ࡱ> '` Gbjbj"9"9 7"@S@S? DDD80E<lF,7hH(HHHHIII$hܗHKIIHKHKܗHH8S8S8SHKHH8SHK8S8SJHH CkDK*ʋ,07MXIhJJ8SYJ<JIIIܗܗRRIII7HKHKHKHK$,4141 TV University Physics Department Champion Action Plan 2012 Principle 1: A robust organisational framework to deliver equality of opportunity and rewardAction already taken and outcomeFurther ActionResponsibilityTimescaleSuccess Measure1.1 Establish organisational framework 1.1.1 Evidence of senior management commitment 1.1.1 The Welfare and Communication group 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. 1.1.1 To continue to maintain and review membership.Head of department and chair of Welfare and Communication Group.On-goingContinuity and full membership of group1.1.2 Effective consultation, communication, monitoring, evaluation and reporting mechanisms 1.1.2 Meetings take place every three months with minutes posted on the departmental web-page. Welfare and Communication reports 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 1.1.2 A formal annual report on Welfare and Communication will be presented at each autumn staff meeting.Welfare and Communication Group.The first annual report was presented to staff in summer 2012.1.1.3 Clear accountability for implementation and resources allocated (time and money)1.1.3 Participation in Welfare and Communication meetings is recognised as part of the department collegiate structure; coordination is a recognised duty. Funds for Juno/Athena related travel are provided as required.The chair of Welfare and Communication group has attended a Juno workshop in Bristol, and also an Athena going for gold workshop in London.1.2 Monitoring and evidence base 1.2.1 Monitor over time, quantitative data by gender for staff and students 1.2.1 Data is collected by the University for all departments; this shows no. of male/female undergraduates, gender of staff appointments, promotion rates at all staff levels for male and female staff etc. This data is available from 2006/7 1.2.1 To continue to collect this information via HR systems (staff) and Management Information and Planning office (students). Welfare and Communication Group On-goingThe chair of Welfare and Communication group collects this data from the University on an annual basis1.2.2 Obtain qualitative data from staff. 1.2.2 Qualitative data from staff is identified through the annual Pulse Survey. 1.2.2 To continue to press university HR to change PULSE questions. Data from the Pulse survey is available online for years 2010 and 2011. Physics has a more positive response to working environment and work-life balance (68%) than the University average (63%) and the science faculty average (59%)1.2.3 Identify any discrepancies in gender representation and/or progression and identify factors that might be causing them1.2.3 For 2010/11 TV Physics Department has a lower percentage of female students at both undergraduate and postgraduate level than the national average (17% v 22% undergrad, 20% v 23% postgrad). The undergraduate figures have remained unchanged over the past 5 years. 1.2.3 Quantitative data will be examined on an annual basis. A comparison with other departments offering straight Physics will be looked at in the future. The current national average includes departments which offer combined courses such as Physics with Medical Physics which have a higher female intake. Welfare and Communication GroupTV Physics Department has a higher proportion of female staff than the national average (19% v 16%), and a higher proportion of female professors (11% v 6%) Principle 2: Appointment and selection processes and procedures that encourage men and women to apply for academic posts at all levelsAction already taken and outcomeFurther ActionResponsibilityTimescaleSuccess Measure2.1 Ensure that processes and procedures are fully inclusive Ensure career breaks are taken into consideration2.1.1 Appointments are monitored by the Learning and Development Centre (LDC). TVs recruitment and selection policies are gender blind; all advertisements have a Diversity statement. HR administratorOn-going Thirty four research and academic staff have joined the Department since the last submission, 7 of whom are women and 27 menGender awareness included in training for all staff who interview 2.1.2 Senior management and cluster heads have undergone online training supplied by LDC  HYPERLINK "http://www2.warwick.ac.uk/services/ldc/development/recruitelearn/" http://www2.warwick.ac.uk/services/ldc/development/recruitelearn/ 2.1.2 Staff will be encouraged to do online gender awareness training supplied by LDC. Gender awareness will be recommended for inclusion as part of pCap course.Head of DepartmentBefore next academic yearAll senior staff have undertaken recruitment training.2.1.3 Provide induction for all new staff, including research assistants, on appointment2.1.3 Induction packs are given to all new staff; these are tailored according to staff category. Post graduates at TV who become a PDRA also receive a top-up induction.2.1.3 Induction packs are updated continuouslyHR administratorOn-goingInduction packs have been given to all staff for many years.2.2 Take positive action to encourage under-represented groups to apply for jobs Monitor applications, shortlists and appointments, looking at the proportion of women (internal and external) at each stage2.2.1 Staff appointments for all departments are monitored by the University and these statistics are made readily available. Current data goes back to 2006-7. Welfare and Communication Group The chair of Welfare and Communication group collects this data from the University on an annual basis.2.2.2 Identify any discrepancies and investigate why this might be the case, taking action as necessary2.2.2 Recruitment figures show that for the period 2009-2011 the percentage of women who were successful in academic and research appointments varied between 0 and 11.76%, whilst the percentage of men who were successful varied between 0 and 11.11%.2.2.2 The Welfare and Communication Group will monitor the proportion of women and identify discrepancies on an annual basis. The Welfare and Communication Group will advise Head of Department12 months.Two women and six men have been recruited at assistant professorial level or above since the last submission. 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 careersAction already taken and outcomeFurther ActionResponsibilityTimescaleSuccess Measure3.1 Transparent appraisal and development Appraise all staff, including researchers and PDRAs 3.1.1 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 consultation with the head of department six and four months before their contract ends, and an exit interview Head of Department, line managers, HROn-goingAnnual reviews have been held since November 2008. All 78 permanent members of staff were offered Annual Review. This was taken up by 66 people.Mentoring scheme in place with training and guidance available for both mentors and mentees 3.1.2 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. Ensure all staff, including PDRAs, have access to impartial career guidance3.1.3 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 development3.1.3 To continue to liaise with LDC to identify appropriate courses for all categories of staffHRTransparent promotion processes and procedures Ensure promotions process is transparent and fair to all staff at all levels, including those who have had a career break 3.2.1 A senior female academic is included in the promotions committee. Promotions committee. Promotion data show that for Physics, 3 women and 25 men were put forward for promotion since the last submission. Ensure all staff are aware of promotion criteria and process and the support available to them throughout the process. 