Improving line management capability the Grimsby Institute story by Peter J Barnard

Peter J Barnard11th June 2009

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Improving Line Management Capability – The Grimsby Institute Story

Peter J Barnard

Registrar


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Grimsby College in 2001

• Averagely performing college• Little to celebrate and no public celebrations• 1000 employees• Turnover of c£17m• Communication with employees via trade unions• Sickness absence: 3.6%


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Grimsby Institute in 2009

• 1500 staff• Turnover of over £44m• Communication with employees

via (elected) Staff Council• Successful internal

communications• Many national and regional

awards• Frequent celebrations of success• Sickness absence: 1.18% in

2007/08 (2.61 lost working days pa/employee)

• 46% of staff had no sickness absence in 2008


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Grimsby InstituteMission and Values

Mission Statement

To be a world class, customer focused and dynamic provider oflearning and skills

Core Purpose

The Institute is a dynamic organisation that prides itself in making adifference by enabling individuals, organisations and communitieslocally, regionally and through our work in other parts of the UK andoverseas to fulfil their potential.

Institute Values

1. Our learners and customers are paramount2. Strive to provide excellence in all we do3. Working together, with mutual respect and support 4. Acting with integrity at all times


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Getting Managers to Manage

• Centralistic control?

• Distributed Leadership Model?

• Arrival of new Chief Executive in 2001

• Common threads- Ambition and Expectation- Culture- Freedom and Creativity- Public Profile- Financial Success


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Our Management Team

• Very stable senior management team

• Fairly stable academic management team

• Very stable junior management team

What does stability bring?

What are the limitations from stability?

Why have the leavers left?


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Developing Managers

• Management training

• Changing individual portfolios

• Aspiring Managers Programme


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Managing Sickness Absence

Context• Choosing Health – White Paper

Our Aim• Keeping our staff fit, healthy and at work

Our Actions• Prevent absence• If employee goes off sick, work to accelerate

their return to work


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Developing Managers’ Capability to Manage Absence

• Procedures fit for purpose

• Managers told to do their job

• Managers trained and supported to …


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Results• Lost working days have reduced

2004/05 1.62% 3.60 days/person pa

2005/06 1.63% 3.60 days/person pa

2006/07 1.31% 3.23 days/person pa

2007/08 1.18% 2.61 days/person pa

• Staff with no sickness absence: numbers have increased

2005 26%

2006 37%

2007 35%

2008 46%


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Other ResultsImprovements in

MSD absence :

Days lost % sick days % working days

2004/05 737 16.8% 0.27%

2005/06 620 13.77% 0.22%

2006/07 634 14.86% 0.21%

2007/08 386 10.14% 0.12%

Stress absence :

Days lost % sick days % working days

2004/05 696 15.87% 0.25%

2005/06 894 19.86% 0.32%

2006/07 590 13.83% 0.20%

2007/08 302 7.93% 0.09%

Average no days/per episode: 2006/07 2007/08MSD 10.9 9.4Stress 13.4 10.0


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Other Results cont …Improvements in

Accidents at work:

Accidents No of staff injured % staff over all accidents

2004/05 424

2005/06 308 68 staff 22.07%

2006/07 294 43 staff 14.62%

2007/08 301 60 staff 19.93%


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Other ResultsQuality of Teaching - An Improving Picture

• Ofsted 2005 - Good or better teaching = 47.5%- Inadequate teaching = 14.6%

• Internal Inspection 2006- Good or better teaching = 60.1%- Inadequate teaching = 9.5%

• Internal Inspection 2007/08 - Good or better teaching = 68.1%- Inadequate teaching = 6.9%

• Ofsted November 2007- No inadequate teaching observed- Joint lesson observations carried out by Inspector and internal observers showed close

agreement on all aspects of lessons observed• Ofsted

2003Leadership & Management – Grade 2No Grade 1’s

2007Leadership & Management – Grade 2Social Inclusion - Grade 1Being Healthy under Every Child Matters – Grade 1


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National Awards Won in 2008

• AoCWinner of the Health & Safety Champions Award (2008)

• Employee Benefits Magazine Finalist for most effective healthcare and wellbeing strategy (2008)Finalist for benefits team of the year – Health & Wellbeing Team (2008)Finalist for compensation and benefits professional of the year – Peter Barnard (2008)Winner for most effective sickness absence management strategy (2008)Winner of the Grand Prix Award (2008)

• Business in the Community Big Tick Award for Health and Wellbeing (2008)

• National Business AwardsWinner of the Orange National Business Award for Health, Work and Wellbeing (2008)


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Thank you

[email protected]

01472 311206

mailto:[email protected]