RGU Marketing brochure

APPOINTMENT OF

DIRECTOR OF MARKETING, COMMUNICATIONS AND STUDENT RECRUITMENT

The professional University

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www.rgu.ac.uk

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CONTENTS THE OPPORTUNITY 4 A CLEAR FUTURE 6 THE PROFESSIONAL UNIVERSITY 8 one campus-one vision garthdee 2020 12 DIRECTORATE OF MARKETING, COMMUNICATIONS AND STUDENT RECRUITMENT 14 ROLE PROFILE 18 person PROFILE 20 CITY OF ABERDEEN 22 CORPORATE MANAGEMENT ARRANGEMENTS 24 ORGANISATION CHART 26 SUMMARY OF TERMS AND CONDITIONS 28 HOW TO APPLY 30

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THE OPPORTUNITY

’THE TOP MODERN UNIVERSITY IN THE UK’

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IN ‘THE TIMES GOOD UNIVERSITY GUIDE’

You will be joining us at a pivotal time. We are ready to make the next step change, ambitious to be recognised as a great University rather than just the best University of our kind – indeed a role model for others. We will, over the coming years, finish off what we started twenty years ago by now completing the best riverside campus in Europe. This will enable us to deliver professional education both on campus and around the world, through our Virtual Learning Environment and ensuring a fantastic student experience. Our Clear Future Strategy, supported by our Campus investment, will give access to learning and a future life of career choices for those who have the ambition and aspirations, whilst also enabling us to engage even more with stakeholders, business and other key sectors of the economy.

We have staff who are highly committed to the University and who tangibly understand our strategy and their role in our success, giving us a reputation for being cohesive, confident and comfortable in our purpose and direction.

- THREE YEARS IN A ROW

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A CLEAR FUTURE ROBERT GORDON UNIVERSITY HAS A VERY CLEAR FUTURE, SET OUT IN OUR STRATEGIC PLAN. BUILDING ON OUR STRENGTHS AND OUR PROGRESS TO DATE, WE ARE ONE OF THE BEST MODERN UNIVERSITIES IN THE UK, IN AN INCREASINGLY CHALLENGING ENVIRONMENT. In achieving our objectives, we will be clear about the markets which we serve and the services we deliver. We will be responsive to the changing environment and developments in the economy and society.

Ongoing development and continuous improvement will help to ensure that we set the benchmark for quality in all aspects of our work.

OUR STRATEGIC PRIORITIES • Student experience: Enrich the all-round experience of our students through their engagement with the University

• Teaching and learning: Enhance the quality and relevance of our taught provision

• Access for all: Increase the diversification of our student population

• Learning through life: Expand our provision of corporate programmes and life-long learning opportunities

• Research and commercialisation: Grow our internationally excellent research and knowledge exchange activities and reputation

• A sustainable future: Secure our economic and environmental sustainability

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CRITICAL SUCCESS FACTORS

KEY PERFORMANCE INDICATORS

We have assessed the factors which will be critical to our success as follows:

In order to monitor progress at Board of Governors’ level, a set of six key

• Sustain our Scottish Funding Council and international student

high level performance indicators (KPI) has been agreed. These monitor

numbers in a more challenging competitive environment

the impact of our success or otherwise in relation to our key strategic

• Generate a major revenue stream from business interaction

objectives and against the critical success factors indentified above.

• Level of total SFC teaching funding and proportion of total

activities for the value that we add

• A relentless focus on quality which will help to maintain and

SFC teaching allocation compared with previous years

• Level and geographical sources of income from international

develop our reputation – an excellent student experience from first point of contact through every interface we have

students compared with previous years

• Net financial contribution from business interaction over time • Level of research grant and contract income and % full

with students

• A focused research portfolio which underpins teaching, is of international standing and is financially sustainable

economic cost recovery over time

• A workforce which is committed, resourceful and effective • Continued financial health

• Net surplus, current ratio and borrowing over time • Consistent high performance within the modern university sector in national league tables

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THE PROFESSIONAL UNIVERSITY ‘PROFESSIONAL’ IS OUR WATCHWORD FOR THE WAY WE TREAT ALL OUR STAKEHOLDERS, INCLUDING AND ESPECIALLY OUR STUDENTS. IT GUIDES THE WAY WE WORK TOGETHER, AND DEFINES WHAT WE EXPECT FROM EACH OTHER. OUR HERITAGE The name Robert Gordon has been synonymous with education in Aberdeen since 1750 when the original college was founded from his bequest. With the addition of Gray’s School of Art in 1885, the School of Pharmacy in 1898 and the Scott Sutherland School of Architecture in 1957, the original college has evolved over the years into a substantial university – a leading institution of learning still able to draw upon this rich heritage.

