Tony Strike
University Secretary and Director of Strategy with the University of Sheffield and with Southampton before that. Chair of Russell Group Directors of Strategy and Planning (representing 24 research intensive universities.) Member of the executive of the Higher Education Strategic Planners Association. Previously held posts as Director of Human Resources in Higher Education and in the NHS.
Biography
University Secretary and Director of Strategy at the University of Sheffield and with Southampton before that. Chair of Russell Group Directors of Strategy and Planning (representing 24 research intensive universities.) Member of the executive of the Higher Education Strategic Planners Association. Previously held posts as Director of Human Resources in Higher Education and in the NHS.Education
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Doctor of Philosophy (2009) Southampton
Master of Science (1998) Portsmouth
Diploma in Management Studies (1991) Portsmouth
Certificate in Post-16 Education (1994) Portsmouth
Areas of Research / Professional Expertise
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Tony is responsible for strategy, policy and governance at the University of Sheffield. Tony writes and speaks on higher education management and policy and more specifically on institutional positioning, strategy, planning, competition, and collaboration, widening access, industrial strategy, advanced vocational education and academic careers. Tony attends and has presented at the European Association for Institutional Research (EAIR) annual forum, the Society for Research in Higher Education (SRHE) conference and UK HESPA conference amongst others.
Websites
Books
Articles
The Career Perceptions of Academic Staff and Human Resource Discourses
Published: Jun 12, 2009 by Higher Education Quarterly
Authors: Strike, T. & Taylor, J.
Subjects:
Education
This paper sets out findings from research that considered the interplay between English national policy developments in human resources management in higher education and the personal stories of academic staff as career participants. Academic careers are pursued in an institutional and national policy context but it was not clear that the formal management agenda coincided with the real concerns of the objects of these policy initiatives, the academic staff themselves.