Head of Department

Succession and Appointment Procedures

HoD Succession & Appointment Procedures Document Number HRX001.3

Overview
Succession planning will be used to fill critical roles needed for the University’s future
success. The academic Head of Department (HoD) role is both strategically and
operationally critical to the University’s continued success. Succession planning will ensure
continuity and stability for this critical role and all academic departments.

Succession planning will ensure that incoming HoDs are well trained and mentored and are
ready to step into these key University positions. Academic staff selected through the
succession planning/appointment process will be required to commit to the development and
mentoring processes.

Process
1. At the start of the calendar year prior to the end of the term of office of a HoD (i.e. by
January of that year), the post of HoD will be advertised using the policy and procedures
for the appointment of academic staff. The HoD position will be advertised internally on
the UL vacancy web pages. The title of the post is Head of Department or Head of
School (no other title is conferred), and the applicable salary is the Associate Professor
salary scale. The appointment will be made as per the policy and procedures for the
appointment of academic staff. Adverts will make it clear that associate professors and
professors who are appointed to the role of HoD will retain their current salary.

2. In instances where the process outlined at no. 1 above does not yield a candidate, the
Dean may re-advertise or require a professor within the department to take on the role of
HoD. Under this process a HoD appointment will be made by the President after he has
received a joint recommendation from the Dean of Faculty and VPA&R (using the
assignment of duties form).

Process 1 or 2 should normally be complete by the end of April to allow for a handover
period of four months (1 May – 31 August) and for HoD training and development
programmes to be undertaken.

The appointment will be for a period of five years and will normally commence at the
beginning of the academic year. The letter of appointment will issue from the President’s
Office. The HoD appointment may be renewed for a further period of up to five years.
Approval for renewals will follow the University’s contract renewal process. At the end of the
term of HoD, staff will revert to their substantive grade.

When the term of HoD has been completed, the individual will receive a research grant of
€6,000 and six months’ special research leave1.

1
Funded by the faculty

HoD Succession & Appointment Procedures Document Number HRX001.3

 ASSIGNMENT OF DUTIES AS HEAD OF DEPARTMENT
(For Process 2)

Date issued:
Name :

Faculty/Department:

Date of assignment: From: To:

______________________ ___________
Dean Date

__________________________ ___________
Vice President Academic & Registrar Date

Approved_____________________ ____________
President Date

Noted_________________________ _____________
Director Human Resources Date

HoD Succession & Appointment Procedures Document Number HRX001.3

 HEAD OF DEPARTMENT

The Head of Department (HoD) provides effective management and academic

leadership within the department in a manner that contributes to the achievement of
the University’s strategic plan and faculty plans.

Through the relevant Dean, the HoD is responsible for matters relating to the management
of departmental staff, including the effective performance of their duties, and the
organisation of teaching, research and associated activities. The HoD is expected to
regularly communicate with and respond to staff within his/her department and to be
responsive to the interests and direction of the wider university.

HoDs will demonstrate vision, management skills, the ability to acquire resources and the
skills to empower and influence others to contribute to getting the job done. The methods by
which HoDs carry out their duties and the extent of delegation will depend on factors such as
the size and nature of the department and the personal approach of the individual HoD.
Whilst academic leadership will often be shared, particularly through the support of the
departmental professoriate, the HoD is ultimately accountable for the management of the
department.

Period of appointment: Normally a five-year term with possible extension by

agreement.

The outgoing HoD will be obliged to mentor the newly appointed HoD for a four-month
period, thus allowing for a smooth transition.

Representative work activities (role-specific rather than academic staff role)

Leadership  Contribute to the formulation and dissemination of the

faculty’s strategic plan.
o Submit for approval to the Dean the departmental
strategy supported by relevant plans that define the aims
and objectives of the department and include proposed
investments, a financial plan, budget and staffing plans.
These should be set in the context of the University and
faculty strategies.
o Participate in faculty/department projects and initiatives
as directed, including chairing working groups where
required.
 Encourage and support the contributions of academic staff
by developing/sustaining appropriate structures for consultation,
decision-making and communication with all staff.
 Develop and promote the internal and external profile of the
department.
 Ensure interaction occurs with stakeholders, such as
professional bodies, funding agencies and potential employers,
as appropriate to the department.
 In liaison with the associate deans, take a leading role in the
development of activities across the faculty, with particular
emphasis on the activities of own department.