THE UNIVERSITY TODAY

“The partnership we have with Robert Gordon University not only helps to verify the high quality of learning we provide for our people, but it also leads to a formal qualification at degree level, which both Shell and our staff see as valuable.”

The University generates an annual group income of around £92 million through corporate programmes, consultancy and other business engagement, research income and fee paying or funded students.

We currently employ approximately 1600 members of staff and deliver

Adam Lomas Vice President, EP Learning & Development, Shell

courses to around 15,500 students.

OF THE 15,500 STUDENTS: 22% are engaged in distance learning and corporate courses 65% Full time and 35% Part time 64% Undergraduate and 34% Postgraduate students (remainder in Postgraduate Research)

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“Robert Gordon’s branding as ‘the professional university’ couldn’t be more appropriate. It beats every other university in the most recent employment figures.”

Sunday Times

LEAGUE TABLES

OF THE UNDERGRADUATES: 23% attend Aberdeen Business School 28% enrolled in Design and Technology courses

OF THE POSTGRADUATES:

“Work placements, lasting up to a year, are the norm [at Robert Gordon University] helping an employment record that has been Scotland’s best for several years and consistently one of the UK leaders.”

23% in Aberdeen Business School

– The Times (3 June 2009)

49% enrolled in Health and Social Care courses

28% in Design and Technology courses For three successive years, Robert Gordon University has retained

49% in Health and Social Care courses

the position of the best modern university in the UK (The Times, May We offer an impressive range of professionally focused courses across

2010). The Guardian University League Table for 2010 also ranked

the arts and design, management, engineering and computing, health

Robert Gordon University as the top new University in Scotland and

and social care and the applied sciences and technology. We are

second in the UK. We consistently maintain one of the UK’s best

particularly focused on developing our key areas of strength – energy,

graduate employment records. The Times Good University Guide

health and social care, the creative industries and the knowledge

2011 notes that we are still best University in Scotland for graduate

economy.

prospects, and second in the UK, with over 83% of our graduates landing graduate-type jobs within 6 months. Our success in this area is bettered only by Imperial College.

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THE VIRTUAL CAMPUS The University has established a significant e-Learning capability, based around the ‘Moodle’ virtual learning environment. This is used to support an extensive range of distance learning courses and to support the learning of on-campus students in blended approaches. Effective use of appropriate technologies is a key element of the University’s plans to extend distance learning provision, including corporate learning, and to enhance the learning experience of all students. We are, we believe, the largest provider of online, distance learning in the UK after the Open University. With this in mind, we are currently reviewing our provision, marketing and corporate branding to ensure we are capitalising on this USP.

INTERNATIONAL

ABERDEEN COLLEGE – AN ASSOCIATE COLLEGE

Our strategy is of ‘internationalisation’ of the total student experience for all students. This includes the curriculum, work

The strength of our regional commitment and also our understanding

placements and the wider experience they have interacting with

of the social inclusion wider access agenda is reflected in our

our staff and the community. International students have long

partnership with Aberdeen College, the largest FE College in Scotland.

been attracted to Robert Gordon University and contributed much

This is a truly outstanding alliance recognised by the Scottish Funding

to our cultural fabric. Indeed, in recent years, increasing numbers

Council as a model for others. The College is an associated college

of international students have made ours a truly international

of the University and there are articulation agreements across many

campus. 19% of our total student population come from outside

subject areas leading to 2+1 and 2+2 progression.

the EU. Expanding our cultural and commercial links with overseas organisations has helped to create many exciting opportunities for our staff and students to work abroad.

Our commitment to internationalisation is evident in the establishment of an International College at the University through Navitas.

