Right: People Roles Recognition - Culture

Size: px
Start display at page:

Download "Right: People Roles Recognition - Culture"

Transcription

1 Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge and attributes. Together we will foster a culture where everyone feels engaged, empowered and recognized for their contribution. Right: People Roles Recognition - Culture P1 People P2 Roles P3 Recognition P4 Culture Priorities People share RGU values and ambitions; feel engaged and involved and experience effective leadership at all levels Everyone understands their role and how they contribute to our success, People feel valued and respected, and are treated equitably and fairly People feel that their wellbeing is taken seriously and that they are involved in, and consulted on important decisions A1.1 Clarify our values A2.1 Redefine current roles A3.1 Align strategy for incentives and rewards to RGU priorities A4.1 Embed and promote employee wellbeing Actions A1.2 A1.3 A1.4 Enhance our leadership capability Nurture talent t Ensure effective performance management A2.2 A2.3 Redefine role expectations Enhance organizational flexibility A3.3 A3.2 Align core pay/grade & benefit system to priorities Redefine career development and progression policy & practice A4.2 Ensure effective communication Ensure meaningful A4.3 involvement in decision making

2 Priority 1 People People share RGU values and ambitions; have the knowledge, attitude and skills to contribute meaningfully to our strategic aims; and people experience effective leadership at all levels. A1.1 Clarify our Values Restate our current values and required attitudes and behaviours A1.2 Enhance our leadership capability so that people experience effective Review expected attitudes and behaviours which will be required of our leaders to deliver our university strategy leadership at all levels Embed expected attitudes and behaviours into the appointment and development of all leaders/managers and into their performance review process Develop, recruit and appoint leaders who are aligned to our values and show the qualities, attitudes and behaviours we need Develop leaders/managers at all levels as people coaches Integrate change and change management as a core facet of leadership at all levels A1.3 There is a planned approach to nurturing talent and identifying Develop university talent management and succession strategy, policy and plans to support institutional strategy future leaders Implement our planned approach to nurturing talent and identifying future leaders Revisit and revise the university staff development strategy and plans to ensure that these are aligned to university priorities and maintain an effective flow of role-ready talent A1.4 Ensure effective performance management Strengthen how we discuss, agree and describe objectives, targets and milestones and how we monitor and appraise performance, focused on effective outcomes Coach and support leaders/managers to tackle under-performance within their teams Review how we manage and use performance data, with a view to implementing a more integrated system

3 Priority 2 Roles Everyone understands their role and how they contribute, as individuals and in teams, to our success. There is a clear understanding of accountabilities, responsibilities and performance expectations. A2.1 Re-define roles, expectations, accountabilities and responsibilities Revisit current role requirements at all levels in terms of expectations, accountabilities and responsibilities Agree generic and specific roles required to deliver the university strategy Use language that is clear and unambiguous in its meaning and intent A2.2 Align re-defined roles into our recruitment, retention and Revisit how we describe roles to include statements that focus on effective relationships, attitudes, behaviours, performance and outcomes performance processes Align statements about values, attitudes, role expectations and behaviours in all person specifications and in performance management processes Strengthen selection methods and appointment decisions against these criteria to ensure quality appointments A2.3 Enhance organisational flexibility Maintain an overview of current and future skill needs; identify gaps and plan to ensure required capacity and capability Implement our succession planning process to manage future skill needs Identify, assess and adopt approaches to workforce models, planning and utilisation that are more suited to future needs

4 Priority 3 Recognition People feel valued, have opportunities to develop and are rewarded equitably and fairly for their contribution. A3.1 Align strategy for incentives and rewards to RGU priorities A3.2 Align core pay/grades and benefit system to priorities A3.3 Redefine career development and career progression policy & practice Engage all staff in developing our recognition and reward arrangements to better align to institutional priorities Promote our total reward and recognition arrangements to ensure that all staff understand the total value they gain from working for RGU Develop pensions strategy as part of the overall reward offer ensuring that provision is appropriate for our diverse workforce Review arrangements for grade and pay progression, ensuring that both are widely understood and aligned to university strategic needs Review existing career development and career progression policy, practices and processes Clearly articulate our future needs and any new arrangements for career development and career progression Clarify ownership of career development and how we can support people with their aspirations Ensure continuing personal and professional development is actively prioritised and supported

