Report of the Review of the Directorate of Human Resources
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1 Report of the Review of the Directorate of Human Resources 1. Introduction to the Review Process The non-academic review is a review of the operation of those administrative units within the Institute whose work impacts on academic programmes and therefore is an important aspect of the Institute s commitment to the quality of its educational provision and the student experience. It requires that these areas agree a mission statement and service standards against which performance can be measured, and that feedback from user groups is collected and taken on board. The objectives of the Human Resources (HR) Review were to: Review the operations of the HR Directorate in supporting the day to day activities of DIT, its mission and strategic plan. Identify areas that could be enhanced and/or require further resources and areas where efficiencies could be achieved. To promote understanding of particular HR requirements of individual user groups To review the interaction of the HR Directorate and the Colleges and other Directorates 2 Introduction to HR Directorate The management of DIT s human resources is ultimately the responsibility of each line manager and the HR Directorate s function is primarily one of management support in this key activity. HR has no direct engagement role with students. 2.1 HR Responsibilities The HR Directorate is responsible for ensuring that: Appropriate policies, protocols and procedures are in place to assist and guide managers in the recruitment, deployment, development and management of staff HR Systems contain accurate data and are fit for purpose Current and retired staff are in receipt of appropriate pay, benefits and conditions Managers and staff in DIT can realise their full potentials as employees The development of staff is supported through the provision of training and development opportunities The HR Directorate is responsible for providing a service to over 2,700 parttime and whole-time staff working in the Institute. HR provides support to staff in the Institute at all stages of their employment. 2.2 Vision Statement To become recognised and valued for providing a professional, supportive, timely and pro-active human resources service in response to the needs of the Institute s Management and Staff 1
2 2.3 Mission Statement To support the Institute in achieving its mission by providing a quality service through its role attracting, retaining, developing and motivating staff of the highest calibre 2.4 HR Structure As detailed in diagram 2.1, the HR Directorate includes 5 key functional areas: HR Executive with responsibility for Strategic Management, Risk Management, Communications and the Development of HR Staff Resourcing & Benefits with responsibility for policies, protocols and procedures to assist and guide in the recruitment, deployment, development and management of staff Pensions with responsibility for preparation of appropriate pay and benefits to current and retired staff and providing an advisory and retirement planning service to staff Employee and Industrial relations with responsibility for the conduct of industrial relations negotiations and representing DIT on employee relations matters Staff Training & Development with responsibility to support staff in their continuous professional development and the delivery of effective training and development programmes Diagram 2.1 Current HR Structure 2
3 In advance of this quality review the structure of HR had been under active review and consideration for two years by an Institute Excellence in Administration (EIA) project. The panel was presented with a proposed new structure for the HR directorate as indicated in diagram 2.2. Central to this proposed structure is a flattened structure and the introduction of HR Business Partners who, along with their HR expertise, will develop a thorough knowledge of each Directorate s operation and provide assistance to line managers for the management of their staffing resources and advice on resource planning. 3. Details of the Review Event 3.1 Agenda Diagram 2.2 Proposed HR Structure Venue: Boardroom, DIT Aungier Street Day 1 Tuesday, 17 th April am Tea / Coffee Formal commencement of process: Chair of Panel introduces members of panel to Director of HR and Senior Management Team 9.30 am Formal presentation by HR Senior Management Team describing main activities of the group and introducing the key points from the self-study report am Private meeting of Panel to discuss agenda for day am Tea/Coffee Break (including HR Management Team) 3
4 11.30 am Panel met with HR Management Team to discuss the broad contents of the self-study exercise and the practical implications arising pm Working lunch & private meeting of panel to review progress and agree issues for further discussion or evaluation 2.15 pm Session with Resourcing & Benefits Team 3.15 pm Tea / coffee 3.30 pm Session with Staff Development Team 4.30 pm Session with Employee and Industrial Relations Team 5.30 pm Private meeting of Panel to review progress pm Dinner (including Panel and HR Management Team). Day 2 Wednesday, 18 th April am Private meeting of Panel to plan for the day am Session with Pensions Team 11.00am 11.15am Tea / coffee Break Panel met with representative Senior Managers / HRC Committee Tea / coffee Break 12.30pm Panel met with representative Institute Managers to discuss overall HR Service Delivery 1.30pm Panel met with staff representatives of the unions 2.30pm Working Lunch panel to review progress 3.00pm Panel met with HR Director / Senior Managers to clarify matters arising and discuss outstanding issues arising from the self-study. 4.15pm 5.00pm Private meeting of panel to discuss the draft report Final meeting of the panel with HR Team to outline orally the Panel s findings (Room G021) 3.2 Documentation Provided In advance of Review Meetings, the Review Panel was provided with information about all aspects of the operation of the HR department, which included a Self Evaluation Report. During the review, HR provided the Panel with all documents requested. 3.3 Members of the Review Panel External Members Rosaleen McCarthy Tony McMahon Director of Human Resources (acting), National University of Ireland, Maynooth. Director of Human Resources, Trinity College Marian Burns Director of Human Resources, Dublin City University Internal Members 4
