Embedded Files
Any questions raised in the Team Huddles (starting June 2024) that can't be answered at the time or would be of benefit across the department will be answered and shared here.
Any questions raised in the Team Huddles (starting June 2024) that can't be answered at the time or would be of benefit across the department will be answered and shared here.
Anonymous questions received at the Town Halls will be answered and shared here.
Anonymous questions received at the Town Halls will be answered and shared here.
Similarly any feedback received that would be of benefit for the department will also be shared here.
Similarly any feedback received that would be of benefit for the department will also be shared here.
Questions received anonymously via the Question Box at the June 2025 Town Halls
Questions received anonymously via the Question Box at the June 2025 Town Halls
What are your plans for Stephenson Hall in the event that we don't run catered?
What are your plans for Stephenson Hall in the event that we don't run catered?
We're hoping that we will have sufficient students to be able to operate Stephenson as a catered residence for the academic year 26/27, but it would require a minimum number of students in order to be viable, considering the additional staff required and the costs of setting up and providing the catering. If we don't have enough demand then we will use it as emergency accommodation as has happened previously. We are also considering longer term options of the most suitable use of the property.
Why are we letting our apprentices leave instead of paying them what they deserve and the grade for the job they are doing? At Sheffield Teaching Hospitals a lot of the apprentices become future managers. Why did we not have a clear programme path in place. Such a waste of money and resources.
We are currently undertaking a full review of the approach to apprenticeships As you're aware. the University's Executive Board (UEB) put in place central vacancy management September 2024 to help mitigate the University’s financial position. Therefore we aren't able to offer new opportunities at this time. If any staff member wants to discuss their individual circumstances, they can speak to their line manager or the appropriate member of the EFM Executive.
Questions received anonymously via the Question Box at the March 2025 Town Halls
Questions received anonymously via the Question Box at the March 2025 Town Halls
As a person who is neurodiverse I feel I have no way of communicating my issues and any support or help with work issues and other things. Is there support for people in EFM with disabilities?
As a person who is neurodiverse I feel I have no way of communicating my issues and any support or help with work issues and other things. Is there support for people in EFM with disabilities?
Yes - there is the Staff Disability Adviser Service Staff are able to make an appointment with the Staff Disability Adviser about anything related to disability in the workplace. This could include advice on adjustments, applying to Access to Work, disclosing a disability, and advice on the Equality Act. Staff do not have to identify as disabled, or have a formal diagnosis to make an appointment. To self refer, complete this form. You are always able to discuss this further and seek support with your line manager, if you feel comfortable doing so.
Can you please tell me why emails come through to everyone even when it's nothing to do with them (cleaners)? I'm forever getting emails about training that has nothing to do with my job.
Can you please tell me why emails come through to everyone even when it's nothing to do with them (cleaners)? I'm forever getting emails about training that has nothing to do with my job.
As we are a large organisation sometimes it’s unavoidable that emails are sent to all staff, or a large staff group, which may only be of interest to a proportion of staff. To help alleviate this, you can Create rules to filter your emails.
Why is it we can spend hundreds of thousands on external contractors and resources yet we can not reward/recognise/give promotions to our own staff? I understand its different budgets but it's still the same University money at the end of the day.
Why is it we can spend hundreds of thousands on external contractors and resources yet we can not reward/recognise/give promotions to our own staff? I understand its different budgets but it's still the same University money at the end of the day.
The University is committed to supporting and developing our own staff, and within our teams we have a number of success stories, including via promotions, secondment opportunities, upskilling and training, and regrading cases where appropriate.
Why can't we move budgets to invest in our own labour?
Why can't we move budgets to invest in our own labour?
Given the size and complexity of our estate, we cannot self deliver in all areas. At the University we operate a hybrid model with significant in-house resource complemented by an external workforce, allowing us to respond to the fast changing demands of the University. We continually review this balance of resources to ensure we have the correct balance of skills and resilience we need to deliver the best service at the best value for the University.
In the Staff Survey there are questions that are irrelevant - so what box is there to tick? This stops people answering or giving a lower score. Example - Hybrid working is not available to more EFM staff.
In the Staff Survey there are questions that are irrelevant - so what box is there to tick? This stops people answering or giving a lower score. Example - Hybrid working is not available to more EFM staff.
The Staff Survey is issued across the University and we cannot implement any local changes. We submitted this question to the team within Human Resources that manages the Staff Survey and received the following response:
We are aware of the limitations of the staff survey and that some questions are not applicable to all colleagues (hybrid working being an excellent example of this). The functionality of the Hive platform does not allow for a 'not applicable' option. We have flagged to their developers for future consideration as they develop the platform, though we are of course not their only client and therefore can only offer feedback and not guarantee specific developments. In the meantime, we have made questions deemed not relevant to all colleagues optional, i.e. colleagues were able to simply skip those and no answer was required. This was explained in the introduction of each section and highlighted through the formatting (a red asterisk was used for required questions). The hybrid working question was optional.
Why are people who are off sick treated differently? Even if they are not off all the time?
Why are people who are off sick treated differently? Even if they are not off all the time?
We have submitted this question to our Human Resources Advisor, and received the following response:
The University has a range of policies, procedures and guidance to support the management of staff who are too unwell to work. These ensure, as far as possible, that staff are treated fairly and effectively. Staff who are too unwell to work also have a responsibility to ensure they follow these procedures and any local reporting protocols to ensure their absences are recorded appropriately. Further information can be found here:
https://staff.sheffield.ac.uk/hr/policies/sickness#Sickness-absence-policy-and-procedure
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