Academic-related staff
Academic-related staff
Learning and development guide 2013–14
The Birmingham Professional believe that: ‘regular skills development is necessary to respond to changing technologies and practice.’ Challenge what you know.
People and Organisational Development (POD)
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Learning and development guide 2013–14
Contents
Development for senior leaders The Senior Leadership Programme (SLP) Senior leaders’ master classes The Emerging Leaders’ Programme (ELP) Institute of Leadership and Management (ILM) programmes Level 5 Certificate in Leadership and Management Level 3 Certificate in Leadership and Management Level 2 Certificate in Leadership and Team Skills Personal effectiveness and safety Developing resilience Creativity and innovation Working with influence Dealing with challenging workplace behaviour Excellent customer service Writing business necessary minutes and notes Data protection and the Freedom of Information Act 2000 Office health and safety Fire safety training Laser/optical safety Introduction to radiation protection Introduction to biological safety Chemical risk assessment Chemical and laboratory safety Management skills Making the most of your resources Effective financial management Having constructively challenging conversations Project management – principles Project management – applications Project management support tools Health and safety responsibilities for supervisors Risk assessments Health and safety co-ordinators’ development programme Fire warden training
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How to book You will find dates and booking forms for all courses and workshops, including those for Workplace Wellbeing and the Project Office, on the POD website: intranet.birmingham.ac.uk/staff/ development/index.aspx We would always encourage you to discuss your choices with the person most involved in your development before booking, usually your line manager, to ensure that these support local needs and your own career development. Once you have booked, we would be very grateful if you could do your best to attend or, if this is not possible, to give us as much notice as you can so we can offer your place to someone else.
Change and transition Leading successful change Handling challenging personal transition Managing performance Setting objectives and performance standards Introduction to the PDR process PDR surgeries and on-going support Presenting yourself effectively Presenting yourself with impact Presenting yourself at your best in your CV and at interview Becoming an effective interviewer Special stages in your career Career development workshops Central induction Managing your retirement Coaching and mentoring Becoming a member of the University’s coaching academy Coaching support from the academy Coaching support from external providers Being an effective mentor Buddying, work shadowing and job swaps Diversity in the workplace Diversity e-learning package Diversity workshops First aid courses First aid at work Emergency first aid at work First aid update iVLE training courses IT training Combining options: new academic related member of staff and new academic related managers
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Academic-related staff
Welcome from Leigh Casey, Head of People and Organisational Development Welcome to this guide which outlines the learning and development options available to you in 2013–14 as a member of academic-related staff. Each entry in the booklet helps to underpin the Birmingham Professional, which in turn, supports the University’s strategic framework. We have drawn together interventions from People and Organisational Development (POD), Workplace Wellbeing and the Project Office, as well as providing links to IT training, so that you can see, in one place, what is open to you. Some of the courses and programmes are run at Pritchatts Road. An increasing number are going to be run in your own workplace, with local colleagues, so that we can tailor material to best suit your specific needs. The POD consultant for your College or area of Corporate Services will deliver most of these workshops and courses and, along with your local HR team, will be your main point of contact for queries. As the year progresses, it is likely that we will make minor amendments and updates to this guide and we will almost certainly continue to broaden the range of options. You can keep up to date with developments on Twitter and Facebook. Please see the POD website homepage (intranet.birmingham.ac.uk/staff/development/index.aspx) for further details. We hope you find this guide helpful. We would love to hear your feedback and comments. Please contact Tom Stanasiuk, POD Operations Officer, in the first instance (x58108 t.stanasiuk@bham.ac.uk). We all wish you luck with your development.
Best wishes, Leigh
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Learning and development guide 2013–14
Development for senior leaders
‘Participating in the Senior Leadership Programme was of great benefit to me in terms of the wider sector understanding, the insight into strategic decision making and the exposure to a range of leadership approaches.’ Declan Vaughan, Assistant Director of Human Resources The Senior Leadership Programme (SLP) Key contact Kate Crane (x43690 k.crane@bham.ac.uk). Duration Twelve days over six months plus project work. Delivery method All classroom workshops, except for one residential module, will be run at POD House (31 Pritchatts Road). Action learning sets and project and other work will be based in a variety of locations. Who it is suitable for The SLP is a bespoke, flexible and modular programme designed for senior academic leaders and equivalents in Professional Services (Grade 10 or above) who may be about to take up a greater leadership and managerial role, for example, a Head of School role or a leader of a large or complex administrative function or department for the first time, or who may already be in senior roles and wish to refresh their leadership skills. Please discuss your interest with your Head of College or Director as entry onto this programme is by selection and invitation. What you will be able to do after the programme The SLP is designed to assist and support you through the challenges you face as a strategic leader in times of rapid change, including a focus on preparing you to lead in senior
cross-institutional strategic roles in higher education. The programme has been well researched to ensure that the development offered is tailored to your needs. It has been run successfully a number of times and amendments have been made to reflect feedback.
Senior leaders’ master classes
Content
Delivery method All master classes will be run at POD House (31 Pritchatts Road).
Developing confidence so that you
can guide colleagues to achieve individual and collective excellence How to demonstrate strategic, connected and joined-up leadership of the University, through a really impactful contribution to strategic projects A unique opportunity to develop relationships and a strong network of colleagues across the University and in other academic institutions, through project and action learning set work Exploration and refocus of the expectations and success criteria for your role as a senior leader in the University Modules on academic policy, financial and people management Feedback on how you can adapt your own leadership style to facilitate and develop teams successfully. So what’s distinctive? The opportunity to make a step change in your leadership capability, while building your network through working with peers on shared strategic issues.
Key contact Kate Crane (x43690 k.crane@bham.ac.uk). Duration Midday until 2.00pm four times a year.
Who it is suitable for Members of a current or past cohort of the Senior Leadership Programme (SLP). What you will be able to do after the master class Continue networking with colleagues and others and developing further your learning about leadership. The master classes play a key role in building an alumni body for the SLP. Content The master classes will help you keep up to date with the latest research and hot topics in leadership, to share best practice and to look both inside and outside the University at new innovations in leadership. So what’s distinctive? On-going opportunities to develop yourself as a leader alongside senior colleagues.
Academic-related staff
The Emerging Leaders’ Programme (ELP) Key contact Marc Adams (x45949 m.adams@bham.ac.uk). Duration Ten days in total, comprising: Five days classroom based development (two, two-day and one, one-day workshops) Five days for action learning set study, personal impact project work and the compilation of your personal leadership and management profile. In addition, two, one-day classroom based development workshops will be available. These will be run before the programme starts and will give you an opportunity for optional ‘refresher’ training in the rudiments of management skills. You will then build on these skills during the programme.
