INTERNATIONAL HEALTHCARE DISTRIBUTORS HUMAN RESOURCES STRATEGY
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Transcript of INTERNATIONAL HEALTHCARE DISTRIBUTORS HUMAN RESOURCES STRATEGY
INTERNATIONAL HEALTHCARE DISTRIBUTORS HUMAN RESOURCES STRATEGY
Our Vision is:
To be acknowledged as a value adding business partner in achieving IHD’s Strategic and Operational Objectives.
What does this mean in practice?
ACKNOWLEDGED = Earned, not a right
VALUE ADDING = Contribute directly to the financial performance of IHD (optimize labour costs best practices).
BUSINESS PARTNER = Fulfill all four HR roles in being co-responsible,accountable and focus on business requirements, aligned with HR practices and the business strategy.
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INTERNATIONAL HEALTHCARE DISTRIBUTORS HUMAN RESOURCES STRATEGY
Our Mission is:
• Co-Creator of the business strategy
• Enabling management and employees to satisfy the needs of customers.
• To provide a one-stop HR service within IHD.
• Cultivate a conducive environment whereby IHD is the sort afteremployer.
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HR PROFESSIONALS WILL HAVE TO MODEL AND DEMONSTRATE SPECIFIC VALUES IN ORDER TO REMAIN COMPETITIVE IN THE EVER-CHANGING ENVIRONMENT:
IHD LEADERSHIP VALUES:
• Advocate and model the IHD Leadership values.
ADDITIONAL HR VALUES:
• Develop and exhibit professional competencies. Being valued as a resource.
• Maintains confidentiality.
• Absolutely trusted by others.
• Be committed and meet deadlines.
• Be result driven.
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HR PROFESSIONALS WILL HAVE TO MODEL AND DEMONSTRATE SPECIFIC VALUES IN ORDER TO REMAIN COMPETITIVE IN THE EVER-CHANGING ENVIRONMENT:
JUDGEMENT:
• Prioritise tasks by assessing the level of risk and consequences.
• Make correct trade-offs between legitimately competing interests and agendas.
• Make quality decisions with information available.
COURAGE:
• Stand up for own beliefs and take responsibility for personal actions.
• Deliver news – good and bad in an upfront manner.
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HR PROFESSIONALS WILL HAVE TO MODEL AND DEMONSTRATE SPECIFIC VALUES IN ORDER TO REMAIN COMPETITIVE IN THE EVER-CHANGING ENVIRONMENT: (Cont.)
TRANSPARENCY:
• Communicate openly and honestly with all stakeholders utilizing accurate facts before taking action.
• Practice and promote openness and fairness with regards to HR processes and practices.
HUMAN DIGNITY:
• Practice and promote the fair treatment of all employees.
• Treat people with respect and dignity in order for them to feel important.
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HR PROFESSIONALS WILL HAVE TO MODEL AND DEMONSTRATE SPECIFIC VALUES IN ORDER TO REMAIN COMPETITIVE IN THE EVER-CHANGING ENVIRONMENT: (Cont.)
PERFORMANCE DRIVEN:
• Set SMART targets for self and others and recognise and reward progress made towards results.
• Deliver on commitments made and hold others completely responsible for commitments.
• Use performance consideration in determining rewards or sanctions and actively promote this value in the organisation.
S Specific
M Measurable
A Achievable
R Realistic
T Timebound
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HR PROFESSIONALS WILL HAVE TO MODEL AND DEMONSTRATE SPECIFIC VALUES IN ORDER TO REMAIN COMPETITIVE IN THE EVER-CHANGING ENVIRONMENT: (Cont.)
CONTINUOUS LEARNING ENVIRONMENT:
• Constantly strive to find better ways to do things in own area of responsibility.
• Allow staff to participate and share in decision-making.
• Be an influential advocate for change and processes and use HR skills to facilitate organization transformation.
• Foster a creative and innovative environment.
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LABOUR RELATIONS
• Implement participative forums at all levels.
• Positioning and developing IHD’s Labour Relations system.
• Formulate and implement Labour Relations strategies.
• Ensure the implementation of Employment Equity.
• Align all collective agreements and IHD’s policies, with relevant labour legislation.
• Strategic leadership, policies and advice on Labour Relations.