5 Priority 4 Culture People are treated with respect and know that their wellbeing and health and safety are taken seriously. People are consulted and involved in decisions that affect them. A4.1 Promote wellbeing Place wellbeing at the heart of our overall strategy by finalising an employee wellbeing strategy, policies and plans that fully integrate with our aspirations as a healthy university Embed wellbeing into our culture by making employee health, safety and wellbeing an explicit manager/leader responsibility Review our academic workload management processes to ensure fair and equitable distribution of work A4.2 Ensure effective communication Listen to, receive feedback from and respond appropriately to staff Ensure staff are consistently well informed and feel included Ensure regular, appropriate and consistent communication across all parts of the A4.3 Increase involvement in decision making university Ensure the importance of and responsibility for effective decisions, and the communication thereof, is understood at every level Embed an expectation of effective and informed decision making into our culture Further develop arrangements for staff contribution to and involvement in, negotiation and consultation on employment related matters

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

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

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

JOB DESCRIPTION. Leadership: Provide vision, leadership and direction for the college.

JOB DESCRIPTION. Leadership: Provide vision, leadership and direction for the college. JOB DESCRIPTION Job Title: Reports to: Principal Board of Governors Main Purpose of the Job Leadership: Provide vision, leadership and direction for the college. Learning: Create and maintain a productive

More information

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1 Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate

More information

UNIVERSITY OF BRIGHTON HUMAN RESOURCE

UNIVERSITY OF BRIGHTON HUMAN RESOURCE UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for

More information

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:

More information

Guide on Developing a HRM Plan

Guide on Developing a HRM Plan Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

GENDER DIVERSITY STRATEGY

GENDER DIVERSITY STRATEGY GENDER DIVERSITY STRATEGY Purpose TMB s Gender Diversity Strategy acknowledges the value of a gender diverse workforce and details our commitment to ensuring that all workplace policies support and enable

More information

Managing Performance: A Practical Guide for Implementing Best Practices. Ontario Network of Employment Skills Training Projects (ONESTEP)

Managing Performance: A Practical Guide for Implementing Best Practices. Ontario Network of Employment Skills Training Projects (ONESTEP) Managing Performance: A Practical Guide for Implementing Best Practices Ontario Network of Employment Skills Training Projects (ONESTEP) Table of Contents Introduction... Performance Management... Planning

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

We HAVE to do Performance Reviews We GET to do Career Development

We HAVE to do Performance Reviews We GET to do Career Development We HAVE to do Performance Reviews We GET to do Career Development Engaging Employees through Career Development NCCI 2014 Conference Presentation Dr. Kathy Burkgren Chris Halladay Employee Engagement:

More information

Employee Management and Development Kit

Employee Management and Development Kit Employee Management and Development Kit The voice for parents and service providers CONTENTS INTRODUCTION OVERVIEW: EMPLOYEE MANAGEMENT & DEVELOPMENT What is EM&D?... 1 Why use EM&D?... 1 What are the

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

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

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

Talent Management Framework

Talent Management Framework Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular

More information

HUMAN RESOURCES SPECIALIST

HUMAN RESOURCES SPECIALIST 1 HUMAN RESOURCES SPECIALIST Santa Conradie (Former Tiger Brands and ABSA / Barclays Bank) 32 Years of Human Resource experience in the Manufacturing, Pharmaceutical and Financial Services industry. Passionate

More information

A guide to strategic human resource planning

A guide to strategic human resource planning A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall

More information

Recruitment and Retention Guidance Appraisal and 360º feedback

Recruitment and Retention Guidance Appraisal and 360º feedback Recruitment and Retention Guidance Appraisal and 360º feedback Page 1 The main purpose of an Appraisal is to assist employees to develop their performance which in turn will contribute to the overall development

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Section Three: Ohio Standards for Principals

Section Three: Ohio Standards for Principals Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process

More information

Core Leadership Competencies

Core Leadership Competencies Core Leadership Competencies The following guidance further clarifies the distinctions between levels of performance for the 8 core competencies outlined in Element 1 of all DHS SES performance plans.

More information

Does Your Business Strategy Prioritize Talent Management?

