Regent College London
Faculty Manager
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Faculty Manager – Job Description
About the Role
The Faculty Manager is responsible for the operational management of the faculty workforce, ensuring that Academic Schools are appropriately resourced, supported, and managed to deliver an outstanding student experience.
The role encompasses workforce planning, recruitment, onboarding, workload coordination, cover arrangements, performance management, staff wellbeing, employee relations, compliance, staff development coordination, and operational delivery. The ** Faculty Manager** acts as a key link between Academic Schools and professional service departments.
This is a people-management and operational role, not an academic leadership position. Academic decisions relating to curriculum, assessment, teaching quality, academic standards, student outcomes, and academic performance remain the responsibility of Programme Leaders, Heads of Programme, Associate Deans, and Deans.
The Faculty Manager supports the implementation of academic leadership decisions through effective workforce planning, communication, compliance monitoring, resource allocation, and staff management.
Key Responsibilities
1. Workforce Planning and Resource Management
Lead faculty workforce planning to ensure appropriate staffing levels across all schools.
- Work with Programme Leaders, Heads of Programmes, and Deans to identify current and future staffing requirements.
- Coordinate teaching resource allocation (cover rota) and workload planning.
- Monitor faculty utilization, capacity, and deployment.
- Ensure appropriate cover arrangements minimise disruption to students.
- Support succession planning and workforce risk management.
Key Stakeholders:
- Deans
- Heads of Programmes
- Programme Leaders
- Academic Operations Teams
- Human Resources
2. Recruitment and Selection
Lead and coordinate faculty recruitment activities across all schools, participating in interview and assessment panels.
- Ensure recruitment processes are fair, inclusive, and compliant.
- Assess academic suitability and subject expertise in consultation with Heads of Programmes, Programme Leaders, and Deans.
- Support talent pipeline development and workforce planning initiatives.
Key Stakeholders:
- Human Resources
- Recruitment Team
- Programme Leaders
- Heads of Programmes
- Deans
3. Onboarding and Induction
Coordinate comprehensive onboarding programmes for new faculty members.
- Ensure completion of mandatory induction and compliance training.
- Facilitate introductions to institutional systems, policies, and procedures.
- Align academic induction activities with Programme Leadership (HoP and PLs) within Schools.
- Monitor probation objectives and onboarding effectiveness.
- Provide support and mentoring to new faculty.
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Key Stakeholders:
- Human Resources
- Learning and Teaching Teams
- Quality Team
- Programme Leaders
- Heads of Programmes
- Deans
4. Faculty Development and Engagement
Support faculty development throughout the employment lifecycle in consultation with Head of Programme and Dean.
- Promote professional development programmes, including Advance HE, digital learning, and institutional staff development opportunities.
- Monitor development needs from appraisal, probation, and performance reviews, working with academic leadership and Human Resources.
- Assist in talent development and career progression initiatives.
- Enhance faculty engagement and staff experience across Schools.
- Coordinate faculty feedback and staff voice mechanisms.
Key Stakeholders:
- Associate Provost
- Learning and Teaching Teams
- Digital Learning Specialists
- Deans
- Heads of Programmes
- Human Resources
5. Performance Management
Facilitate regular support and monitoring of faculty performance through one-to-one meetings and reviews.
- Maintain records of discussions and ensure actions are progressed.
- Support the setting, monitoring, and review of performance objectives with Programme Leaders and Deans.
- Monitor compliance with institutional policies, mandatory training, and operational responsibilities.
- Contribute to probation, appraisal, and performance review processes in consultation with academic leadership and Human Resources.
- Address operational, performance, or wellbeing concerns with appropriate support interventions.
- Provide management information to support decision-making by academic leadership (e.g., performance, compliance, workload, and development trends).
Key Stakeholders:
- Programme Leaders
- Heads of Programmes
- Deans
- Human Resources
- Quality Team
(Note: Academic evaluation, teaching quality, curriculum decisions, and student outcomes remain the responsibility of academic leadership.)
6. Employee Relations and Wellbeing
Provide proactive support to faculty attendance, wellbeing, and engagement.
- Address informal employee relations matters and escalate concerns to Human Resources when needed.
- Support implementation of wellbeing strategies and promote an inclusive working environment.
- Work with HR on grievances, conduct, and capability matters.
Key Stakeholders:
- Senior Academic Leadership (Deans)
- Human Resources
7. Compliance and Governance
Ensure faculty adhere to institutional policies and regulatory requirements.
- Monitor completion of mandatory training, OfS compliance, and partner requirements.
- Maintain accurate staffing and compliance records.
- Support quality assurance and audits in collaboration with academic leadership.
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Key Stakeholders:
- Quality Team
- Human Resources
- Deans
- Associate Provost
8. Academic Operations Support
Support the implementation of decisions related to teaching delivery, academic operations, and programme administration.
- Act as a liaison between academic leaders (Deans, Heads of Programme, Programme Leaders) and faculty on operational requirements.
- Monitor quality reviews, student feedback, external examiner reports, and enhance faculty implementation of necessary changes.
- Escalate operational issues impacting programme delivery, student experience, or staff performance to appropriate leaders.
- Ensure faculty compliance with policies, deadlines, and training.
Key Stakeholders:
- Deans
- Heads of Programmes
- Programme Leaders
9. Employee Lifecycle Management and Offboarding
Coordinate all stages of the faculty employment lifecycle, including resignation, retirement, and termination.
- Ensure all offboarding activities are completed, including exit interviews and asset recovery.
- Analyse exit data to identify workforce trends.
- Work with HR to ensure compliance with employment legislation and institutional procedures.
Key Stakeholders:
- Human Resources
- IT Services
- Academic Leadership
- Payroll
- Operations Teams
Decision-Making Authority
The Faculty Manager has operational decision-making authority in:
- Managing operational performance
- Coordinating workforce planning requests
- Conducting day-to-day people management
- Implementing institutional policies
- Escalating risks appropriately as required
** σύνορο (Exclusive of responsibilities)** The role does not include:
- Determining, directing, approving, or making academic judgements in:
- Academic standards or quality
- Assessment design, marking, or moderation
- Curriculum design or programme structure
- Student progression, awards, or assessment board decisions
- Learning outcomes or academic requirements
- Making decisions on:
- Teaching quality or pedagogic effectiveness
- Programme approval or modifications
These decisions remain the responsibility of Programme Leaders, Heads of Programme, Deans, and relevant academic committees.
Compliance Statement
Successful applicants will undergo pre-employment checks:
- Criminal records verification
- Two professional references
- Right to Work and ID confirmation
- Education verification
We recognise diversity, embrace inclusion, and select solely based on skills, qualifications, and experience for this role. Equal opportunities apply.
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