Delivery method All classroom workshops will be run at POD House (31 Pritchatts Road). Action learning sets and other work will be based in a variety of locations. Who it is suitable for You will be an aspiring Head of School or a member of professional services at a similar level (AR9/AA9 as a guide). Please discuss your interest in this programme with your Head of College (or Service Director) as entry onto the programme will be by selection and invitation. What you will be able to do after the programme You will be able to discharge your current leadership and management responsibilities with greater confidence and also be able to take on the basic requirements of the role of a Head of School (or equivalent in Professional Services).
Content Leading and managing large teams,
including setting meaningful objectives and performance standards, making the most of your team’s strengths and addressing challenging issues Leading change in your team and helping team members manage personal transition Enhancing and improving team performance, getting the best out of everyone Assessing your own strengths as a leader and manager and making the most of your personal leadership ‘DNA’ The first day of ‘refresher’ development (‘Managing the team’) will comprise time management, decision making, communication skills and managing meetings The second day of ‘refresher’ development (‘Managing the work’) will comprise budgeting, project management and quality assurance. So what’s distinctive? The programme will provide you with a range of the key skills you need for both your present role and your future management career.
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Learning and development guide 2013–14
Institute of Leadership and Management (ILM) programmes ‘I cannot over emphasise how useful ILM has been and will be for my career.’ Anna Fawcett, Manager at Winterbourne
Level 5 Certificate in Leadership and Management Key contact Yvonne Yelken (x48701 yelkeny@bham.ac.uk). Duration Seven days (over a period of approximately eight months) plus a two-hour induction and three two-hour tutorials. Delivery method All classroom workshops will be run at POD House (31 Pritchatts Road). Your directed self-study can be based wherever is convenient for you. You will be required to complete and submit: A professional development portfolio Two critical evaluation assignments A work based innovation and change report Learning logs and personal development plans You will also be required to present your work based innovation and change report to your line manager and hold regular debriefings with him/her.
Who it is suitable for Support, academic and academic-related staff with evidence of previous management training and whose current role encompasses budgetary control and responsibility for staff or supervisors. What you will be able to do after the programme You will be able to use core management techniques to drive better results and develop your ability to provide strategic leadership through identification of improvement initiatives to support the development of University goals.
Ability to recognise how innovation
and change can be managed within an organisation Building the ability to propose innovative solutions to improve organisational performance Leading and managing change within an organisation. So what’s distinctive? The opportunity to gain a widely recognised professional qualification which will enable you to become a highly effective operational manager and set you on the path to becoming a successful strategic leader.
Content Assessing your own and the organisation’s
ability to translate vision, mission and strategic goals into operational objectives with realistic and measurable targets Evaluating your own ability to manage effectively and efficiently Gaining an understanding of how budgetary planning and the effective and controlled implementation of budgets both support and deliver the organisation’s objectives Determining how to measure and monitor performance against budgets and objectives
Level 3 Certificate in Leadership and Management Key contact Yvonne Yelken (x48701 yelkeny@bham.ac.uk). Duration Ten and half days (over a period of approximately eight months) plus a two-hour induction and two, two-hour tutorials. Delivery method All classroom workshops will be run at POD House (31 Pritchatts Road). Your directed self-study can be based wherever is convenient for you. You will be required to complete and submit: Six work based written assignments A problem solving and change report A learning log and change and personal development plan You will also be required to present your problem solving and change report to your line manager and hold regular and change debriefings with him/her. Who it is suitable for Support, academic and academic-related staff who have management responsibilities but have had limited formal training, and are serious about developing their capabilities. The programme also supports practising team leaders, who are seeking to move up to the next level of management, and also managers who need to lead people though organisational change.
Academic-related staff
What you will be able to do after the programme You will be able to use a range of key management skills to develop and drive the organisation forwards from within your team and to manage, motivate and engage your team with confidence. Content Assessing, evaluating and developing your
own performance and that of your team Critiquing your own leadership style in the context of a variety of models and identify ways in which you can improve Applying a range of motivational theories to the engagement and development of your team members Identifying what makes a successful team and how this is reflected in your own team performance Producing effective solutions to work-based problems and areas for development Developing knowledge of the psychology and process of change to implement successful changes in your workplace. So what’s distinctive? The opportunity to gain a widely recognised professional qualification which will set you on the right path to becoming a highly effective operational team manager.
Level 2 Certificate in Leadership and Team Skills Key contact Yvonne Yelken (x48701 yelkeny@bham.ac.uk). Duration Nine days (over a period of approximately seven months) and a one-hour induction plus two one-hour tutorials.
What you will be able to do after the programme You will be able to use your greater knowledge of basic leadership and team skills to help motivate your team to perform, to deal with change in the workplace and to communicate effectively with your team members and other colleagues. Content Identifying your own leadership
Delivery method All classroom workshops will be run at POD House (31 Pritchatts Road). Your directed self-study can be based wherever is convenient for you. You will be required to complete and submit: Nine written assignments A department induction folder Learning log and personal development plan You will also be required to and hold regular debriefings with your line manager. Who it is suitable for This programme, which provides a solid foundation for development into a management role, is for support, academic related and academic research staff who are team leaders currently or who supervise the work of a team member.
strengths and areas for development Exploring different styles of leadership
and the circumstances to which these are best suited Learning how to create meaningful objectives which will provide clarity for those whose work you lead Enhancing your role in managing the performance of others Developing a greater understanding of the most effective ways to communicate with your team and colleagues Identifying the reactions and attitudes of yourself and others during change Implementing plans when allocating work Understanding how to make diversity a part of the team culture Implementing activities to support effective induction in the workplace So what’s distinctive? The opportunity to build rock solid foundations for your career in management while gaining a widely recognised professional qualification.