Does Your Business Strategy Prioritize Talent Management? ISSUE ANALYSIS Does Your Business Strategy Prioritize Talent Management? Successful talent management strategy starts with leadership By: Lynn Roger, Chief Talent Officer, BMO Financial Group Executive

More information

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN

More information

DFID CORE COMPETENCY FRAMEWORK

DFID CORE COMPETENCY FRAMEWORK DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019 A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,

More information

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT

INVESTORS IN PEOPLE ASSESSMENT REPORT INVESTORS IN PEOPLE ASSESSMENT REPORT Birmingham City University Human Resources Department Page: 1 of 19 Key Information Assessment Type Review Investors in People Specialist Name Bob Morrison Visit Date

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Improve Sales Performance

Improve Sales Performance Improve Performance by Investing In Talent Management Competitive compensation programs have their place in motivating sales teams, but not all sales force performance problems can be solved with money.

More information

FAO Competency Framework

FAO Competency Framework FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from

More information

Strategic human resource management toolkit

Strategic human resource management toolkit 19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Workforce Strategic Plan 2011 2014

Workforce Strategic Plan 2011 2014 Workforce Strategic Plan 2011 2014 Foreword The Department of Education and Training, supported by a workforce of approximately 80,000 people, delivers world class services to Queensland across the education,

More information

NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK

NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK 09/26 NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK EXECUTIVE SUMMARY From April 2009 an NHS wide common approach to complaint handling comes in to effect. This provides

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by:

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by: For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

National standards of excellence for headteachers. Departmental advice for headteachers, governing boards and aspiring headteachers

National standards of excellence for headteachers. Departmental advice for headteachers, governing boards and aspiring headteachers National standards of excellence for headteachers Departmental advice for headteachers, governing boards and aspiring headteachers January 2015 Contents Summary 3 About this departmental advice 3 Review

More information

9Lenses: Human Resources Suite

9Lenses: Human Resources Suite 9Lenses: Human Resources Suite 9Lenses Software for HR Leaders 9Lenses Software for HR Leaders Software Overview: People are an organization s most valuable asset. With 9Lenses Software for HR Leaders,

More information

Job description - Business Improvement Manager

Job description - Business Improvement Manager Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for

More information

Employee Engagement Survey 2015. Nova Scotia Government-wide Report

Employee Engagement Survey 2015. Nova Scotia Government-wide Report Employee Engagement Survey 2015 Nova Scotia Government-wide Report Employee Engagement Survey 2015 This summary report provides information on the state of employee engagement in the Nova Scotia public

More information

Talent Management: BRAC s changing paradigm

Talent Management: BRAC s changing paradigm Talent Management: BRAC s changing paradigm BRAC A global leader in creating opportunity for the world s poor BRAC is a development organization dedicated to alleviating poverty by empowering the poor.

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016

Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016 Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016 Page 1 of 8 1. Introduction 1.1. Context and Swinburne s HR Strategic Planning Framework Swinburne has established its

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job

More information

T H E P E O P L E S T R A T E G Y EB INDUCTION SESSION, 12 JANUARY 2015

T H E P E O P L E S T R A T E G Y EB INDUCTION SESSION, 12 JANUARY 2015 T H E P E O P L E S T R A T E G Y EB INDUCTION SESSION, 12 JANUARY 2015 Agenda People Strategy our vision Update from your feedback in the Second Informal Consultation Four Imperatives our strategic focus

More information

Human Resources People Strategy, 2014 to 2019 1. Human Resources People Strategy 2014 to 2019

Human Resources People Strategy, 2014 to 2019 1. Human Resources People Strategy 2014 to 2019 Human Resources People Strategy, 2014 to 2019 1 Human Resources People Strategy 2014 to 2019 2 Human Resources People Strategy, 2014 to 2019 Human Resources People Strategy, 2014 to 2019 Deliver academic

More information

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?

More information

LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY

LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY Policy Number: STRAT/0016/v2 Issue/Version No.: 2 LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY Current Status: Ratified Compliance All members of Tees, Esk and Wear Valleys NHS Foundation Trust staff

More information

The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses. Copyright 2007 SuccessFactors, Inc.