Following the launch of the College in September 2011, we expect to significantly increase our recruitment of international undergraduate students at a time when our recruitment of international postgraduate students is coming under greater pressure.

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RAE RESULTS

COMMERCIAL LINKS

“Together with a strong performance in last year’s research assessment, this helps RGU to its highest ever ranking in our table,ranking second in the modern university sector.”

Our strong links with industry have delivered corporate alliances, CPD programmes and consultancy both in the UK and overseas.

The deployment of blended learning through the Moodle Virtual Learning Environment is further expanding our capability for working with corporate partners and SMEs. Enterprising research is undertaken by groups throughout the University and the results contribute to technology transfer and ‘spin outs’. We have been especially successful in SMART awards.

- The Sunday Times (13 September 2009)

The University was ranked the top modern Scottish University for research quality, with ‘world class’ research activity in 8 out of the 11 subjects returned in the 2008 Research Assessment Exercise.

In addition 73% of research conducted was ranked as being of international quality.

Additionally, our commercial organisation, Univation Ltd, continues to develop strong commercial relationships with major energy organisations worldwide, winning significant corporate contracts for delivery in the UK and overseas.

As we build on the University’s success beyond RAE, we aim, through the establishment of three Research Institutes, to grow the level of internationally excellent research. These institutes will develop the potential of strategically significant areas by focused investment on areas of research strength. The University has also demonstrated important success in research commercialisation and has established a relationship with the venture capital company Sigma IP Ltd.

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‘Among the generation of new universities, Robert Gordon University in Aberdeen is the best placed’.

“In the past decade, the university has invested more than £100m to improve its facilities, and intends to make the Garthdee site ‘the best riverside campus in Europe.’”

The Times (June 2008)

The Guardian (12 May 2009)

THE UNIVERSITY PREPARED AND APPROVED ITS ESTATES STRATEGY IN 1994, COVERING A 20-25 YEAR PLANNING PERIOD. WE NOW HAVE ONE VISION FOR THE FUTURE – TO LOCATE ALL OUR STAFF AND STUDENTS, BY 2020, ON ONE CAMPUS AT THE STUNNING RIVERSIDE SETTING OF GARTHDEE.

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ONE CAMPUS, ONE VISION – GARTHDEE 2020

The Masterplan 2009 aims to: The first phase, the consolidation of six sites into two, (Garthdee

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Consolidate all academic and administrative activities on the

and Schoolhill) was essentially complete by 2004. To date we have

Garthdee Campus site in order to create the finest riverside

invested over £100 million in new buildings and upgrading facilities

learning environment in Europe

for students. These have included the Aberdeen Business School,

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Create a clearly legible campus heart, focused around a

the Faculty of Health and Social Care, as well as a state of the art

student-centred experience

Sports Centre, modern onsite nursery and a health centre open to

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Develop a new and unified academic development on the

staff, students and the local community.

eastern portion of the site in order to gain from the advantages

of co-location and collaboration between disciplines

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Retain and enhance the landscaped qualities of the site and

seek to achieve a stronger relationship between buildings and

the riverside setting

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Develop the Garthdee Campus in a sustainable, phased

manner reflecting the availability of project funding

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Re-utilise appropriate areas within existing buildings to form a

more holistic and integrated campus

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Develop a new focus for arrival/entrance from the south,

including a new pedestrian and cycle bridge to the south side

of the river

We have recently secured full planning consent for the Masterplan 2009 – likely to be a two phase, 10 year development and refurbishment programme, adding 34,000 m2 of new facilities and culminating in the realisation of our vision – one campus at Garthdee by 2020.

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DIRECTORATE OF MARKETING, COMMUNICATIONS AND STUDENT RECRUITMENT

The role is a challenging and exciting evolution of the current post of

THE DIRECTORATE ENCOMPASSES

Director of Student Recruitment.

UK MARKETING, INTERNATIONAL OFFICE,

It has been developed in recognition of the need to better align

ADMISSIONS AND

marketing and communications to the University’s strategic objectives

COMMUNICATIONS OFFICE.

terms of competition and the external and internal economic climate.

in the context of an increasingly challenging environment, both in The inclusion of the Communications Office enables the creation of an integrated marketing and communications approach designed to support our student recruitment/teaching, research and business interaction aspirations.