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Personal effectiveness and safety
Developing resilience Key contact Elaine Clough (x58771 e.clough@bham.ac.uk). Duration One day. Delivery method Local delivery, run with eight to twelve participants. The workshop will be delivered jointly by POD and the Workplace Wellbeing team. Who it is suitable for You will be a member of academic, academicrelated or support staff facing a change in your working life in the near future. This could be a change in role or a new project. Alternatively, you may wish to develop skills, attitudes and tactics to help you deal with an increasingly demanding workload. What you will be able to do after the course You will be able to draw on techniques you learn during the workshop to help you meet any challenges and surprises at work proactively and positively. Content There will be a strong focus on discussion, practice of techniques and personal reflection. As the workshop will be delivered locally, we will tailor the content both in advance and on the day to suit your needs as closely as we can. So what’s distinctive? Practical, relevant tools and tips to help you make the most of, and feel comfortable with, each and every working day. Creativity and innovation Key contact Vincent O’Grady (x46050 v.c.ogrady@bham.ac.uk). Duration One day. Delivery method Classroom based at POD House (31 Pritchatts Road). The workshop can also be run locally with eight to twelve participants. Who it is suitable for You will be a member of academic, academicrelated or support staff who is playing a key role in an initiative or project requiring an
innovative solution. Alternatively, you may be part of a team tasked with examining how the University or your team might do something differently. Consequently, you need to produce some high calibre ideas and be able to quality control these. What you will be able to do after the course You will be able to generate better ideas which will contribute to the success of your project. Content There will be a strong focus on exercises and discussions to help generate ideas. The workshop will also offer guidance on how you might assess the quality of your ideas. Finally, it will introduce a range of tools, models and aids, contained in a workbook, which you will find useful after the workshop. So what’s distinctive? An opportunity to stand back from the day to day work and use your mind to help generate innovative ideas and practices. Working with influence Key contact Marc Adams (x45949 m.adams@bham.ac.uk).
power and personal power and your rights and responsibilities in terms of power and influence Deploying different influencing styles; for example, assertiveness, persuasion and influencing through listening, matching your body language and tone with your words Dealing with others’ unhelpful influencing styles; for example, passive aggressive. So what’s distinctive This is a practical course that helps you build on your personal influencing strengths and gives you pointers on how to improve your influence in relationships at work. Dealing with challenging workplace behaviour Key contact Elaine Clough (x58771 e.clough@bham.ac.uk) Duration One day. Delivery method Local delivery, run with six to ten participants.
Delivery method Classroom based at POD House (31 Pritchatts Road). The workshop may also be run locally with eight to twelve participants.
Who it is suitable for You will be a member of academic, academicrelated or support staff experiencing behaviour displayed by those around you which you find challenging. This may include over-assertive behaviour from colleagues which you find difficult to respond to. It may even include what you consider to be bullying or harassing behaviour.
Who it is suitable for You will be responsible for leading teams of academic, academic-related or support staff. Alternatively, your job may need you to influence extensively with colleagues across, and outside, the University to achieve results.
What you will be able to do after the course You will be able to deal effectively with challenging behaviour from colleagues and understand what options are open to you in such circumstances, including the support available outside your immediate work team.
What you will be able to do after the course You will be able to conduct productive relationships with your colleagues assertively, confidently and also with due regard to their varying viewpoints.
Content Strong focus on discussion and practice sessions. This will include working through the real-life issues you face and helping you find an appropriate response.
Content There will be a strong focus on practice sessions. This will include working through the real life issues you face. In addition there will be discussion sessions on: Frameworks of power and influence, including the difference between positional
So what’s distinctive? Tailored support to help you in the face of challenging behaviour and difficult circumstances.
Duration Two days.
Academic-related staff
Excellent customer service
Writing business necessary minutes and notes
Key contact Ryan Sharman (x43401 r.j.sharman@bham.ac.uk).
Key contact Yvonne Yelken (x48701 yelkeny@bham.ac.uk).
Duration One day
Duration Half day.
Delivery method Local delivery, run with eight to twelve participants.
Delivery method Local delivery, run with six to eight participants.
Who it is suitable for You will be a member of academic-related or support staff who interacts with customers and service users and their needs, in today’s competitive market, to provide the best possible perception of the University. What you will be able to do after the course You will have built on your existing customer service skills to improve your own success and that of your team and the University. Content Exploration of the concept of excellent customer service in the University context and development of even more positive approaches to working with colleagues, students and external contacts. In addition you will consider: Who are my customers and what are their expectations? Appropriate standards of ‘service’ How to deal with challenges and challenging people How to manage your own behaviour Customer problem solving How to eliminate customer service problems So what’s distinctive? Tailored support to help you and your colleagues provide even better service to your specific customers.
Who it is suitable for You will be a member of academic-related or support staff who takes minutes or notes from committee or departmental meetings regularly and who feels that you would benefit from having a more structured approach. What you will be able to do after the course Work with increased confidence to take even more relevant notes and to produce even more appropriate minutes. Content Focus on discussion and practice, in particular: Receiving practical guidance on writing minutes, including your pre-meeting preparation Note-taking techniques and techniques for writing up after the meeting Discussion of styles and layout, with advice on how to highlight key issues and decisions Taking the opportunity to make a record of a committee meeting, and to write up minutes of the meeting So what’s distinctive Practical and hands-on guidance that you will be able to put into practice immediately.
Data protection and the Freedom of Information Act 2000 Key contact Ryan Sharman (x43401 r.j.sharman@bham.ac.uk). Duration Half day. Delivery method Local delivery, run with eight to twelve participants or individually on-line. Who it is suitable for You will be a member of academic, academicrelated or support staff who has just started at the University (please note this training is mandatory for every new member of staff). Alternatively, you may wish to refresh your knowledge of the subject. What you will be able to do after the course You will be able to put into practice your knowledge of The Data Protection Act 1998 (which provides a legal framework for holding and dealing with personal data) and The Freedom of Information Act 2000 (which permits individuals to access information recorded by public authorities). Content Focus on presentation, discussion and use of examples, covering: The eight enforceable principles of the Data Protection Act 1988, including processing of sensitive personal data, data subjects’ rights, offences under the Act; and disclosure of data and current issues relevant to the University The Freedom of Information Act 2000, including the types of data covered by the Act, publication schemes, role of the Information Commissioner, rights under the Act; and how the University deals with requests and exemptions and who can apply them So what’s distinctive? The opportunity to gain an understanding of how the Acts affect your role and the University more broadly and a chance to find out more about the University’s publication scheme.
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Office health and safety
Fire safety training
Laser/optical safety
(run by Workplace Wellbeing)
(run by Workplace Wellbeing)
(run by Workplace Wellbeing)
Key contact Mark Hoare (x44947 m.r.h.hoare@bham.ac.uk).
Key contact Melanie Ashfield (x45817 m.ashfield@bham.ac.uk).
Key contact Dr G A Zabierek (x45253 g.a.zabierek@bham.ac.uk).
Duration One hour, usually the first Wednesday of each month.
Duration Three hours.
Duration Half day. Delivery method Delivered locally. Who it is suitable for All staff who work in offices and similar work places, need an appreciation of the risks that may be present and want to know how these risks might be controlled. What you will be able to do after the course Apply your knowledge of risks, precautions and procedures to ensure one’s own health and safety and that of colleagues. Content Focus on input and discussion, specifically: A brief introduction to health and safety How health and safety is managed at the University and at local levels Information about the Health and Safety Unit and its web pages What should be covered in a staff induction Workstations and computers General office risks Fire precautions Emergency procedures
Delivery method Centrally, at 54 Pritchatts Road. Who it is suitable for All staff members and postgraduates every two years. What you will be able to do after the course You will be able to apply what you have learned to reduce fire risks and false alarms, to identify obvious fire risks and know who to report them to, to respond to fire alarms and to know what to do if you suspect a fire.
