HR Renewal Program & CAPEX Planning Document, December 2010

Size: px
Start display at page:

Download "HR Renewal Program & CAPEX Planning Document, December 2010"

Transcription

1 HR Renewal Program & CAPEX Planning Document, December 2010 Incorporating: HR Renewal 2010 Program Review HR Renewal 2011 Overview Human Resources CAPEX Projects 2011 Prepared by: Karen Davies HR Renewal Program Manager

2 HR Renewal: Progress Review Table of Contents 1. Background & Context The HR Renewal Program Key Achievements HR Renewal Stream Updates HR Operating Model... 5 Key Achievements... 5 Next Steps HR Strategy, Service and Culture... 6 Key Achievements... 6 C4B Refurbishment... 7 Next Steps Efficient HR Processes and Systems... 7 Recruitment Improvement Project... 8 Induction... 9 Project CasPer Return to Work Project Additional Improvement Opportunities Undertaken HR Leadership and Capability HR Renewal Planning Program Outline HR CAPEX Planning Performance Management System Implementation of an OH&S System Implementation of an Induction Module Implementation of the Alesco Time and Attendance Module Implementation of the V12 Alesco Minor Release Program Management CAPEX & HR Renewal Project Team Program Financials Project Dissection HR Priorities Timeline Page 2 of 25

3 1. Background & Context During 2010 Human Resources have been proceeding with the implementation of the recommendations from the external review undertaken by PriceWaterhouseCoopers (PwC) undertaken during late 2009 titled the HR Renewal Program. The key findings from this review included: HR s performance consistently falls below internal client expectations. A large proportion of HR resources are allocated to the administration of inefficient, administrative processes. HR systems, infrastructure, reports and tools are not being used to their full potential. HR staff engagement and morale appears low. As a result of these findings HR embarked on an extensive program of work during 2010 known as the HR Renewal Program. The objective of the first phase of the HR Renewal Program was to fix the basics ; improve operational efficiency and meet the needs of our clients across the University The HR Renewal Program The HR Renewal Program has four streams, which are being progressed in parallel to achieve the renewal objective of fixing the basics, through 2010: 1. HR Operating Model 2. HR Strategy, Service & Culture Improving the clarity and alignment of HR roles and responsibilities 3. Efficient HR processes & Systems Delivering strategic projects to enhance the efficiency and effectiveness of HR operations HR RENEWAL Clearly articulating a vision and strategy for HR and building staff engagement 4. HR Leadership & Capability Investing in capability development for HR staff, to support delivery of the HR vision The progress against these four streams, to 30 November 2010, is outlined on the following pages. Page 3 of 25

4 1.2. Key Achievements The key achievements from the 2010 HR Renewal Program of work include: The roadmap for Human Resources renewal has been developed. A new erecruitment solution, Taleo, has been implemented which delivered a streamlined, simple and transparent solution. An improved, intuitive and comprehensive website including tool kits for managers, staff and new employees. Streamlined processes with fewer forms, less blockages and quicker turnaround times. Implemented more value added services. A refurbished work area and teams co-located. Improved management and team structures. New training offerings, including elearning opportunities, to support our programs of change. Significant improvements in service delivery as noted from Your Say survey results. Engaged clients through the Breakfast of Champions and Renewal Partner groups. A greater level of staff engagement even with the program of work arising from the HR Renewal Project. On the path to online processing of timesheets. Clarity and alignment of roles, functions and responsibilities to logical operational areas. A number of process improvement documents have been handed over to HR Operations providing a roadmap for implementing further system and process improvements. Page 4 of 25

5 2. HR Renewal Stream Updates 2.1. HR Operating Model This stream has been driven by the PwC finding that the HR Operating Model lacked alignment with University strategy; and that the roles, responsibilities and accountabilities across HR were unclear. Key Achievements HR has undergone significant restructure, including the development of three new positions reporting to the Director HR. In addition a new role of Staff Services Team Leader, reporting to the Manager Strategic Resourcing and Talent has been created. HR Operations Manager Manager, Strategic Resourcing and Talent HR Projects Officer. Staff Services Team Leader In alignment with the revised structure, roles and responsibilities across teams have also been reviewed. The new HR organisational chart is provided below. Director, HR PA to Director, HR Faculty HR Managers Manager, Strategic Resourcing & Talent Manager, HR Operations Manager, Employee Relations Manager, Organisation and Staff Development Manager, Staff Health Staff Services Team Leader Manager, HR Information Systems Manager, Remuneration Services HR Projects Officer Staffing Services Team HR Information Systems Team Remuneration Services Team Employee Relations Team Organisation and Staff Development Team Staff Health and Safety Team Page 5 of 25

6 Next Steps Next steps for this stream include: Analysis and redistribution of responsibilities between the Staffing Services Team and the Remuneration Services Team. Note: Work on this has commenced and is attached as Annexure A. General analysis and redistribution of HR roles and workload. For example, the HR Information Systems Team is currently responsible for the distribution of Parking Permits purchased via salary sacrifice. It is proposed that this activity be transitioned to the Security/Facilities/Parking area of Macquarie University HR Strategy, Service and Culture The PwC review identified that HR was lacking a holistic HR vision and strategy and, as a result, was not aligning its resources to activities that will deliver the greatest value for Macquarie University. Additionally, staff morale and engagement appeared to be low, which may impact on productivity and customer service. This stream aims to address these issues by clearly articulating and sharing a vision and strategy for HR and improving communication and engagement. Key Achievements The table below outlines the communication activities that have been undertaken to improve communication, both within HR and more broadly across the University. Activity Audience Channels Development of HR strategy Communication of HR strategy Regular update on HR business as usual activities Regular updates on HR Renewal projects HR Leadership Team All HR staff All HR staff All staff impacted by HR Renewal Projects A number of off-site strategy planning sessions held in 2010 to build the HR strategy and align it with the University strategy Presentation by TS at May HR staff meeting and subsequent follow up at each of the HR Staff meetings. From Tim s Desk monthly newsletter introduced. HR Renewal wiki: https://wiki.mq.edu.au/display/hrrenewal/ho me HR Renewal pages on HR intranet site Page 6 of 25