HoD Succession & Appointment Procedures Document Number HRX001.3

Academic  Oversee, organise and develop the core activities of
Management teaching, research, examining, advising and other service
activities and of commercial exploitation and knowledge transfer,
consulting, where appropriate, with all departmental colleagues.
 Ensure that the department’s responsibilities to students in
respect of admission, teaching, progress and pastoral care are
met.
 Facilitate and promote the development of intra- and inter-
disciplinary academic activity (in teaching and research).

Teaching
 Account for and manage, in collaboration with the course
directors, the effective delivery of programmes and modules.
 Ensure that the quality and standards of programmes within
the department’s remit are maintained and enhanced.
 Support innovation in course design and delivery, teaching,
learning and assessment methods.
 Contribute to the teaching undertaken within the faculty and
department.

Research
 Raise the research profile of the department within the
faculty and externally.
 Enhance the quality and volume of research by encouraging
and enabling demonstrable research achievement within the
department.
 Ensure budgets and income targets are planned and set in
conjunction with colleagues.
 Ensure that research and other external contract work are
managed effectively.
 Contribute to the research undertaken within the faculty and
department.
Resource Management Staff
 Manage all staff-related issues within the department,
including performance, professional development, appraisal,
induction and succession planning.
 Plan and manage the use of all resources (including work
programme planning and sickness absence monitoring)
associated with the department.
 Contribute to the recruitment and retention of staff in
accordance with University policies. Establish appropriate
management structures, allocate work and promote flexible staff
deployment and working practices to enhance effectiveness and
efficiency.
 Create an environment that provides appropriate learning

HoD Succession & Appointment Procedures Document Number HRX001.3

 opportunities (e.g. through PDR/staff training) that enable staff to
fulfil their potential and that support succession planning
processes.
 Act as a reviewer in staff review and development
arrangements for academic staff.
 Monitor and regularly review the performance of the
department against agreed objectives, and report regularly to the
Dean.

Financial/Physical
 Take full financial responsibility for and control of the
devolved part of the department budget to maximise income and
to ensure that money is spent effectively while working within
University and faculty regulations.
 Ensure that the resources allocated to the department are
managed in accordance with the University’s financial and other
regulations.
 Ensure that appropriate arrangements are in place to
account for and maintain the physical assets and resources of
the department, such as the departmental asset register,
allocated space, equipment and buildings.

Other
 Ensure that administration and management information
required by the Dean, the faculty or central administration is
available.
 Take responsibility, if requested, for handling major
departmental processes (e.g. forward planning, financial
management, quality management and admissions).
Supervision  As per previous levels (academic staff profiles)
 Line management of members of the department

Relationships and Key  Reports to: Executive Dean

Contacts
 Align the activities of the department with those of other
departments to ensure their coherence with those of the faculty
as a whole.
 Promote the work of the department internally and
externally, including fostering relationships with academic staff,
prospective employers, other academic and research
organisations, visiting and honorary dignitaries, funders, the
business community and government organisations.
 Liaise closely with central administration, associate deans,
etc.
Quality and Standards  Have knowledge of and be responsible for promoting
diversity and equal opportunities within the faculty in accordance
with University policies. Ensure HR policies and procedures

HoD Succession & Appointment Procedures Document Number HRX001.3

 within the department are complied with.
 Have knowledge of and be responsible for health and safety
matters within the department, particularly the establishment of
safe working practices.
 Have knowledge of and ensure that academic regulations,
quality standards and teaching, learning and assessment
processes are complied with.
 Be responsible for dealing with student issues, including
issues referred by other academic staff.
Key Competencies/  Leadership and Collegiality: Appreciates the longer-term
Attributes view and has the courage to give purpose and direction to take
the department forward. Acts as an advocate for his/her team
and works collegially with other senior leaders across the
University.
 Results Focus: Takes action to make sure things happen.
Delegates appropriately.
 Continuing Professional Development: Engages in self-
development. Encourages and empowers others to develop their
careers and reach their full potential.
 Managing Finance and Resources: Ensures resources are
used effectively by appropriately managing and monitoring
budgets and controlling the flow and quality of work. Allocates
resources appropriately in line with department objectives.
 Working Collaboratively: Creates a cohesive team
approach across the department and faculty and across
faculties. Manages others and their performance with honesty
and integrity.
 Managing Change: Prepares for, initiates and implements
change. Is able to balance University/faculty need for change
with own department needs. Understands the concerns of
colleagues and communicates the reasons for change. Monitors
and reviews change initiatives.

HoD Succession & Appointment Procedures Document Number HRX001.3