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Study
Areas of study
Foundation courses
Biological and biomedical sciences
Business and management
Chemical sciences
Comparative literature
Computer and data science
Dentistry
Drama
Economics and finance
Engineering
English
Environmental Science
Film studies
Geography
Global Development
Global and Public Health
History
Law
Liberal arts
Linguistics
Materials science
Mathematics
Medicine
Modern languages and cultures
Physics and astronomy
Politics and international relations
Psychology
Study at Queen Mary
Undergraduate study
Postgraduate study
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A-Z undergraduate courses
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The Manager's Role
Managers have a responsibility to support the development of their staff, both within their current role and while looking ahead to the next steps of their career journey.
Managers should do this by:
Ensuring that staff on their team are doing the best job they can day to day, by holding regular one-to-one meetings, giving constructive feedback, and ensuring that appropriate development and support is in place.
Carrying out annual
appraisals
and using this opportunity to discuss the individual’s plans and aspirations, providing feedback on strengths and insight on how they might be used aligning to the University needs.
This includes discussions where the appraisee may not be sure of their next step, and supporting them to identify different options.
Appraisal objectives and actions should be reviewed every few months.
Identifying opportunities to support their team members’ career plans– both to identify possible direction and develop their readiness for opportunities. This could include:
Exposure to different areas of the University
Discussions on the future of their professional area
Recommending potential
mentors
Supporting relevant staff
apprenticeships
Identifying job shadowing or secondment opportunities
Encouraging a diversity of people to apply for roles.
Creating ways and time to allow team members to broaden their experience in ways that are suited to their career journey, where possible. For example:
Delegating budgetary tasks to staff who do not yet have experience in managing finances
Exposure to senior committees
Contributing to University project groups
Acting up/sideways when vacancies arise (or explaining why this isn’t appropriate)
Ensuring you are giving opportunities to all staff. It can be easy to give new projects to staff who come across as confident, or you find easy to delegate to; challenge yourself to ensure you are considering everyone.
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