7 Activity Audience Channels HR Team improvement sessions Staffing Team Payroll Team HR Renewal pages on Momentum intranet site Introduction of Renewal Champions network of support across all faculties and offices (First meeting of this group held 8 July 2010) Presentations at faculty / office management meetings Team meetings to identify and progress improvement opportunities identified by the teams. C4B Refurbishment In addition to increasing communication activities a refurbishment of the physical HR work space was completed in August 2010 which allowed teams to be co-located and assist in the improved engagement and morale. Next Steps Next steps for this stream of work include: Ongoing communication and engagement with staff Delivery of identified opportunities for improvement through the HR Team Improvement Sessions Efficient HR Processes and Systems A number of opportunities to improve the efficiency of HR processes and systems were initially identified through the PwC review. Subsequently, as part of Macquarie University s HR Renewal Program Project, further and more extensive process and system improvements have been identified. These have been prioritised in terms of their strategic importance and operational impact. There were four key projects within this activity including: 1. Recruitment Improvement Project 2. Induction 3. Project CasPer 4. Return to Work Program. Page 7 of 25

8 Recruitment Improvement Project The ways that we advertise positions and select candidates sends a powerful message to potential employees about who Macquarie University is as an organisation and as an employer. The Recruitment Improvement Project aims to improve the efficiency of current recruitment and selection processes and contribute to a positive candidate experience. The project team consulted with recent hires, hiring managers, faculty HR managers and central HR stakeholders to identify the issues with the existing recruitment process and generate solutions to improve recruitment. A key issue that emerged from the consultation was that the current Macquarie Online Recruitment System (MORS) has restricted capability to automate workflow, which is a key contributor to current inefficiencies and paper-driven processes. Further, it is not set up to measure recruitment performance or capture recruitment data to enable analysis and continuous improvement. To address these issues, the Recruitment Improvement Project is implementing a best-in-breed software solution from Taleo to replace MORS. The benefits of this new system include: More intuitive and user-friendly experience for candidates Time savings for hiring managers and HR through increased automation and streamlined processes Improved reporting across all areas of recruitment and selection Greater flexibility through more self-service options for candidates and hiring managers. The Taleo system also offers more solution opportunities to address other manual processes including fixed term contract renewals, casuals and performance management. The new Taleo erecruitment solution went live on 5 October Additionally, to better support hiring managers in their recruitment and selection activities, this HR Renewal Program implementing a Recruitment and Selection Toolkit, which includes a database of behavourial interview questions, and an the introduction of a specialized interview skills training course to enhance staff capability in conducting selection discussions. Page 8 of 25

9 Induction First impressions are very important and the Induction Project is focused on creating a first impression for new starters across the university that is consistent, welcoming and helps them become oriented with the university and their new role. The high level induction process is outlined below: Pre-arrival preparation Workplace induction University orientation Job orientation Faculty/office orientation The diagnostic phase of this project included the following activities to inform issue analysis and solution design: 31 One-on-one interviews with key stakeholders across the University s faculties and offices 3 Focus groups with academic and professional staff, with a total of 16 attendees Mapping of the As Is pre-employment process with Staffing Advisors Development of a survey (yet to be distributed) for new starters about their induction experience. A key issue that has emerged through the extensive consultation undertaken by this project is that the quality of a new starter s induction to the University is highly variable across faculties and offices and largely dependent on the hiring manager. The project has developed the supporting Induction process and content to support high quality and consistent induction of new starters from pre-employment to the end of their first three months. Project deliverables included: Agreed to-be induction process map Clearly defined roles, responsibilities and accountabilities in relation to induction Induction checklists for managers Materials for new starters, e.g. welcome . Phased implementation of changes is anticipated to start in November 2010 March Page 9 of 25

10 Project CasPer The scope of Project CasPer (short for Casual Personnel) is to improve the ways in which we recruit and pay casual staff members across the University. The project team consulted with 129 casual and sessional staff via an online survey. The project team also consulted with hiring managers and HR staff, through focus groups and process mapping, to identify the following key issues: There is large variability in the ways that casual and sessional staff are recruited and managed across the university Current processes are largely paper-driven, with many forms being walked to HR on a regular basis Processes, roles, responsibilities and accountabilities relating to the management of casual staff are not clear. Work proceeded to transition as many of the 800 casual staff receiving a paper pay slip every fortnight to HR Online. The project team has also worked closely during the Solutions Design phase for the Alesco On-line Timesheet solution and consulting with relevant stakeholders about their needs in relation to online timesheets. Further, analysis of other higher education institutions online timesheets was conducted including the University of Sydney and University of Western Sydney. Due to a delay in the Alesco V12 upgrade, the phased implementation of the Alesco On-line Timesheet solution across the faculties and offices has been delayed from the original plan of October December It will now commence during December 2010 March One of the other initiatives which will be implemented by the HR Renewal Team for Casual employees will be the expansion of the new Taleo (e-recruitment) system to allow the Re-appointment/Extension process that is currently undertaken for casual staff to be conducted online. Page 10 of 25

11 Return to Work Project The Return to Work Project is focused on enhancing the ways that the University manages the return to work process for injured workers with a worker s compensation claim. The project team mapped the current processes and consulted with managers and workers who have recently experienced the return to work process. Key findings of the diagnostic stage of this project were: Macquarie University does not have a documented Return to Work Program and, as a result, is not compliant with legislative requirements under the Workplace Injury Management and Workers Compensation Act 1998, s43 (NSW). Distribution of workload associated with return to work is sub-optimal, with the Injury and Claims Management Coordinator performing the vast majority of activities in this process There is a lack of awareness amongst supervisors in relation to their role and responsibilities in return to work for their direct reports who sustain a workrelated injury or illness Project deliverables from the return to work project include a documented and agreed Return to Work Program and detailed to-be process documentation with a supporting RACI (Responsible, Accountable, Consulted, and Informed) matrix for each of the roles involved in the process. This has been supported by communication materials, for example quick reference guides for supervisors, outlining the changes and expectations in relation to return to work. Implementation of changes is expected during November Additional Improvement Opportunities Undertaken In addition to the improvements being implemented through the four HR Renewal projects, other activities that have been undertaken to enhance the efficiency of HR processes and systems include: Transition of the HR meeting spaces from paper-based diary bookings to online bookings via Gmail Completion of process documentation to help improve the consistency of systems use across operators and support training of new users Identification of 190+ system-based improvement opportunities across staffing and payroll processes, which are being progressed at the individual Team level. HR team based improvements from a workshop undertaken during one of the regular HR staff meetings including internal HR process automations. Page 11 of 25

