Written by Sarah-Jane Johnson, Strategic Project Manager (High Performance Culture), Strategy, Planning & Analytics
On 7 and 8 September the Research Staff Representatives Committee hosted Town Hall meetings for research staff to discuss King’s Behaviours with Evelyn Welch and Robert Lechler and the King’s Behaviours project team.
We heard some great examples of behaviours that research staff find helpful, such as a department that meets regularly over tea and cake to get to know each other; team meetings where PIs share insights into their current work; and academics who invest time and energy in research staff development. There were also examples of when things go wrong – often unintentionally – which result, for example, in people feeling isolated, or in decisions being made in a way that does not feel transparent and fair to all staff.
We were asked who King’s Behaviours are for and whether they would be mandatory
King’s is made up of its people; our behaviour has an impact on our own and our colleagues’ experience of work, as well as the experience of our students.
King’s Behaviours is a framework to support the success of all individuals at King’s, whether they are research staff, academic staff, professional services or students. It is intended to empower people to reflect on their strengths and to think about how they can be even more successful their work and interactions with others.
The framework is not intended to be a top-down code of conduct to which people need to conform. Identifying the behaviours that we already do well and those that we aspire to will help to facilitate robust yet collegiate debate, and help us develop ourselves and support the development of others. It is intended to be a shared language which encourages individuality, creativity, debate and freedom of expression, but also provides a basis to constructively challenge unhelpful approaches.
We were asked how people could engage with the evolution of King’s Behaviours
We have approached identifying King’s Behaviours as a discussion across the King’s community including academics, researchers, professional services and students. The behaviours you see in the green paper emerged from real examples of behaviours identified by nearly 100 members of the King’s community which have been anonymised and made more broadly applicable. For more information on how this was achieved, please see the green paper.
At the time of writing, over 350 staff and students have responded to the survey on the green paper. This feedback will be reflected in the next iteration of the behaviours and a summary will be published on the intranet. We will continue to work collaboratively with the King’s community on the evolution of the behaviours through the autumn term and beyond.
We were asked how the behaviours would be embedded into our day-to-day lives at King’s
King’s Behaviours will be incorporated into processes to help us develop ourselves and our teams, recruit new staff, and other people processes. We are asking where we should prioritise implementing King’s Behaviours in the survey.
The green paper is a detailed document, because we would like feedback on the full framework. However, when King’s Behaviours is introduced into processes, the tools will be based on the framework but will be more easily digestible. We are exploring a range of training and self-assessment approaches to help people get the most out of King’s Behaviours.