How OD can help focus your leadership team

Case Study: How OD can help focus your leadership team and build capacity for future challenges

Charlotte Croffie Director of HR Organisational Development

A University on a Global Scale

4 Schools 10 Faculties 1 109 Professors 12 403 staff 4 875 non-UK staff 38 164 students from 149 countries 232 buildings / sites £1,26B turnover expected 2015-2016 Ranked 7th in the QS World University Rankings 2015-2016 REF 2020: top university for research power overall and in outputs, environment and impact

Setting the scene

Setting the context and the scene

How would you answer these questions?

» Where we are now? » Where we need to be? » Who we need to be? » What systems and processes will support this? » How do we make it happen?

How we are approaching this at UCL

How we are approaching this at UCL

How we are approaching this at UCL

How we are approaching this at UCL

Enter Organisational Development

» Build the capacity of the organisation,» Build the capacity and resilience of staff, students and researchers

to do things differently, » Partner with others to be open to new ways of working including

the exploration of cross disciplinary research and high impact partnerships and collaborations, exploring new pedagogy, income generation opportunities, etc.

» Reviewing processes, systems, better use of metrics» Finally to achieve the competitive advantage and aspirations set

out in UCL 2034, we need to invoke the enablers and measure the impact of OD interventions will require investment for demonstrable returns.

How HR and Organisational Development (OD) support the key agendas

UCL: Values

Commitment to excellence & advancement

on meritDiversity

Collegiality & community-

building

Inclusiveness

Openness

Ethically acceptable

standards of conduct

Fostering innovation &

creativity

Developing Leadership

Environmental sustainability

Fairness and equality

UCL Core Behaviours Framework

Leading by Example

Effective Communication

Working Collaboratively

Delivering Successful Outcomes

Continuous Personal and

Team Development

Managing Resources,

Performance and Risk

Championing Effective Change

Analysis and Problem Solving

Organisational Citizenship

The Multigenerational Workforce

Engaging the Multigenerational Workforce

Slide courtesy of Talita Ferreira CFO BMW UK

The programmes seek to:

• Focus on developing strong leadership and management teams who can work effectively and successfully individually and/or in partnership across local and corporate boundaries;

• Strong links between people, ED&I, OHW and systems/processes

• Build resilience to operate in a traditional yet evolving culture.

Translating the learning through the Leadership Challenges:

• Raise profile/enhance reputation.• Enable people to work across organisational boundaries.• Improve networks – operational, personal and strategic.• Help transfer and implement learning from the Programme.

The project could also help to highlight:• The pressure points and/or blockages in the systems which

hamper successful identification, scoping, resourcing and implementation of critical agendas.

Guiding principles

 The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly. —Jim Rohn

Guiding principles

What, after all is the purpose of a woman’s life? The purpose of a woman’s life is just the same as a man’s life: that she may make the best possible contribution to the generation in which she is living ~ Louise McKinney

Thank you