Staffing group

The Staffing group ensures that staff resources, recruitment, deployment and development are consistent with the needs of the organisation within the constraints on resources. It helps to develop the staffing and skills strategy to support delivery of the Strategic Plan goals; decides on placements and internal and external secondments; approaches for reward and recognition reporting to CEO(chair) and acts as Pay Board for staff up to associate director level.

The Staffing group comprises the Director Communications, Information and Strategy; Associate Director Finance and Operations; Associate Director Impact; Associate Director Leaders; Associate Director Capability and is supported by Head of retained HR.

The forum advises HR and decides upon on strategic staffing issues, future staff moves and future recruitments, including:

  • Overall EPSRC staffing strategy and planning;
  • Staffing decisions in relation to business critical and frontline roles, as defined by Department for Business, Energy & Industrial Strategy (BEIS).
  • Inter and intra Directorate moves and the placing of staff.
  • Current vacancies and the timing and nature of recruitment campaigns.
  • Succession planning, including placement of employees surplus to complement.
  • Possible development opportunities, including inward and outward secondments.
  • Managing long-term absences.
  • Impact of significant staffing issues in other Councils for example; MRC's move to Swindon.

The forum follows the principles below and each representative has full authority to make decisions for that directorate. Very few decisions will need to be made on the spot, but the representative will have to understand the relevant resource base within their part of EPSRC.

Principles:

  1. Focus on organisational needs first, followed by individual developmental opportunities second, in line with the People strategy.
  2. Alignment of decisions with the work of and emerging/final outcomes of the Target Cost Project.
  3. focus on long-term implications of all recommendations or decisions (for example; in relation to secondments or any long-term absence, so that employees can clearly understand and agree to the end-game).
  4. Clear delegation of authority so that decision making is final and does not require unnecessary second-guessing or consultation.
  5. Confidentiality of all discussion within the group until a decision is taken, leading to transparency in communication to affected employees and then the broader organisation.
  6. Focus on maximising internal resource, mutually beneficial retention and job enrichment;
  7. Clear terms of reference and alignment to the new Resourcing policy so that the group can make meaningful decisions across the full spectrum of resourcing options.
  8. Developmental opportunities should focus on EPSRC and other public sector or Engineering and Physical Sciences(EPS) community requirements.