12 Establishment Review. Policy and Procedure Review. Forms Review. Development and access to organisational charts, via OrgPlus. Workforce Planning. Immigration Process Improvements, including new service provider SIRVA implemented. Preferred Suppliers for Recruitment activities HR Leadership and Capability The purpose of this stream is to identify training needs for HR staff and build capability to support the implementation of changes to processes, systems and structure. A number of training programs, from July 2010, were implemented including: Industrial relations (selected staff) Customer service training (all HR) VISA processing (selected staff) Project management (all HR) Note: Due to timing some of this training will be undertaken during Lean Six Sigma (all HR). Note: Lean Six Sigma Training has been made available to all HR staff involved in project teams related to HR Renewal projects. Further training sessions will be undertaken during Page 12 of 25

13 3. HR Renewal Planning 2011 In the original review undertaken by PwC it was highlighted that the HR Renewal Project would be a month program of change. Whilst a large number of the initiatives outlined in the program have been implemented, there are still a significant number that need to be undertaken. To allow Human Resources to finalise the work undertaken to date with the HR Renewal Program additional funding was requested, and approved, to continue and finalise this program during Program Outline The PwC review identified that HR staff currently spend approximately 73% of their time on administrative and basic advisory tasks. The program of change has already realised significant process savings and the work during During 2011, HR will build upon these administrative opportunities. The end result for Human Resources will be the implementation of more value added activities for our clients and improved and reduced administrative overheads for the University. The 2011 HR Renewal Program includes: Electronic Document Management Implementation and alignment of the University wide electronic management solution (Cortex Project) that will allow Human Resources to move to full electronic records management. This will include: o The development of a HR electronic records strategy. o Compliance with the NSW State Records Management Act. o Compliance to recent Audit Reviews. o Minimise the time and effort in filing, retrieval and storage of paper records. o Reduction in on site storage requirements. Process Improvement Projects The initial HR Renewal Program identified four key areas of improvement. During 2011 this program will be expanded to include: o Realignment of activities within Staffing and Payroll. o Remuneration and benefits o Implementation of recommendations from the report titled HR Renewal Program MQ HR Process Improvements which identifies system and process changes across all operational areas of Human Resources. Communications/ Website Development Page 13 of 25

14 4. HR CAPEX Planning Performance Management System The implementation of a performance management solution, endorsed by the Senior Executive, will allow Macquarie University to further embed and track the organisation wide performance management cycle from organisational strategy through to individual reward thus aiding in the attraction and retention of outstanding personnel. The implementation of a technical performance management solution will underpin the implementation of a performance bonus for professional staff. Background There is an organisational KPI in place for the introduction of a performance bonus system for professional staff. The key dependency for the successful implementation of a bonus system is a technical and secure performance management solution where information can be entered at the functional source and tracked by Human Resources. Benefits To achieve alignment between organisation strategy and individual KPI s. Increase the update of the performance management system through efficiencies in tracking staff participation in the performance management cycle, both annually and longitudinally with targeted interventions/ follow ups with groups who are slow to adopt. More targeted support for functions and work units through improved tracking of development plans. Improve the ability to drive performance in the University by making objectives clear and accountable, transparent and easy to manage. Enablement of a professional reward system, which is currently absent in the performance management cycle. Improved monitoring of the quality of documented performance and management goals. Enables targeted support to managers who require more coaching in these areas of performance management. Efficiencies in tracking of staff development plans and achievement leading to more accurate performance records. Reduced time to administer performance management cycle across the University. Financial Allocation A request for an allocation of $265,250 as part of the 2011 CAPEX Planning Cycle was made and approved. Page 14 of 25

15 Impact areas internal to HR Organisational Development Team HR Renewal Business Analyst HRIS Systems Team Vendor Impact areas external to HR Informatics (technical integration) Faculty Executive Faculty HR Managers/ Office HR representatives and/or HoD Senior Executive Project Management Project Lead: Margo Droulers, Manager Organisation and Staff Development Project Manager & Functional Lead: Marie Cirillo, Business Analyst HR Renewal Program Project team members proposed include: Margo Droulers Marie Cirillo Faculty HR representative/s HRIS Systems representative Informatics representative (integration) Note: Work has commenced in planning this project, engagement with Informatics and documenting business requirements Implementation of an OH&S System It was highlighted that there was an urgent need to purchase a University wide occupational health & safety (OH&S) management system to support the workplace management of OH&S and workers compensation arrangements. Under NSW and Australian laws Macquarie University is required to ensure prompt reporting of all claims to its insurance partners and government agencies. Page 15 of 25

16 Background The implementation of a university wide OH&S management system will provide risk control interventions not currently in place. Further during 2011, the University is moving to a burning cost model of premium calculation and it is extremely important that we can provide reporting of our OH&S related claims for the development of an annual insurance levy. The Vice Chancellor and Executive have committed the Macquarie University and related organisations to this model. Benefits Implement an incident reporting system for Macquarie University that will enable web based, enterprise reporting of OH&S incidents and work related injuries or illnesses. Web based enterprise reporting of identified hazards, risks and associated workflow to eliminate these. Strong compliance with statutory and legislative obligations in particular those relevant to OH&S, workers compensation and workplace injury management. Improvement in the quality of data relevant to OH&S, workers compensation and workplace injury management. Reductions in time spent on manual processes and duplicating data across multiple systems. Integrate with the University s HRIS. Provide a single point of data entry for all OH&S, workplace injury and insurance claims management processes; crisis management cases. Reduce costs, including material and distribution costs. Reduce annual insurance premium costs and provide reporting to support the new financial burning cost model. Provide a central source of reporting, OH&S and hazard issues related to students. (It should be noted that this is the first year that we will be using the one system for reporting staff and students.) Financial Allocation A request for an allocation of $259,100 as part of the 2011 CAPEX Planning Cycle was made and approved. Impact areas internal to HR Staff Health Team HRIS Systems Team Impact areas external to HR Campus Wellbeing Faculty HR representatives Financial Services Page 16 of 25