5 Dr Mike Murphy (Chair) Andrea Marcelin Prof. Declan McCormack Director, DIT College of Engineering & Built Environment College Manager, Arts and Tourism Head of School, DIT School of Chemical and Pharmaceutical Sciences Representative from the DIT Students Union Ciaran Nevin DIT Students Union Representative from the Office of the Academic Registrar Ms Nicole O Neill Quality Assurance Officer 4. Summary of the Panel s Discussions 4.1 HR Structure As noted in section 2.4 the HR structure is currently under consideration by the Excellence in Administration (EIA) Project. The panel engaged in detailed dialogue with key stakeholders and HR staff and recommend that the proposed structure of HR be reconsidered with the mission and vision of HR in mind to ensure that it can best facilitate HR to meet its goals and to maximise the experience and expertise of HR staff. For example, the HR Services section has a very broad remit, to the extent that there is an uneven span of control across the Directorate sections. In particular recruitment could be dealt with as a separate unit. The role of an HR Business Partner came across to the Review Panel as not being well understood by managers within the Colleges. When the new structure is approved HR will need to explain and promote the intended role, including issues such as the physical location of the HR Business Partner and the working links between the HR Business Partner and senior management within the Colleges. Successful introduction of the HR Business Partners will deal with a lot of the general issues that are currently dealt with by the management and clerical staff within the HR Directorate and therefore the role of these staff will change. Staff roles and responsibilities will also be impacted by the introduction of electronic services as outlined below in section 4.3. HR needs to consider how this will affect the HR structure and model of work flow. The operation and efficacy of the Business Partner model should be closely monitored and reviewed; particularly at the early stages of its roll-out. While HR clearly expressed the desire and goal in the new structure to support the Academic Colleges, the Review panel asks HR not to lose sight of the need to equally support non academic functions. In discussions with the Review Panel, it was clear that HR managers place considerable emphasis on the role of teams and teamwork within the HR 5
6 Directorate. This team structure was introduced to improve responsiveness of the HR Directorate to its customers. In the implementation of the new structure, in which, clear responsibilities and accountabilities have been specified for each team member. HR need to maintain the integrity of the successful team based structure whereby team members support and cover for each other. The Review Panel suggests that the proposal for new structure is completed and linked to complete job descriptions for each position. These job descriptions should clearly specify the added value that the new roles of HR Business Partner will provide. The roles and responsibilities of each person both within HR and the responsibilities of managers with a role in HR management outside of HR, need to be clearly specified. This new HR structure should also indicate where the specialist areas of Policy formulation, Equality and Diversity, Research, Remuneration and Compensation and HR Information Systems will be covered by functional experts. These areas of expertise could be grouped together to maintain a manageable span of control for the HR Director i.e. Employee Relations & Equality and Diversity. 4.2 Human Resource Committees The Human Resource Committee (HRC) is a sub-committee of the Institute s Senior Leadership Team (SLT) and it is the avenue through which the HR Directorate provides advice and guidance to the Institute in relation to the development and implementation of Human Resource policies and practices in the Institute and has the function of determining the allocation of Human Resources. The terms of reference and membership of the HRC have recently been revised by the SLT. An HR Approval Group also meets approximately twice monthly to deal with some of the more routine HR decisions, including the approval of externally funded contracts and maternity / long term sick leave cover appointments. In the context of its recently revised terms of reference, there is a need to monitor and review the effectiveness of HRC as a decision making body. In particular, its role in HR resource allocation & decision making needs to be clearly understood by HR stakeholders (Directors, Heads of School and Managers) and having regard to views expressed to the Review Team in relation to blame culture, lessons learned should be addressed in a policy context and not a blame context. Such a review should start with the HR Director and HR functional experts in particular with a view to evolving an alternative engagement model for HR-related decision making which is owned and shaped by the HR Directorate. The HRC agenda should be examined to ascertain what additional decisions could be made by the HR Approval Group and HR executive and do not need to be escalated to HRC. In advance of both HRC and HR Approval Group meetings, HR staff should continue to pre-screen documentation submitted and follow up on any missing information that may delay decision making. 6
