2025 Staff Experience Survey Update

Key priorities and actions

Transparency in decision-making

In your survey responses, many of you asked for greater clarity on how departmental decisions are made. We agree that this is fundamental to building trust, fostering a collaborative environment, and ensuring everyone feels connected to the department's goals and direction.

Actions we have taken:

• Townhall held in October 2025 (slides and other resources)
• Early Career Researcher (ECR) and Technical Staff representatives attending termly Senior Management Group (SMG) meetings

What we will do next:

• Termly Townhalls to be continued and summaries to be shared with the department afterwards
• Launch termly ‘Introduction to NDCN’ sessions for new starters to explain the department’s leadership and decision-making structures.
• Launch open call for new ECR representatives for the 26/27 academic year 

The department has taken steps to make its decision-making processes clearer and more accessible. The October 2025 Townhall led by Head of Department Kevin Talbot offered staff and students an overview of how NDCN operates within the Medical Sciences Division and the University, shedding light on funding structures, leadership, and decision-making pathways. Early Career Researcher representatives from each NDCN division and a Technical Staff representative have been appointed and welcomed into the Senior Management Group, ensuring broader perspectives are included. The ECR representatives hold a one-year term of office – an open call for new ECR representatives will be launched during Trinity Term 2026. Looking ahead, the department will continue hosting termly Townhalls and provide summaries afterwards, with the next session focused on academic career progression in HT 2026.

Career progression support

You told us that having clearer, more supportive career pathways is essential. We are acting on this feedback because robust support for career progression is critical to retaining our exceptional talent, fostering professional growth, and ensuring staff and students understand the principles of building a viable and rewarding career, whether this is at NDCN or beyond.

Actions we have taken:

• Research Culture Working Group Career Progression Task Force has created a report based on its preliminary fact-finding work. The report will be presented to SMG in Hilary Term, and the outcomes communicated within the department thereafter.
• Workshop for Technical staff held in December 2025. 

What we will do next:

• Next Townhall focus: Academic career progression (HT 2026) 
• Ensuring adequate support for staff at different stages of career at NDCN
• Prioritise support for ECRs to prepare for fellowship/grant applications
• Open-ended contracts – launch of department process

Supporting staff through each stage of their career has been a growing priority. The Research Culture Working Group has already commissioned a Career Progression Task Force which has centred on the needs of Early Career Researchers. Building on this foundation, the department will strengthen support systems to help staff navigate their career pathways, prioritising Early Career Researchers’ fellowship and grant applications through targeted information sessions and more structured access to mentorship and support.

The department recognises the essential role of staff in technical and operational roles and aims to continue improving structures that support their contributions. Next steps will include developing clearer support pathways and ensuring that technical staff have access to the information, resources, and visibility they need to thrive in their roles.

Open-ended externally-funded contracts can contribute to fostering a supportive and productive work environment. A formal departmental process for the consideration of open-ended externally-funded contracts will be launched in January 2026.

Stronger Departmental Cohesion

You told us that strengthening our sense of a single, cohesive departmental community was a priority. We are taking deliberate action on this feedback, as we believe strong internal communication and a shared sense of community are vital for enhancing collaboration, boosting morale, and ensuring every individual feels they are a valued part of a unified team.

Actions we have taken:

• Improved communication strategy with new weekly bulletin, monthly celebratory newsletter and senior staff cascades
• Termly Professional Services Together @ NDCN sessions launched 

What we will do next:

• Feedback channels and visibility posters to be displayed around the department
• Continued evaluation of effectiveness of communication channels
• Termly “introduction to NDCN” sessions for new starters

Efforts to create a more connected and cohesive department have begun through improved communication channels, including a weekly bulletin, a monthly celebratory newsletter, and more structured communication of key messages to senior staff. A new initiative Professional Services Together @ NDCN intends to bring professional services colleagues from across the department together to share information, discuss improvements, and strengthen relationships. The next phase will include displaying feedback channel information and visibility posters around the department, making it easier for everyone to know where and how to share their input. Communication tools will continue to be reviewed for effectiveness, and termly “Introduction to NDCN” sessions will help new starters integrate more quickly and confidently. 

Leadership responsibilities and wellbeing support

Your feedback reinforced our dedication to creating a healthy, respectful, and supportive workplace culture. We are treating this as a top priority because we believe that wellbeing is not an optional extra, but a core component of a high-performing and compassionate professional environment. We will also initiate a structured dialogue to create a clear behavioural framework that sets expectations for inclusive leadership and effective people management.

Actions we have taken:

• Information about feedback channels within the department and the University process for reporting bullying and harassment and sources of support presented at the October 2025 Townhall.

What we will do next:

• Increased signposting of wellbeing resources, recruitment of additional Wellbeing Champions, continuation of wellbeing coffee mornings and health/wellbeing talks
• Responsibilities and expectations of PIs and line managers will be the focus of the Hilary Term 2026 Senior Staff Away Day.

To promote a healthier and more supportive workplace, the department has shared clearer information about feedback routes and how to report concerns such as bullying and harassment, along with guidance on available support services. Moving forward, wellbeing resources will be signposted more proactively across the department, and additional Wellbeing Champions will be recruited. Regular wellbeing coffee mornings and themed talks will continue, strengthening the culture of care and connection. To address variability in staff experience of leadership, we will initiate a structured dialogue with the aim of developing a concise behavioural framework “The NDCN Leadership Standard” describing expectations for inclusive leadership and people management.

Looking Ahead Together

These initiatives show that we’re genuinely listening to the feedback you shared in the 2025 Staff Experience and Student Surveys. They’re part of our ongoing efforts to improve - not the end point. We want NDCN to be a place where everyone feels valued, supported, and able to do their best work. We’ll keep you updated on our progress and continue asking for your thoughts as we move forward together.