University of Warwick Physics Department Action Plan November 2013

WCGWelfare and Communication Group

PDRAPost Doctoral Research Assistant

PGSSLCPost Graduate Staff and Student Liaison Committee

PGRES Postgraduate Students Survey

DLHEDestination of Leavers of Higher Education

LDCLearning and Development Centre

HRHuman Resources

WP Widening Participation

HoDHead of Department

OFFAOffice of Fair Access

Principle 1: A robust organisational framework to deliver equality of opportunity and reward
Action already taken and outcome / Further Action / Responsibility / Timescale / Success Measure
1.1 Establish organisational framework
1.1.1 Evidence of senior management commitment / The Welfare and CommunicationGroup comprises staff at all levels including head and deputy head of department, undergraduate and postgraduate admissions tutors, research staff, outreach staff and postgraduate students. Physics HR staff are regularly briefed on institutional policy. / To continue to maintain and review membership. / Head of department and chair of WCG / On-going / Continuity and full membership of group, and actions taken in support of initiatives.
Rotation of key staff to ensure WCG’s activities are embedded into the culture of the department.
1.1.2 Effective consultation, communication, monitoring, evaluation and reporting mechanisms / Meetings take place every three months with minutes posted on the departmental web-page. Welfare and Communicationreports to staff meetings.Two group members also attend University Athena Network meetings to share best practice. This feeds into University awareness and support networks with other STEM departments. A formal annual report on Welfare and Communicationhas been presented to all staff since 2012.
Note also PULSE survey 1.2.2. / A staff survey on awareness of departmentalpolicywill be carried out every two or three years (avoiding clash with PULSE 1.2.2)
Ensure that issues of concern are addressed after each survey. Staff will then see the benefit of completing the survey.
If response rate low: widely consult staff re under completion, and incentivise returns. / WCG
HoD
HoD
HR / On-going / Achieve return rate of at least 70%.
1.1.3 Clear accountability for implementation and resources allocated (time and money) / Participation in Welfare and Communication meetings is recognised as part of the department collegiate structure; coordination is a recognised duty in the Departmental work load model (see 4.2).
Funds for Juno/Athena related travel and events are provided as required. / WCG budget to be set and approved annually. £10k.
Access to HoD for supplementary funding of exceptional items. / Chair of WCG is accountable for the budget to the Department. Administrator.
HoD / On-going / Regular minutes from WCG endorsed by termly Staff Meeting
1.2 Monitoring and evidence base
1.2.1 Monitor over time,quantitative data by gender for staff and students / Data is collected by the University for all departments; this shows no. of male/female undergraduates,gender of staff applications, offers & appointments, promotion rates at all staff levels for male and female staff etc. This data is available from 2006/7.
Note also internal survey 1.1.2. / To continue to collect this information via HR systems (staff) and Strategic Planning and Analytics office (students).
Collate DHLE by gender, from Careers and Skills.
Collate systematic Department data on job applications, longlists, shortlists & appointments. Start Jan 2014.
Reflect upon both absolute values and trends. / Department HR Coordinator
Careers officer
Department HR Coordinator
WCG and staff meeting / On-going
Ongoing. / Databases which are accurate and available in useful formats – new University data dashboard currently planned.
Databases available to all staff involved in selection procedures.
New Action Plan items for issues arising.
1.2.2 Obtain qualitative datafrom staff. / Qualitative data from staff is identified through the annual Pulse Survey.
Physics has a consistently more positive response to ‘working environment and work-life balance’than the University average and the science faculty average.
Distillation of general issues emerging form staff individual Annual Reviews. / To continue to press university HR to improve PULSE questions
Ensure that issues of concern are discussed and addressed after each survey. / WCG reps on Athena Swan Network.
HoD
HoD / Biannual / Maintain Pulse response above 70% (else refer to Staff Meeting).
Well engaged staff, as evidenced by the “engagement index” reported out of PULSE.
1.2.3 Identify any discrepancies in gender representation and/or progression and identify factors that might be causing them / Annual Reviews of Teaching and PGR monitors student recruitment and progression data from 1.2.1