7 4.3 Information Technology In 2004 CoreHR was implemented to help streamline workflow processes within the HR Directorate and its interactions with other departments which resulted in an efficient, qualitatively enhanced HR Service. There are currently four parts of CoreHR which are being used. Core Personnel which retains staff records and feeds directly into Core Pay for payroll purposes and Core Pensions to assist with the preparation of Pension calculations and CoreTime is used for maintaining the attendance record of administrative staff. A separate electronic system Candidate Manager is used as an online recruitment system. The panel was informed of the plan to introduce E- Recruit which will be integrated with CoreHR as a new on-line recruitment system. HR business processes heavily utilise IS platforms and HR are reliant on IS developing and implementing better HR platforms. It is vital that there is a clear mode of engagement between HR and IS. This should involve a role for the HRIS function. The Review Panel sees a strong need to assign an appropriate resource for clearly defined HRIS support for internal and external requirements, such as HEA statistics and management reporting, developing the website, electronic platforms, assisting with the interfacing between various information systems and engagement with the Institute s IS Services Unit. The Review Panel commends HR on its implementation to date of the CoreHR suite and encourages the further refinement of this suite of products with clearly defined business processes and better integration with the Institute s Agresso package, particularly in relation to organisational structure, and Research Information System. The Review Panel encourages HR to implement E-Recruit which will assist the efficiency of the recruitment activities. 4.4 Communications and Trust The self-evaluation report stressed that effective communication is a key priority for HR and that HR are continually implementing new ways to consult and communicate in what is a very complex, multi-disciplinary and dispersed organisation. Amongst other initiatives, a significant amount of time has been invested in developing the HR website. The HR website is a central point of information for the Institute s staff and contains all HR policies and procedures. Whilst recognising the previous development of the website, including the CORE portal Staff Training & Development website, the Review Panel would encourage the team to further develop the cohesive website with interactive web resources for self-service. The more that transaction based HR functions can be migrated onto electronic portals then the more capacity HR will have to provide value-added high-end HR support. The panel was informed by managers which it met, that HR staff are approachable and accessible and provide both proactive and reactive professional advice and guidance. The panel agrees that communications 7
8 are extremely important for HR Directorate and found it evident that communications need to be further improved. In particular, there should be closer communication between the Directorate of Human Resources and the Directorate of Finance & Resources. HR established a customer contact model whereby each of the HR Senior Managers is a Customer Contact for one or two Directorates or Colleges. It was evident to the panel that the current HR Customer contact model was not providing a worthwhile conduit for feedback purposes and that its current format should be discontinued. In the proposed new structure, the HR Business Partner will have a pivotal role to play in communications. However, the introduction of HR business partners will not by itself resolve the communications and culture issues, which were expressed to the Review Panel as areas of concern. Consideration needs to be given to the communications strategy of the Directorate. Currently each director is responsible for communicating HR decisions to their own staff. Recognising that line managers have the primary responsibility for communicating with their staff, the panel recommends that communication on some key HRC decisions and policies should come directly from the HR directorate. The Review Panel noted the level of consultation in relation to policy formulation and the degree of operational detail prepared for the HRC, yet communication is not successfully achieved. The Directorate needs to be clear on its key stakeholders, what their profile is and how they can be interacted with. There is a need to develop an engagement strategy, which starts with the Director and the functional experts developing an alternative engagement model which is owned and shaped by the HR Directorate and includes a number of systematic, structured feedback mechanisms and clearly explains how such feedback will be evaluated and addressed. Communications activities with key stakeholder groups need to be then planned and delivered accordingly. The panel identified a perception that staff within HR are on some occasions reluctant to provide advice and take decisions. The current economic situation and influx of policies have contributed to this. The Panel suggest that HR consider how staff in this situation can be empowered to provide advice and make decisions and kept up to date with policy developments and decisions. The panel notes that not all Institute staff have access to computing facilities and alternative means of communication should be considered for these staff. 4.5 Resourcing and Benefits Recruitment The HR Mission states that HR has a role in attracting staff of the highest calibre. The HR Directorate should consider how this can best be done and what role HR should have in this regard and how the existing processes will be changed to facilitate this. The Review Panel acknowledge that aspects of 8