3.2.2 All academic staff are aware of the process through the departmental web pages, and annual emails inviting submission for promotion. 3.2.2 This has been rolled out to research staff for 2012.HR.Continual review.Take steps to identify and encourage potential candidates for promotion3.2.3 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.3.2.3. The statistical data on promotions will be reviewed.Promotions committeeAugust 2012For 2012, all staff entitled to be promoted were given the opportunity to apply. Principle 4: Departmental organisation, structure, management arrangements and culture that are open, inclusive and transparent and encourage the participation of all staffAction already taken and outcomeFurther ActionResponsibilityTimescaleSuccess MeasurePromote an inclusive culture Ensure departmental processes, procedures and practices are fully inclusive 4.1.1 Staff meetings are now open 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 Informed and engaged staff. Policies and practices are included in the annual report to staff.Gender awareness included in the training for all staff and demonstrators. 4.1.2 Senior management and cluster heads have undergone online training supplied by LDC  HYPERLINK "http://www2.warwick.ac.uk/services/ldc/development/diversityelearn/" http://www2.warwick.ac.uk/services/ldc/development/diversityelearn/ Face to face training is available from the University equality and diversity team.4.1.2 Staff will be encouraged to do online gender awareness training supplied by LDC. This covers all protected characteristics. Head of Department and all lead staffBefore next academic year All senior staff have undertaken diversity training.Promote inclusive social activities and other opportunities for mutual support and interaction. 4.1.3 Academic away days are usually organised for 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 4.1.3 A monthly network for new research staff with support from the LDC will be trialled for one year, to act as support and boost networking between departments; this will be publicised in Physics through the dedicated research staff email list and in the weekly newsletter. Head of Department and all lead staff12 monthsThere is a high level of attendance at both Christmas and summer events.Use positive, inclusive images in both internal and external communications. 4.1.4. Positive and inclusive images are used in departmental literature for potential undergraduates. The Physics website includes links to staff profiles showing positive role models. Since the last submission, a webpage has been created with the staff profiles of nine women working in Physics. A new display showing our Juno and Athena Swan status is on show at open days.Encourage and support female seminar speakers. 4.1.5 The number of female speakers in the Department is monitored. For 2011, 17% of the speakers at seminars in the Physics Department were female (19 out of 108).4.2 Transparent work-allocation model 4.2.1 Recognise the full range of types of contributions and departmental role, including administration, welfare and outreach activities. 4.2.1 The work allocation model is conducted by the Director of Studies, taking into account teaching and administrative duties. The Department has a dedicated outreach officer, 80% of full time, funded by the Ogden Trust. Director of Studies.4.2.2 Ensure all staff are aware of the criteria used to develop the model and that the allocation is transparent4.2.2 Details of the algorithm are available on the teaching pages of the departmental web-site and also in academic induction material. Allocation of duties are discussed with individual staff in the three month period prior to annual publication. All staff are offered a chance to change their balance of work within a predetermined fixed load each year; administrative duties rotate every three years. The workload allocation process has been discussed at a previous academic away day.Director of Studies.~50% of staff take the opportunity to discuss their duties each year Principle 5: Flexible approaches and provisions that enable individuals, at all career and life stages, to optimise their contribution to their department, institution and SETAction already taken and outcomeFurther ActionResponsibilityTimescaleSuccess Measure5.1 Support and promote flexible working practices Clear support from Head of Department for flexible and part-time working 5.1.1 The Department at TV has supported flexible and part time working for all staff for a number of years. Parental leave, where staff may take up to four weeks unpaid leave in any year for each child under 5, is promoted through the university website and also through the annual report to staff. Head of Department and HR administrator.On-going.Twelve men and four women staff members currently work part-time in the Department.Consistently applied policy on part-time and flexible working 5.1.2 Due to small numbers, each case is considered individually. Promote the benefits of flexible working for both men and women, particularly for those with caring responsibilities 5.1.3 Staff profiles including those with flexible/part-time working patterns are readily available on the departmental website Explicit support for those returning from career breaks or maternity leave 5.1.4 Staff returning from maternity leave can seek study leave for the term following maternity leave in order to gain research momentum. The University also offers a salary sacrifice scheme for staff using the University nursery. The nursery was rated excellent by OFSTED in 2010/2011, and has also won an architectural award. Ten KIT (keep in touch) days are available for women on maternity leave to spend time in the Department5.1.4 From March 2012 there has been a new Returning parents support network organised through the University Equality and Diversity team. Awareness of meeting dates is raised through the weekly departmental newsletter.One member of academic staff has taken, and returned from, maternity leave since the original submission. She is currently on study leave. One postgraduate student has taken maternity leave, and the Department successfully applied for a grant from the graduate hardship fund to cover her funding during this time. One clerical member of staff has returned from maternity leave on condensed hours. Encourage take up of paternity and other caring leave5.1.5 Additional paternity leave can be taken if maternity leave is not fully taken up. 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