WCG monitors employment statistics from 1.2.1 and reviews student stats above. / WCG to monitor further data in 1.2.1 above. / Admission Tutors and Directors of Studies
WCG / On-going
April 2014 / New action plan items to address new issues arising.
Principle 2: Appointment and selection processes and procedures that encourage men and women to apply for academic posts at all levels
Action already taken and outcome / Further Action / Responsibility / Timescale / Success Measure
2.1Ensure that processes and procedures are fully inclusive
2.1.1Ensure career breaks are taken into consideration / Appointments are monitored by HR. Warwick’s recruitment and selection policies are gender blind. / Time related selection criteria to explicitly accommodate career breaks. / HR
HR administrator / Sept 2014 / Gender and other ratios of applications above national average and improving.
2.1.2 Gender awareness included in training for all staff who serve on recruitment panels / Senior management and cluster heads have undergone online ‘Recruitment and Selection’ training supplied by LDC.
Numbers are monitored by HR. / All staff with any Selection role will be required to do online ‘Recruitment and Selection’ training supplied by LDC.
Active vetting of all selection panel members against the above / Head of Department
HR Administrator / By October 2014
From Oct 2014 / All staff who sit on recruitment and selection panels, and those who interview PhD students, will have taken‘Recruitment and Selection’
e-module.
2.1.3 Provide induction for all new staff, including research assistants, on appointment / Induction packs continue to be given to all new staff;these are tailored according to staff category. Post graduates at Warwick who become a PDRA also receive a ‘top-up’ induction. / Induction packs are updated continuously / HR administrator / On-going / Staff feeling welcome and informed.
Improved integration of research staff within research teams.
2.2 Take positive action to encourage under-represented groups to apply for jobs
2.2.1Monitor applications, shortlists and appointments, looking at the proportion of women (internal and external) at each stage / All advertisements have a Diversity statement and the University displays the Athena SWAN logo on its recruitment web pages, as well as its front page. Physics also have the logos on publicity material.
Individual PGR students are
typically funded through time off for maternity and family friendly working arrangements agreed thereafter.
Staff appointments for all departments are monitored by the University and these statistics are made readily available. Current data goes back to 2006-7. / To examine advertisements to see if wording could be phrased in a style that is more encouraging for all applicants.
See further actions at 2.2.2
Draw up systematic plan for such support which can be adopted by dept and properly advertised to all prospective and current PGR students.
See further actions at 5.1.6
The Welfare and Communication Group will monitor the gender balance and identify discrepancies on an annual basis. / HR Administrator
Director of Graduate Studies
WCG / On-going
Jan 2014
Oct 2016 / The gender balance of applications will better the national average.
2.2.2 Identify any discrepancies and investigate why this might be the case, taking action as necessary / Recruitment figures show that for the period 2011-2013 women have higher recruitment success than men at level 6, and lower success rates at levels 7-9. / Headhunting must be inclusive, with active focus on under-represented groups of applicant.
All eligible minority gender job applicants will be longlisted (e.g. women for academic posts, men for clerical posts).
From Jan 2014 any single gender shortlists require approval by HoD in the light of clear written justification. / Cluster Heads and HoD / Jan 2014
Oct 2014 / The gender balance of appointments will better the national average.
Principle 3: Departmental structures and systems which support and encourage the career progression and promotion of all staff and enable men and women to progress and continue in their careers
Action already taken and outcome / Further Action / Responsibility / Timescale / Success Measure
3.1 Transparent appraisal and development
3.1.1Appraise all staff,including researchers and PDRAs / Staff appraisal occurs through the Staff Annual Review Process. PDRAs have six monthly review meetings with their line manager but are also given the option to have an Annual Review. They also have a consultationwith the head of department six and four months before their contract ends, and an exit interview. / Ensuring that actions identified during staff reviews are dealt with.