The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses. Copyright 2007 SuccessFactors, Inc. The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses Copyright 2007 SuccessFactors, Inc. I. Introduction More successful small and mid-sized companies

More information

HUMAN RESOURCE STRATEGY 2015-2019

HUMAN RESOURCE STRATEGY 2015-2019 HUMAN RESOURCE STRATEGY 2015-2019 February 2015 CONTENTS 1. Background and Introduction 2. Business Context 2.1 The Internal Context 2.2 The External Environment 3. Development of the 2015-2019 HR Strategy

More information

BUILDING A BUSINESS CASE FOR PERFORMANCE & DEVELOPMENT PLANNING (PDP) SYSTEMS

BUILDING A BUSINESS CASE FOR PERFORMANCE & DEVELOPMENT PLANNING (PDP) SYSTEMS iedex online ty Ltd ABN 65 081 927 513 BUILDING A BUSINESS CASE FOR ERFORMANCE & DEVELOMENT LANNING (D) SYSTEMS iedex ty Ltd 2/17 Raglan Street South Melbourne VIC 3205 hone : (03) 9696 1222 Fax: (03)

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

School business management competency framework

School business management competency framework Professional development Schools School business management competency framework A guide to continuous professional development for SBMs Foreword National Association of School Business Management The

More information

Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning

Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning Allen Kriete Vice President, Healthcare Services; TEKsystems Sanja Licina Senior Director, Talent Intelligence and Consulting;

More information

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)

More information

Performance Management Guide For Managers

Performance Management Guide For Managers Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.

More information

National Standards for Headteachers

National Standards for Headteachers Guidance Organisation & Management National Standards for Headteachers Staff Management Status: Information Date of issue: 10/2004 Ref: DfES/0083/2004 Contents Introduction 2 Shaping the Future 6 Leading

More information

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

GLOBAL PERFORMANCE MANAGEMENT TRENDS

GLOBAL PERFORMANCE MANAGEMENT TRENDS GLOBAL PERFORMANCE MANAGEMENT TRENDS The performance management process has been an established business practice for more than 50 years, yet for many companies it remains one of the more challenging aspects

More information

BSB51107 Diploma of Management

BSB51107 Diploma of Management BSB51107 Diploma of Management Competency Unit Information and Vocational Outcomes Group A elective choose 5 units from the list of competencies under group A. Then choose 3 units from either Group A or

More information

Our People Strategy 2016-17. Living our Values

Our People Strategy 2016-17. Living our Values Our People Strategy 2016-17 Living our Values Approved by the Board of Governors 25 November 2015 1. Mission and Values, taken from our Corporate Plan Our Mission We are exceptional and imaginative in

More information

inclusive Talent Management Comprehensive Implementation Handbook and Toolkit

inclusive Talent Management Comprehensive Implementation Handbook and Toolkit inclusive Talent Management Comprehensive Implementation Handbook and Toolkit Helping You to Maximise the Potential of Your People and Your Organisation 2 nd Edition May 2014 Supporting you in partnership

More information

SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT

SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?

More information

Commissioner for Ethical Standards in Public Life in Scotland

Commissioner for Ethical Standards in Public Life in Scotland Introduction PERFORMANCE MANAGEMENT SYSTEM GUIDANCE DOCUMENT Purpose of Our Performance Management System Our performance management system is the process we have adopted to help establish a culture in

More information

Human Resources and Training update

Human Resources and Training update 4 November 2014 Performance and Resources Board 11 To consider Human Resources and Training update Issue 1 This report provides an update on policy developments relating to Human Resources and Training.

More information

Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4

Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4 Standard 1: Purpose and Direction 1.1 The system engages in a systematic, inclusive, and comprehensive process to review, revise, and communicate a system-wide propose for the student success. The system

More information

DIPLOMA OF MANAGEMENT BSB51107 or DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615. Study Support materials for

DIPLOMA OF MANAGEMENT BSB51107 or DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615. Study Support materials for DIPLOMA OF MANAGEMENT BSB51107 or DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615 Study Support materials for Develop and Manage Performance Management Processes - BSBHRM512 STUDENT HANDOUT Elements and

More information

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the

More information

Human Resources. Values for Working Together and Professional Behaviours

Human Resources. Values for Working Together and Professional Behaviours Human Resources Values for Working Together and Professional Behaviours A message from the Vice-Chancellor The new Human Resources Strategy, Working Together: A Strategy for Success, in tandem with the

More information

Job description Customer Care Team Leader (Engagement)

Job description Customer Care Team Leader (Engagement) Job description Customer Care Team Leader (Engagement) Main purpose of job The Customer Care Team Leader will manage the day to day running of the internal Customer Care engagement team, ensuring it provides

