Human Resource Management : The

obnoxiouspotpieManagement

Nov 8, 2013 (3 years and 9 months ago)

106 views

Human Resource Management : The
Importance of Effective Strategy and
Planning

Professor John Taylor

Centre for Higher Education Management and Policy

University of Southampton

CHEMPaS


Jtaylor@soton.ac.uk

Change in Higher Education


Massification


growth in student numbers; increasing diversification
in students


Pressures on funding


reductions in unit of resource; importance of
value for money


The quality movement


quality assurance and assessment


Globalisation and internationalisation


new approaches, new ways
of working


New technology


in teaching, research and management


Markets and competition


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

The Importance of Planning

“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 procedures for
selecting and getting to one or more of them”

(Petersen, 1999)

Some important assumptions:


That 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 individuals


That they accept that some attempt to evaluate activities and to understand the environment can lead to benefits

Some key words:

“a conscious process”


deliberate and non
-
accidental

“current state”


analysis of the present position

“future states”


a forward view

“organisation strategies”


establishment of targets and development of the means for achieving them

“selecting”


the exercise of judgement

“getting to one or more of them”


clear outcomes and deliverables; emphasis
on implementation



The Planning Cycle


Planning, Documentation, Implementation, Monitoring




The Importance of Human Resources


Higher Education is a knowledge business


depends on the quality
of its staff


Growth of markets and competition for staff


with other sectors,
with other institutions


The quality movement


focus on staff, no “hiding places”


Pressure on funding


importance of staff productivity and
performance


Globalisation


Change management


Legal environment


health and safety, conditions, equal
opportunities, European legislation

Strategic Plans and Operational Plans


Strategic or Corporate Plan


sets overall aims and objectives


Operational or Tactical Plans


set specific targets and actions, by
organisational units (Faculty, Department) or by activity (teaching,
research, estates, human resources)


Individual Plans


what the individual has to do



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

Linking Institutional Planning and the Human
Resources Strategy


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


demand and supply of
different categories of staff.


Review of current performance in HR related areas


recruitment
and retention, employment relations, equal opportunities


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


satisfaction, training needs


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

Some Characteristics of a good Human
Resources Strategy

Three key elements:


Diagnostic


a comprehensive and systematic evaluation of current
practice and performance to identify both where improvement is
required and where policies and institutions are working well


Aspirational


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


Developmental


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

Clear Targets

SMART targets


specific, measurable, agreed, realistic, time
-
limited


Input targets eg appointing a new member of staff

Process targets eg developing new policies or procedures, or
undertaking a review of practice

Output targets eg producing a report introducing a new payments or job
evaluation scheme

Outcome targets eg increasing the number of women in management
positions or the proportion of people with disabilities


Performance measures


Project management


subprojects, milestones

Resource Allocation


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


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

Monitoring


Assessment of progress against input. Process and output targets


Summative evaluation


what works and what doesn’t work.
Formative process


Problems of identifying cause and effect


Importance of good feedback


Implementation is assisted by:


Adequate levels of involvement


Feedback on performance


Focus on what is achievable


Clear allocation of responsibilities


Effective training and support


Incentives and rewards

Key Issues: Recruitment and Retention


Data collection


Comparative analysis


Identification of problems


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


Some possible actions


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

Key Issues: Staff Development and Training


Necessary to enhance the institution’s skills and knowledge base


Important to identify needs at ALL levels


All categories of staff should be involved


Programmes require regular evaluation


problems of relevance


Different forms of staff development:


Induction programmes


Programmes for new academic staff (often linked with probation)


Skills programmes


particular activities, new technology, updating


Management development programmes


leadership and
management

Key Issues: Equal Opportunities


Data collection


Staff development


Possible actions


awareness raising, flexible working,
improvements to recruitment processes and literature, targeted skills
development, progression


Job evaluation


equal pay for equal work

Key Issues: Staff Profiles


Data collection


Audit of existing staff


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


External environment


national and local labour markets,
comparative analysis


Link with institutional strategies


where will more/less staff be
needed


Possible actions


training/retraining, redeployment, severance

Key Issues: Performance


Performance review


vital in improving staff effort


Must be regular


All staff are entitled to feedback


Formative process


Rewarding good performance


monetary and non
-
monetary


Tackling poor performance


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

Human Resource Strategy: Professional
Services

What are “professional services”?

*”Administration”, “Non
-
academic staff”, “The Centre”, “Management”, “Support staff”, or simply “them”!


Professional services include:


Finance


Estates


Student and Registry Services (admissions, examinations, progress)


Planning and institutional research


Marketing


Research support


External relations


Fundraising


Members of the professional services have a crucial role to play in the running of their universities:

* Key advisers in decision
-
making process


Efficient and effective operation


First point of contact for students and other stakeholders


Responsible for the delivery of critical services

Staff Development for Professional Services


Career development


recruitment, training and enhancement,
performance and rewards, retention


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


Specialist training and career development


professional
qualifications


Training programmes for senior staff in professional services


Formal programmes; Continuing Professional Development


Some particular themes


broadening and deepening, sharing
expertise and experience, formative and process benchmarking,
leadership and management


Professor John Taylor

Centre for Higher Education and Policy at
Southampton

CHEMPaS



Jtaylor@soton.ac.uk


+44 (0)23 8059 6892