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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