Human Resource Management : The Importance of Effective Strategy and Planning

Human Resource Management : TheHuman Resource Management : The
Importance of Effective Strategy andImportance of Effective Strategy and
PlanningPlanning
© www.asia-masters.com

Change in Higher EducationChange in Higher Education
 Massification – growth in student numbers; increasing diversificationMassification – growth in student numbers; increasing diversification
in studentsin students
 Pressures on funding – reductions in unit of resource; importance ofPressures 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 waysGlobalisation 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 THESENO COUNTRY AND NO INSTITUTION IS IMMUNE FROM THESE
CHANGES; NO ROOM FOR COMPLACENCYCHANGES; 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 itsA 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 andenvironment, 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 benefits
Some 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; emphasisgetting 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 qualityHigher 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 andPressure on funding – importance of staff productivity and
performanceperformance
 GlobalisationGlobalisation
 Change managementChange management
 Legal environment – health and safety, conditions, equalLegal 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, byOperational 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 aA Human Resources Strategy will aim to create and maintain a
workforce that is well motivated, appropriately trained, equitablyworkforce that is well motivated, appropriately trained, equitably
rewarded and which performs effectively in pursuing the institution’srewarded and which performs effectively in pursuing the institution’s
objectivesobjectives

Linking Institutional Planning and theLinking Institutional Planning and the
Human Resources StrategyHuman Resources Strategy
 Understanding the external environment. Changing demand forUnderstanding the external environment. Changing demand for
subjects and research can mean too few or too many staff insubjects and research can mean too few or too many staff in
particular areas. Knowledge of market data – demand and supplyparticular 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 – recruitmentReview 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 ofData provision eg length of service, staff movements, nature of
contracts, age, sex, salaries, ethnicity. Broken down bycontracts, 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 planningImportance of HR involvement in strategic and operational planning
from an early stagefrom an early stage

Some Characteristics of a good HumanSome Characteristics of a good Human
Resources StrategyResources Strategy
Three key elements:Three key elements:
• Diagnostic – a comprehensive and systematic evaluation of currentDiagnostic – a comprehensive and systematic evaluation of current
practice and performance to identify both where improvement ispractice 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 produceAspirational – a vision of effective HR practices which produce
specific outcomes that contribute to achieving the institution’sspecific 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 greaterDevelopmental – a plan for achieving progress and building greater
capacity to bring about change in the future (bearing in mind thatcapacity to bring about change in the future (bearing in mind that
effective human resource management depends as much on goodeffective human resource management depends as much on good
quality line management as it does on skilled human resorcequality 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 staff
Process targets eg developing new policies or procedures, orProcess targets eg developing new policies or procedures, or
undertaking a review of practiceundertaking a review of practice
Output targets eg producing a report introducing a new payments orOutput targets eg producing a report introducing a new payments or
job evaluation schemejob evaluation scheme
Outcome targets eg increasing the number of women in managementOutcome 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, milestonesProject management – subprojects, milestones

Resource AllocationResource Allocation
 MUST be a clear link between human resource plans and resourceMUST 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-
costcost

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 (egmanagement, 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, startupSome 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 TrainingKey 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 andManagement development programmes – leadership and
managementmanagement

Key Issues: Equal OpportunitiesKey Issues: Equal Opportunities
 Staff developmentStaff development
 Possible actions – awareness raising, flexible working,Possible actions – awareness raising, flexible working,
improvements to recruitment processes and literature, targetedimprovements 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
 Audit of existing staff – current staff numbers, distribution byAudit of existing staff – current staff numbers, distribution by
grade/level of responsibility, skills profiles, age profiles (successiongrade/level of responsibility, skills profiles, age profiles (succession
planning, “new blood”), patterns of leavers and joiners (high and lowplanning, “new blood”), patterns of leavers and joiners (high and low
turnover), which posts are difficult to fill, staffing costs, genderturnover), 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 beLink 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 forTackling poor performance – clear agreed targets, opportunities for
training, monitoring, training for managers, clear disciplinarytraining, monitoring, training for managers, clear disciplinary
procedures (including appeals)procedures (including appeals)

Human Resource Strategy: ProfessionalHuman 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 servicesResponsible 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 (wideTraining programmes for new staff in professional services (wide
range of backgrounds)range of backgrounds)
 Specialist training and career development – professionalSpecialist 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, sharingSome particular themes – broadening and deepening, sharing
expertise and experience, formative and process benchmarking,expertise and experience, formative and process benchmarking,
leadership and managementleadership and management

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Human Resource Management : The Importance of Effective Strategy and Planning