The Imperfect University: Staff getting on their bikes
(an updated version of a post from a while back)
One of the things professional services colleagues sometimes complain about is that whereas academic staff can be promoted in post – and indeed can progress all the way from lecturer to professor in the same academic department – they can’t. Instead to advance their careers administrators have to move – either elsewhere in the institution or to another university. This is often presented as a problem whereas I have to say I think it is much more of a positive position. Whilst there is something to be said for having people in post in administrative roles in central or academic departments who know their jobs inside out, who carry a sense of the institutional history and provide the continuity between rotating professors as heads of department, there is also a difficulty in such longevity in one particular role. Essentially the challenge is this – many intelligent, creative and able administrators, no matter how committed to a particular department or institution, can, unless they are given new challenges and fresh stimulus in their job, sometimes become dull, stale and bored. They may, no matter how able, become less productive over time as tedium and routine replaces challenge and excitement. I should stress that this is not always the case and is challenged as a proposition by some of my colleagues.
In my view the way to address this issue is not to argue for the opportunity for professional services staff to be promoted in role (although if their job does change radically then the regarding opportunity will exist) – this is the wrong way of approaching the matter. Rather there should be the possibility of moving staff regularly to new roles in different parts of the university to provide them with new challenge and stimulus. Ultimately this not only gives people more satisfaction in their work and makes them more productive but, because it broadens their experience too they become more employable in other roles and stand a better chance of securing a more senior role in their current or another institution.
Times Higher Education carried a piece a while ago on the development of university leaders and noted the success of the University of Warwick in this regard. One of those things for which the administration at Warwick under Mike Shattock and subsequently was famed was the propensity for moving staff around to ensure they gained new experiences and enjoyed exposure to new ideas and new work opportunities to keep them interested, stimulated and challenged. This was my experience at the University (I had seven different jobs in just under nine years at Warwick) and I found the experience hugely beneficial.
This is hard to do though. Given the structures in universities which often involve significant devolution to academic units and therefore means that administrative staff can be located in dispersed teams at Department, School or Faculty level the managed redeployment or rotation of staff can be extremely difficult to organise. Professional specialisms – in HR, Finance, IT, and Estates – make such rotation even harder although I would suggest that the previous decline of the generalist administrator has been reversed and it is perfectly possible for specialists to transfer into and succeed at more generalist roles (although rarely vice versa).
The Higher Education sector in the UK employs over 380,000 staff of whom 200,000 work in non-academic roles and professional services (HESA 2010/11 data). Whilst the career route is well defined and understood for academic staff (albeit an extremely tough profession to enter), entry to HE administration is less well defined. There is a national pay spine but grades for administrative staff vary across the sector. The entry level for graduates is generally understood but no common graduate scheme exists, unlike in the NHS which has had a well-developed national scheme for prospective NHS managers operating successfully for many years. A small number of institutions have operated local graduate trainee programmes down the years but they have not really taken off in any significant way.
In the absence of any national graduate entry programme and the challenges with managed rotation one alternative approach is to introduce a variety of work opportunities at the beginning of administrators’ careers. As well as providing a clear opportunity for entry to a career in higher education administration this was part of our motivation at the University of Nottingham for introducing our own local Graduate Trainee Programme in 2008.
An extract from the last advertisement for the programme gives a flavour of the opportunity:
This Graduate Trainee Programme offers an invaluable opportunity to prepare talented, hard-working and enthusiastic Nottingham graduates for a management role within this stimulating setting.
The programme is aimed exclusively at University of Nottingham graduates interested in developing a career in university administration. It offers an invaluable insight into this dynamic management activity whilst developing an understanding of:
- income streams
- resource allocation processes
- client bases including students, funding bodies, commercial partners and employers.
The programme offers four trainees the opportunity to experience key components of university operation and build an understanding of the institution’s strategy.
Over 12 months the trainees undertake a planned rotation of placements in different areas of the University, reporting to senior staff. Placements will be across Professional Services and Schools, and trainees may have the opportunity to work at one of the University’s international campuses in Malaysia or China.
Placement areas may include:
- Academic Services
- Business Engagement and Innovation Services
- Research and Graduate Services
- Human Resources
- Finance and Business Services
- Student Operations
Successful trainees will gain the transferable skills necessary to move on to positions within the University with a clear understanding of how a large university operates. Outstanding performance on the programme may facilitate a longer term opportunity at Nottingham.
This kind of programme gives trainees a wide range of experiences early, sets them up well, gives them a rounded view of university operations both from departmental and central perspectives. It also makes them extremely employable and almost all of the graduates of the Nottingham GTP have gone onto subsequent employment within the University or at other HE institutions.
Having run successfully for four years at Nottingham this model has now been adapted and developed as a national scheme, Ambitious Futures, supported by AHUA (the Association of Heads of University Administration) and now involving over 20 universities (including Nottingham) in recruiting for the 2015 intake.
The UK higher education sector really does need such a scheme and this programme is already developing a cadre of senior managers for the future who have not only undertaken a variety of roles in their home institution but have also had a range of experiences in another university too.
Excellent universities need outstanding managers who have broad experience and are able to take an institutional view where necessary. Mobility and dynamism of staff is key to achieving this and is in interest of both professional staff and their institutions. Ambitious Futures offers the prospect of achieving this in a widespread and sustainable way which can only be beneficial for universities in the UK.
One thought on “Mobility Really Matters”
It is hard to imagine anyone from a professional services background staying in the same role for their whole career these days surely, given the sectors tendency towards frequent regime change and reorganisation. You are however, absolutely right that bringing experience from other roles, institutions or professions can inform and enhance performance in a new role, hence the rotation effect. After all, many of us will remember the ‘always take a migrating 1st for your PhD studentship’ maxim, to refresh, renew and offer challenging ideas and thought processes. The Ambitious Futures and similar other concepts are to be applauded, as they are providing a service from which the whole sector can potentially benefit, e.g. through migrating talent, or raising the bar internally.