17 Informatics Student Business Systems & Solutions representative University Hospital Vendor Project Management Project Lead: Michael Carley, Manager Staff Health Project team members proposed include: Michael Carley Kerrie Gregory Matthew Stafford Campus Wellbeing representative/s Faculty HR representative/s Financial Services representative HRIS systems representative MGSM and University Hospital representatives Organisational Development team member (change management plan) Note: Work has commenced in planning this project, engagement with Informatics and documenting business requirements Implementation of an Induction Module Orientation and onboarding of new staff to Macquarie University is a key activity for Human Resources. Impressions formed by new employees during their first weeks and months can be lasting and significantly influence the Macquarie University employee brand. Background The request from the CAPEX planning was the implementation of the Taleo Onboarding/ Induction module to follow on from the recent implementation of the new erecruitment solution from Taleo. The implementation will allow a fully streamlined application, offer and induction process. Benefits Realign the full recruitment model and service offerings from Human Resources to deliver greater value to internal clients and demonstrate to new starters that the University is committed to becoming a top eight Australian university. Page 17 of 25

18 Implement a formal monitoring system to track; measure and ensure that all probation periods are adequately monitored by the University. This will allow the University to ensure it is not retaining unsuitable new staff. Recent Audit Reviews indicate the induction and orientation experience for new higher is highly variable. This project will ensure that the information provided and the experience received by new employees is consistent across the University. Increased productivity of new hires so tht the time taken to fully contribute to the organisational objectives is reduced. Increase consistency of branding and messaging to all new hires and reducing our legal risks in relation to policy and compliance. Financial Allocation A request for an allocation of $70,640 as part of the 2011 CAPEX Planning Cycle was made and approved. Impact areas internal to HR HRIS systems team Organisational Development Team Staffing Team Impact areas external to HR Faculty and Department HR areas Informatics Vendor Project Management Project Lead: Sally Matthey, Manager Strategic Resourcing and Talent Business Analyst: Marie Cirillo, HR Renewal Project Project team members proposed include: Sally Matthey Marie Cirillo Lisa Warren Faculty HR representative/s HRIS systems representative Induction Project Team members Informatics representative (integration between Taleo & HRIS system) Page 18 of 25

19 4.4. Implementation of the Alesco Time and Attendance Module Background This project is the implementation of the Alesco HRIS Time and Attendance module. This module meets the needs of a number of key stakeholders across the University where a high percentage of staff in these workplaces work various hours via predetermined shifts. This module will interpret awards and develop rosters for their team/s which then derives the payments available to the employee. Benefits Allow the planning and rostering of employee work times in advance. Management of roster and time and attendance by managers using the WSS (web self service) functionality of HRIS. Full integration with other Alesco functions including costing, leave and payroll processing. Automatic interpretation of work times under the required Award/Agreement eliminating interpretation errors and variations and providing efficient and consistent application of payment rules. Financial Allocation A request for an allocation of $115,000 as part of the 2011 CAPEX Planning Cycle was made and approved. Impact areas internal to HR HRIS Systems team. Payroll Team Staffing Team Impact areas external to HR Informatics shift work stakeholder - systems integration Library Vendor Page 19 of 25

20 Project Management Project Lead: Doug Barker, HR Operations Manager Project team members proposed include: Lorraine Francke, HRIS Systems Administrator Business Analyst, HRIS Systems Team Informatics representative Library representative/s Office of Facilities Management representative/s 4.5. Implementation of the V12 Alesco Minor Release Background The Human Resources Alesco/ Talent2 HRIS is the core system used for managing all aspects of staff payments associated with the University. To ensure we remain compliant with the vendor there is a requirement that we apply minor releases to the system during the course of the year. This upgrade is normally scheduled for either April or October annually. Benefits The upgrade is required to remain compliant contractually with the vendor of the Alesco HRIS, being Talent2. The upgrade provides Human Resources systems team with the latest system and functionality improvements, resolution to some of the outstanding issues and bug resolutions previously identified. The upgrades allow Macquarie University to remain compliant with legislative changes to Payroll and HR as and when changes are made. Financial Allocation A request for an allocation of $20,250 as part of the 2011 CAPEX Planning Cycle was made and approved. Impact areas internal to HR HRIS Systems team Payroll team Staffing team Superannuation Team Impact areas external to HR Informatics User Acceptance Testing external to HR Vendor Page 20 of 25

Role, Model and Service Commitment

Role, Model and Service Commitment Role, Model and Service Commitment Role of Monash HR Monash HR facilitates staff engagement and organisational performance within the framework of the Monash People Strategy. We work in partnership with

More information

HR Systems and and Processes Renewal

HR Systems and and Processes Renewal HR Systems and Processes Renewal CQUniversity and Alesco Alesco (Concept) was implemented at CQUniversity in March 1993 Used for years as primarily a payroll system with minimal HR use apart from basic

More information

Human Resources & Facilities Services. Service Delivery Plan 2014/15. Overview of the Human Resources Service

Human Resources & Facilities Services. Service Delivery Plan 2014/15. Overview of the Human Resources Service Human Resources & Facilities Services Service Delivery Plan 2014/15 Overview of the Human Resources Service The role of the HR Service is to support the Council in achieving its corporate objectives, priorities

More information

Payroll and HR Outsourcing Services

Payroll and HR Outsourcing Services Payroll and HR Outsourcing Services 1 Why Essential HR We are not your typical outsourcing provider. We don t just focus on where you ve been, we re more interested in where you want to go, and how we

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

UCDHR. HR Strategy Implementation & Quality Improvement Plan: 2012-2015

UCDHR. HR Strategy Implementation & Quality Improvement Plan: 2012-2015 UCDHR HR Strategy Implementation & Quality Improvement Plan: 2012-2015 HR Strategy Implementation Plan and Quality Improvement Plan Introduction This Action Plan is a combination of the HR Strategy Implementation

