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Supporting each other to do our best work

The goals of this strategy can only be achieved if the OU has people with the right skills, motivation and experience and we support each other. This also depends on all colleagues having the environment and tools they need. Getting these right will be an important focus over the next five years.

The OU will continue working to be an employer of choice, with competitive terms and conditions and opportunities for personal growth that attract and retain people committed to our mission and with the expertise and dedication to achieve it. We will continue prioritising the wellbeing of all colleagues so that they can do their best work and we can have high expectations of ourselves and others.

We recognise the importance of excellent workforce and financial planning so that workloads are at appropriate levels as factors such as student numbers or funding change.

We will continue to look for beneficial innovations in staffing policy and practices.

Over the next five years we will:

  • develop the skills of all the University’s leaders and managers and the confidence their teams have in them, by investing in professional development, particularly building capabilities in inclusive, valued-led leadership.
  • review and where necessary change our appraisal, development and management approaches to ensure they are fit for purpose, ensuring all colleagues feel recognised and supported in doing their best work, with expectations that are clearly stated and agreed, and which align with and contribute to the goals and actions set out in this strategy.
  • introduce a new behaviours framework which supports our mission and values through our approach to leadership, development and reward, setting clear expectations, recognising and applauding the behaviours which bring our values to life, and enabling effective challenge, intervention and support when they do not.
  • significantly improve how we gauge the sentiment and views of all our employees to enable better decision-making, using new technology, surveys, town hall meetings and personal discussions frequently and not just occasionally.
  • use new models of engagement for managers and senior leaders that focus on high quality, results-orientated conversations rather than top-down communication.
  • ensure that our Associate Lecturers are recognised and contribute as full and valued members of their Faculties, building on their new pay and job security arrangements, with supportive single line management and inclusion in the goals and actions set out in this strategy as appropriate to the importance of their role in achieving them.
  • encourage our teams to think creatively and experiment with different working patterns, learning from the experiences of the COVID pandemic period.