More information

INFRASTRUCTURE & TECHNICAL SERVICES MANAGER JOB & PERSON SPECIFICATION DECEMBER 2015

INFRASTRUCTURE & TECHNICAL SERVICES MANAGER JOB & PERSON SPECIFICATION DECEMBER 2015 INFRASTRUCTURE & TECHNICAL SERVICES MANAGER JOB & PERSON SPECIFICATION DECEMBER 2015 Position Title: Infrastructure & Technical Services Manager Position Number: NEW Faculty/Division: Faculty of Engineering,

More information

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014)

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) 1 Educational Leadership & Policy Studies Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) The comprehensive exam is intended as a final assessment of a student s ability to integrate important

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

National Learning Initiative

National Learning Initiative NLI National Learning Initiative A national skills and learning framework for the voluntary sector A collaborative project of the Association of Canadian Community Colleges and the Coalition of National

More information

ACT PUBLIC SERVICE. Whole of Government Performance Framework Guidance Statement

ACT PUBLIC SERVICE. Whole of Government Performance Framework Guidance Statement ACT PUBLIC SERVICE Whole of Government Performance Framework Guidance Statement Table of Contents Contents...2 INTRODUCTION BY THE HEAD OF SERVICE AND COMMISSIONER FOR PUBLIC ADMINISTRATION 3 1. THE ACTPS

More information

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN THE WORKPLACE IS CHANGING There s a new dynamic in employee and employer relationships. Employees want to learn and grow throughout their entire careers. They

More information

VF Corporate HR Mission

VF Corporate HR Mission VF Corporate HR Mission Human Resources is a Global Strategic Partner committed to achieving VF objectives by Maximizing Talent, Building Leaders, and Advocating a Culture of Integrity and Respect. Talent

More information

Performance Appraisal & Planning Policy and Procedures

Performance Appraisal & Planning Policy and Procedures Performance Appraisal & Planning Policy and Procedures March 2012 SECTION 1: CONTEXT... 3 1 Introduction... 3 2 Definition... 3 3 Context... 3 4 Workplace diversity... 3 SECTION 2: PERFORMANCE APPRAISAL

More information

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your

More information

People. 100 Roche Business Report 2008 Corporate Responsibility. Employees (full-time equivalent, FTE) by regions 2008

People. 100 Roche Business Report 2008 Corporate Responsibility. Employees (full-time equivalent, FTE) by regions 2008 100 Roche Business Report 2008 Corporate Responsibility People People are a core factor in our business success we need people who are enthusiastic about their job and about their employer. This enthusiasm

More information

Public Service Commission

Public Service Commission Public Service Commission Strategic Plan Part A, 2011-2016 Year 5 2015/16 Promoting and modeling excellent human resource practices Message from the Minister It is my pleasure to update the Public Service

More information

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells

More information

Career Management. Succession Planning. Dr. Oyewole O. Sarumi

Career Management. Succession Planning. Dr. Oyewole O. Sarumi Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development

More information

PERFORMANCE & DEVELOPMENT PLANNING (PDP) RETURN ON INVESTMENT (ROI) ASSESSMENT

PERFORMANCE & DEVELOPMENT PLANNING (PDP) RETURN ON INVESTMENT (ROI) ASSESSMENT iedex online Pty Ltd ABN 65 081 927 513 PERFORMANCE & DEVELOPMENT PLANNING (PDP) RETURN ON INVESTMENT (ROI) ASSESSMENT iedex Pty Ltd 2/17 Raglan Street South Melbourne VIC 3205 www.iedex.com.au Phone :

More information

The role of Head of HR

The role of Head of HR The role of Head of HR Brook is looking to appoint its first permanent Head of Human Resources as part of the final stages of merging into single, unified organisation. This role will develop an ongoing

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

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6 The integrated leadership system ILS support tools Leadership pathway: Individual profile APS6 APS 6 profile Supports strategic direction Achieves results Supports productive working relationships Displays

More information

Talent Management & Succession Planning Masterclass

Talent Management & Succession Planning Masterclass Talent Management & Succession Planning Masterclass The Capital 20 West Hotel, Johannesburg, South Africa 24 27 March 2015 WHAT YOU WILL ACHIEVE: Increase your working knowledge and your ability to manage

More information

Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015

Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015 Job title: Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015 Contract type: Permanent About Teach First How much you achieve in life should not be determined

More information