Delivery method Bespoke course, run locally on demand. Who it is suitable for: This course is suitable for all staff members who need an introduction to laser/optical safety and specifically those who work with Class 3R, 3B and 4 laser systems. What you will be able to do after the workshop You will understand the variety of laser products in use, what governs what we do and how do we go about doing it safely, including but not restricted to optical hazards.
Academic-related staff
Chemical risk assessment (run by Workplace Wellbeing) Key contact Dean Cross (x45252 d.f.cross@bham.ac.uk). Duration 30 minutes. Delivery method This course is run each term for Colleges and can also be run on demand. To nominate yourself please contact your School’s health and safety coordinator. It can be combined with the Chemical and Laboratory Safety course or run separately. Who the course is suitable for This course is aimed at staff members (and post graduate students) handling chemicals and hazardous substances. What you will be able to do after the course You will understand the University’s policy on hazard and risk and how to complete the chemical hazard and risk assessment pro forma. Introduction to radiation protection
Introduction to biological safety
(run by Workplace Wellbeing)
(run by Workplace Wellbeing)
Key contact Dr G A Zabierek (x45253 g.a.zabierek@bham.ac.uk).
Key contact Beverley Davies (x45255 b.davies.saf@bham.ac.uk).
Key contact Dean Cross (x45252 d.f.cross@bham.ac.uk).
Duration Three hours.
Duration Two hours.
Duration One and a half hours.
Delivery method Centrally, at 54 Pritchatts Road.
Delivery method This course is arranged and advertised through individual Colleges. Anyone required to attend outside of these scheduled courses should contact Beverley Davies directly.
Delivery method This course is run each term for Colleges. To nominate yourself please contact your School’s health and safety coordinator.
Chemical and laboratory safety (run by Workplace Wellbeing)
Who it is suitable for This course is mandatory for those staff members who use unsealed radioactive material rather than x-ray equipment, unless otherwise agreed. What you will be able to do after the course You will understand the following: Radiation and Ionising Radiation Radionuclides and Radiation Generators Units Background Radiation Biological Effects Legislation Local Arrangements
Who it is suitable for This course is mandatory for staff (and new post graduates) who will be working with biological agents and materials: ie, microorganisms, blood, tissue, cells, and also potentially infectious materials such as sewage levels and environmental samples. What you will be able to do after the course You will understand the following: Hazardous properties of biological materials Applicable legislation Risk assessment Routes of exposure Principles of safe working
Who it is suitable for You will be a member of staff (or postgraduate student) who handles chemicals in a laboratory. What you will be able to do after the course You will understand the University’s policy, the different types of chemical hazard, exposure routes and safe working practices.
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Management skills
Making the most of your resources Key contact Elaine Clough (x58771 e.clough@bham.ac.uk). Duration Two days. Delivery method Classroom based at POD House (31 Pritchatts Road). The workshop may also be run locally with eight to twelve participants. Who it is suitable for You will be responsible for leading teams of academic, academic-related or support staff. You need to know how to manage your time and to help your team colleagues manage their time. You need to be able to flex your management style to get the best out of your team. It is more likely than not that you are at an early stage as a manager. What you will be able to do after the course You will be able to focus your team on a clear set of priorities, ensure that these are achieved in an appropriate timescale and use the talents of your team in the most beneficial way. Content There will be a strong focus on practice sessions and discussion. There will be some self diagnosis work to establish your preferred management style and to help you judge how appropriate this is to the circumstances in which you work. In addition there will be discussion sessions on: Tactics for effective time management What might lie behind the presenting issue of ineffective time management The situational leadership model as a tool for helping understand the choices you have as a manager of a team Establishing and monitoring team priorities and getting the team members behind them So what’s distinctive? A highly practical course which provides you with the basic toolkit for managing your team. Effective financial management Key contact Ryan Sharman (x43401 r.j.sharman@bham.ac.uk). Duration One day.
Delivery method Classroom based at POD House (31 Pritchatts Road). The workshop may also be run locally with six to ten participants.
So what’s distinctive? This is an opportunity to ask any questions you like about finance and to build confidence in this area.
Who it is suitable for You will be a member of academic, academicrelated or support staff, responsible for putting budgets together, monitoring and reporting on them and taking necessary corrective action during the year.
Having constructively challenging conversations
What you will be able to do after the course You will be able to produce a simple budget, resolve monitoring problems quickly and talk confidently to your team colleagues about relevant financial matters. Content There will be a strong focus on discussion and issue resolution. This will include working through real-life budget issues which we will encourage you to bring to the workshop. In addition there will be sessions on: How budgets are set at the University and an explanation of the framework that approves and monitors them The basics of setting a simple budget, using zero based budgeting techniques Finance terminology made simple, so you can converse with confidence and explain the basics to your colleagues Budget warning signs and what to do about them
Key contact Marc Adams (x45949 m.adams@bham.ac.uk). Duration One day. Delivery method Classroom based at POD House (31 Pritchatts Road). The workshop may also be run locally with eight to twelve participants. Who it is suitable for This course is suitable for academic, academicrelated or support staff who line manage others and who, in the course of their work, have to conduct effective interviews with team members to address and resolve what may be a difficult or challenging situation. What you will be able to do after the course You will have the confidence to take back what you have practised on the course (a challenging conversation of your choice) to prevent a challenging or potentially challenging situation from escalating.
