The Behaviours Charter

We have guidance, in the form of a Behaviours Charter, which reflect our values. This is to support conversations around the importance of how we do our job, as well as what we have achieved.

Why do we have a Behaviours Charter?

As a world-leading research-intensive University, we are here to address tomorrow’s greatest challenges. Between now and 2030 we will do that with a values-led approach to teaching, research and innovation, and through the strength of our relationships, both locally and globally.
Strategy 2030

The Behaviours Charter gives examples of the types of behaviours which reflect our values and is designed to help us embed a values led approach across the University.

The Behaviours Charter will help us talk about behaviours in a consistent way and provides a framework to lead two-way conversations about how we do our jobs as well as what we do.

It will also help us to identify performance and talent development options and opportunities to develop the behaviours we need to help us achieve our purpose.

Ultimately it will help us to retain our focus on how we approach the four key areas we think will make the greatest impact and which have been shaped by our values:

People
Research
Teaching and Learning
Social and Civic Responsibility

Behaviours Charter

Values-Led conversations

The way we behave impacts everything we do at work. These are some of the ways that the Behaviours Charter may help you to have values led conversations around how we all do our jobs.

Setting Objectives

Often we know what has to be done, but how to approach it can be slightly more challenging. When you’re discussing your annual objectives with your manager, consider both what you aim to achieve but also how you’re planning to do it. The Behaviours Charter can help you to plan an approach e.g.

Excellence – be open to feedback. How often do you ask the people you’re working with how you’re doing and what you could be doing differently? How and when could you do this to help you achieve your objective?
Principled – how do you feel about asking for help when you need it? Do you know who to ask? Perhaps your manager could help guide you in where to go to get the support and help that will help you?
Relevant – how do you communicate? Do you change your style depending on the audience and would that help? Are there opportunities to do something differently?

Ongoing Feedback Conversations

Giving and receiving feedback can be a valuable tool to help us learn, develop and improve. The Behaviours Charter can provide a useful framework to lead feedback conversations with our colleagues around how they’ve done their job.

Although we often think of feedback as being between a line manager and staff member, it can be valuable to ask peers and colleagues to offer feedback - for example, if you’ve delivered a presentation or written piece of work, how you’ve worked with stakeholders, or how you’ve approached a specific problem.

Examples are:

Accessible and Inclusive – consider asking others who have recently joined the team if and how you have made them feel welcome. How could you do this better in future?
Relevant – ask those you are working with if you have encouraged them to feedback on a particular piece of work and taken their feedback on board. How could you do this more effectively in future?

Annual Review and Development Conversations

Use the following guidance and examples to help you prepare and discuss behaviours.

Using the Behaviours Charter in Annual Reviews (644.18 KB PDF)

What if we already have a values or behaviours framework in our area?

If you do, and people are using it in a positive and constructive way, that’s fantastic!

The University’s Behaviours Charter applies to all staff who work at the University. However, we fully expect that some areas will choose to develop local frameworks which are more tailored to specific areas.

All we ask is that you do a review to check that your framework is aligned to the University’s Behaviours Charter – for example, it isn’t missing any key elements and uses consistent language. If there are any gaps or they’re not fully aligned, then consider how you can build in any amendments to future revisions or updates to your framework. Ultimately we’d like everyone to have a shared understanding of our expected behaviours across the University and so consistency in how we describe our behaviours is key.

Where can I get additional guidance and support?

The University is committed to providing an environment in which all members of our community treat each other with dignity and respect.

The Dignity and Respect Policy sets out the framework for raising, addressing and resolving concerns about individual and/or organisational behaviour.

Dignity and Respect Policy (777.88 KB / PDF)

If you observe or are being impacted by inappropriate behaviours, refer to the following policies. We encourage you where possible to attempt to resolve issues informally and further advice is available in the policy documents.

Grievance Policy (396.54 KB / PDF)

Your feedback

We will be developing and improving both the Behaviours Charter and the supporting guidance over the coming months so if you have any suggestions please don’t hesitate to contact the

HR Helpline

This article was published on 2024-09-23