolution, leading to a new approach to individual awards, linking recognition to PDR ratings for greater fairness and transparency.

By fostering a culture of shared success, the SSA has contributed to UEL’s rise in national rankings, staff engagement, and financial performance. It is now a blueprint for performance-based reward in higher education, demonstrating how structured recognition can motivate staff, align contributions with strategy, and drive institutional excellence.

University of Oxford – Pay & Conditions

Pay & Conditions

When the Vice Chancellor of the University of Oxford took up office in January 2023, she set out a commitment to ‘shifting the dial’ in how the University invests in people and commissioned a comprehensive independent review of the University's pay and conditions. The findings of the review were published in May 2024 and a package of measures announced in response to the recommendations.

The package of measures to be taken in response represents a commitment of approximately £129 million over five years to action across pay and non-pay benefits, to transform the culture of how we invest in people at Oxford. The measures are laying the foundations for a pay and conditions framework that is firmly rooted in the University's pursuit of excellence and will ensure we can continue to attract and inspire the brightest minds from across the globe to teach, learn and deliver world-leading research as part of a flourishing, diverse and international academic community.

University of Cambridge: Staff Wellbeing

University of Cambridge Staff Wellbeing Team

In a short time, the Staff Wellbeing agenda at the University of Cambridge has brought fresh energy, expertise, and determination to establishing a transformative approach to wellbeing. Navigating the complexities of the university, the work has focused on building strong stakeholder relationships and seizing every opportunity to drive meaningful change. Through strategic initiatives and thoughtful engagement, a solid foundation has been laid for a supportive, healthy work environment where wellbeing is prioritised. This progress has already sparked a ripple of positivity across the university, laying the foundation for wellbeing to become embedded in everyday practice.

Marked by growth, resilience, and collaboration, the agenda has made a significant impact in a short period. With the groundwork firmly in place, efforts will continue to expand and sustain long-term success.

Staff Wellbeing at Cardiff Met

Wellbeing & OD Team

At Cardiff Met we are proud to put the wellbeing of our students, our staff and all of our communities at its core. We recognise that to continue to be outstanding in our field, we need to ensure that we look after our people so that we give them the tools and opportunities needed to build resilience, access support and drive excellent performance.

Our wellbeing offering aims to do just this- by being creative, proactive and visible we support our people to be the best they can be. There is always more we can do; however, we are flexible and approachable, encouraging our staff to support one another- whether that be through their role as Mental Health First Aiders, engaging in our seasonal wellbeing events or by just creating spaces and opportunities for people to talk without the fear of judgement.

Ever since the COVID19 pandemic we’ve embraced the fact that our employees have different needs, different ways of working and also different challenges. Our wellbeing offering has therefore tried to ensure that people have the support they need to perform at their best and that we will always aim to remove any barriers to their wellbeing which impact this.

The University of Surrey’s Wellbeing Programme

OD & EDI Team

The Wellbeing Programme is a holistic and positive approach to workplace wellbeing, targeting multiple areas, designed to embed a culture of mental health awareness and support across the University. By centralising the Wellbeing Champion network, ensuring comprehensive training for Managers, and using data for insight, and fostering inclusivity, we have created a model that is both effective and sustainable. This initiative empowers employees by providing accessible resources, trained champions who offer guidance and signposting, and highly skilled managers, contributing to a healthier and more engaged workforce.

Key learnings from the project highlight the importance of a multi-area approach and not doing only one initiative at a time, implementing structured wellbeing networks, targeted training, and data-driven decision-making to drive awareness, accessibility and support. Our approach includes Mental Health First Aid certification for all champions, dedicated training on equality, diversity, and inclusion, and coaching skills to enhance wellbeing conversations. Additionally, integrating wellbeing into leadership development, new starter inductions, and staff engagement strategies ensures long-term cultural change.

Through our Wellbeing Roadshows, awareness and engagement have significantly increased, demonstrating the impact of active promotion. The initiative serves as a best-practice model for other organisations looking to enhance wellbeing, reduce workplace stress, and improve overall organisational performance

Sussex Wellbeing Festival

Wellbeing & OD Team

The Wellbeing & OD team at Sussex organised a Wellbeing Festival on a minimal budget to enhance the mental, physical, and financial wellbeing of staff. The festival featured inspirational speakers, fitness activities, and learning opportunities, both on-campus and online, with some sessions recorded, ensuring accessibility for all staff. Speakers included kindness and nutrition experts and a ‘happiness’ author, whilst activities such as walks, meditation, silent discos, crochet and art meant that there was something for everyone. A wellbeing room offered the chance to connect with staff networks, get a health check or a free smoothie or chai.