Academic-related staff
Content Focus on practice sessions and specifically: A useful structure to follow when you face a challenging conversation A ‘real play’ of your own specific challenge, with feedback, in a safe environment A timely identification of the risks of not having the conversation and the benefits if you do
Set tolerances and know how
to raise issues in a timely fashion How to review a project So what’s distinctive? The opportunity to formalise common practice (and common sense) within a structured framework. Project Management – applications
So what’s distinctive? The opportunity to plan out a critical conversation in advance and the chance to build your confidence to deliver it. Project Management – principles (offered in conjunction with the Project Office) Key contact Ryan Sharman (x43401 r.j.sharman@bham.ac.uk). Duration One day. Delivery method Classroom based at POD House (31 Pritchatts Road). Who it is suitable for You will be a member of academic, academicrelated or support staff who manages small projects. You are likely to be new to project management and require an understanding of the University of Birmingham project management methodology. What you will be able to do after the course You will be able to explain the purpose of various project stages and relevant documentation, project success criteria, benefits management, the purpose of a business case, stakeholder analysis and risk management. Content Focus on theory, the University project management handbook, practical exercises and a case study, specifically: Why some projects succeed while others fail The stages of a project Project documentation How to put a business case together How to conduct a stakeholder analysis and put together a communications plan Determine roles and responsibilities appropriately
(offered in conjunction with the Project Office) Key contact Ryan Sharman (x43401 r.j.sharman@bham.ac.uk). Duration Two days. Delivery method Classroom based at POD House (31 Pritchatts Road). Who it is suitable for You will be a member of academic, academicrelated or support staff who manages small or medium sized projects and you may have some experience and/or limited formal project management training. You require a greater understanding of the University of Birmingham project management methodology and you may have attended an introductory project management course and wish to apply the concepts covered to a simulation. What you will be able to do after the course You will be able to put into practice enhanced project management skills, including leadership skills, gained from your experience of working on a simulation. Content Focus on simulation, theory and the University project management handbook, specifically: How to explain the importance of gathering project requirements How to schedule a project, manage risks and report effectively on project progress The importance of involving the project team in planning Describing the roles and responsibilities of the parties involved in a project Carrying out a project review Knowing the basic principles of influencing and negotiating, managing meetings, leading teams and leading change as these skills apply to the role of project manager
So what’s distinctive? The opportunity to get under the skin of project management, using a well-regarded business simulation. Project management support tools In addition to the two workshops detailed above, the Project Office has a range of resources to help you manage your projects as effectively as possible. As well as the project management handbook, you have access to toolkits designed to help you, among other things, with project planning, project health checks and risk management. Please contact the Project Office directly (projects@contacts. bham.ac.uk and intranet.birmingham.ac.uk/it/ projects/index.aspx), Ryan Sharman in POD (x43401 r.j.sharman@bham.ac.uk) or your local POD consultant for further information. Health and safety responsibilities for supervisors (run by Workplace Wellbeing) Key contact Dean Cross (x45252 d.f.cross@bham.ac.uk). Duration 45 minutes. Delivery method Local delivery. Who it is suitable for You will be a member of academic, academicrelated or support staff who manages a team (in terms of this workshop, this means you are a ‘supervisor’ if you have the power and authority to give instructions and/or orders to team members, and be held responsible for the work and actions of other employees, or those under your day-to-day control). What you will be able to do after the course You will be able to safely discharge your health and safety responsibilities as a ‘supervisor’.
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Risk assessments
Delivery method Classroom delivery at 54 Pritchatts Road.
(run by Workplace Wellbeing) Key contact Mark Hoare (x44947 m.r.h.hoare@bham.ac.uk). Duration Half day. Delivery method Local delivery, classroom based. Who it is suitable for You will be a member of academic, academicrelated or support staff who has to carry out risk assessments personally or supervise those who do. What you will be able to do after the workshop You will be able to: Display your awareness of the health and safety arrangements at the University Understand the reasons for risk assessments Understand the theory of carrying out a risk assessment and put this theory into practice Health and safety co-ordinators’ development programme (run by Workplace Wellbeing) Key contact Mark Hoare (x44947 m.r.h.hoare@bham.ac.uk). Duration Four half day modules, run annually.
Fire warden training (run by Workplace Wellbeing)
Who it is suitable for You will be a health and safety co-ordinator or another staff member who has health and safety responsibilities. What you will be able to do after the course You will be able to advise on health and safety issues, based on your understanding of the health and safety legislation applying to the University, you will understand the University’s policy on management of health and safety at University and local level. Content The identification of common hazards and risk assessments, inspections and accident investigations The health and safety legislation applying to the University The University’s policy on management of health and safety at University and local level Health and safety law Role of the enforcing authorities Information and standards Electrical safety Fire safety First aid arrangements Emergency arrangements Accident procedure and investigation Ergonomics including workstation design and VDUs Stress
Key contact Melanie Ashfield (x45817 m.ashfield@bham.ac.uk). Duration Two hours, generally the first Tuesday of every month. Delivery method Classroom delivery at 54 Pritchatts Road. Who it is suitable for You will be a member of academic, academicrelated or support staff who has fire warden responsibilities. You should attend this training every two years. What you will be able to do after the course You will be able to ensure colleagues and visitors evacuate the building safely and efficiently in case of an emergency. Content You will learn how to: Respond to a fire alarm Know what to do if you suspect a fire Check buildings safely for occupants Know what fire-fighting equipment to use and when to use it Check buildings for obvious fire risks and know who to report them to Apply the University’s fire policy and related legislation
Academic-related staff
Change and transition
Leading successful change Key contact Marc Adams (x45949 m.adams@bham.ac.uk). Duration One day. Delivery method Local delivery, run with eight to twelve participants. Who it is suitable for You will be responsible for leading a team of academic, academic-related or support staff through a change project or initiative. Alternatively, you may be playing a pivotal role in a wider change programme affecting your College, School or equivalent in Professional Services. What you will be able to do after the course You will be able to apply, with confidence, what you have learned about the change process to the project or initiative, including determining appropriate timescales. You will understand the stages of change and what you need to do at each step. Content Strong focus on implementing change theory to a local project or initiative. A key part of the learning will be derived from discussion and
action planning with colleagues involved in similar projects and initiatives. In addition there will be input sessions on: Kotter’s eight step change model Lewin’s model for making change happen Effecting cultural change through culture change mapping How people react to change and what to do So what’s distinctive? A practical toolkit for initiating change and making it really stick. Handling challenging personal transition Key contact Marc Adams (x45949 m.adams@bham.ac.uk). Duration One day. Delivery method Local delivery, run with eight to twelve participants. Who it is suitable for You will be a member of academic, academicrelated or support staff who is leading a major change and who needs to learn more about the emotional response your team members are likely to have about this change and/or understand your own personal reactions to the change.
What you will be able to do after the course You will be able to manage your own reactions to the change, and help others do the same, with reference to some well-respected and helpful frameworks of support. You will be able to recognise the choices of behaviour you have available to you in transitional situations. Content Focus on discussion in large and small groups with space for personal reflection. In addition there will be input sessions on: The difference between change and personal transition The upside of change Kübler-Ross’s change and transition curve Bridges’ transition model Coping strategies So what’s distinctive An understanding of why people react to change in the way they do and practical support at a time which may be personally challenging.