More information

GIO Workers Compensation Training Calendar. Tasmania July 2010 to June 2011

GIO Workers Compensation Training Calendar. Tasmania July 2010 to June 2011 GIO Workers Compensation Training Calendar Tasmania July 2010 to June 2011 Tasmania Training Calendar July 2010 June 2011 Course Time July Aug Sept Oct Nov Dec Feb Mar Apr May Jun Hobart (GIO Offices Level

More information

Program: Human Resources Program Based Budget 2014-2016. Page 39

Program: Human Resources Program Based Budget 2014-2016. Page 39 Program: Human Resources Program Based Budget 2014-2016 Page 39 Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to

More information

SELF AUDITING TOOL FOR HUMAN RESOURCE MANAGEMENT THE UNIVERSITY OF WESTERN AUSTRALIA

SELF AUDITING TOOL FOR HUMAN RESOURCE MANAGEMENT THE UNIVERSITY OF WESTERN AUSTRALIA SELF AUDITING TOOL FOR HUMAN RESOURCE MANAGEMENT THE UNIVERSITY OF WESTERN AUSTRALIA Aim of the Self Auditing Tool To help Schools and other University work areas become more accountable in relation to

More information

Human Resources & Payroll

Human Resources & Payroll Overview of 215 Human Resources & Payroll 215 By the Numbers Electronic on-boarding tool for non-benefited staff configured in 215 Online smartforms with electronic signatures Guided checklists for new

More information

ONBOARDING ARE YOU ON BOARD? CHRIS CADET, NGA.NET 19 TH MAY 2015

ONBOARDING ARE YOU ON BOARD? CHRIS CADET, NGA.NET 19 TH MAY 2015 ONBOARDING ARE YOU ON BOARD? CHRIS CADET, NGA.NET 19 TH MAY 2015 AGENDA The Benefits of Onboarding Onboarding A Practical Example Getting it Right the First Time HOW IMPORTANT IS A GOOD ONBOARDING PROGRAM?

More information

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES Position Title HR Change Manager Unit/Division or Faculty HRU Position Number Current HEW Level HEW 8 Job Family(HR Use Only) ANZSCO Code (HR Use Only) UTS

More information

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company

More information

HR Transformation Update. HR Community Town Hall June 18, 2013

HR Transformation Update. HR Community Town Hall June 18, 2013 HR Transformation Update HR Community Town Hall June 18, 2013 1 Today s agenda Review HR Transformation initiative Discuss results of HR Online Survey Review guiding principles and HR Vision Share leading

More information

Human Resources Strategic Plan

Human Resources Strategic Plan OTAGO & SOUTHLAND DISTRICT HEALTH BOARDS Human Resources Strategic Plan 2009-2012 March 2009 HUMAN RESOURCES STRATEGIC PLAN 2009 2012 Contents Executive Summary...2 1. Introduction...3 2. Human Resources

More information

Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources

Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources Human Resources Activity Management Plan Long Term Plan 2015 2025 15 December 2014 Human Resources Quality Assurance Statement Christchurch City Council Civic Offices 53 Hereford Street PO Box 73015 Christchurch

More information

Health and Safety Management Standards

Health and Safety Management Standards Health and Safety Management Standards Health and Safety Curtin University APR 2012 PAGE LEFT INTENTIONALLY BLANK Page 2 of 15 CONTENTS 1. Introduction... 4 1.1 Hierarchy of Health and Safety Documents...

More information

BSB Business Services Training Package TRAINING PACKAGE Version 1.1 WA NOMINAL HOURS GUIDE

BSB Business Services Training Package TRAINING PACKAGE Version 1.1 WA NOMINAL HOURS GUIDE BSB Business Services Training Package TRAINING PACKAGE Version 1.1 WA NOMINAL HOURS GUIDE Updated 16 September 2015 Page 1 Introduction This Guide has been generated to enable the stakeholders in the

More information

Work Health and Safety (WHS) Strategic Plan and Action Plan, 2011-2015

Work Health and Safety (WHS) Strategic Plan and Action Plan, 2011-2015 Work (WHS) Strategic Plan and Action Plan, 2011-2015 WHS Strategic Plan WHS Action Plan Resources Measure Status Responsibility Due by: Strategy Initiatives 1 University Vision and Values 1.1 Articulate

More information

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making

More information

NEWSLETTER. HR Heartbeat. November 2011 PROJECTS & POLICY. Dear Administrators

NEWSLETTER. HR Heartbeat. November 2011 PROJECTS & POLICY. Dear Administrators Dear Administrators A warm thank you to all staff who attended our final for 2011. As you can see by the information provided in this newsletter, HR has been a hive of activity with a focus on IT savy

More information

Payroll Operations and Information Management and Payroll Services Alliance Management Office Annual Report. November 2007

Payroll Operations and Information Management and Payroll Services Alliance Management Office Annual Report. November 2007 Payroll Operations and Information Management and Payroll Services Alliance Management Office Annual Report November 2007 1. Initiative Overview 2. Status Update 3. Appendix A: Contract Objectives 4. Appendix

More information

How to buy HR software: a 60-minute guide for employers. Presented by Denis W Barnard, director, Hrmeansbusiness Ltd

How to buy HR software: a 60-minute guide for employers. Presented by Denis W Barnard, director, Hrmeansbusiness Ltd How to buy HR software: a 60-minute guide for employers Presented by Denis W Barnard, director, Hrmeansbusiness Ltd How to buy HR software: a 60-minute guide for employers Rob Moss Editor Personnel Today

More information

the Disability Career Planner and Capability Framework implementation guide

the Disability Career Planner and Capability Framework implementation guide the Disability Career Planner and Capability Framework implementation guide Contact details National Disability Services (NDS) Email: ndsnsw@nds.org.au Web: www.nds.org.au Telephone: 02 9256 3100 Produced

More information

Report on Improvements Made and Gaps Identified in the Prior Year

Report on Improvements Made and Gaps Identified in the Prior Year Human Resources Department Annual Unit Plan for Academic Year 2016-2017 October 2015 Describe Department/Unit Mission/Connection to College Mission Human Resources at Cerro Coso Community College contributes