Feedback showed that staff felt refreshed, rejuvenated and connected with each other after the festival, and even those who couldn’t attend really felt an increased sense of the importance the University places on their wellbeing. The long-term benefits of the festival continue to be felt around the University, with staff feeling more appreciated, and having better connections with their colleagues – as well as some coming away with new pastimes, and new friends to share them with. One staff member commented: “This was the best thing that has been laid on for staff since I've been working at the university (15 years).”

Durham University: Digital Capabilities Project

Digital Capabilities Project - CIS

Durham University’s Digital Capabilities Project has transformed the way our staff engage with digital tools. Influenced by insights from the 2021 staff survey, the project targeted under-engaged groups with tailored training, a comprehensive resource hub and the innovative Jisc discovery tool.

With over 3,400 accesses to our resource hub and exceptional training attendance, the programme has significantly boosted digitalskills and confidence across the university. Collaboration between internal teams, student digital leaders and external experts has made the training dynamic and relatable – with testimonials like “this training has changed my life” highlighting its impact.

By reducing the need for external support and fostering a culture of continuous learning, this initiative has not only enhanced operational efficiency but also positioned Durham as a leader in digital transformation. Its scalable, replicable model offers valuable insights for other institutions seeking to drive digital change and innovation.

Harnessing Artificial Intelligence for Job Evaluation

Leeds Trinity University People and Culture Team

This innovative project set out to modernise HR process using machine learning to reduce subjectivity, save administrative time and improve quality outcomes, overcoming financial and resource constraints, and providing students with valuable real-world research experience.

An example of co-creation between Professionals, Academics and students coming together to foster cross-disciplinary innovation and developing an AI-driven tool applicable across the HE sector. Key achievements include accessing alternative funding streams to drive innovation, establishing the use of AI to augment an HR process, potentially across multiple sectors (including NHS where resources are limited), as well as enhancing student’s learning and the university’s reputation.

University of Surrey HR: Embracing AI for innovation

HR

The HR team at the University of Surrey has taken a practical approach to digital transformation by embracing artificial intelligence (AI) to enhance efficiency, service delivery, and innovation.

Through a structured initiative, including a dedicated ‘AI Day’ and a series of learning sessions, the team has actively explored how AI can be integrated into their daily work.

This initiative has empowered HR professionals to experiment with AI tools, streamlining processes such as policy drafting, trend analysis and administrative tasks.

By fostering a culture of innovation and digital confidence, the team has not only improved productivity but also hopes to set a foundation for long-term AI adoption within the university.

The impact of this project is already evident, with measurable improvements in efficiency, enhanced decision-making, and positive engagement from staff. The initiative serves as a model for other institutions looking to harness AI in a practical, people-focused way.

People Powered 2030 – Emphasizing HR’s role in driving the Group’s 2030 strategy

People Team

Our People Team has led a ground breaking transformation, redefining how we operate as a global education group. Through innovative restructuring, we have moved beyond traditional university models, creating a sustainable, agile workforce that aligns with the Group’s 2030 Strategy.

We have maximised the Group structure by establishing new legal entities, enabling more flexible employment models and financial sustainability. Our leadership in organisational change—managing TUPE transfers, streamlining operations, and embedding a digital-first approach—has driven efficiencies and cost savings.

Without reliance on external specialists, our team has delivered sector-leading initiatives, challenged legacy structures, and shaped a high-performing HR function that influences business strategy. We have embraced new ways of working, fostered collaboration, and upskilled leaders to navigate change effectively.

By pioneering this transformation, we have positioned HR as a strategic enabler, ensuring Coventry University Group is future-ready, globally connected, and operationally resilient.

Together We Transform: A Collaborative Change Agenda

Human Resources Team

Faced with significant organisational challenges, the University of Northampton’s HR team led a transformational workforce planning initiative that was strategic, data-driven, and people-focused. In the absence of a Director of HR, the HR Executive Team embraced a collaborative leadership model, ensuring seamless decision-making and a values-led approach to organisational change.

The team integrated real-time workforce analytics through technology, HR enhanced decision-making, improved efficiency, and introduced an iterative, data-led EIA process, ensuring workforce changes were transparent, fair, and inclusive. A meaningful collective consultation process empowered staff to contribute solutions, preserving jobs and fostering engagement.

This initiative has set the foundation for technology-driven HR enhancements, predictive analytics, and long-term workforce sustainability. The HR Portal developed during this project is now influencing broader digital transformation efforts across the University.

Beyond this project, the HR team has grown in leadership, strategic influence, and innovation, ensuring that HR remains a driving force for institutional success. This work is a blueprint for values-driven workforce transformation, demonstrating that collaborative leadership, data-led decision-making, and meaningful engagement can create lasting impact.