• Foster adherence to agreements with trade union.
• Provide training on disciplinary and grievance procedures.
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THE ROLE OF THE HR CABINET IN DRIVING IHD’S HR STRATEGIC INTENT
• Align business strategy with HR strategy and policy.
• Jointly define HR policy.
• Persuade and influence EXCO as to critical HR decisions.
• Resolve what is common vs. unique.
• Custodians of HR expertise at IHD.
• Ensure accountability for HRM at all levels.
• Facilitate speedy execution.
• Establish linkages with internal and external stakeholders.
• Transform HRM practices at IHD.
• Understand the broader cross-functional areas of HR.
• Act with integrity.
• Foster and enhance teamwork.
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HR BLUE PRINTGuiding Principles in People Management
ORG. DESIGN“Lean & Productive
Organisation”
Governance Style enables:
• Speed of decision making
• Execution of strategy
• Clear accountability for results leads to results driven behaviour
• Alignment & focus
• Empower employees
Built around core business processes.
Effectively structured departments to manage staff turnover.
JOB DESIGNMeaningful and exciting jobs built around core Business Process deliverables
• Clear accountabilities/ deliverables.
• Empowered individuals and teams.
• Enriched & exciting jobs.
• Ensure alignment & focus - Balanced Score Card (BSC).
• Senior levels
- Tailored to fit skills and dev. needs of the individual without compromising the overall integrity on the job.
- Facilitate development of future leaders.
• Job grades as broad as possible.
• Flexible utilization of workforce e.g. job rotation.
STAFFING“Having the best”
• Effectively and efficiently.
• Link business strategy and people strength by including people reviews as an integral part of the business process.
• If required, buy in good people.
• “Grow own” by first intent.
• Attract & retain high potential people.
• Adhere to applicable legislation.
• Hired labour as last resort.
• No dumping ground.
• Ethical code.
• Vacancies advertised.
• Rotation & placement according to succession plan.
• Recruitment policy.
SKILLS DEV.“World Class through a Learning Culture” and operational excellence.
• People most valued asset.
• Culture and values through training, development, mentoring & coaching.
• Learning culture:
- Outcomes based.
- Self-directed.
- Life long Learning with the objective of achieving business competencies.
- Recognition of Prior Learning and full accreditation NQF & SAQA).
- Employees understand their strengths & weaknesses.
- Ensure adequate dev. opportunities.
- Invest in skills dev.
- High potential, fast track programmes.
PERFORMANCE MAN. &
REMUNERATIONPerformance Culture – we
are results driven.
• Geared to support business strategies & objectives.
• Motivate and reinforce superior performance.
• Encourage the development of competencies.
• Share in the performance of the company.
• Aimed at securing commitment of our people.
• Salary according to performance.
• Rates of pay on the appropriate market for each job family.
• Results carry meaningful consequences:
- Weed out underperformers.
- Retain high performers.
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HR BLUE PRINT (cont.)Guiding Principles in People Management
ORG. DESIGN“Lean & Productive
Organisation”
JOB DESIGNMeaningful and exciting jobs built around core Business Process deliverables
STAFFING“Having the best”
SKILLS DEV.“World Class through a Learning Culture” and operational excellence.
- Formal training is supportive to on the job training
- Competency based advertisements.
- Build own skills and recruitment principally at entry level.
- On the job training conducted by highly qualified specialists.
- Assess staff against creditable unit standards.
- Meaningful individual development plans – be developed.
PERFORMANCE MAN. &
REMUNERATIONPerformance Culture – we
are results driven.
- Clear competency based job descriptions.
- Apply the “legal performance management procedure.
- Utilize the probation period effectively.
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THE FOUR ROLES OF HR
Change Agent
Employee Champion
Strategic Partner
AdministrativeExpert + + +
= Business Partner
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HR Strategic FocusThe Four Roles of HR
Admin Expert
Employee Champion
Create and maintain infrastructure.
Administrative Efficiency.
Help employees to feel they are part of a Team. Employee commitment.
HR Processes andpractices fit the strategy.
Cultural guardians and catalysts.
Capacity for change.