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Managing performance
Setting objectives and performance standards Key contact Kate Crane (x43690 k.crane@bham.ac.uk). Duration Two and half hours. Delivery method Local delivery in your workplace. Who it is suitable for You will be a new line manager undertaking PDRs for the first time and who needs to write individual and team objectives which incorporate relevant performance standards and behaviours. You may also be an experienced line manager who would welcome some refresher training.
Defining and measuring
performance standards Creating your own performance standards Monitoring and reviewing progress
to the University as it pursues its goal of becoming a leading global University – everyone should be encouraged to reach full potential and everyone should have equality of opportunity to do so.
So what’s distinctive? An opportunity to draft objectives that are both meaningful to your individual team members and relevant in a wider context, with guidance and support from your peers.
The rationale and benefits of conducting
Introduction to the PDR process
The ‘must do’s’ to ensure that you
Key contact Kate Crane (x43690 k.crane@bham.ac.uk).
A review of your current practice
Duration One and a half hours.
So what’s distinctive? This is absolutely essential for anyone undertaking PDR’s for the first time.
Content a performance development review The differences between the previous
SDR and the PDR conduct an effective PDR
Delivery method Local delivery in your workplace.
What you will be able to do after the course You will be able to prepare for an effective PDR, carry out an objective review of the last 12 months, write SMART objectives with performance standards for both the team and the individuals within the team for the next 12 months and communicate the methods whereby these objectives will be monitored and reviewed.
Who it is suitable for You will be a new line manager undertaking PDRs for the first time. It is a University requirement that you attend this course before you carry out any PDR reviews. Carrying out an effective PDR is a vital part of ensuring everyone has the opportunity to reach their true potential and everyone has equality of opportunity.
Content The workshop will cover: Preparing for a PDR Writing SMART objectives Getting a clear line of sight between organisational, team and individual objectives
What you will be able to do after the course You will be able to use the tool introduced to conduct your team members’ PDRs effectively. You will be able to get the very best from them, identifying potential, celebrating excellence and addressing under performance. This is essential
and what might need to change
PDR on-going support and surgeries Besides the workshops detailed above, on-going support is available on request to your local POD consultant. We hope that this support will help you with any real-life issues as they arise. In addition, we plan to run PDR surgeries locally at your workplace, during which we anticipate that you will be able to book a short slot (typically 30 minutes) to discuss any issues with which you would like further guidance. We will inform you of upcoming dates via the POD website and Twitter feed. Alternatively, please contact Kate Crane (x43690 k.crane@bham.ac.uk)
Academic-related staff
Presenting yourself effectively
Presenting yourself with impact
Presenting yourself at your best in your CV and at interview
Key contact Vincent O’Grady (x46050 v.c.ogrady@bham.ac.uk).
Key contact Yvonne Yelken (x48701 yelkeny@bham.ac.uk).
Duration Two days.
Duration One day.
Delivery method Classroom based at POD House (31 Pritchatts Road).
Delivery method Local delivery in your workplace.
Who it is suitable for You will be a member of academic, academic-related or support staff who needs to present to a group. This would include a team briefing, a business case to senior managers or research at a conference. Alternatively, you may want to refresh your approach to lecturing or to present to an interview panel. There are many other examples and this list is not exhaustive. What you will be able to do after the course You will be able to design, structure and prepare a presentation that meets both your needs and the needs of your audience. You will be able to use your voice and movement for maximum impact, involve your audience and deal effectively with questions. In short, this highly participative event will build your confidence and improve your presentation skills. Content You will bring with you a basic framework of a presentation you are due to give in the near future. You will be supported in developing your presentation, using the concepts and tools covered during the programme and will deliver it to an audience of your co-participants. Specifically: Why am I presenting? Structure and design Using visual aids Using your voice and movement Practice, practice, practice So what’s distinctive? A useful opportunity to work on a real-life presentation with guidance, support and feedback from your tutor and your colleagues.
Who it is suitable for You will be a member of academic, academicrelated or support staff who is seeking a change in role either through promotion or following redeployment and who wants to self-present in the most positive manner possible through both your CV and at interview.
Becoming an effective interviewer Key contact Yvonne Yelken (x48701 yelkeny@bham.ac.uk). Duration One day. Delivery method Local delivery in your workplace. Who it is suitable for You will be a member of academic, academic-related or support staff who is responsible for the recruitment of new staff into your department/team and is involved in the preparation of materials and questions to use during the interview.
What you will be able to do after the course You will be able to apply your learning to develop your CV so that it highlights your key skills, attributes and achievements and identifies ways in which you can prepare for interview by considering your body language, motivation and response to questions.
What you will be able to do after the course You will be able to apply your knowledge so that you can prepare effective questions to use during the interview, along with the critical necessary questioning techniques which will support you, in compliance with legislation, in selecting the right candidate with the required skills and attitude for the vacancy.
Content The focus is on practice, discussion and personal reflection, specifically: Developing the structure and format of a CV Identifying your key achievements Communicating key skills and attributes Using the job description and person specification to prepare for the interview Creating specific responses to behavioural questions Understanding the impact of verbal and non-verbal communication
Content Focus on practice and discussion, specifically: The effectiveness of the interview in relation to the recruitment and selection of new staff The legal context of the interview A systematic approach to planning and structuring interviews Designing effective interview questions The opportunity to practice conducting an interview Note taking from an interview and giving feedback
So what’s distinctive? Hands on practical help to ensure you project yourself at your best both in writing and in person in a recruitment situation.
So what’s distinctive? A hands on opportunity to practice your interviewing skills and to receive feedback on performance.
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Special stages in your career
Career development workshops Key contact Elaine Clough (x58771 e.clough@bham.ac.uk). During 2013–14 we will be piloting career development workshops. Further details, as they become available, will be communicated via the POD website and Twitter feed and through your local College/Corporate Services POD consultant. The workshops will examine how you can prepare and position yourself for the next step on your career ladder, whatever that may be. We will examine capability frameworks at different levels, the requirements of example job roles and discuss with you what options are available to you to help you develop. We will also touch briefly on how you can market yourself as being ready for future roles, although more specific detail is addressed in the POD workshop ‘Presenting yourself at your best in your CV and at interview’. We would love to hear from you if you have thoughts on how the career development workshops can be made as helpful and relevant as possible for you. Central induction Key contact Elaine Clough (x58771 e.clough@bham.ac.uk). Duration Two hours plus optional tour of campus, run every month. Delivery method Centrally via presentation, various locations. Who it is suitable for All new members of University staff, as soon as possible after joining. This is the ideal opportunity to gain a greater awareness of the University; its history, research, alumni, community engagement and plans for the future, in addition to an introduction to the numerous support services available to all employees. What you will be able to do after the event You will have a better view of how your role contributes to the success of the University and will have developed knowledge that will build on and support relevant local induction activities.