More information

Onboarding Program FAQ s For Managers

Onboarding Program FAQ s For Managers Onboarding Program FAQ s For Managers Table of Contents AUTOMATED PRE-EMPLOYMENT ONBOARDING SYSTEM....2 ORIENTATION 4 DEVELOPMENTAL ROADMAP..6 MENTORING...7 SURVEYS..10 1 Automated Pre-Employment Onboarding

More information

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

Employee / Manager Self Service Talent Management e-hr

Employee / Manager Self Service Talent Management e-hr Employee / Manager Self Service Talent Management e-hr About Sage MicrOpay Every organisation is different. So it s nice to know one company is able to meet the human resources and payroll challenges you

More information

POSITION DESCRIPTION

POSITION DESCRIPTION POSITION DESCRIPTION Salary range: Manager Band Hours of work: In Accordance with the New South Wales Nurses and Midwives Association (NSWNMA) Employment Enterprise Agreement Status: Approved Position:

More information

Classification. Salary. Contact name

Classification. Salary. Contact name Role details Job ad reference SC207122 Closing date Wednesday, 23 March 2016 Role title Senior Project Officer Workplace Wellness Program Classification AO6 Status Temporary Full time commencing asap up

More information

Service Squamish Initiative. Human Resources. Core Service Review

Service Squamish Initiative. Human Resources. Core Service Review Service Squamish Initiative Human Resources Core Service Review Service Squamish Initiative Human Resources Core Service Review Final Report Executive Summary 5 Key Findings 7 Detailed Findings 9 Recommendations

More information

Human Resources Management Program Standard

Human Resources Management Program Standard Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges

More information

Probation at ECU Academic and General Staff Guidelines for Managers/Supervisors

Probation at ECU Academic and General Staff Guidelines for Managers/Supervisors Probation at ECU Academic and General Staff Guidelines for Managers/Supervisors Your role and responsibility is to lead the process and to ensure on behalf of the University that the new employee meets

More information

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014 Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area

More information

Employability Skills Summary

Employability Skills Summary s Summary Monday, 22 November 2010 10:55 AM Version 1.2 s Summary Page 2 Table of Contents BSB10107 Certificate I in Business... 3 BSB20107 Certificate II in Business... 4 BSB30107 Certificate III in Business...

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

CARLETON UNIVERSITY POSITION DESCRIPTION. Position Title: Manager, HR Systems Position No.: 298879. Approved by:

CARLETON UNIVERSITY POSITION DESCRIPTION. Position Title: Manager, HR Systems Position No.: 298879. Approved by: CARLETON UNIVERSITY POSITION DESCRIPTION Position Title: Manager, HR Systems Position No.: 298879 Reports to: Department: Assistant Director HR, Talent Programs Human Resources Approved by: (Incumbent/Date)

More information

HR Corporate Objectives and Strategy Action Plan January 2013

HR Corporate Objectives and Strategy Action Plan January 2013 Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward

More information

Workforce Solutions Talent Management Self Service

Workforce Solutions Talent Management Self Service Workforce Solutions Talent Management Self Service About Us Employee and Manager Self Service 5 ConnX Pty Ltd is a software and solution provider where the sole focus of everyone in the company is developing

More information

Branch Human Resources

Branch Human Resources Branch Human Resources Introduction An organization s ability to deliver services to citizens is highly dependant on the capacity of its workforce. Changing demographics will result in increasing numbers

More information

Certificate IV in Frontline Management

Certificate IV in Frontline Management MARCH 2011 Certificate IV in Frontline Management Ai Group is pleased to provide you with information regarding the Certificate IV in Frontline Management - BSB40807. BENEFITS OF TRAINING Effective training

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Our Values. Respect Honesty Commitment Courage Innovation

Our Values. Respect Honesty Commitment Courage Innovation Our Values Respect Honesty Commitment Courage Innovation Values only become meaningful when they are translated into behaviours that people engage in and others can observe. They are the cornerstone of

More information

Helping Midsize Businesses Grow Through HR Technology

Helping Midsize Businesses Grow Through HR Technology Helping Midsize Businesses Grow Through HR Technology As a business grows, the goal of streamlining operations is increasingly important. By maximizing efficiencies across the board, employee by employee,

More information

HR software. Strong organisations are carried by strong employees

HR software. Strong organisations are carried by strong employees HR software Strong organisations are carried by strong employees Employees of the future The world today is swept by constant change. The labour market is crying out for manoeuvrable and employable staff.

More information

NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015

NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015 NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015 Our Aboriginal workforce The Australian Bureau of Statistics figures from 2011 estimate that 2.9% of the NSW population

More information

BSC Implementation Plan Incorporating Organisational Structure Review; Community Satisfaction Survey; Development Application Processing Survey

BSC Implementation Plan Incorporating Organisational Structure Review; Community Satisfaction Survey; Development Application Processing Survey Develop an engagement Notify employees affected of program (which includes change Council's duty to notify) with Notify unions to which they key stakeholders regarding the belong introduction of structural

More information

OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services. FACS Organisational Design Program May 2015 V1.

OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services. FACS Organisational Design Program May 2015 V1. OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services FACS Organisational Design Program May 2015 V1.1 Table of contents 1 Background... 3 1.1 The purpose of

More information

Branch Human Resources

Branch Human Resources Introduction The Human Resources Branch provides strategies, programs, services and consultation to attract and retain a diverse, engaged, innovative and skilled workforce to build a great city. Recruitment

More information

Human Resources Strategic Objectives and Action Plan 2012-2016 Appendix 1

Human Resources Strategic Objectives and Action Plan 2012-2016 Appendix 1 Human Resources Strategic Objectives and 2012-2016 Appendix 1 Strategic Recruitment & Selection The key to the success of any business is building the right team at the right time, but the process of finding,

More information

SAFETY and HEALTH MANAGEMENT STANDARDS

SAFETY and HEALTH MANAGEMENT STANDARDS SAFETY and HEALTH STANDARDS The Verve Energy Occupational Safety and Health Management Standards have been designed to: Meet the Recognised Industry Practices & Standards and AS/NZS 4801 Table of Contents

