Human Resource Management : The Importance of Effective Strategy and Planning

Human Resource Management : The Human Resource Management : The Importance of Effective Strategy and Importance of Effective Strategy and

PlanningPlanning

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Change in Higher EducationChange in Higher Education

Massification – growth in student numbers; increasing diversification Massification – growth in student numbers; increasing diversification in studentsin students

Pressures on funding – reductions in unit of resource; importance of Pressures on funding – reductions in unit of resource; importance of value for moneyvalue for money

The quality movement – quality assurance and assessmentThe quality movement – quality assurance and assessment Globalisation and internationalisation – new approaches, new ways Globalisation and internationalisation – new approaches, new ways

of workingof working New technology – in teaching, research and managementNew technology – in teaching, research and management Markets and competitionMarkets and competition

NO COUNTRY AND NO INSTITUTION IS IMMUNE FROM THESE NO COUNTRY AND NO INSTITUTION IS IMMUNE FROM THESE CHANGES; NO ROOM FOR COMPLACENCY CHANGES; NO ROOM FOR COMPLACENCY


The Importance of PlanningThe Importance of Planning

““A conscious process by which an institution assesses its current state and the likely future condition of its A conscious process by which an institution assesses its current state and the likely future condition of its environment, identifies possible future states for itself, and then develops organisation strategies, policies and environment, identifies possible future states for itself, and then develops organisation strategies, policies and procedures for selecting and getting to one or more of them”procedures for selecting and getting to one or more of them”

(Petersen, 1999)(Petersen, 1999)Some important assumptions:Some important assumptions:• That the institution and its members are concerned about the futureThat the institution and its members are concerned about the future• That they choose to try to influence the future rather than be shaped by external factors or by key individualsThat they choose to try to influence the future rather than be shaped by external factors or by key individuals• That they accept that some attempt to evaluate activities and to understand the environment can lead to benefitsThat they accept that some attempt to evaluate activities and to understand the environment can lead to benefitsSome key words:Some key words:““a conscious process” – deliberate and non-accidentala conscious process” – deliberate and non-accidental““current state” – analysis of the present positioncurrent state” – analysis of the present position““future states” – a forward viewfuture states” – a forward view““organisation strategies” – establishment of targets and development of the means for achieving themorganisation strategies” – establishment of targets and development of the means for achieving them““selecting” – the exercise of judgementselecting” – the exercise of judgement““getting to one or more of them” – clear outcomes and deliverables; emphasis getting to one or more of them” – clear outcomes and deliverables; emphasis

on implementationon implementation

The Planning Cycle – Planning, Documentation, Implementation, MonitoringThe Planning Cycle – Planning, Documentation, Implementation, Monitoring


The Importance of Human ResourcesThe Importance of Human Resources

Higher Education is a knowledge business – depends on the quality Higher Education is a knowledge business – depends on the quality of its staffof its staff

Growth of markets and competition for staff – with other sectors, Growth of markets and competition for staff – with other sectors, with other institutionswith other institutions

The quality movement – focus on staff, no “hiding places”The quality movement – focus on staff, no “hiding places” Pressure on funding – importance of staff productivity and Pressure on funding – importance of staff productivity and

performanceperformance GlobalisationGlobalisation Change managementChange management Legal environment – health and safety, conditions, equal Legal environment – health and safety, conditions, equal

opportunities, European legislationopportunities, European legislation


Strategic Plans and Operational PlansStrategic Plans and Operational Plans

Strategic or Corporate Plan – sets overall aims and objectivesStrategic or Corporate Plan – sets overall aims and objectives Operational or Tactical Plans – set specific targets and actions, by Operational or Tactical Plans – set specific targets and actions, by

organisational units (Faculty, Department) or by activity (teaching, organisational units (Faculty, Department) or by activity (teaching, research, estates, human resources)research, estates, human resources)

Individual Plans – what the individual has to doIndividual Plans – what the individual has to do

A Human Resources Strategy will aim to create and maintain a A Human Resources Strategy will aim to create and maintain a workforce that is well motivated, appropriately trained, equitably workforce that is well motivated, appropriately trained, equitably rewarded and which performs effectively in pursuing the institution’s rewarded and which performs effectively in pursuing the institution’s objectivesobjectives


Linking Institutional Planning and the Human Linking Institutional Planning and the Human Resources StrategyResources Strategy

Understanding the external environment. Changing demand for Understanding the external environment. Changing demand for subjects and research can mean too few or too many staff in subjects and research can mean too few or too many staff in particular areas. Knowledge of market data – demand and supply particular areas. Knowledge of market data – demand and supply of different categories of staff.of different categories of staff.