Empowering People

NTU HR Team

The NTU HR team has effectively driven the "Empowering People" theme of the University strategy, promoting collaboration, innovation, and disruption to benefit both staff and students. Their initiatives have helped NTU adapt and succeed in the evolving higher education (HE) landscape. A key achievement was stepping into local collective pay bargaining, adopting a total reward approach to improve negotiations on pay, benefits, and rewards. Partnership working with trade unions led to agreements, ensuring stability for colleagues and the University.

The HR team also introduced a market-based reward framework, incorporating feedback from employees and offering tailored benefits such as an EV car scheme and alternative retirement plans. Financial efficiencies developed and delivered by the HR team supported the University’s overall financial sustainability.

To support career development, NTU launched the Career Compass and "Talking Talent" pilots in 2024. They also expanded mentoring schemes and student placements, promoting inclusion and diversity. Leadership was empowered with new HR tools like dashboards and case management systems, improving team engagement and decision-making.

Commitment to continuous improvement was evident through refined HR processes, the introduction of a Lean Toolkit, and internal opportunities for staff development, enhancing both individual skills and organisational growth.

Charlotte Bowles

Never satisfied with 'this is just the way it is', Charlotte is constantly seeking ways of making our processes more efficient and effective. Self-motivated and determined she takes on a problem and will work hard to find a way forwards, never daunted if it’s a scale or issue which we have not faced before.

Like many other organisations, the University of Birmingham is looking to find opportunities in its use of technology to reduce time,increase accuracy or develop capacity whilst not reducing our service level to our colleagues. Charlotte has learnt how to apply technology with immediate benefit, most significantly ensuring a deadline was achieved during a project which would otherwise have required over 1,000 hours of additional work. She also continues to be an advocate for developing this skill-set within the function and also works closely with the IT function to showcase to other parts of the organisation what is possible to achieve with the technology available.

Loretta Finch

Thanks largely to Loretta’s energy, passion and perseverance, the University of Kent now has almost 70 staff working towards or having achieved their Level 5 Coaching Professional Apprenticeship. Developing a strong coaching culture is an integral element of Kent’s People and Culture Strategy, aimed at enhancing individual, team and organisational performance.

Loretta spearheaded an initiative, supported by the HR Senior Leadership Team, to develop an in-house coaching community of practice. Interested staff can now achieve a formal coaching qualification via an apprenticeship route. In addition, any member of staff can request coaching, in confidence, with a coach who is tuned into the organisational context.

Loretta volunteered to join the first Kent cohort of coaches-in-training, successfully completing her apprenticeship in late 2024. Now a qualified coach, Loretta continues to inspire and support others who are interested in becoming coaches. Here’s some typical feedback from a manager who also successfully achieved the qualification:

‘Loretta was an outstanding leader, supporter, and advocate for the apprenticeship. Her experience as a fellow participant in the Coaching Professional Apprenticeship allowed her to empathise with the challenges and celebrate the successes. Additionally, her generous guidance before the End Point Assessment proved to be incredibly valuable’.

Helen Rice

Helen truly is a star within our team.

She brings a sense of order and structure which is particularly valued at such a turbulent time for the HE sector. Despite the pace that we are required to work at to respond to the constant challenges, Helen remains focussed on delivering the best service possible and does not compromise on the quality of her work.

Helen can always be relied upon to ask the questions that no-one else has thought of and provide suggestions as to how to overcome issues. She is thorough and ensures every angle has been covered before going ahead with a project which results in processes running smoothly and mitigates against issues further down the line. The high regard in which she is held by senior leaders, trade union representatives and colleagues alike is testament to the value she adds to our University.

Anna Jastrzebska

Anna's journey at London South Bank University (LSBU) showcases her dedication and exceptional skills. Starting as an international student from Poland, she quickly transitioned from a graduate to a Recruitment Assistant, where her strong work ethicand adaptability stood out.

Over four years, Anna built a reputation for making a significant impact, developing expertise in areas like UKVI and HRIS, and contributing to key projects. In 2022, she embraced the challenge of becoming the Employment Services Team Leader, using her technical skills and natural coaching style to build a high-performing team.

Anna's meticulous approach led to improved assurance ratings in three external audits, including a "substantial" rating for UKVI compliance. Her contributions have been widely recognised, including winning an outstanding individual award for behaviour modelling and being acknowledged for her work on mapping Customer Journeys.

Anna's dedication to self-improvement and knowledge sharing, along with her active engagement in various networks, highlights her commitment to excellence. Without Anna, the HR team and the wider organisation would miss her agile leadership, operational effectiveness, and the positive, supportive environment she fosters. Her empathy, insight, and ability to drive discretionary effort make her an invaluable asset to LSBU.