HR REWARD AND BENEFITS
sector reactive approach of generous
Ian Hodson
core plan. Hodson explains: “It is quite easy to invest a lot of budget in developing a programme or simply using external resources to deliver an agenda. The university has built the health and wellbeing agenda on the resources already in place, encouraging employees to share their expertise with others and offering something for everybody.” He smiles: “And we don’t take ourselves too seriously.”
Billam and Hodson believe the university has moved away from, as
Hodson puts it, a “formal approach to benefits, which encompassed the typical public sector reactive approach of generous sickness entitlements, holidays and pay and little creativity”. The organisation has tried instead to look at the resources around it and encourage staff to look at all aspects of their lifestyle, from what they eat to mode of transport, and help them see the university as an employer of choice. Hodson says: “Staff working in the sports centre here are happy to
help with fitness and wellbeing for staff. When we hosted the Egyptian Olympic team and when the Olympic torch relay came to Lincoln, we had an Olympics action day, all delivered by members of staff.” ‘Healthy Campus Week’ in March – this year’s was the fifth –
encouraged employees to participate in ‘have a go’ sporting activities such as badminton, fitness, aerobics, and Swiss ball. Other activities included cooking, osteoporosis checks and a desk drop of free fruit. The event also focused on community engagement and building
relationships with local businesses such as cycle shops (for the cycle- to-work scheme) and health practitioners. Team-building competitions also encouraged divisions to work and
play collectively. The university had 14 teams walking the virtual world wearing pedometers and the initiative was supported by the university canteen offering fruit tables throughout the challenge and the sports centre offering free classes, ranging from circuit training to Zumba, to help individuals increase their steps individually and as a team. Acknowledging an increase in absence due to stress and the eco-
nomic climate, the organisation introduced an employee assistance programme (EAP). This included free face-to-face counselling, and a wellbeing portal site encompassing visual guidance to staff on aspects of health and wellbeing and how to take positive steps or find support. This site also led to the suite of benefits available at the university. To support communication channels, the university launched a
staff suggestion scheme, for staff to offer activities and ideas in respect of improving health and wellbeing. A number of the ideas from the suggestion scheme have been initiated, including: pedometers; cycle lockers; free meals to encourage cycling; shower facilities for cyclists; and more healthy eating options in the canteen.
10 HR Supplement September 2012 The cost of sickness absence was £1.125 million in 2009. It dropped
to £821,000 in 2010 and £745,000 in 2011. The organisation has had 100 applications to its cycle-to-work scheme, a reduction in staff turnover by 4.2% and more than 620 employees – just under half – participating in Healthy Campus Week initiatives. The 2012 staff survey showed 98% thought the university was a
good employer. It has also received a number of enquiries from other universities wishing to replicate its variety approach. Hodson adds: “Overall, the university has built up a reputation as a
leading employer with an excellent reward package. It is particularly hard to do this in the public sector, due to financial limitations and the varied demographics of the workforce. Our peer groups have acknowledged the fact that we are leading the way in the sector with our creative, innovative and proactive approach and it has been a significant achievement to have this acknowledged at a national level.” But how does this connect back to the business? “This organisation is about transforming lives,” says Billam. “It is
not just a production line of students. When staff welcome students at the start of the year, when they help people fill clearing places and get new students into degree courses, or when they watch graduation ceremonies in Lincoln Cathedral, it is hard not to be moved. “We have worked to show the value HR brings to this business.
There is a perception HR is a cost, but we have saved the organisation money in absence. We have invested in online absence management and we are ahead of some professional services companies in this field, but we are connected to the business and the bottom line.” With the growth of a new university and staff being moved into the
organisation through TUPE from other institutions such as De Montfort University, Billam and her team remain busy with terms and conditions and harmonisation. And the university has shot up the league tables, from 109th in the
UK on the Times Good University Guide in 2007, to 52nd in 2012. It is this year ranked 47th by The Guardian. And student satisfaction scores are positive, ranking Lincoln in the top 10 in the UK. In 2011, the university completed its joint venture with local
employer Siemens to finish its engineering campus and has further plans to enhance and expand its school of sciences. But Billam admits there is more to be done as far as HR strategy is
concerned, as the university continues to grow and develop. She smiles: “I often tell colleagues, ‘HR can’t be expected to have a magic wand, to fix everything when we are expected to’.” She won’t be the only HRD to feel that way. HR
hrmagazine.co.uk
We have moved from the typical public
sickness entitlements, holidays and pay and little creativity
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