CITY OF GLASGOW COLLEGE / MERGER PROPOSAL DOCUMENT
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SECTION 7: Strategies
7.3 People Strategy
Ef ective people and change
management strategies will therefore
be deployed to achieve the new College
objective of providing excellence within
the curriculum and developing students
and staf to achieve their full potential.
Bringing together three diverse groups of
staf with dif erent cultures and terms and
conditions will present challenges and
opportunities for maximising synergies.
The main benei ts of merger are seen as:
Increased synergies through sharing of
best practice policies, procedures and
processes of 3 successful Colleges;
Engender improved sharing of
best practice in terms of employee
engagement (e.g. the range of benei ts
available to staf );
Greater synergy through the bringing
together of the acquired knowledge
and expertise of individuals from 3
diverse Colleges;
Increased talent management
opportunities with greater ability
to release talent and individuals
to specialise and take forward key
developments and initiatives.
Employee Engagement
In order to create the conditions for
success, the College will invest heavily
in employee engagement initiatives to
facilitate and encourage open ef ective
employee consultation and feedback
mechanisms (see Communications
Strategy). We will encourage participation
in decision making and implement a
collaborative partnership approach with
our recognised Trade Unions and Staf
Representatives.
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To facilitate this, a Staf /Trade Union
Charter, a precursor to a Recognition
and Procedures Agreement for the new
College, will be developed as a matter
of priority.
The three Colleges recognise the
importance of maintaining ef ective
two way communication with all staf
to provide clarity, maintain trust, sustain
commitment and motivation and allay
anxiety. We will achieve this through:
Ensuring all communications with our
staf are inclusive, honest and timely,
employing ef ective and pervasive
media at our disposal;
Providing ef ective two way
communication mechanisms to enable
our staf to contribute to constructive
suggestions for service improvements
and engage in ef ective consultation;
Making best use of the Communication
Facilitators - see more under
Communication Strategy.
Our Mission, Vision and Values
The New College's mission, vision and
values as outlined earlier within this
document will be rei ned in accordance
with stakeholder and employee
engagement feedback. The mission
should be brief, inspirational and
memorable. Our staf should be able
to clearly see how their contribution is
valued and how it supports and assists
delivery of our mission and vision.
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Key to the delivery of the vision and
culture of the new merged College will
be the development and implementation
of a new People Charter. This, again, will
be further developed in consultation
with our staf and our Trade Union
representatives.
Please refer to Appendix 14.10 >>>
This Charter will focus on seven key
aspects or "Commitments" in respect of
our role as an employer. These describe
the New College's vision, aspirations
and commitments to our staf in taking
the three Colleges forward through the
formal merger process, and beyond.
It is intended that the Charter will
both support and inform the strategic
plan (including Human Resource and
Organisational Development Strategies)
for the New College. It will also be
fundamental to develop and embed the
Culture for the New College and establish
the framework by which our values,
behaviours, policies and core business
processes are developed.
The Staf Conference planned for April
2010 will involve staf in contributing to
the Mission, vision, values and culture of
the College.
7.3 People Strategy
Planning and implementing a successful merger of three Colleges will depend upon ensuring
staf are informed, involved, valued, rewarded and developed within appropriate roles to
meet the challenges of the new College.