Review of current performance in HR related areas – recruitment Review of current performance in HR related areas – recruitment and retention, employment relations, equal opportunitiesand retention, employment relations, equal opportunities

Data provision eg length of service, staff movements, nature of Data provision eg length of service, staff movements, nature of contracts, age, sex, salaries, ethnicity. Broken down by contracts, age, sex, salaries, ethnicity. Broken down by organisational units. Staff surveys – satisfaction, training needsorganisational units. Staff surveys – satisfaction, training needs

Importance of HR involvement in strategic and operational planning Importance of HR involvement in strategic and operational planning from an early stage from an early stage


Some Characteristics of a good Human Some Characteristics of a good Human Resources StrategyResources Strategy

Three key elements:Three key elements:• Diagnostic – a comprehensive and systematic evaluation of current Diagnostic – a comprehensive and systematic evaluation of current

practice and performance to identify both where improvement is practice and performance to identify both where improvement is required and where policies and institutions are working wellrequired and where policies and institutions are working well

• Aspirational – a vision of effective HR practices which produce Aspirational – a vision of effective HR practices which produce specific outcomes that contribute to achieving the institution’s specific outcomes that contribute to achieving the institution’s strategy, underpinned by clear values and principlesstrategy, underpinned by clear values and principles

• Developmental – a plan for achieving progress and building greater Developmental – a plan for achieving progress and building greater capacity to bring about change in the future (bearing in mind that capacity to bring about change in the future (bearing in mind that effective human resource management depends as much on good effective human resource management depends as much on good quality line management as it does on skilled human resorce quality line management as it does on skilled human resorce professionals)professionals)


Clear TargetsClear Targets

SMART targets – specific, measurable, agreed, realistic, time-limitedSMART targets – specific, measurable, agreed, realistic, time-limited

Input targets eg appointing a new member of staffInput targets eg appointing a new member of staffProcess targets eg developing new policies or procedures, or Process targets eg developing new policies or procedures, or

undertaking a review of practiceundertaking a review of practiceOutput targets eg producing a report introducing a new payments or Output targets eg producing a report introducing a new payments or

job evaluation schemejob evaluation schemeOutcome targets eg increasing the number of women in management Outcome targets eg increasing the number of women in management

positions or the proportion of people with disabilitiespositions or the proportion of people with disabilities

Performance measuresPerformance measures

Project management – subprojects, milestones Project management – subprojects, milestones


Resource AllocationResource Allocation

MUST be a clear link between human resource plans and resource MUST be a clear link between human resource plans and resource allocationallocation

Clarity of approach: actions-responsibilities-outcomes-timescale-Clarity of approach: actions-responsibilities-outcomes-timescale-cost cost


MonitoringMonitoring

Assessment of progress against input. Process and output targetsAssessment of progress against input. Process and output targets Summative evaluation – what works and what doesn’t work. Summative evaluation – what works and what doesn’t work.

Formative processFormative process Problems of identifying cause and effectProblems of identifying cause and effect Importance of good feedbackImportance of good feedback

Implementation is assisted by:Implementation is assisted by:• Adequate levels of involvementAdequate levels of involvement• Feedback on performanceFeedback on performance• Focus on what is achievableFocus on what is achievable• Clear allocation of responsibilitiesClear allocation of responsibilities• Effective training and supportEffective training and support• Incentives and rewardsIncentives and rewards


Key Issues: Recruitment and RetentionKey Issues: Recruitment and Retention

Data collectionData collection Comparative analysisComparative analysis Identification of problems – particular disciplines (eg computing, Identification of problems – particular disciplines (eg computing,

management, economics), particular categories of staff (eg management, economics), particular categories of staff (eg electronics technicians, cleaners), particular regions (eg big cities)electronics technicians, cleaners), particular regions (eg big cities)

Some possible actions – improving the recruitment process, startup Some possible actions – improving the recruitment process, startup packages, pay and rewards, market supplements, job evaluation, packages, pay and rewards, market supplements, job evaluation, career routes, fast-track promotion, training and developmentcareer routes, fast-track promotion, training and development


Key Issues: Staff Development and Training Key Issues: Staff Development and Training