This role will be responsible for ensuring that the University has a strong, relevant and well regarded external reputation and brand, delivers services aligned to the market, optimises technology and is valued internally for the value it adds.

We are an academic led business and as such the Directorate’s key internal customers are the three academic Faculties which include

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13 schools/departments and 3 research institutes. The Directorate

Currently: The UK Marketing team devise and deliver campaigns for undergraduate and postgraduate recruitment in the UK and Eire.

They have a particular role to play in core publications such as the main prospectus and in raising awareness of the Robert Gordon University brand, but are also increasingly working on focused campaigns with academic colleagues to promote specific courses to niche groups. The team also leads on activity to support distance learning.

The International Office has responsibility for strategies, plans and activity to support international student recruitment and international partnerships. An exciting new development is Navitas International College and the International Marketing Manager works closely with this entity.

The Admissions team deal with all central enquiries and applications and as a consequence have expertise in depth in the complete range of University programmes and suitable qualifications. They are also expert users of the University’s main student records system.

The Communications Office has responsibility for the University’s media relations, internal communications, events programme and web presence.

The Directorate is committed to evolving its operations in line with business requirements and significant current projects include:

aims to provide them with high quality, professional marketing and communications services that influence and support the achievement of stretching business objectives.

a major website redevelopment;

The Directorate will work closely with many University support

commissioning of a new online applications system;

departments particularly the Development Office and the Gatehouse and re-structuring of the admissions function to bring international and

which is our internal design and print unit.

UK admissions under the same line management.

The Director has a combined staff of around 46 people (37.5FTE) (see table below) and is supported by a PA and several direct reports: UK Marketing Manager and currently Schools Liaison Team Leader International Marketing Manager Admissions Manager Head of Communications Project Manager (0.5FTE) UK Marketing International Admissions Communications

10.5 FTE

Office 8 FTE

Office 10.5 FTE

7 FTE

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We anticipate further changes ahead,as we address some of the following questions: How do we support the aspiration to significantly develop CPD and ODL activity?

How do we support the aspiration to position ourselves with the business and professional community as the Higher Education partner of choice for adding value through business interaction and knowledge exchange?

What value would market research services add?

Are we optimising digital media?

Are there unrealised opportunities in bringing marketing and communications under the same Director?

Can we improve our ability to demonstrate value for money and return on investment?

The whole Directorate is situated in the Schoolhill Building on our City Centre Campus. The City Centre also hosts a number of other departments as well as the Schools of Pharmacy & Life Sciences, Computing and Engineering, however our plans are that all academic and support functions will be centred on the Garthdee Campus within the next decade, and an ambitious development plan is in place to help us achieve this.

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ROLE PROFILE DIRECTOR OF MARKETING, COMMUNICATIONS AND STUDENT RECRUITMENT

Purpose of the Post:

Principal Duties:

To develop and lead an integrated professional team to deliver coherent , effective and efficient marketing, communication and

Provide strong strategic leadership for a customer led integrated

student recruitment activities which support achievement of the

marketing, communications and student recruitment service with

University’s strategic and operational objectives.

a clear focus on supporting the University’s strategic objectives as delivered by our academic led business.

To be the University lead in respect of all student recruitment and related marketing issues, developing and leading delivery of appropriate strategies, policies and operational plans and providing authoritative guidance across the University as required.

To develop and deliver strategic and operational integrated marketing and communication plans and policies in support of the University's objectives with a particular focus on supporting income generating activities (teaching, research, business interaction and philanthropic fundraising).

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Proactively maximise the opportunity to influence strategic thinking around external stakeholder engagement (i.e. environmental scanning / developing a strong internal understanding of key stakeholders including professional bodies, politicians etc.)

To ensure Robert Gordon University maintains and develops a strong, visible, confident and well respected reputation and brand.

To lead the re-alignment of the service ensuring that the new structure is embedded and opportunities for enhanced working maximised to ensure the Directorate provides effective and efficient marketing, communications and student recruitment services which deliver results, perform well against good practice benchmarks and are valued by internal customers (this is not viewed as a requirement for a radical change management approach)

In addition as a Senior Manager you will be expected to: Lead and demonstrate continuous improvement to the service ensuring it performs to appropriate external benchmarks including customer satisfaction and financial effectiveness.

