Creating an engaged and effective technical workforce – Jo Parker (Head of Operations, Institute of Global Health) – University of Liverpool

2. CREATING AN ENGAGED AND
EFFECTIVE TECHNICAL TEAM
Dr. Joanne Parker

3. Presentation Overview
• My background
• Transformational change
• ‘One Professional Services’
• New structure – new way of working
• Developing an effective Technical Team
- Workforce planning
- Development initiatives and tools

4. MY BACKGROUND
Research Technician (apprentice initially)
(Hope Hospital, Manchester University)
Research Technician
(Stopford Building, Manchester University)
Laboratory Manager
(Liverpool University)
Head of Operations
(Liverpool University)

5. LARGE SCALE
TRANSFORMATIONAL
CHANGE

6. Transformational Change
• To ensure that we were well placed to achieve the
vision and key ambitions expressed in our Strategic
Plan
• One key element was the transformation of the
University’s organisational structure - creation of 3
Super Faculties and Institutes
• Greater devolution of decision making and budgetary
control - created Institutes which operated as
business units with devolved budgets
• Creation of a unified Professional Services structure
‘One Professional Services’
• Closer alignment between the academic structure
and the Professional Services, ensuring the required
levels of support and expertise are in place at the
appropriate levels within the structure

8. QUESTION
1. Does your current structure support opportunities for:
- Development for Professional Services staff
- Flexibility for further change
- Enable you to live up to your organisational values
2. Are the correct management structures in place to
enable change?

9. ‘One Professional Services’
• Enable delivery of a more focussed and
cost-effective service that is better able to
support and help implement the
University’s overall strategy
• Decentralisation of Finance, Research
Support and HR functions
• Facilitate flexibility, responsiveness and
efficiency
• Clear line management structures
• All PS staff would have the same
opportunities irrelevant of funding stream

10. Case Study 1 – Jackie Lee

11. Creating and Effective and Efficient Professional
Services Team
Head of Operations
Research and Finance
Team
Management Services
Team
Technical Team Research Project
Managers
PA to Head of Institute/Head
of Operations

12. New structure – new way of working
1. Define and communicate the new structure – communicate
‘why’ as well as ‘what’
2. Appoint a strong management team with a shared vision –
ensure managers are supported and have the skills to succeed
3. Create a team identity/ a feel of belonging – ‘teamwork’
4. Established clear expectations (job, culture)
5. Tackle issues head on
6. Ensure you have the right people for the job
7. Create opportunities (development, secondment, TOIL, work
arrangements)
8. Share best practice
9. Celebrate success

13. Question
• In your experience, what are the challenges
of implementing a new management
structure?
• What barriers did you encounter?
• How were the barriers overcome?

14. DEVELOPING AN
EFFECTIVE
TECHNICAL TEAM

15. Technical Team – Core verses Research
Core
• Prepare/implement SOP’s
• Health & Safety
• Managing/running
equipment/services
• Monitor lab resources
• Staff and student training
Research
• Perform experiments (PI
driven)
• Analyse/interpret data
• Present data
• Devise solutions to
research problems
• Health and Safety

16. Workforce Planning
• Assess skill requirements
• Assess Technical skills and measure skill level
• Address skills gap
- Skills Matrix
- PDR Enabler
- Mentorship programme
- Secondment opportunities
• Succession plan

17. Skills Matrix

18. PDR ENABLER

19. Research Application – Costing Proforma

20. Work Request Form

21. Cost Recovery
IGH summary of Pay cost recovery savings
DI DI DI DI DI DI
2012/13
savings
2013/14
savings
2014/15
savings
2015/16
savings
2016/17
savings
2017/18
proposed
savings
Prof Services - Technical 8,685 43,796 61,207 86,952 93,821.18 92,521
Prof Services - Clerical & Other Related 16,508 13,063 5,525 17,998 9,838.16 16,286
Prof Services - Total 25,193 56,859 66,732 104,950 103,659 108,807
Other (PDRA/Trial Co-ordinator/statistician etc -
underwritten) 68,002 78,421 51,024 27,002 32,557 8,633
Academic Staff 14,710
Grand Total 93,196 135,280 117,756 131,952 136,217 132,150

22. Case Study 2
As a core technician, I now have the opportunity to work on different research projects
across all of our departments. This has enabled me to broaden my skills and learn new
techniques. The new structure has resulted in a greater focus on opportunities for
training and development. I’m now working as part of a larger team, which has created
a more supportive environment. I have undergone management training and expanded
my management skills allowing me to sit on interview panels, as well as take on the
roles of deputy Team Lead and Deputy Safety Co-ordinator.
The new structure has enabled me to work part-time so has had an immense effect on
my work/life balance, allowing me to be there for my Son during his school years.
Personally, I love the structure of the labs and offices. I feel much more supported and
empowered.
For me personally, the only disadvantage at the beginning of the re-structure was having
to work with a more challenging person in the team. Thankfully this was resolved with
the support of team leaders and the Institute Manager.

23. QUESTIONS