Necessary to enhance the institution’s skills and knowledge baseNecessary to enhance the institution’s skills and knowledge base Important to identify needs at ALL levelsImportant to identify needs at ALL levels All categories of staff should be involvedAll categories of staff should be involved Programmes require regular evaluation – problems of relevanceProgrammes require regular evaluation – problems of relevance

Different forms of staff development:Different forms of staff development:• Induction programmesInduction programmes• Programmes for new academic staff (often linked with probation)Programmes for new academic staff (often linked with probation)• Skills programmes – particular activities, new technology, updatingSkills programmes – particular activities, new technology, updating• Management development programmes – leadership and Management development programmes – leadership and

management management


Key Issues: Equal OpportunitiesKey Issues: Equal Opportunities

Data collectionData collection Staff developmentStaff development Possible actions – awareness raising, flexible working, Possible actions – awareness raising, flexible working,

improvements to recruitment processes and literature, targeted improvements to recruitment processes and literature, targeted skills development, progressionskills development, progression

Job evaluation – equal pay for equal workJob evaluation – equal pay for equal work


Key Issues: Staff ProfilesKey Issues: Staff Profiles

Data collectionData collection Audit of existing staff – current staff numbers, distribution by Audit of existing staff – current staff numbers, distribution by

grade/level of responsibility, skills profiles, age profiles (succession grade/level of responsibility, skills profiles, age profiles (succession planning, “new blood”), patterns of leavers and joiners (high and low planning, “new blood”), patterns of leavers and joiners (high and low turnover), which posts are difficult to fill, staffing costs, gender turnover), which posts are difficult to fill, staffing costs, gender profiles, pay distributionprofiles, pay distribution

External environment – national and local labour markets, External environment – national and local labour markets, comparative analysiscomparative analysis

Link with institutional strategies – where will more/less staff be Link with institutional strategies – where will more/less staff be neededneeded

Possible actions – training/retraining, redeployment, severancePossible actions – training/retraining, redeployment, severance


Key Issues: PerformanceKey Issues: Performance

Performance review – vital in improving staff effortPerformance review – vital in improving staff effort Must be regularMust be regular All staff are entitled to feedbackAll staff are entitled to feedback Formative processFormative process Rewarding good performance – monetary and non-monetaryRewarding good performance – monetary and non-monetary Tackling poor performance – clear agreed targets, opportunities for Tackling poor performance – clear agreed targets, opportunities for

training, monitoring, training for managers, clear disciplinary training, monitoring, training for managers, clear disciplinary procedures (including appeals)procedures (including appeals)


Human Resource Strategy: Professional Human Resource Strategy: Professional ServicesServices

What are “professional services”? What are “professional services”? *”Administration”, “Non-academic staff”, “The Centre”, “Management”, “Support staff”, or simply *”Administration”, “Non-academic staff”, “The Centre”, “Management”, “Support staff”, or simply

“them”!“them”!

Professional services include:Professional services include:• FinanceFinance• EstatesEstates• Student and Registry Services (admissions, examinations, progress)Student and Registry Services (admissions, examinations, progress)• Planning and institutional researchPlanning and institutional research• MarketingMarketing• Research supportResearch support• External relationsExternal relations• FundraisingFundraising

Members of the professional services have a crucial role to play in the running of their universities:Members of the professional services have a crucial role to play in the running of their universities:* Key advisers in decision-making process* Key advisers in decision-making process• Efficient and effective operationEfficient and effective operation• First point of contact for students and other stakeholdersFirst point of contact for students and other stakeholders• Responsible for the delivery of critical services Responsible for the delivery of critical services


Staff Development for Professional ServicesStaff Development for Professional Services

Career development – recruitment, training and enhancement, Career development – recruitment, training and enhancement, performance and rewards, retentionperformance and rewards, retention

Training programmes for new staff in professional services (wide Training programmes for new staff in professional services (wide range of backgrounds)range of backgrounds)

Specialist training and career development – professional Specialist training and career development – professional qualificationsqualifications

Training programmes for senior staff in professional servicesTraining programmes for senior staff in professional services Formal programmes; Continuing Professional DevelopmentFormal programmes; Continuing Professional Development Some particular themes – broadening and deepening, sharing Some particular themes – broadening and deepening, sharing

expertise and experience, formative and process benchmarking, expertise and experience, formative and process benchmarking, leadership and management leadership and management


Human Resource Management : The Importance of Effective Strategy and Planning

Leadership & Management

Transcript of Human Resource Management : The Importance of Effective Strategy and Planning