As bastions of knowledge and innovation, universities are expected to lead the way in addressing contemporary challenges. Yet, many institutions struggle to evolve their internal cultures to match the progressive ideals they champion in their research and teaching. The University of Bath’s story is a testament to the power of embracing change.

The University of Bath, a top 10 UK university, is renowned for its research and teaching excellence. Ranked highly in independent league tables and awarded triple gold in the Teaching Excellence Framework 2023, the university’s 2021-2024 strategy focuses on driving excellence in education and high-impact research, fostering an outstanding and inclusive community, and enhancing strategic partnerships.

A key part of this strategy has been the introduction of an innovative approach to resolving respect and dignity issues, as well as addressing complaints and concerns that inevitably arise in the workplace. One year after implementing a Resolution Framework (developed by the TCM Group), the university has witnessed a significant increase in its community’s willingness to resolve issues through dialogue-driven, resolution-focused approaches aimed at future behaviour change.

The Challenge: Hidden Issues

Despite having a joint dignity and respect policy covering its 20,000+ students and 3,500 staff, feedback from a work and wellbeing survey suggested that some incidents of bullying, harassment, and incivility were going unreported. Employees felt uncomfortable raising these issues, posing a significant challenge to the university’s goal of fostering a community of care.

The HR team recognised that traditional disciplinary and grievance policies were often part of the problem. Formal processes tended to have a damaging and divisive effect on teams and relationships, particularly concerning in a research culture where fractured relationships can significantly impact the university’s ability to secure research funding or conduct ground-breaking research effectively.

With the next round of Research England Framework (REF) applications set to consider research culture as a criterion for awarding funding, the stakes were high. The university’s current portfolio of research projects is valued at an impressive £815 million.
Adding to the complexity were challenging societal and cultural factors:

• Educational cultures can be challenging, with academic staff often holding diametrically opposed views.
• High-profile campaigns such as #MeToo and Everyone’s Invited were intensifying debates.
• The aftermath of the pandemic brought challenges with increased virtual learning and work hybridisation.

While the HR team had begun using informal resolution approaches for some concerns, they aimed to improve confidence and capability in dealing with difficult issues and build trust among employees who felt a lack of dignity and respect but were hesitant to seek internal support.

Solution: The Resolution Framework

To address these challenges, the University of Bath collaborated with The TCM Group to develop a tailored version of its Resolution Framework, designed to integrate seamlessly with the organisation’s systems and culture.
The Resolution Framework is an integrated people policy offering a variety of proactive and empowering approaches to secure constructive and lasting resolutions to workplace complaints and concerns. These approaches include:

• Early, informal dialogue
• Facilitated conversations
• Mediation
• Team facilitation
• Coaching

Importantly, the framework retains the ability to access more formal processes, including dismissal or legal action, for the rare occasions when such measures are deemed most appropriate.

Implementation Strategy

After a successful pilot funded by Research England, the framework was introduced across the university through a carefully planned strategy:

• Senior-level endorsement: Pilot results were shared with the University Executive and Staff Experience Boards, securing their full support.
• Union engagement: Union partners were involved from the outset, with initial concerns addressed by demonstrating the benefits of a more compassionate, people-centred approach for their members.
• Stakeholder management: HR business partners leveraged existing positive relationships with teams and departments to build understanding and engagement with the new approach.
• Core team training: A group of 24, including HR practitioners, safeguarding staff, and the dignity and respect officer, received comprehensive training from TCM in the principles and practice of the RF.
• All-staff E-learning programme: An E-learning programme called ‘Be the Change’ was designed to help employees unpack difficult issues around dignity and respect, improve understanding of inclusion, and explain the new process. To date, over half the workforce has participated.
• Careful communication: Recognising that a high-profile, top-down communications campaign wouldn’t suit their culture, HR opted for a gradual communications roll-out.
• Language consideration: Particular attention was paid to language, ensuring that both staff and students appreciated the benefits of entering a voluntary process and understood that an informal process didn’t diminish the seriousness of their complaint.

Transformative Results

The implementation of the Resolution Framework has yielded impressive results:

• Increased reporting: The university saw a 52% increase in staff-related reports in 2022/3 compared to 2021/2, with more early referrals. The first semester of 2023/24 is already 28% over the previous year’s total figure.
• Improved resolution rates: The percentage of cases resolved through resolution-based interventions rose dramatically from 12% in 2021/2 to 56% in 2022/3, and further increased to 81% of cases in the first semester of 2023/24.
• Positive culture maintenance: The framework is helping maintain a positive culture, particularly in the research community, allowing academics to build and maintain collaborative relationships crucial for important and often ground-breaking research.
• Long-term behavioural change: The restorative, dialogue-driven approach is achieving long-term, systemic behavioural change and helping to build understanding and empathy.
• Increased trust in HR: More employees now feel able to come forward and speak up when they feel dignity and respect are lacking, demonstrating increased trust in HR and its processes.
• Mindset shift in HR: The university’s HR community has gained newfound confidence in their ability to facilitate dialogue and restore relationships, thanks to the training and mentoring provided.

Peter Eley, Deputy Director of HR, highlights the effectiveness of the new approach: “We have examples of individuals who have not just changed their behaviour, but have also changed their attitudes through this process. Facilitation and mediation meetings are giving them the safe space to be able to really talk about why they are behaving as they are, understand their behaviour and change that behaviour going forward.”

He further notes, “In the time we have run the process, we have not yet had a case where we have gone through resolution and it has subsequently resulted that it hasn’t been effective. So we are seeing a very positive response to the intervention so far.”

Looking Ahead: Building on Success

The University of Bath plans to continue leveraging the Resolution Framework to drive improvements in research culture and the wider university culture. Future plans include extending the Framework to student policies and encouraging earlier raising of issues/behaviours before they become embedded.

The University of Bath’s journey with TCM’s Resolution Framework offers more than just a success story—it provides a blueprint for the future of higher education. In a world where the pace of change is ever-accelerating, universities must be agile, responsive, and willing to challenge traditional approaches.

The University of Bath’s experience with TCM’s Resolution Framework serves as an inspiring call to action for institutions around the world: embrace change, foster dialogue, and create cultures where everyone can thrive. In doing so, universities can ensure they remain at the forefront of not just academic achievement, but societal progress as a whole.

By fostering open dialogue, promoting early intervention, and prioritising restorative approaches, organisations can create environments where dignity, respect, and excellence flourish side by side. As the landscape of higher education continues to evolve, the University of Bath stands as a shining example of how embracing change can lead to remarkable outcomes.