Take overall responsibility for finanacial management accountability for the Directorate (c£2m), ensuring relevant legislative and policy compliance including but not limited to health and safety and provide exemplary people leadership and management.

Develop excellent working relationships and co-operation with managers and staff across the University ºand represent the University externally, locally, nationally and internationally.

To build and maintain valued relationships with senior academic and professional colleagues to ensure the service supports and influences

Play an active role in the University’s senior management group

the priorities of our academic business.

and the Vice Principal Student Experience and External Relations’ Management Team.

Ensure provision of high level strategic marketing services across the organisation. Engage proactively with Schools/ Faculties to support

Take on other duties from time to time.

the development of strategic marketing imperatives (i.e. relating to portfolio, curriculum and reputation development).

To ensure provision of market and customer intelligence and strategic analysis in an accessible form to support development of our portfolio, recruitment strategies and other opportunities (potential identified here to develop professional in-house research capability - currently not covered within existing structure).

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PERSON PROFILE

• Business focused – demonstrable ability to use marketing and communications to achieve challenging business strategies and targets

• Proven customer orientation with the capability to build and develop strong strategic alliances- both internally and externally

• Creative, innovative, pragmatic and technology savvy particularly in terms of resource utilisation in order to achieve our aspirations within tight resource parameters

• Excellent track record in leadership. Ability to motivate and develop cross functional teams that deliver results within budgets

• Strategic managerial experience, including change management within a similar environment, at least partly in a senior management role.

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In addition, the management team agreed 12 critical leadership behaviours that all managers should exhibit or plan to develop: •

• Strong communication and ambassadorial skills: oral and

communicates a clear and consistent vision (or plan) with commitment

written, analytical, influencing and networking - with

•

the credibility to represent the University nationally and

champions change – able to engage others and enhance buy-in

internationally

• • • •

• Strong financial awareness is essential as are general budgetary and financial management skills

• Strong understanding of HE with an ability to demonstrate an empathy with the academic community. Ability to

treats people with respect demonstrates integrity and high ethical standards sets and sustains high personal standards of delivery is

decisive,

particularly

when

confronted

with

challenging issues

effectively bring professional expertise to bear whilst

• • • •

demonstrating ‘good value’ to academic colleagues

• Degree (probably post-graduate) or equivalent with experience in at least one of student recruitment, marketing, international marketing, international student recruitment.

able to adapt and capitalise on new opportunities builds effective relationships builds effective team performance openly encourages and recognises the contribution of others

• High level of personal drive, self-motivation and ambition

• •

gives constructive feedback on a regular basis encourages personal development and provides appropriate opportunities

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ABERDEEN CITY AND SHIRE

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ROBERT GORDON UNIVERSITY IS LOCATED IN ABERDEEN WHICH IS SCOTLAND’S THIRD LARGEST CITY WITH A POPULATION IN EXCESS OF 200,000 AND 400,000 INCLUDING THE WIDER ABERDEEN HINTERLAND. THE MERCER 2010 ‘QUALITY OF LIVING’ SURVEY RECENTLY RATED ABERDEEN AS ONE OF THE TOP WORLD CITIES AND SECOND ONLY TO LONDON IN THE UK. The city is known internationally as the undisputed European capital of the energy industry. However, it also has many other sides to its character. Not least because it is located on the edge of the world renowned Scottish Highlands and the spectacular Cairngorms - a magnet for walkers, climbers and skiers from across the UK. Aberdeen is undeniably a wealthy city; it has one of the highest per capita incomes of any city after London in the UK. Such prosperity brings many benefits. The city boasts first-class facilities. Shopping and leisure opportunities are constantly expanding. Schooling at all levels is well catered for – with secondary schooling, in particular, recognised for its quality in both the public and private sectors. The hotel sector continues to expand its full range of provision as you would expect of an energy capital.

Aberdeen also offers a fine array of cultural attractions. There is an eclectic mix of bars, cafés and restaurants and a host of modern entertainments including cinemas, theatres, museums, galleries and concert halls. And, throughout the year, Aberdeen also plays host to several entertaining and stimulating festivals including the Aberdeen Alternative Festival and the International Youth Festival.