More information

FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17

FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17 FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17 Section 1: Background 1.1 The Human Resources Office underwent a major restructuring exercise in 2011 and is now professionally staffed and grouped into work

More information

Induction & Orientation of Educators, Students & Volunteers

Induction & Orientation of Educators, Students & Volunteers 1 Induction & Orientation of Educators, Students & Volunteers Purpose It is a requirement of the Education and Care Services National Regulations that staffing arrangements are documented in policy. To

More information

Human Resource Change Management Plan

Human Resource Change Management Plan Structural Reform in Western Australian Local Governments Human Resource Change Management Plan A resource for the progression of your workforce through the structural reform process Contents Human Resource

More information

Division of Human Resources Strategy 2011-2016

Division of Human Resources Strategy 2011-2016 Division of Human Resources Strategy 2011-2016 www.le.ac.uk/personnel/ Version: HR STRATEGY 2010-2014 2011.04.13.docx University of Leicester Human Resources Strategy 2010 2014 Contents: EXECUTIVE SUMMARY

More information

Business Plan-Human Resource Component

Business Plan-Human Resource Component RiskID Phone 0403369295 Fax 08 94466487 hemsm@riskid.com.au ABN 256 145 86627 Business Plan-Human Resource Component Mid West Group of Councils August 2010 1.1 People Current State The four Shires are

More information

Stephen Doune HRIS Project Manager Plan International

Stephen Doune HRIS Project Manager Plan International Stephen Doune HRIS Project Manager Plan International Content 1. About Plan International 2. The Challenge 3. The Vision 4. About Assima 5. The Projects 6. The Timeline 7. Partner Selection 8. Key 1st

More information

GUIDELINES ON POSITION TITLES

GUIDELINES ON POSITION TITLES GUIDELINES ON POSITION TITLES Overview Objectives Guiding Principles and Approach Relevant Terms Guidelines Responsibilities and Authorities Cross References Further Assistance 1. Overview These guidelines

More information

Human resource management strategy

Human resource management strategy Human resource management strategy Executive summary Since 2007, the Department for International Development (DFID) has been supporting the implementation of the International Federation human resource

More information

Health and Safety Improvement Program (Continuous Self- Assessment) CSA Guidelines. October, 2014

Health and Safety Improvement Program (Continuous Self- Assessment) CSA Guidelines. October, 2014 Health and Safety Improvement Program (Continuous Self- Assessment) CSA Guidelines October, 2014 Contents 1 Executive Summary... 2 2 More information... 2 3 Context... 2 3.1 Continuous Self-Assessment

More information

B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes

B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,

More information

BSB50607 Diploma of Human Resources Management. Course Overview

BSB50607 Diploma of Human Resources Management. Course Overview BSB50607 Diploma of Human Resources Management Course Overview Table of Contents Table of Contents... 1 1. Welcome... 2 1.1 VECCI Team... 2 2. BSB50607 Diploma of Human Resources Management... 2 2.1 Program

More information

Provide effective and timely HR guidance and support in customer services review by minimising redundancy and delivering.4m savings in a full year

Provide effective and timely HR guidance and support in customer services review by minimising redundancy and delivering.4m savings in a full year Objective 1 Customer Services Review Appendix A Provide effective and timely HR guidance and support in customer services review by minimising redundancy and delivering.4m savings in a full year Published

More information

Best Practice: Strengthening Human Resources in Public School Systems

Best Practice: Strengthening Human Resources in Public School Systems REPORT UPDATED: MARCH 29, 2010 CITY: NEW YORK CITY POLICY AREA: EDUCATION BEST PRACTICE Project Home Run was a two-year initiative undertaken by the New York City Department of Education (DOE) to transform

More information

JOB DESCRIPTION PURPOSE OUR ORGANISATION POSITION SUMMARY KEY RESULT AREAS. Position Title: Human Resources Assistant

JOB DESCRIPTION PURPOSE OUR ORGANISATION POSITION SUMMARY KEY RESULT AREAS. Position Title: Human Resources Assistant JOB DESCRIPTION Position Title: Human Resources Assistant Location: Central Office Tenure: Full-time or part-time permanent (0.8FTE to 1.0FTE) Updated: April, 2014 PURPOSE The purpose of this position

More information

The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case

The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case Final version for release Human Capital Management See more at psc.nsw.gov.au/hcm Index - Business

More information

Job ad reference HSQ185015 Classification AO8 Role title Change Lead Salary $4368.00 - $4621.90 Per Fortnight Status

Job ad reference HSQ185015 Classification AO8 Role title Change Lead Salary $4368.00 - $4621.90 Per Fortnight Status Role description Job ad reference HSQ185015 Classification AO8 Role title Change Lead Salary $4368.00 - $4621.90 Per Fortnight Status Unit/Branch Commercialised Business Unit Temporary Full Time until

More information

BSB50613 Diploma of Human Resources Management. Course Overview

BSB50613 Diploma of Human Resources Management. Course Overview BSB50613 Diploma of Human Resources Management Course Overview Table of Contents Table of Contents... 1 1. Welcome... 2 1.1 VECCI Team... 2 2. BSB50613 Diploma of Human Resources Management... 2 2.1 Program

More information

QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013

QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013 QUALITY ASSESSMENT & IMPROVEMENT ACUTE HOSPITAL SERVICES JUNE 2013 Workforce Supporting services to deliver quality healthcare Effective Care and Support Safe Care and Support Person Centred Care and

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

Job Description Payroll Service Specialist Band 7

Job Description Payroll Service Specialist Band 7 Job Description Payroll Service Specialist Band 7 Post: Payroll Shared Service Specialist Band: 7 Location: College Street, Belfast Reports to: Head of Payroll Service Responsible to: Assistant Director

More information

SUMMARY PROFESSIONAL EXPERIENCE. IBM Canada, Senior Business Transformation Consultant

SUMMARY PROFESSIONAL EXPERIENCE. IBM Canada, Senior Business Transformation Consultant Doreen Funk, MA 191 Discovery Ridge Blvd SW, Calgary Cell: 587-434- 0811 E- mail: dorfunk@hotmail.com SUMMARY Senior management consultant with 20 years of experience in applying strategies and implementing

