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Support SRDS How to make the most of SRDS
Updated March 2013
School Strategic Priorities
School Strategic Academic Priorities
• Raise quality and impact of research outputs, through an annual Research Review & Needs Analysis with all academic staff
• Enhance quality of student experience, including academic staff SRDS discussions to include L+T feedback discussion & forward views on student expectations, module rationalisation etc.
• Enhance School Profile & Student Recruitment• Work more effectively together
– Improve systems & processes including creating flexible roles & improved cover relations (support & academic staff)
– Build strong collegial academic communities cross-School
Faculty & School InitiativesAim to improve communication channels for ensuring efficient and
effective support systems with development opportunities linked to individual training needs (annual SRDS key in this!)
More team meetings with input from leaders from across School
Technical Overview• Identified areas of need and demand against research and teaching• Need to provide greater clarity of roles and development needs
against the School’s objectives and flexibility across Faculty, with support provided for training needs
Clerical & Administrative Overview• Aim to ensure that best possible clerical & administrative support are
maintained as needs change, with support from academic staff seeking funding on grant applications (new systems being developed)
University-Level Initiatives
One University• “Ethos” to bring consistency and best practice to processes across faculties,
schools and central services• Aimed to demonstrate development opportunities cross-campus, not just in
a single School• Developed as part of major projects, e.g. Student Services Review, Research
Support Project, SAP HR Organisational Management Project, Curriculum Enhancement Project, etc.
Student Services Review• Process mapping completed at University level• Move towards specialisation in functional teams across student services for
Faculties (e.g. admissions, student support, academic quality, assessment, student records etc.)
• Further open meetings to be held ahead of next Senate, 11 May
SRDS Overview: Timescales and Outcomes
Responsibility of both Reviewers AND Reviewees to be proactive in ensuring that SRDS is properly completed with the timeframe.
Timescales• 100 % of reviews complete with paperwork signed by Head of
School before end July 13.
Outcomes• A Personal Development Plan including:
• An agreed set of SMART objectives• Clarity of priorities• An appropriate training plan with developmental support highlighted
• An updated & agreed job description (if one doesn’t already exist)
SMART• SPECIFIC – have you stated exactly what you need to achieve? The
objective should be unambiguous, clear and stating an outcome, not simply an activity.
• MEASURABLE – how will progress be monitored? How will you know when you’ve achieved the objective? Where quantification is not possible, other success criteria could be devised.
• ACHIEVEABLE – is it possible? It should be challenging and interesting, but realistic, and consistent with available resources.
• RELEVANT – to the overall aims of your school, section? Does it assist your School is achieving its aims? If not, why are you thinking about doint it?
• TIME-BOUND – do you have a date or time for completion? Make sure it is an achievable date.
Personal Action Planner• As a result of undertaking any personal development* identified as
part of SRDS you may have identified some areas in your work that you could do better. You may have an idea or way of approaching a problem or issue that you had not considered before.
• *This could be a workshop, mentoring meeting, course, professional network meeting, conference etc.
• It is important that some of your thoughts now turn to actions otherwise undertaking the development will soon seem like a distant memory and just a break from your daily work. You have put time and effort into doing the development so what is the payback??
• Choose a goal that will help you take a first step towards achieving what you are striving for. Using being a good leader as an example. What kind of leadership ability do you need to develop? Write this down at the top of the planner. I.e. I need to communicate more effectively or I need to clarify the task etc. Undertaking 360 feedback as part of SRDS can help identify what these leadership development goals should be
• In the first column write up to three steps or objectives that will help accomplish any part of your ambition.
• Write these objectives as skills, knowledge or attitude you need to attain this first step
• For each objective or step write down a measure, proof or evaluation that shows you have attained this step or objective
• Identify someone else who could help you in achieving these objectives - this could be your manager, staff reviewer, mentor, or indeed anyone else
• Finally set yourself a target date that is challenging but not overstretching. This date should be when you reach the point to say yes, steps or objectives achieved, lets move onto the next stage of my goals
• Be sure your plan is challenging and compelling and agree this with your manager, staff reviewer or mentor.
• Repeat this process for the other goals that form part of your personal development
• This is a framework that can be used to translate ideas into actions. If it does not work for you, fine, use something different. The key issue is to plan, do and review what you will do differently as a result attending the workshop. It may be that you just have more confidence that you are doing the right things and just need to maintain this.
• The personal development plan• What am I going to do?• Why am I going to do this?• How am I going to do this?• When am I going to do this?• When will I review the results/How will I know I was successful?
• Review of the plan• What was the outcome?• If your plan was a success, have you any conclusions/extra learning points?• If you plan wasn’t hasn’t been a total success, have you any
conclusions/learning points?• If you haven’t implemented your plan what conclusions/learning points
have you?
• Take any opportunity you can to reflect and learn. These precious moments will become harder to find in the future. Once they become part of your daily routine you will not want to lose them.
“If I have succeeded in my enquiries more than others, I owe it less to any
superior strength of mind, than to a habit of patient thinking” Issac Newton
Personal Action Plan
Personal goal: Knowledge to gain/skills to build/attitude to developWhat must I specifically do to improve? ProofHow will I know I did it? Development activitiesHow will I actually gain/ build or develop those skills? Potential HelpWho might help me with my development? Target for completionWhen will I have done this? •
SRDS Meeting Discussion Points & Priorities
• Successes and achievements • Feedback sought from others (3 good, 3 to improve)• Issues raised in the previous SRDS form• Job description• Objectives for the next 12 months – taking into account:
– School objectives;– Overall workload;– Career aspirations.
• Future career development (including specific promotion discussion if appropriate / requested)
• Health and safety requirements associated with the role• Future training and development needs
SRDS Packs
• Copy of the last review form• Blank copy (& link to electronic version) of
new SRDS form for completion prior to meeting
• Review meeting guidance
Please ensure you pass your pack, including the completed SRDS form, to your reviewer at least 3
days before the SRDS meeting.Completion of paperwork should follow as soon as
possible after the meeting
SRDS Resources
University documents : SRDS scheme documentswww.leeds.ac.uk/hr/development/srds.htm
"Making the most of the annual SRDS meeting"http://www.leeds.ac.uk/hr/policy/documents/SRDSnotes.doc The criteria for all grades: http://www.leeds.ac.uk/hr/promotions/promotions_criteria.htm Guidance notes for staff reviewers on how to formulate development plan:http://www.leeds.ac.uk/hr/policy/documents/SRDSdevelopmentplanguidance.doc Leadership and Management Standard:http://www.leeds.ac.uk/sddu/personal/people_management.html
SRDS Resources
School documents : http://www.see.leeds.ac.uk/internal-users/staff/administration/hr/#c9240
Links to:• School Planning website including the School Strategy map
• Reviewer - Reviewee pairings
• School organisational chart
• Workload frequently asked questions
Contacts
Kate Higham, School HR Officer: 35201: [email protected]
Jo Squires, Faculty HR Manager: 35774: [email protected]
Lynsey Cran, Faculty HR Officer [email protected]
Andy Dougill, Head of School: 36782Rob Mortimer, Deputy Head of School: 35251