Content A variety of presentations, including from: Either a member of the University Executive Board or Senior Officer group Support services and staff engagement departments across the University There is also the opportunity for an optional tour of campus. So what’s distinctive? A chance to see the aims and ‘big picture’ of the University and the way all parts of the organisation go about achieving these as well as the opportunity to consider how you might contribute to success. Managing your retirement Key contact Yvonne Yelken (x48701 yelkeny@bham.ac.uk). Duration One day. Delivery method Classroom based at POD House (31 Pritchatts Road). Who it is suitable for The workshop is suitable for anyone considering retirement – including early retirement – within the next 12 months. Partners and spouses are most welcome and are encouraged to attend (please fill in the required details on the booking form to register your partner’s or spouse’s attendance).
What you will be able to do after the course You will be able to identify areas where forward planning will enhance your retirement. You will have the opportunity to reflect on any potential changes you might want to make to your lifestyle and finances based on expert advice provided by the retirement specialist leading the workshop. Content Focus on presentations, discussion and personal reflection, specifically: How retirement will affect your life and relationships and the steps you need to take to plan for a new lifestyle Practical steps to protect your health and fitness in retirement How to use cash/investments/savings and income effectively in retirement Basic investment principles and how to reduce/manage investment risk How a Will and Power of Attorney can protect assets for your beneficiaries Entitlements and how to minimise cost should you need financial assistance for Long Term Care in the future So what’s distinctive? A practical workshop, which enables you to plan your retirement, armed with new information and the thoughts of your peer group.
Academic-related staff
Coaching and mentoring
Becoming a member of the University’s coaching academy Key contact Leigh Casey (x48949 l.a.casey@bham.ac.uk). Duration Five days face to face, up to three days individual practice sessions and significant self-study. Delivery method The face to face workshops will be held at POD House (31 Pritchatts Road) in three blocks (a one day induction session and two, two day workshops). The individual practice sessions will be held in your workplace or that of your ‘practice client’. Who it is suitable for You will be a member of academic, academicrelated or support staff, who wants to develop excellence in coaching. We are not prescriptive about grade, but we do expect that you will already have had experience of coaching individuals and will be keen to build on this, as part of the University-wide coaching academy. We anticipate that you already have a strong enthusiasm for enabling the benefits that exceptional coaching can bring to individuals, to teams and to the University as a whole. Please note: the amount of study you will need to do to gain full membership of the coaching academy is considerable. POD will bear the cost of your training. However, in exchange, we ask you to contribute some of your time (the exact amount to be agreed with you) which you will spend coaching members of staff outside your immediate work area. Furthermore, we will apply entry requirements to study in the academy as follows: Approval from your line manager A commitment from you to complete the study programme A commitment from you to give a mutually agreed amount of your time to coaching individuals outside your work area A willingness to work with and to support a team of fellow coaches What you will be able to do after the programme You will be able to coach individuals with excellence. On successful completion of the programme of study you will be awarded an
ILM level 5 Certificate in coaching and mentoring and full membership of the University’s coaching academy. After this, you may proceed to secure your individual coaching accreditation with the European Mentoring Coaching Council (EMCC), one of Europe’s most respected coaching bodies. Content Focus on coaching practice in large and small groups and in individual sessions with ‘practice clients’ during your training. These sessions will be observed. You will be required to reflect on what you have learned and to record this for inspection by the examiner. There will be considerable discussion and sharing of best practice. Finally, we will determine together how we can best use coaching to help the University meet its objectives. So what’s distinctive? A fabulous opportunity to become involved in a key people development initiative and also to gain a well-regarded qualification. Note: we would also love to hear from qualified coaches already in the University who would like to join the coaching academy. Coaching support from the academy Key contact Leigh Casey (x48949 l.a.casey@bham.ac.uk). Duration Will vary but typically will comprise one to six sessions with your coach, dependent on the extent of your need. Each session will last one to two hours.
You will need to submit a short business case to access coaching support, which will include the following: Approval from your line manager A commitment from you to attend all coaching sessions that you schedule and to participate fully in these sessions A commitment from you to do any off-line work that you and your coach decide is appropriate. Once POD has approved the business case, you will be matched with a coach from the coaching academy. What you will be able to do after the programme You will be able to resolve the work-related issue in question and/or have a tailored plan for your own development which you yourself will take forward to work on. Content This will vary. The coach will initiate a coaching contract in the first session to ensure that both parties agree what will be covered and what will be excluded, as well as how both parties will work together. The coach will encourage you to share what comes out of the coaching sessions with your line manager. However, the coach will not report back from the sessions in any way. So what’s distinctive? Tailored one to one support from a qualified and skilled coaching practitioner who understands your work environment and the challenges it presents. Coaching support from external providers
Delivery method Generally, face to face in your workplace or that of the coach. Alternatively, the sessions can take place at POD House (31 Pritchatts Road) if the room is booked with POD in advance. Telephone coaching may also be an option, depending on need and circumstance. Who it is suitable for You will be a member of academic, academicrelated or support staff, who needs specific and tailored support to help resolve a work-related issue or who wants to develop a particular skill. Please note, coaching is a form of development and is neither a remedial activity nor a substitute for line management. Furthermore, it is not counselling or a ‘listening ear’.
Key contact Leigh Casey (x48949 l.a.casey@bham.ac.uk). Duration Will vary but typically will comprise one to six sessions with your coach, dependent on the extent of your need. Each session will last one to two hours. Delivery method Generally, face to face in your workplace. Alternatively, the sessions can take place at POD House (31 Pritchatts Road) if the room is booked with POD in advance. Telephone coaching may also be an option, depending on need and circumstance.
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Who it is suitable for You will be a senior academic or a senior member of Professional Services working in a role with a strong strategic component, which requires that you have need for support from outside the University, provided by a coach who has strategic experience and/or exposure to a range of organisations that you can learn from. You will need to submit a short business case to access external coaching support, which will include the following: Approval from the Vice-Chancellor, the Registrar or delegated sponsor A commitment from you to attend all coaching sessions that you schedule and to participate fully in these sessions A commitment from you to do any off-line work that you and your coach decide is appropriate Once the business case has been approved, you will be matched with a coach from our approved firms. Leigh Casey, as the account manager for external coaching, will oversee this process and will meet with you to discuss your needs before the matching takes place. What you will be able to do after the programme You will be able to resolve more easily strategic work-related issues and/or have a tailored plan for your own development which you yourself will take forward to work on. Content This will vary. The coach will initiate a coaching contract in the first session to ensure that both parties agree what will be covered and what will be excluded, as well as how both parties will work together. The coach will encourage you to share what comes out of the coaching sessions with your sponsor. The coach will not report back from the sessions unless you give permission. However, the coach will keep Leigh Casey up to date with the process (but not the content of your sessions) to ensure that the University is getting value for money. So what’s distinctive? Tailored one to one support from a qualified and skilled coaching practitioner who brings a breadth of experience to the relationship.