9 the Recruitment process are prescribed by the Department of Education and Skills, but are also of the view that there is scope for a more value added approach from HR, within these prescribed parameters. In particular, further consideration should be given to introducing a range of selection tools that may be utilised in the selection process and to involving student representatives in the appointment of senior staff. In addition HR should develop and play a key role in helping the Institute identify specific roles and key competencies, particularly at senior levels, and to help Directorates to identify and select suitable applicants for senior appointments within DIT Personnel Administration / Contract Management With a cohort of 2700 total staff, there is a high level of day to day administration involved in handling queries, recording leave and managing contracts for current employees, in particular there is an increasing workload in contract management for temporary employees. The implementation of CoreHR has improved the efficiency of this area, particularly for nonacademic staff whose attendance record is primarily recorded by Self-Service in Core Time. In general, prior to 2009, most posts were filled on a permanent, not temporary basis and policies for all eventualities had been developed and were easily applied to issues such as recruitment, salary matters, leave issues, promotions etc. Since 2009 the work of HR has had to evolve in response to a number of external and internal factors including: The Employment Control Framework, Protection of Employees Legislation on Part-time and Fixed Term Work, National Agreements through Social Partnerships, Introduction of New Pay Scales and Restrictions on Pay, Requirements to Advertise all Fixed Term Posts, Increased number of Competitions for new Research Posts, more regular internal and external monitoring of staffing levels. HR has provided a number of training programmes and briefings sessions for line managers. HR could consider what further training opportunities can be made available to managers and how attendance at some training may be improved. This will assist line managers in avoiding some of the previous mistakes made in relation to contract management. In addition, the Review Panel believes that there is a balance to be found to mitigate the risks associated with CIDs on the one hand and loss of critical researchers on the other. The Panel recommends that HR continue to work with appropriate stakeholders to determine an appropriate mechanism to balance that risk Staffing Statistics and Reports / Approach to Metrics HR has responsibility for the production of management reports to facilitate decision making including staffing statistics, absence statistics, recruitment projections and resource planning. It was evident to the Review Panel that HR have the capacity to put together the required reports for information, planning and compliance purposes and HR are to be commended for their 9
10 adaptability to produce the various required reports. A catalogue of possible corporate reports should be agreed, compiled and made accessible. During the review visit, a number of concerns were raised in relation to data integrity. HR should consider how team capacity can be enhanced to ensure pride in data accuracy. In this context, the movement of staff in the Institute needs to be managed to ensure the accuracy of all staff listings. There appears to be a need to improve the alignment between Finance and HR systems. If changes are informed to a central service they should be recorded across all systems and a mechanism for achieving this needs to be put in place. Where processes are in place these need to be defined and made clear to all parties. Recognising the need for one accurate and reliable source of data, it is imperative that clear business processes are in place, integrated and adhered to rigorously. The panel recognise that the development of this system is not solely within the remit of the HR directorate and would encourage HR to continue to champion the development of this system. As mentioned in Section 4.3, HR have been proactive in the deployment of CoreHR functionality to date and this will provide a sound basis for the development and capture of HR impact and efficiency key performance indicators. The Review Panel recommends that the HR Directorate pursue this in a planned and focussed manner and that further consideration be given to the development of efficiency metrics, such as time for the approval process for new posts through to recruitment. Clarity around start date of processes and HR and Line Manager Responsibilities should help to determine this efficiency of these key performance indicators Succession Planning The Irish economic situation has lead to introduction of a Public Sector Employment Control Framework which requires significant reductions in staff levels and staff costs. This together with the introduction of new financial (RGAM) model places increased pressure on Schools and Units to efficiently manage their human resources. In this regard, the HR Directorate needs to give further consideration to how succession planning is implemented within the Institute. This should be a key area of responsibility for the HR Business Partner supported by the Staff Development Team Tax Saver Scheme HR Resourcing and Benefits section is responsible for the administration of the governmental Tax Saver Scheme which provides tax relief for employees who regularly use public transport. The panel was impressed with high level of praise for the efficient and professional manner in which this scheme was administered. This scheme which is administered annually provides an invaluable opportunity for HR to build on positive customer interaction and develop a friendly interface with staff across the Institute. 10
