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It is through our people that excellent and life changing pupil experiences will be achieved and our mission, to make Birmingham the best place to be educated in the UK, fully realised. As our greatest investment is in our people and their skills, it is essential that we have a clear, ambitious people strategy that promotes community, collaboration, learning and innovation. I am delighted we are now in a position to implement the Foundation’s very first HR Strategy. The rollout of our HR Strategy comes at an opportune time. The pandemic has presented great challenges and has put our people at the centre of our organisation. Our collective ability to adapt to an unprecedented way of working and learning demonstrates our agility, resilience and ability to come together for the greater good of our pupils. What was achieved in the space of a few weeks would, in normal circumstances, have taken well over a year to implement and every member of staff should feel proud of the contribution they have made. Our success is dependent on the people we attract, develop and retain. The HR Strategy sets out the direction, intention and pace over the next five years, articulating our fundamental people priorities. Our ‘one organisation’ strategy is designed to accommodate the diverse nature of our organisation and a commitment from all of our people regardless of school or role, to work collectively to achieve great things. The part we each play in achieving the strategy will be key: our behaviours, leadership, innovative spirit and how we chose to work collaboratively. [caption id="attachment_11599" align="alignleft" width="247"]
Sarah Cunningham, Director of HR[/caption]
We have come a great distance in recent years and our organisation looks different today from what it did five years ago. We are fortunate in having many hardworking, dedicated and talented staff. A great deal of good practice is taking place across all of our schools and we now want to take that to the next level: drawing it together to further improve impact for our pupils and communities; strengthening our attractiveness as an employer; and giving all staff access to the same opportunities our unique organisation can offer. Collectively we can build on this, challenging ourselves to create new outcomes together.
The strategy and its six core areas enable the Foundation to build the right workforce capacity, skills, behaviours and diversity to deliver its ambitions. The HR Strategy will dovetail into the overarching Strategic Plan of the Foundation, currently being developed by senior leaders and governors. The alignment of strategies will ensure clear messaging around our purpose, objectives and culture.
An ongoing priority for HR has been the leveraging of technology, creating a solid foundation on which to deliver our transactional work. The ability to analyse a breadth and depth of people data to provide insight and evidence to aid decision-making is a cultural shift and of key strategic significance to our organisation.
Yes, operational efficiency and data are two core components, but we must not forget the human side of Human Resources: compassion, support and being there for staff during difficult times. Having reshaped the portfolio of services offered by HR, our schools are now benefiting from having a dedicated HR Partner, someone who spends time in schools working closely with staff and offering a breadth of in-house expertise.
The vital importance of wellbeing, inclusion, and opportunity at work are critical agendas for HR and are reflected in our strategy. Our first staff engagement survey yielded an impressive response from over 600 staff. We have now begun the analysis and communications to support this important piece of work and the people priorities that will flow from it. The recent establishment of our Staff and Governor Equality, Diversity and Inclusion Committee has helped strengthen our drive for inclusive practices and opportunity for all.
The Foundation has an impressive 400-year track record of innovation, expertise, action and a determination to deliver high-quality education. It is with that track record that our stakeholders have confidence in us to continue to play a significant role in the education of Birmingham’s children. A great opportunity is within our reach.
As we begin the implementation of our HR Strategy, I look forward to keeping you informed of its progress as we go forward together.