Aberdeen International Airport has direct connections with the major ‘hub’ airports of Paris, Amsterdam and Oslo as well as London (Gatwick, Heathrow and Luton) and Dublin. It also has established connections with a wide range of other major UK cities.

Useful links To view our interactive site on Aberdeenshire, with excellent information on education, health, housing, transport and weather, please visit: http://www2.rgu.ac.uk/aberdeenshire/

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CORPORATE MANAGEMENT ARRANGEMENTS

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THE BOARD OF GOVERNORS

STRATEGIC PLANNING AND RESOURCES GROUP (SPARG)

The Board of Governors of the University is constituted in accordance with The Robert Gordon University (Scotland) Order of Council 2006.

In ensuring the efficient management of the University, the Principal

The Board is composed of appointed and elected Governors who

& Vice Chancellor is assisted and supported by the Strategic Planning

have experience of higher education, industrial, commercial, and

and Resources Group (SPARG) which comprises four Vice-Principals

public service sectors and a wide range of professional practice. Staff

and Pro Vice Chancellors (one of which is ‘senior’ and is the Deputy

and Student Governors are elected and have equal standing with

P&VC), two Executive Directors, Human Resources and Information

those others who are appointed.

Technology, three Deans of Faculty and two other Deans (Learning

Enhancement and Students). The four Vice-Principals each carry

The Board of Governors has the following standing committees -

a specific strategic role focussed on the planning and resources,

• • • • • •

teaching, research and student experience agendas and all members Chairman’s Committee

of SPARG carry wider portfolios which may change over time.

Staff Governance Committee Audit Committee

SENIOR MANAGEMENT GROUP (SMG)

Finance and General Purposes Committee

The Senior Management Group comprises all Heads of School

Nominations Committee

and appropriate Heads of Department within the University. The

Remuneration Committee.

SMG was established following a review of ‘involvement’ and communications to facilitate better and more frequent involvement in

THE ACADEMIC COUNCIL

policy development and a better flow of information across the whole

The Board are required to delegate to the Academic Council those

University. This group has regular meetings with SPARG.

functions relating to the planning, co-ordination, development and supervision of the academic work of the University. Academic Council

For further information, please visit:

is chaired by the Principal & Vice Chancellor. Much of the work of

www.rgu.ac.uk/about/senior-management

the Academic Council is delivered through standing committees, subcommittees, Faculty Boards, School Committees and course panels.

As a result a large proportion of the University community are involved in its activities. The Principal reports to the Board of Governors on the work of the Academic Council regularly.

THE ROLE OF THE PRINCIPAL & VICE CHANCELLOR The Board of Governors is required to delegate to the Principal & Vice Chancellor those functions relating to the organisation and management of the University. The Principal & Vice Chancellor is the chief academic, administrative and accounting officer for the University, effectively the “Chief Executive”.

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SENIOR MANAGEMENT GROUP ORGANISATION CHART

Secretary to the Board

University Solicitor

Policy Advisor

Senior Vice Principal & Deputy Vice-Chancellor (Academic Development & Quality)

Vice Principal & Pro Vice-Chancellor (Student Experience) & External Relations)

Vice Principal & Pro Vice-Chancellor (Research & Commercialisation)

Dean for the Enhancement of Learning, Teaching & Assessment

Dean of Students

Department for the Enhancement of Learning, Teaching & Assessment

Student Services

Academic Affairs Library Services

Student Recruitment Development Office Student Administration Communications Office

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CREDO

Principal & Vice-Chancellor

Vice Principal & Pro Vice-Chancellor (Planning & Resources)

Finance & Procurement Estates & Property Services RGU: SPORT Planning

Vice Principal & Pro Vice Chancellor (Planning & Resources)

Dean of Aberdeen Business School

Dean of Faculty of Design & Technology

Dean of Faculty of Health & Social Care

Department of Accounting, Finance & Economics

School of Computing

School of Applied Social Studies

School of Engineering

School of Health Sciences

Department of Communication, Marketing & Media Department of Information Management Department of Law

Gray’s School of Art The Scott Sutherland School of Architecture & Built Environment

School of Nursing & Midwifery School of Pharmacy & Life Sciences

Department of Management

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Executive Director (Information Technology & Communication)

Executive Director (Human Resources)

IT Services

Human Resources

Univation Records Management

Organisation Development & Leadership Occupational & Environmental Health & Safety The Gatehouse Design & Print Consultancy

SUMMARY OF CONTRACT TERMS & CONDITIONS Salary

Conflict of Interest, Confidentiality & Intellectual Property Rights

The salary for this appointment is £60,639 to £80,872.