Ensuring that any training identified is discussed with the Learning and Development Office, especially if it is bespoke training that is required. / HoD, line managers, HR.
Individual staff members to take responsibility for their reviews in conjunction with line manager / On-going / 90%(aspirationally 100%)take up of Annual Reviews (or six monthly review meeting).
Staff having a positive view of the process (ref. PULSE).
Increased participation in training.
3.1.2Mentoring scheme in
place with training and guidance available for both mentors and mentees / All academic staff on probation have a mentor for up to five years. The university provides training for those who wish to become mentors. Mentors are available for staff returning from maternity/paternity/adoption leave. / New PhD students will be given a ‘buddy’ within their group. / Line managers / Oct 2014 / Greater peer support for staff.
Positive feedback from staff through staff survey, and from students through PGSSLC and PGRES survey.
3.1.3Ensure all staff, including
PDRAs, have access to impartial career guidance / Career guidance is available through LDC for all staff categories. LDC actively market their events; researchers receive a dedicated monthly e-newsletter detailing events. The annual review process also fosters career development.
In response to earlier feedback, students are invited to aPhysics Employer careers event within the department, attended by recruiters. / To continue to liaise with LDC to identify appropriate courses for all categories of staff.
To monitor engagement of staff with LDC eg attendance at LDC events.
To develop the well-attended Physics Employer evening into an annual event.
Research Open Evening about research careers in general, not just PhDs at Warwick. / Career officers, academic staff.
PG Admissions Officer / On-going
On-going / Engagement with LDC at all staff levels.
Attendance by >150 students at Physics Employer event.
Continuing prominence of research related destinations in our DLHE statistics.
3.2Transparent promotion
processes and procedures
3.2.1Ensure promotions
process is transparent and fair to all staff at all levels, including those who have had a career break / A senior female academic is included in the promotions committee. Staff on leave are still considered for promotion.Career breaks accommodated in time related criteria.
The statistical data on promotions is reviewed annually. / Promotions committee.
WCG / On-going / High scoreson corresponding PULSE questions.
3.2.2Ensure all staff are
aware of promotion criteria and process and the support available to them throughout the process. / All academic and research staff are aware of the process through the departmental web pages, and annual emails inviting submission for promotion.
An annual promotion awareness seminar has been introduced for all staff to increase awareness of the criteria, process and support available. All academic and research staff are invited. / Seek feedback from staff who recently sought promotion on their recommendations for improved support. / Promotions committee / Oct 2015 / Increased number of strong promotion applications from female staff, with high success rate.
Good attendance and feedback from seminars.
3.2.3Take steps to identify
and encourage potential candidates for promotion / Potential candidates are identified and encouraged through the annual review process. Each case is discussed and iterated with line manager and cluster head. The promotion committee offers advice on a draft before submission to the University. / Promotions committee / On-going / Application and success rates will have an even gender balance.
Staff feeling more confident to discuss promotion.
3.2.4Address the underlying causes of Gender Imbalance in Physics / Department Outreach programme headed by full time Outreach Officer.
School visits (inbound and outbound) for all ages, primary to sixth form.
Regular public events such as our popular Christmas Lecture series.
Engagement with and support of local Science (esp. Physics) teachers. / In partnership with the Science Park Trust, we are proposing an outreach programme directly targeted at the age group where IoP diagnoses the beginning of the gender divide in Physics.
Revamp our Work Experience programme for schoolchildren, to offer structured placement opportunity across the department, for summer 2014 / Outreach Officers; research groups;
HoD / Oct 2016 / Noticeably improve the gender mix of A-level Physics across state schools in Coventry.
