Middlesbrough College is an organisation that takes its Investors in People accreditation seriously and in 2013 has achieved the Investors in People “Gold Award” one of a very few companies to achieve this status in the UK.
Quote from the Investors in People Report – March 2013
“The Gold Level at Investors in People has been equated to a ‘World Class’ position in people development and management and only a small proportion of organisations achieve this level. It is designed to be aspirational and provide considerable stretch for the very best organisation.”
To further understand the College and what it means to work for a College which is driven to succeed, Mike Hopkins, Principal / Chief Executive has summarised this within the College’s Human Resources Strategy, which will help you understand that working for Middlesbrough College will add significant value to the lives of its employees as well as the community it serves.
Quote from Mike Hopkins, Principal / Chief Executive
Middlesbrough College has physical resources amongst the best in the British further education sector. In recent years it has spent in the region of £75m on new buildings with additional annualised capital replacement budget. The College's Governing Body recognises its responsibility to Middlesbrough and the wider Teesside region and is determined to continue to invest despite the headwinds and strong tides of austerity.
However it also recognises that in order to ensure that its ambition for the College to be a provider of outstanding and inclusive post-14 learning, that the key resource is it's staff.
The College has developed a Human Resources Strategy that provides the framework for providing staff so that they are well rewarded, highly skilled, appropriately trained and highly motivated.
Some key principles of the Strategy:
• The College is a complex organism and has over 50 occupational types amongst its number.
• Growth in student numbers will result in growth in staff numbers.
• Students have various needs, some directly academic and some involving wider pastoral support.
• Consequently the staffing base must reflect these various and changing needs.
• Delivery and business support technologies change rapidly and therefore staff development needs to be nimble, flexible and agile.
• The College is a complex business and requires high quality business support.
• The key responsibility of leaders and managers is to provide an environment which nurtures and unleashes talent.
• The College has a profound responsibility and duty to its staff and their families, and will, by providing success, as much as possible, protect them from the impact of austerity.
• Staff have a profound responsibility and duty to one another, to students and employers and to working with the College to ensure a virtuous cycle of success.
In summary the College aspires to be the best and understands the critical importance that staff are to ensuring that this can happen and invests heavily in this strategy.