We will expect that all other paid or unpaid appointments or

Employee Performance Review

employments are declared as a part of the appointment process. We

You will be required to maintain your expertise and professional

encourage appropriate external activity within the higher education

membership (where relevant), to undertake programmes of personal

community and beyond as this can enhance the University’s influence

development, and to participate in objective setting during twice yearly

and reputation. However this can also lead to conflicts of interest

performance reviews.

and it is in the best interests of all stakeholders if other activities are declared, reviewed and properly approved. An annual declaration

Annual Leave

is also required by the Principal, SPARG and most other senior

You will be entitled to 30 days annual leave with pay per annum in

managers.

addition to 10 Public and Statutory Holidays, fixed or variable at the University’s sole discretion. The University also normally closes between

Our contracts include appropriate clauses that preserve for the

Christmas and New Year.

University the right to confidentiality of its legitimate commercial interests and other rights over material property in its ownership.

Pension We operate under the Scottish Teachers and Local Government Pension

Relocation

Schemes. Contributions are made by employer and employee and

We will agree with the successful candidate relocation assistance

they are both “final salary” schemes incorporating ill health and death/

appropriate to his/her particular circumstances (subject to Inland

dependants benefits. The schemes are widely recognised as excellent

Revenue conditions). You will be required to reside in Aberdeen or

schemes. If you have a personal pension we will discuss with you the

within 30 minutes travel to work distance of it.

most appropriate arrangements.

Other Benefits Form of Contract & Notice Period

You will have access to a range of voluntary and salary sacrifice benefits,

The contract offered is expected to be a normal substantive contract.

including personal healthcare, dental plans, health cash plans, childcare

The notice period is negotiable but we would expect it to be not less than

vouchers and cycle to work schemes, as well as an onsite sports centre

6 months. However, there may be candidates for whom other forms of

and nursery.

contractual arrangement would be beneficial and, at this stage, we are We are keen to ensure that your career move is appropriately rewarded

open minded as to the final outcome.

and if circumstances dictate, we will discuss the terms of the overall

Sick Pay

package with the successful candidate. We do not offer car, car loan or

Sick Pay entitlement is generous (up to six months full pay and six

leasing arrangements.

months half pay) as would be expected under public service scheme arrangements, however, in the event of long term ill health, we reserve

Pre-employment Medical

the right to seek early medical evaluation.

A comprehensive pre-employment medical will be required of the successful candidate.

Disclosure Scotland A satisfactory outcome from Disclosure Scotland will be required of the successful candidate.

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HOW TO APPLY Our Executive Search Consultant, Hudson, has been engaged to assist with the recruitment of this post.

Applications should be sent to: Amanda Singleton Managing Consultant rgu@hudson.com or mailed to:

Amanda Singleton Hudson Executive Caledonian Exchange 19a Canning Street Edinburgh EH3 8EG

The closing date for applications is Friday 10 September 2010.

Interviews will take place week commencing 1st November 2010.

Please enclose with your application: •

A full CV, including educational and professional qualifications,

a full employment history showing the more significant positions,

responsibilities held, relevant achievements, budgets and staff

managed, and latest remuneration including any benefits;

•

A covering note of not more than two pages (total) summarising

your proven ability related to the person and job specifications;

•

Daytime, evening and/or mobile telephone numbers (to be used

with discretion).

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Robert Gordon University, Garthdee Campus, Garthdee Road, Aberdeen, AB10 7QE, United Kingdom Produced by The Gatehouse Design & Print Consultancy at Robert Gordon University Robert Gordon University, a Scottish Charity registered under charity number SC013781

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