3.2.5Improve Student Gender ratio in Warwick Physics.For 2013/14 the Department has a percentage of female students at both undergraduate and postgraduate level equivalent to the national average (19%undergrad, 20% postgrad). / Recognise full range of scholastic ability indicators for students whose grades alone might not qualify / Extend to all applicants / Admissions Tutor
Wider admissions team / On-going
Oct 2016 / Consistently exceed 20%
Towards 30%
3.2.6Address other WP issues / University Access Agreement with OFFA and associated action plans.
Department contribution through dedicated Outreach programme. / We will use our Widening Participation strategy to encourage a gender balanced approach when devising WP events for, and visits to, schools in WP target areas / Department WP Officer.
Outreach Officer / On-going / Exceed OFFA targets.
Principle 4: Departmental organisation, structure, management arrangements and culture that are open, inclusive and transparent and encourage the participation of all staff
Action already taken and outcome / Further Action / Responsibility / Timescale / Success Measure
4.1Promote an inclusive
culture
4.1.1Ensure departmental processes, procedures and practices are fully inclusive / 4.1.1Staff meetings areopen to all categories of staff; these are held three times per year. Staff from all categories do attend. / 4.1.1 Meetings will be monitored to ensure a good mix of staff continue to attend. / Secretary for minutes / On-going / Informed and engaged staff. Policies and practices are included in the annual report to staff.
4.1.2Gender awareness included in the training for all staff and demonstrators. / Senior management and cluster heads have undergone online ‘Diversity in the Workplace’ training supplied by LDC. Numbers are monitored by HR.
Face to face training is available from the University equality and diversity team.
E&D incorporated into Demonstrator briefing. / Staff will be requiredto do online‘Diversity in the Workplace’ training.This covers all protected characteristics.
E&D incorporated into Postgraduate Induction, from Oct 2013. / HoD and all lead staff / On-going for Oct 2014 / HR report all staff have undertaken e-module ‘Diversity in the Workplace’.
All new
postgraduates will have received E&D training.
4.1.3Promote inclusive social activities and other opportunities for mutual support and interaction. / Academic away days are usually organised for research groups or ‘clusters’ rather than the whole Department. Social activities for the whole Department include a summer barbeque for all staff, and a Christmas meal for all staff plus partners.
Coffee is served in the common room every day at 11am to act as a social centre for the Department.A weekly newsletter continues to be emailed to all staff. / A‘Women in Physics’ networkhas been started this year, open to all staff and students.Department. funds monthly lunch with seminar for this network to meet and discuss. / HoD and all lead staff / On-going
Oct 2014 / There is a high level of attendance at both Christmas and summer events.
Good attendance at ‘Women in Physics’ lunches from women at all levels in the department.
4.1.4Use positive, inclusive images in both internal and external communications. / Positive and inclusive images are used in departmental literature for potential undergraduates. The Physics website includes links to staff profiles showing positive role models.
A display showing our Juno and Athena Swan status is on show at open days. / Displays,web-based profiles and all promotional materialwill be reviewed annually, including gender balance of images and media. / Admissions Officer; Outreach Officer;
WCG
Open Day co-ordinator / On-going / Positive comments from visitors at Open and Admissions days.
4.1.5Encourage and support female seminar speakers. / The number of female speakers in the Department is monitored on an annual basis. / The department will top up seminar budgets by 100% of their spend on female seminar speakers.
The gender ratio of speakers at seminar series will be monitored termly, and organisers will be alerted if their seminar series has an unfavourable gender ratio. / HoD
Dept Office / On-going
Oct 2015 / A minimum of 20% of the speakers at seminars in the Physics Department will be female.
For a weekly programme both genders should be represented in a typical month, and pro-rata termly for less frequent series.
4.1.6Encourage nominations for awards and prizes. / All staff are encouraged to nominatecandidates for internal awards for postgraduate demonstrators and staff awards such as Warwick Awards for Teaching Excellence. Students are regularly nominated for prizes at conferences.
Nominations for external academic distinctions fostered by dedicated emeritus appointee. / Publicise the procedure for nominations for awards and prizes to all staff and students.