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List of Formula One World Constructors' Champions The Ingersoll brothers were pioneers of industry and invention in the field of watchmaking.

This is change that sticks and has a real impact: more than 30 Employment Works alumni have taken up paid work or apprenticeships — an unthinkable achievement before taking part in the programme.

Working alongside other colleagues, participants not only gain work experience, they develop interpersonal skills, working in a team and sharing responsibility as part of the group.

A key success of this programme is that staff at the University do not see participants as disabled. This brings benefit to the University and helps the interns recognise their value as individuals with an identity that is defined by more than a disability.

In the past, Imperial College had a reputation of being a tough place to work. The HR team recognised that change would not be felt unless all the community came together to improve the culture and behaviours and to support each other.

They also recognised that the changes needed to be driven from all areas of HR. A range of initiatives were therefore developed in conjunction with the staff community.

This approach was highly successful, and the College now has volunteers from all departments and all grades supporting colleagues in accessing services, coaching, mentoring, mental health awareness, career progression and social activities.

The HR team at Imperial have also improved consultation and engagement with the wider College community. This has included education and feedback during local pay bargaining that has changed the pay and benefits offer and supports lower paid staff.

The HR team have demonstrated successful collaboration and engagement with change programmes for their own restructure and also by developing and supporting wider continuous improvement champions for change across the organisation.

Imperial College is still a demanding place to work but there is now evidence of a successful HR partnership on the people agenda working with the wider community on a shared agenda of collaboration and mutual support to improve the working lives and experiences for staff at Imperial College.

Our success would not have been possible without the valued contribution made by the many volunteers across the organisation who generously give their time to support others in our community.

They share in the success of this award. The vision was so clear, well explained and positive, with lots of learning to share, including that HR had heard and understood that Imperial was regarded as a hard place to work, and how HR was perceived within that.

Achievements were real, tangible and there was a strong narrative to explain this. Some of the achievements were softer and cultural, which can sometimes get lost in the pursuit of KPIs but are real nonetheless.

There is real strength in how Imperial engaged staff, innovated, and measured what had been done, demonstrating impact with data.

During this restructure the HR and OD department was itself being reduced by 70 percent. Staff and non-pay cost pressure at the University had continued to exert an upward shift in costs — rising at a time when overall University income is falling.

HR was responsible for ensuring that there was a clear strategy and operational plan 5 phases in place that delivered the cost savings and new structure within the timeframe set by the Court of Governors.

Career Support Portal, career coaching and resilience workshops. This project demonstrates that despite the enormity and scale of the task and the very tight timeframe, a well-planned and high performing HR team can make a real and sustained difference to the challenges and operational difficulties that the sector currently finds itself operating within.

Achieving this against a backdrop of significant cuts in the HR team itself was notable. When you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies.

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Please Wait. Feedback We would love to hear your thoughts, concerns or problems with anything so we can improve!

Thank you for submitting your feedback. The information below relates to the application round and is provided to help those thinking of an application for the bursary.

What is the opportunity? A short study visit to an HR department in a US university Applicants for the UHR bursary should also identify one or more US universities, possibly in Florida or the surrounding area, to which they would arrange a short study visit to take place just before or after the conference.

Deadline Wednesday 18th March , Midday Downloads. Tweets by UHR. The App was the first social media platform for staff which has had a significant impact on the way that we communicate and build engagement and marked a shift of approach to true colleague engagement.

It is different and is responding to the changing ways in which we are receiving and consuming updates and general communications.

For an initiative that achieved transformational culture change or greater staff engagement, or involved collaborative work with another organisation, enabling the university effectively to meet future challenges and uncertainty.

Communities of Practice CoP at UCL unite staff working in similar areas and functions in order to help members develop professionally, improve their practice and services and maximise career opportunities.

They provide staff with opportunities to learn from each other by sharing knowledge and expertise, by working together on self-selected projects, and by co-creating an end-to-end view of their service and a vision of excellence.

Each CoP is supported by a Senior Sponsor who provides top-level recognition, championing and strategic alignment.

CoPs at UCL have proved to be an empowering grass-root model of change and service improvement that engages staff in leading the change themselves and connects colleagues across the organisation.

CoPs enable cross-collaboration and developments across the institution, as they bring together professional service staff from both central functions and local academic areas.

They encourage cultural change to the way staff work in a dispersed organisation, so moving away from silos to sharing knowledge and resources, to solving shared problems and using collective knowledge to co-create and continuously improve their practice.

Some of the latest CoPs, have brought together both professional service staff and academic staff. We envisage that CoPs will build more synergies between these groups, encourage-cross collaboration and create more value by working closer together.

The Communities have proved to be an empowering, grass-roots model which have led to positive cultural change, encouraging collaboration across professional services and academic areas by bringing together colleagues who work in similar practice areas.

The UCL Communities of Practice provide staff with opportunities to learn from each other, share knowledge and expertise, have a collective view of excellence and improve their practice.

We would like to recognise all the staff who are part of a Community of Practice for their great work and commitment to this exciting, new way of working for UCL.

The initiative has had a huge impact on the organisation and its approach to development and culture change, involving so many individuals and solving knotty problems.

This was in addition to a change to our teaching approach and ways of working for staff; and delivering a new student and staff experience.

These changes, incorporating such a broad scope of issues and happening simultaneously, were challenging. The relocation meant a significant change in organisational structure was required to ensure delivery could be achieved effectively and with minimal disruptive impact on the student experience.

The new work locations meant there would no longer be individual offices for any staff including those at senior levels, and for the majority, they would not have a specific desk for themselves either.

Instead, an open-plan, agile working environment was introduced where staff would have the opportunity to work in multiple areas depending on the task in hand.

It was recognised that this would mean a significant change in culture, in addition to the fact that all staff would have to be trained and to get used to the new ways of working and the use of new devices and communications tools.

Before the restructuring, each School and Department as they were previously entitled had dedicated administrative support teams dealing with their finance and operational requirements.

However, to ensure a consistent, streamlined service could be achieved by all the support teams, where maximum efficiencies could be attained, a centralised approach was introduced instead.

The entire relocation and restructuring process was underpinned by multiple HR projects which were ultimately integral to its success. For an initiative that improved equality or diversity in the organisation and brought demonstrable improvements to performance or engagement.

The impact of the work is still being felt in a positive way with 4 Transgender Awareness staff training sessions delivered each year , all of which are delivered by Dr Ellen Murray, a former student at the University, transgender woman, and highly respected policy advocate who is based in Belfast.

That work started 3 years ago when our HR Directorate consulted on and implemented a new Transgender Equality Policy, which applies to all staff and students.

We have recently supported 15 students who requested to officially change their gender — the second highest rate among UK universities.

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