The Client
The University of Salford offers a comprehensive portfolio covering the arts, media, creative technologies, business, health, society, science, engineering and the environment to over 24,700 full-time students, including 4,500 international students. Through expert and industry-informed insight, the university provides students with the necessary skills, experience, social capital, civic engagement, confidence and resilience to improve the lives of local and global communities. Research areas include environmental change; economic sustainability; technological transformation; political splintering; conflict; security; social cohesion and human connection; and meeting increasing physical and mental health needs.
With thanks to Julie Woosey, Interim Deputy Chief People Officer at the University of Salford.
The Challenge
“We had been using a self-built Excel spreadsheet-based system for over 20 years, but the model did not allow the ability to report in any way across the university. Our data was becoming so complex, and spreadsheets were not user-friendly, had limited functionality and could not be linked to complementary systems.
There was a lack of policy and approach consistency across schools because we didn’t have a centralised approach. For six or seven years, academic workloads were quite mystical because no one understood how colleagues’ workloads were put together. We needed modernising, to be more open with academic colleagues about workload, and to be able to demonstrate to them what was assigned to them, how and why.
We also used our previous spreadsheet system for TRAC returns but were non-compliant with the way TRAC wanted us to report. Our academics needed to have a process, but all we could do was ask the Deans to record that the data inputted was accurate. We had the expertise but couldn’t carry on like that. Many things were coming to a head.
Overall Excel spreadsheets couldn’t give us the functionality or reporting capability we needed. It was also very manual intensive, and we were not convinced the data we were collating was accurate. There was insufficient consistency across schools, no agreed approval of workload processes and a lack of transparency and understanding of how workloads were put together, plus we were not TRAC compliant.
We looked at our options in the marketplace. We were already quite well networked with the Higher Education Strategic Planners Association (HESPA) and knew what products were on the market and chose Simitive. The implementation process with Simitive was quick. We started in October 2021 and launched the model in May 2022.”
The Solution
Colleagues were pleased we were bringing in something new to address the issues they were raising. Trade unions were fully involved in all our discussions and the business case. There was a lot of goodwill because were about to start using an up-to-date model that could quickly provide useful data, and we were moving away from spreadsheets on someone’s laptop to now any colleagues being able to log in and see their workload.
Our only low-level concerns were those associated with bringing in any new software, such as security and data protection, but Simitive was able to deal with these slight concerns.
The Outcome
We use workload analytics and collaborative advantage to drive strategy and culture change and leverage data for proactive decision-making. We now have very detailed annual reports so we can look at trends and make decisions based on accurate information.
Without a doubt the single most obvious advantage Simitive’s WAMS has offered is transparency. It is easy for colleagues to log in and look in detail at their workload, and line managers can also put a note on the system if needed.
Using WAMS is also part of our bigger approach to people analytics at Salford. We are enabling the university and leaders to be more aware of data they can have access to and what analysis can be done to help build a picture of the talent within the departments and schools. For example, this may be tracking absence rates, staff turnover, new starters or EDI. WAMS is a very important piece in the jigsaw so colleagues can make informed decisions at a strategic level.
A good example of this is that we have a very low turnover of academic staff. Low turnover results in long length of service, which can, in theory, mean it is difficult for others eager to progress to senior positions, due to a lack of vacancies and gaps for people to move into. What WAMS does is allow colleagues to clearly evidence the work they are doing and contributing to, such as programme leadership, ethics committees, or the Senate. When a gap does come up the individual can use WAMS to evidence their experience to help them meet their ambitions. We can measure talent and ensure they are doing the right activities to progress. It means very evidence-based conversations and the possibility of clear actions for talent and making sure we are not losing people we want to keep hold of.
WAMS makes us data-rich. We can correlate equality, equity and inclusion data to pickup trends that enable us to do targeted positive interventions for underrepresented groups. For example, we know which groups we need to help gain further leadership opportunities and experience.
Summary
In summary, the impact of WAMS on The University of Salford’s organisational strategy includes:
- Equity, Diversity & Inclusion: Data source for EDI action plans and monitoring.
- Provides Data Set: Including distribution, activity type, academic role, gender, age, ethnicity.
- Easy Reporting: Such as compliance, workload analysis and EDI to the university leaders.
- Wellbeing Commitment: Improved understanding of workload levels, leading to focused well-being activities, review of external providers’ services, the impact of mental health first aiders investment etc
- Performance: Common agreed data sets for execs esp to work with our statutory ®ulatory reporting requirements
- Organisational Development :Helping to inform the future direction of the university by providing key data for the university leadership team.
- Workforce Planning:Understand current trends and predict future patterns
- Industrial Relations: Transparent information for joint committees with trade unions
- Compliance: Improved visibility of compliance levels around mandatory commitments which underpin our culture
- Digital Infrastructure: Complementing our approach to the digital environment and taking advantage of the potential of AI developments
We have a really good relationship with the team at Simitive. Working alongside Simitive has enabled us to make continuous improvements to the experience our academic colleagues have in understanding and discussing their workloads.
University of Salford