Change Agent
Strategic Partner
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SPECIFIC HR COMPETENCIES ARE REQUIRED TO FULFIL THE IDEAL HR
ROLES
• Business strategy skills• Transformation: change management• HR functional expertise• Project management, assessment skills,
influencing skills, leadership skills, innovation
• People development, coaching/mentorship• Responsiveness and speed
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THE ROLE OF THE HR DEPT.Human Resources Function Roles
ADMINISTRATION EXPERT
BUSINESS PARTNER
EMPLOYEE CHAMPION
CHANGE AGENT
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THE HR RESOURCES FUNCTION ROLES LEAD TO SPECIFIC HR
DELIVERABLES OR OUTCOMES
• Align HR with business strategy
• Manage transformation & processes
• Develop and implement efficient and contemporary organisation structures and HR practices
• Understand, respond & advocate employee issues within the context of business strategy
BUSINESS PARTNER
EMPLOYEE CHAMPION
CHANGE AGENT
INFRASTRUCTURE EXPERT
HR ROLES OUTCOME
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THE HUMAN RESOURCES ROLE …HELPING THE BUSINESS BECOME MORE
COMPETITIVE
TOOLS/PROCESSES“HARD”
FUTURE / STRATEGIC FOCUS
DAY-TO-DAY OPERATIONAL FOCUS
TRANSFORMATION “SOFT”
HR Strategy
Infra-structure
Employee Champion
Change Process
As HR professionals strive to fulfill all four roles, we need to strike a balance between long term strategic initiatives and day-to-day operational activities. To accomplish this it is important to develop and use both “soft” transformation skills and “hard” tools and processes.
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SKILLS DEVELOPMENT
• ACCEPT ULTIMATE RESPONSIBILITY• MANAGE OWN TRAINING BUDGET• IDENTIFY ALL TRAINING NEEDS• EXECUTE ON-THE-JOB TRAINING• DECLARATION OF COMPETENCY• COACHING AND MENTORING• CENTRE OF EXCELLENCE GIVE SUPPORT
• MEET UNIT STANDARDS, NQF AND SAFETY REQUIREMENTS
• FOLLOW CAREER PATH DEVELOPMENT PROGRAMS
• EMPHASIS ON APPLICATION OF KNOWLEDGE AND SKILLS
• DECLARATION OF COMPETENCY IS ESSENTIAL
• RECRUIT 90% AT ENTRY LEVELS WITH MINIMUM STD 10 QUALIFICATION
• TOTAL WORKFORCE SHOULD BE ON GRADE 12 LEVEL
• AN ACCELERATED ABET PROGRAM IS REQUIRED
• CATER FOR INDUSTRIAL ORIENTATION, LIFE SKILLS AND CULTURE ALIGNMENT
• MUST BE A FORMAL PART OF ANY TRAINING PROGRAM
• TRAINING IN COACHING SKILL IS ESSENTIAL
LINE MANAGEMENTRESPONSIBILITIES
DEVELOPMENT OF COMPETENCIES• Focus on job requirements• Career path development• Multi-skilling• Adhere to NQF unit
standards, safety• Testing and declaration of
competency• Recognition of Prior Learning
TRAINEE SCHEMES
ON-THE-JOBTRAINING
EDUCATION COACHING AND MENTORING
JOB ROTATION
FORMALTRAINING
SELF-DIRECTEDLEARNING
• IHD – LINBRO PARK TRAINING DEPT. OVERSEES ENTIRE TRAINING PROGRAMME
• ALL TRAINING COURSES APPROVED BY LINE MANAGEMENT
• MOST EFFECTIVE TRAINING METHOD FOR MANAGERS AND ALL EMPLOYEES.
• SUPPORTED BY FORMAL TRAINING, COACHING AND MENTORING.
• EMPLOYEE TAKES OWN INITIATIVE FOR DEVELOPMENT
• SUPPORTED BY HUMAN RESOURCES AND ADEQUATE TRAINING FACILITIES
ROLES AND INITIATIVES
• The objective is a drive to develop employees through obtaining competencies.
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PERFORMANCE MANAGEMENT AND REMUNERATION
• Instill accountability for every individual and manage contract for success on a monthly basis.
• Performance (output) is what matters, continuously adding value.
• Linking the contract for success with the incentive scheme.
• Align KPA’s with competencies.
• Zero-based incentives.