11 4.6 Employee and Industrial Relations This section of HR develops and implements Human Resource policies and procedures which are intended to foster positive employee relations and collaborative management practices based on mutual respect, trust and shared responsibilities and has responsibility for dealing with collective and individual grievances and disciplinary issues and interacting with the Trade Unions. The panel was impressed by the congenial relationship between the HR and staff representatives. The panel was presented with a detailed table of all HR policies and procedures and review dates. The panel suggests that as part of the review of these policies and procedures, specific attention is paid to referencing equality policies. HR should continue to make available copies of these policies on the HR website, ideally in one cohesive document, together with the relevant HR contact details and supporting documentation. 4.7 Staff Training and Development The panel was impressed with the annual programme of Training and Development courses provided by HR and the high praise received by staff for the efficient organisation and delivery of such training programmes. The Staff Training and Development website is well developed and maintained and provides for on-line booking of training programmes. The panel commends Staff Training and Development for the provision of OADL (Office Applications Distance Learning) and mandatory Health and Safety refresher on-line and encourages it to consider other programmes which may be provided on-line. Further consideration needs to be given to how current and future employee skills gaps are identified and the various stakeholders including Students & Student Services, Heads of School & Managers, Performance Management and Development System (PMDS) and the proposed HR Business Partners, that need to feed into this identification. Staff Training and Development needs to have a bigger role in providing training for staff who need redeployment and up/re-skilling. The panel also suggests that consideration be given to including further training for staff to recognise the signs from students who may be in difficulty (e.g. depression, anxiety and stress). In addition HR has the role to ensure that DIT management has the necessary expertise, advice and skill set to make appropriate and informed decisions on Human Resources. In this regard there have been various Management Development Initiatives introduced over the years, including the Archimedes Programme and specific training on Interview skills and Discipline & Grievance Procedures. The panel were also informed of proactive induction provided to new staff of the Institute. 4.8 Pensions 11
12 The administration of pension arrangements has changed considerably in the last ten years due to new pension legislation, increased access to the scheme, an increase in the number of retirees each year and a wider range of options available to staff. There has been a significant workload implementing the Occupational Pension Schemes (Disclosure of Information) Regulations 2006 which requires that annual benefit statements are issued to all scheme members and the Protection of Employees (Part time) Act 2001 which retrospectively in 2008 provided access to the pension scheme for parttime employees. Project teams have been put in place to implement this. The part-time staff affected have been now been identified and revised pension arrangements are in the process of being implemented and all members of the pension scheme will be issued with annual benefit statements from 2014 onwards. These activities will need to be streamlined into the day to day activities of the Pensions Unit on completion of the two projects. In addition to having responsibility for the administration of the Institute s pension scheme, the Pension Unit has a role to provide specialist support to staff to help them understand and evaluate their retirement options as well as planning ahead for retirement. High praise was received by staff for the Pensions Unit and retirement planning seminars provided. The Review Panel was also impressed with the proactive role the Pension Unit had taken in its liaison with the Paymaster General and the Department of Education and Skills. Whilst the Pension Unit receives formal feedback via a questionnaire on the retirement planning seminars, formal feedback from recent retirees could also be obtained on other aspects of the services provided. In addition further consideration could be given to how the Institute maintains contact and engagement with retired staff. 