Starting careers

?University of Cambridge Leadership and Management AccountabilitiesAre you responsible for the work, behaviour and development of others, for example in a research group or a professional service area? If so, as a manager of others, you play a fundamental role in creating an environment in which University employees, across all staff groups, can be at their best and thrive in their career.A set of leadership and management accountabilities are identified here, across six core areas: Starting careersManaging performanceDeveloping peopleLeading engagement and wellbeingDriving culture and behaviourManaging changeThese aim to provide clarity about what is expected of people who manage people and to support you in your day-to-day role as a manager and leader.Starting careers Get people off to a great startDevelop awareness of your unconscious biases; reflect on and challenge your perceptions before beginning the recruitment processPut fairness and diversity at the heart of all recruitment activities when seeking the best person for the role; use the Diverse Recruitment Framework Make joining the University a memorable experience, using Induction wellHelp people understand the strategic aims of the University and how the Department/Institution contributes to themHelp people understand the way the Department/ Institution works and what’s expectedSupport people throughout their probationManaging performanceMotivate people to perform at their bestConnect the department purpose to individual and team action so that people know how their contribution counts Create a shared vision; set goals and clear expectationsAgree individual work and development objectives as part of an annual Staff Review and Development conversationTalk honestly and often about performance throughout the yearAsk for and give regular, clear and constructive feedback to everyone, to enable effective performance and drive a feedback cultureManage and lead challenging conversations well in order to produce positive outcomes Commit time to plan the workload of each individual and the teamDemonstrate skills of identifying and solving problems objectively and making fair decisionsDeveloping peopleEncourage people to reach their potentialHave ongoing conversations about people’s career aspirationsSupport and develop others by acting as a coach or mentor (informal or formal), using coaching techniques in conversationsLead by example: be open about your own development, and share what you have learned from your own mistakesApply the Staff Review and Development process to determine development needsHelp people access different ways to develop to meet their development needsRecognise potential and ensure systems are in place to enable each individual to develop their full potentialEmbed opportunities for learning into the everyday Get people used to giving and receiving feedback to trigger learning moments and drive a ‘culture of learning’ Leading engagement and wellbeingPut people firstLead yourself to build authentic relationships: continuously develop your emotional intelligence Communicate openly and positivelyShow you care by listening, getting to know people individually and treating everyone with compassionBuild resilience in your teamDevelop an environment of psychological safety – by encouraging ideas, opinions, challenge; avoiding blame and conveying trust – so people feel free to speak candidly and be themselves, knowing they will be heard and valuedEncourage each individual to contribute, recognise their contribution, celebrate success Delegate and allow people to make decisions Work with people to identify what they need to be happier and healthierManage the day-to-day needs of the teamDriving culture and behaviourGuide people to a fair and inclusive cultureModel inclusive behaviours towards people, regardless of ethnicity, gender, disability, age or belief to help create an equal workplace in which everyone feels they belong Drive a culture of mutual respect and early conflict resolution: set behavioural expectations by modelling appropriate behaviour at the highest levels and showing zero tolerance of inappropriate behaviour; be sensitive to the underlying sources of conflict that can lead to the latter (e.g. wellbeing and workload management)Tackle conflict early, informally and collaborativelyEncourage everyone to be an active bystander, challenging and reporting inappropriate behaviourBuild skills to talk about race, racism and race equality; listen to understand challenges and barriers to success related to race; and take action if someone witnesses or experiences racismInform people about policies to followManaging changeLead people through changeRegularly explain changes and why they are happeningListen and respond to how people are feelingEncourage people to try new thingsWork with the team to figure things out together; encourage discussions and be open to ideasEnsure the roles in the team match changing department prioritiesSupport people when personal situations changeSupport people positively through the critical change of an end of contract; maximise opportunities; help them to feel confident about their next opportunityMake leaving a positive experience ................
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