Being an effective mentor Key contact Elaine Clough (x58771 e.clough@bham.ac.uk). Duration Half day. Delivery method The workshop will be held at POD House (31 Pritchatts Road). Who it is suitable for This course is available to anyone who wishes to become a mentor at the University. Mentoring is a partnership between two people which offers ongoing support and development opportunities to a mentee, with both parties sharing a common purpose of developing a relationship built on trust and confidentiality. What you will be able to do after the course At the end of the workshop you will have the confidence to take on the role of mentor and will understand how valuable a mentoring relationship is to all concerned.
Content The workshop is an opportunity to understand your role and responsibilities as a mentor and the skills relevant to this role. It will cover the University’s mentoring scheme, the benefits of mentoring, ground rules and confidentiality, the mentoring relationship and the skills of an effective mentor. So what’s distinctive? An opportunity to grasp the subtleties of mentoring and the options open to you, so that you can develop a style unique to you and useful to your mentee. Buddying, work shadowing and job swaps Key contact Leigh Casey (x48949 l.a.casey@bham.ac.uk). During 2013–14 we hope to introduce further schemes that will extend our range of one to one support into areas such as buddying, work shadowing and job swaps. Please look at the POD website and follow the POD Twitter feed to find out the latest on these new initiatives.
Academic-related staff
Diversity in the workplace
Diversity e-learning package Key contact Marc Adams (x45949 m.adams@bham.ac.uk). Duration 30 minutes. Delivery method E-learning. Who it is suitable for All staff. All new staff members will be sent the link to the package as part of the University induction. Other staff members are also required to complete the package and may wish to use it as refresher training from time to time. If you are interviewing or participating in selection panels you must complete this package if you have not done so in the last 12 months. What you will be able to do after the course You will be able to apply a clear understanding of your responsibilities after working through this overview of equalities legislation, case studies and relevant links to University policies and procedures. Content The package covers: The impact of relevant legislation The negative effects of discrimination Your responsibilities within this area, and the consequences of not adhering to the law Sexual discrimination Harassment and bullying Diversity workshops Key contact Marc Adams (x45949 m.adams@bham.ac.uk). We address diversity and equality issues on all relevant courses, as a matter of our standard practice. Also, on-line learning is available (see above). In addition, we plan to offer workshops to any staff member who wishes to develop their understanding of diversity and equality. The workshops are likely to last one day and be delivered locally. We will update you on the launch dates of these workshops via the POD website and POD Twitter feed.
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First aid courses Run by Workplace Wellbeing
First aid at work
Emergency first aid at work
First aid update
Key contact Frances Wakefield (x45251 f.l.wakefield@bham.ac.uk).
Key contact Frances Wakefield (x45251 f.l.wakefield@bham.ac.uk).
Key contact Frances Wakefield (x45251 f.l.wakefield@bham.ac.uk).
Duration Three days, usually run once a month.
Duration One day (effectively day one of the three day course) run once a month.
Duration Half days run mornings and afternoons on a regular basis.
Delivery method Run centrally at 54 Pritchatts Road.
Delivery method Run centrally at 54 Pritchatts Road.
Who it is suitable for You are likely to be a new or lapsed First Aider who wishes to provide support in a lower risk work area where a risk assessment has indicated that this lower level of cover is sufficient. You must be nominated for this course by your line manager.
Who it is suitable for You will be a practising First Aider who requires an annual update and an opportunity to practice and refresh your first aid skills. Please note, it is now mandatory to attend an annual update if it is more than 12 months since you last attended the three day first aid training course.
What you will be able to do after the course You will be able to work with confidence and knowledge to deal with situations where basic first aid is required.
What you will be able to do after the course You will be able to work with confidence and refreshed knowledge and skills.
Delivery method Run centrally at 54 Pritchatts Road. Who it is suitable for All staff who wish to become a First Aider in the workplace. Please note, you will need to get permission to attend from your line manager as your department will pick up the costs of your course. What will you be able to do after the course You will be able to work with confidence and knowledge to deal with first aid emergencies compliant with Health and Safety (First Aid) regulations.
Academic-related staff
iLVE training course
Introduction to Canvas, the University’s new virtual learning environment A range of introductory training courses have been developed, aimed at all teaching and administrative staff who wish to use Canvas, the University’s new virtual learning environment.
Canvas: Introduction for staff
Each course is comprised of a seminar followed by a hands-on workshop. The seminar will take approximately 30 minutes and include a presentation and demonstration while the 90-minute workshop will allow attendees to gain familiarity with Canvas by working through a number of scenarios. We would advise that all staff attend at least the introductory course
Canvas: Managing and Presenting Content
Canvas: Communication Tools
Canvas: Creating and Managing Assignments
Canvas: Computer-marked Assessments
prior to starting to work with Canvas. Further details about the training courses and booking procedure can be found on the webLearn website: www.weblearn.bham.ac.uk. The diagram below shows the structure of the introductory courses on Canvas.
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TECHNOLOGY
SKILLS DEVELOPMENT
IT training The Technology Skills Development Team offer an extensive programme of free IT skills courses both face-to-face and online. Software applications covered include: NVivo, SPSS, MS Office, Stata, Photoshop and TurningPoint.
Courses are open to all university staff and postgraduate students. Most face-to-face courses are conducted in our dedicated training suite in the Nuffield building. Full details of courses, our location, links to online resources and our self-service booking system are available at: intranet.birmingham.ac.uk/itskills
Academic-related staff
Combining options: new academic-related members of staff and academic-related managers New academic related member of staff
New manager
For new members of academic-related staff, we would suggest that, as well as your local induction options, you select the following: Data protection and the Freedom of Information Act 2000 (mandatory) (page 9) Office health and safety (page 10) Fire safety training (page 10) Central induction (page 18) Diversity e-learning package (mandatory) (page 21) Diversity workshops (page 21)
For new academic-related managers, we would suggest combining the following options: Making the most of your resources (page 12) Having constructively challenging conversations (page 12) Setting objectives and performance standards (page 16) Introduction to the PDR process (mandatory before you carry out any work on PDRs) (page 16) PDR on-going support and surgeries (page 16) Diversity workshops (page 21)
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Edgbaston, Birmingham, B15 2TT, United Kingdom
www.birmingham.ac.uk
8289 Š University of Birmingham 2013.
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