4.9 Future Development HR processes have clearly been embedded across the Institute. The HR Directorate should build on this and seek further process efficiency and quality management information through excellent business processes. In the context of the management and deployment of scarce resources the HR Directorate needs to identify which aspects of its current operation might be better achieved through shared services and national collaboration. The focus on business process mapping and further development of HRIS will enable DIT to lead or respond to opportunities for HR shared services that may arise. In addition, a strong focus on process discipline will facilitate and develop the type of culture change necessary for successful shared services. The HR self study report identified the distance of HR from the academic business of DIT as a key challenge, and provided details on a number of customer focused initiatives that have been introduced and enhanced over recent years in an attempt to bring the HR service closer to the core business of the Institute. The panel recommends that further consideration be given to how HR can bring its service closer to the core business of the Institute. This should include greater staff and student feedback to improve and inform processes. HR should have a presence at Academic Council, to assist with 12
13 understanding the academic needs of the Institute. In particular Staff Development should become involved in the Quality Assurance Sub- Committee of Academic Council. In this way there is an opportunity to identify trends in staff needs together with gaining a better understanding of academic issues. The Technological University Dublin proposal will require skilled expertise from HR management in determining the future shape of the Institute and how its staffing resources may optimally fit within a wider TUD context and how revised staff contracts will best facilitate the requirements for teaching, research, engagement and student support. HR should be responsible for the development policy and guardians of its implementation. Senior Line Managers across the Institute have a direct role in ensuring compliance. In this regard, appropriate continued involvement of key stakeholders in policy development and review is recommended in order to ensure understanding and buy in. 5. Conclusion of the Panel The Review Panel found a professional, qualified and committed HR Directorate. The review event was conducted in a professional and courteous manner and involved open, honest and sincere dialogue and debate. It was clear that the Management team worked closely together to deliver on the HR agenda for DIT. There were clear areas of excellence in many of the functions discharged by HR. All areas of HR received positive comments from the various segments of the DIT community with which the Review Panel met. However it did not appear that this was generally evident to the users or customers of HR services. The Review Panel formed the view that the existing parts of the HR Directorate were, for the most part, functioning well but that HR as a whole was capable of functioning to a higher level in support of DIT strategic objectives. The HR Directorate in its presentation to the Review Panel identified the following key challenges in its future development: Effective Engagement with Managers Pro Active not Accident Recovery Resource Planning Greater Emphasis on Bespoke Employment Contracts Closer to the Business Role / Function Clarity To better address each of these issues in an effective and measurable manner, the HR Directorate should identify a clear metric of goals, timelines and deliverables for each challenge in an action plan. The following comments are intended to assist with this process. The Review Panel recommends that HR adopt a more proactive approach towards communications both within and without the HR Directorate. In times 13
14 of organisational change and uncertainty, continual and open communication is vital particularly in vertical directions. HR should examine what are the best mechanisms to communicate with its stakeholders. This should include identifying deficiencies in documentation prior to submission for decision at executive meetings and could include an advertised calendar for HR events, roadshows and information sessions. It was clear to the Review Panel that central directorates have effective and constructive one-to-one working relationships with HR. But HR itself has identified getting closer to the business of DIT (i.e., the academic mission of DIT) as a key challenge. While the HR Business Partner will contribute greatly to achieving this, the Review Panel recommends that HR examine a range of ways to get closer to the core business of DIT. HR needs to develop a clear knowledge of key stakeholders, what their profile is and how they interact with and assist HR with its effective operation. To continue the point above, the Review Panel recommends that HR develops an engagement strategy to review the effectiveness of HRC as a decision making body. Such a review should start with the HR Director and HR functional experts in particular with a view to evolving an alternative engagement model for HR-related decision making which is owned and shaped by the HR Directorate. In its proposed re-structuring of the HR Directorate, the Review Panel recommends that HR ensure that it has highly competent functional experts who will be comfortable playing key roles in proactively developing initiatives to take the Institute forward. The Review Panel recommends that HR ensures that relevant HR business processes are completed and implemented and also that role descriptions are detailed for all elements of HR Directorate. This will greatly facilitate business process discipline for identified accountable managers within and outside of HR. In tandem, HR should complete and implement a coherent structure. This, coupled with the appointment of HR Business Partners, should enable the HR Directorate to drive a more comprehensive and supportive function. 14
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