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Creating an Engaged and Effective Technical Team
Dr. Joanne Parker's presentation outlines strategies for creating an effective technical team through transformational change within a university setting. Key elements include restructuring into super faculties, decentralizing management functions, and fostering team identity and development initiatives. Case studies illustrate improvements in team dynamics, professional growth opportunities, and work-life balance resulting from the new organizational structure.
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Creating an Engaged and Effective Technical Team
- 2. CREATING AN ENGAGEDAND EFFECTIVE TECHNICAL TEAM Dr. Joanne Parker
- 3. Presentation Overview • Mybackground • Transformational change • ‘One Professional Services’ • New structure – new way of working • Developing an effective Technical Team - Workforce planning - Development initiatives and tools
- 4. MY BACKGROUND Research Technician(apprentice initially) (Hope Hospital, Manchester University) Research Technician (Stopford Building, Manchester University) Laboratory Manager (Liverpool University) Head of Operations (Liverpool University)
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- 6. Transformational Change • Toensure that we were well placed to achieve the vision and key ambitions expressed in our Strategic Plan • One key element was the transformation of the University’s organisational structure - creation of 3 Super Faculties and Institutes • Greater devolution of decision making and budgetary control - created Institutes which operated as business units with devolved budgets • Creation of a unified Professional Services structure ‘One Professional Services’ • Closer alignment between the academic structure and the Professional Services, ensuring the required levels of support and expertise are in place at the appropriate levels within the structure
- 8. QUESTION 1. Does yourcurrent structure support opportunities for: - Development for Professional Services staff - Flexibility for further change - Enable you to live up to your organisational values 2. Are the correct management structures in place to enable change?
- 9. ‘One Professional Services’ •Enable delivery of a more focussed and cost-effective service that is better able to support and help implement the University’s overall strategy • Decentralisation of Finance, Research Support and HR functions • Facilitate flexibility, responsiveness and efficiency • Clear line management structures • All PS staff would have the same opportunities irrelevant of funding stream
- 10. Case Study 1– Jackie Lee
- 11. Creating and Effectiveand Efficient Professional Services Team Head of Operations Research and Finance Team Management Services Team Technical Team Research Project Managers PA to Head of Institute/Head of Operations
- 12. New structure –new way of working 1. Define and communicate the new structure – communicate ‘why’ as well as ‘what’ 2. Appoint a strong management team with a shared vision – ensure managers are supported and have the skills to succeed 3. Create a team identity/ a feel of belonging – ‘teamwork’ 4. Established clear expectations (job, culture) 5. Tackle issues head on 6. Ensure you have the right people for the job 7. Create opportunities (development, secondment, TOIL, work arrangements) 8. Share best practice 9. Celebrate success
- 13. Question • In yourexperience, what are the challenges of implementing a new management structure? • What barriers did you encounter? • How were the barriers overcome?
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- 15. Technical Team –Core verses Research Core • Prepare/implement SOP’s • Health & Safety • Managing/running equipment/services • Monitor lab resources • Staff and student training Research • Perform experiments (PI driven) • Analyse/interpret data • Present data • Devise solutions to research problems • Health and Safety
- 16. Workforce Planning • Assessskill requirements • Assess Technical skills and measure skill level • Address skills gap - Skills Matrix - PDR Enabler - Mentorship programme - Secondment opportunities • Succession plan
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- 19. Research Application –Costing Proforma
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- 21. Cost Recovery IGH summaryof Pay cost recovery savings DI DI DI DI DI DI 2012/13 savings 2013/14 savings 2014/15 savings 2015/16 savings 2016/17 savings 2017/18 proposed savings Prof Services - Technical 8,685 43,796 61,207 86,952 93,821.18 92,521 Prof Services - Clerical & Other Related 16,508 13,063 5,525 17,998 9,838.16 16,286 Prof Services - Total 25,193 56,859 66,732 104,950 103,659 108,807 Other (PDRA/Trial Co-ordinator/statistician etc - underwritten) 68,002 78,421 51,024 27,002 32,557 8,633 Academic Staff 14,710 Grand Total 93,196 135,280 117,756 131,952 136,217 132,150
- 22. Case Study 2 Asa core technician, I now have the opportunity to work on different research projects across all of our departments. This has enabled me to broaden my skills and learn new techniques. The new structure has resulted in a greater focus on opportunities for training and development. I’m now working as part of a larger team, which has created a more supportive environment. I have undergone management training and expanded my management skills allowing me to sit on interview panels, as well as take on the roles of deputy Team Lead and Deputy Safety Co-ordinator. The new structure has enabled me to work part-time so has had an immense effect on my work/life balance, allowing me to be there for my Son during his school years. Personally, I love the structure of the labs and offices. I feel much more supported and empowered. For me personally, the only disadvantage at the beginning of the re-structure was having to work with a more challenging person in the team. Thankfully this was resolved with the support of team leaders and the Institute Manager.
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Editor's Notes
- #6 Employed by UoL for 23 years In 17 years only one organisational change 2005 – transformational change – departments merged – no significant change 2009/10 large-scale transformational change
- #7 Programme of transformational change in order to
- #16 Core Organised as a central resource Provide support to teaching and/or research. Varied duties depending on grade and needs Generally a significant amount of their time will be spent supporting the general infrastructure of the laboratory to enable the laboratory to function effectively.