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THE HUMAN RESOURCES TEAM’S UNDERSTANDING OF IHD’S BUSINESS
• Major opportunities for improvement
• Drive fixed costs down
• Efficiency (new systems/processes/skills/quality)
• Customer focus/service (high level)
• More proactive approach
NEED FOR CHANGE
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AN ANALYSIS OF THE HUMAN RESOURCES FUNCTION REVEALED THE FOLLOWING (cont.)
• Line management believes HR issues are for the HR function – lack of ownership
• HR does not practice what it preaches
• Business success will be impeded
• Opportunity to exert leadership and contribute to the business, to transformation leadership
CONSEQUENSES
SUMMARY
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KEY HR STRATEGIC INITIATIVES WILL BE THE DRIVERS OF THE STRATEGIC INTENT
DEFINITION ACTION RESP-ONSIBLE
TARGET DATE
1. Contribute to cost
reduction
Direct: Payroll, HRM budget, overtime, training.
Indirect: Sick leave, absence, injuries, scheduling, legal costs.
Manage staff turnover costs.
• Establish reporting and measurements.
• Life Skills and Finance Programme.
Yvette
Susan
Rekha
Immediate
Ongoing
March 2003
2. Performance Culture
Performance Management, remuneration & incentives, training, motivation and (KPI’s).
• Train all Management Levels on Perf. Management Systems.• Performance Contracts• KPA’s should include:
- Fundamental
- Core
- Electives• JD’s
- Competency based & linked to KPI’s.
HR Cabinet February 2003
Performance Appraisal.
22GOOD STRATEGY + GOOD STRATEGY EXECUTION = GOOD MANAGEMENT
KEY HR STRATEGIC INITIATIVES WILL BE THE DRIVERS OF THE STRATEGIC INTENT (Cont.)
DEFINITION ACTION RESP-ONSIBLE
TARGET DATE
Communication of performance figures (faces).
Departmental Objectives.
Specific initiatives to promote and reinforce strategic behaviour.
Revise Policy
Zero-based incentives
Revamp / redesign performance management and implement.
3. Transformation (Employment Equity).
Diversity, comm., culture, org. profile, participative management, customer orientation, empowerment, change management.
Principles finalised
Employment Equity
Constitution reports & structures to be in place.
Yvette
Richard
31 January 2003
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KEY HR STRATEGIC INITIATIVES WILL BE THE DRIVERS OF THE STRATEGIC INTENT (Cont.)
DEFINITION ACTION RESP-ONSIBLE
TARGET DATE
Transformation (cont.)
Transformation and Change Management Workshop
• Define/sell case for change.
• Skills / HR requirements (incl. practices and
systems and self directed work teams).
• Conduct workshops on all levels.
Yvette
Susan
Yvette
January 2003
April/May 2003
4. Business /HR Alignment
• Succession Planning
• Define& implement a business/HR alignment process.
• Maintain a follow-up.
HR Cabinet 15 February 2003
Ongoing
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KEY HR STRATEGIC INITIATIVES WILL BE THE DRIVERS OF THE STRATEGIC INTENT (Cont.)
DEFINITION ACTION RESP-ONSIBLE
TARGET DATE
5. Employee Champion
• Structure and implement participative forums.
• Assess employee attitudes.
• Integrate issues/statistics.
Yvette
Tracy Frank
February 2003
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6. Induction Programme
• Communication session.
• Communication session with MANCO.
Richard
Susan
January 2003
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7. HIV/AIDS • Training EXCO, Management, & staff.
• Peer Education.
Susan 13 February 2003/
On going
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KEY HR STRATEGIC INITIATIVES WILL BE THE DRIVERS OF THE STRATEGIC INTENT (Cont.)
DEFINITION ACTION RESP-ONSIBLE
TARGET DATE
8. Recruitment & Selection
viz, Targeted Selection course.
• Training of Management.
• Inform EXCO that we require their support to have management
trained on TSS.
Rekha
Susan
Richard
March 2003
20 January 2003
9. Educate staff on Employee Benefits.
• Pension• Group Life &
Disability
Incapacity / Disability Policy.
• The course, design, approval & Implementation.
• To revise & align policy with the Insurer & Labour Relations.
Rekha
Rekha
Richard
April to October 2003
February 2003
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