More information

Fitness & Operations Manager

Fitness & Operations Manager ABOUT AQUAFIT FITNESS AND LEISURE Aquafit Fitness and Leisure, a division of Campbelltown Catholic Club, is a multi award winning, state of the art fitness and leisure centre located in the heart of the

More information

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION 1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority

More information

Executive Director Institute of Diagnostic Ultrasound

Executive Director Institute of Diagnostic Ultrasound Executive Director Institute of Diagnostic Ultrasound Information for Candidates Contents Background Information... 3 Position Description... 4 Selection Criteria... 6 Application process... 7 Background

More information

HRStaffers. Your best resource to strengthen your company. Human Resource Process Solutions. www.hrstaffers.com

HRStaffers. Your best resource to strengthen your company. Human Resource Process Solutions. www.hrstaffers.com HRStaffers Your best resource to strengthen your company. Outplacement Employment Services HR consulting Services has been a leader in the recruiting industry for over twenty-two years. We have met the

More information

Supervisors Guide to Induction and Onboarding

Supervisors Guide to Induction and Onboarding Supervisors Guide to Induction and Onboarding Human Resources University of Southern Queensland Document title 1 Contents... 1 Welcome... 3 What is induction and onboarding?... 3 Induction... 3 Onboarding...

More information

Government of Trinidad and Tobago

Government of Trinidad and Tobago Ref #: A007 Government of Trinidad and Tobago JOB DESCRIPTION CONTRACTUAL POSITION JOB TITLE: HEAD HUMAN RESOURCE JOB SUMMARY: The incumbent is required to provide overall management and coordination of

More information

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS Attachment 1 Position Title: Administration Assistant Responsible to: Office Manager Responsibility: Office Administration Current Incumbent: (Vacant)

More information

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached.

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached. Council, 25 March 2015 Human Resources Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Human Resources Department Work Plan for the period 1 April 2015 to 31 March

More information

Human Resources Department 2015 Business Plan

Human Resources Department 2015 Business Plan 1. Division Focus The Department supports both internal and external customers by providing specialized advice and assistance in all facets of people management including recruitment, labour relations,

More information

COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management

COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management What is the Australian Qualifications Framework? The Australian Qualifications Framework (AQF) establishes the quality of Australian

More information

HR Design Vision. Thoughtful Design. Efficient Each process, step or rule adds value and can be accomplished in a timely way

HR Design Vision. Thoughtful Design. Efficient Each process, step or rule adds value and can be accomplished in a timely way HR Design Overview What is HR Design? HR Design is a campus-wide effort to build a more efficient and effective UW-Madison human resource system that best serves the needs of a 21st century public research

More information

People services operations manager

People services operations manager People services operations manager Role brief Directorate Operations and governance Base location Bristol Grade Grade K ection Date May 2015 Reports to Group director for people Responsible for People

More information

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...

More information

Human Resources Department 203.6 FTE s

Human Resources Department 203.6 FTE s 27 Human Resources Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation,

More information

MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010

MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010 MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010 POSITION TITLE Position Title: Manager HR Consulting Position Number: 3520 Faculty/Division: Division of Services and Resources

More information

Project Human Resource Management. Overview of PMBOK Basics

Project Human Resource Management. Overview of PMBOK Basics Human Resource Management Overview of PMBOK Basics Michael R. Williams Ph.D. Professor - College of Business Administration Director Professional Sales Institute Illinois State University Campus Box 5590

More information

Project Coordinator (0.6 FTE)

Project Coordinator (0.6 FTE) Project Coordinator (0.6 FTE) Division of Human Resources Salary Grade 7-31,331 to 36,298 per annum pro rata Fixed term contract until 31 st June 2014 (** see below for contract information) Ref: CSE00771

More information

Annual Workforce and Age Profile Report 2005-2006. As at 31 March 2006

Annual Workforce and Age Profile Report 2005-2006. As at 31 March 2006 Annual Workforce and Age Profile Report 2005-2006 As at 31 March 2006 Human Resources Unit July 2006 INTRODUCTION The human resource indicators in this report provide broad workforce data and analysis,

More information

JOB DESCRIPTION: Senior Manager HR & Talent Management

JOB DESCRIPTION: Senior Manager HR & Talent Management JOB DESCRIPTION: Senior Manager HR & Talent Management RESPONSIBLE TO: RESPONSIBLE FOR: Group Director The overall management and development of all aspects of HR and Talent Management for the company,

More information

JOB AND PERSON SPECIFICATION

JOB AND PERSON SPECIFICATION JOB AND PERSON SPECIFICATION Title of Position: Reports to: Officer Team Leader THE ORGANISATION Police Health Limited (trading as Police Health) a company limited by guarantee is registered under the

More information

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897 Lead Provider Framework Draft Scope NHS England / 13/12/13 Gateway Ref: 00897 1 Introduction The commissioning support lead provider framework is being developed in response to requests from CCGs for a

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

Taleo User Guide: Creating a Requisition

Taleo User Guide: Creating a Requisition Taleo User Guide: Creating a Requisition This user guide provides the steps to Create a Requisition using Taleo. It contains six parts: Part A: Logging on to the Taleo recruiting module Part B: Setting

More information

Business Plan for Strategic Human Resources - March 2012 to 30 September 2013

Business Plan for Strategic Human Resources - March 2012 to 30 September 2013 Business Plan for Strategic Human Resources - March 2012 to 30 September 2013 1. Introduction 1.1 The Service s key responsibilities are to: 1.2 Context Design & deliver people and organisational development

More information

The business case for employee onboarding software

The business case for employee onboarding software The business case for employee onboarding software April 2013 In order to compete in the war for talent, companies can strengthen their company brand by making a good first impression through onboarding

More information

IT Support Assistant (x2) IT Services (12 Month Whole-time Posts)

IT Support Assistant (x2) IT Services (12 Month Whole-time Posts) IT Support Assistant (x2) IT Services (12 Month Whole-time Posts) The IT Services department provides essential services to the University and plays an ever more critical role in the strategic development

More information