Implementing a human resource strategy as a key task of university management

Transcription

1 1 Implementing a human resource strategy as a key task of university management Torbjørn Digernes, Rector Norwegian University of Science and Technology (NTNU) CESAER 2012 «The Battle for Brains»

2 2 How can a university compete in the battle for brains? Objectives: Hire the best - Targeted recruitment of staff Recruit the best students Good reputation for high quality in our core activities, research and education Give people opportunities to grow and flourish retain the best Deliver good ambassadors: Candidates who are content with their education and excellent in their fields registered students, 7596 admitted in Bachelor and Master degrees awarded 335 doctoral degrees awarded (36 % women, 25% foreign nationality) person-years employed in education and research; 622 full professors, 600 associate professors Budget: EUR 693 mill.

3 3 NTNU organisation

4 4 STUDIES Master s degrees awarded Area of study Technology Social sciences Humanities Medicine Science Architecture Psychology Integrated 5- yr Teacher Programme Performing Music Fine Art 9 10 Health Studies 7 7 SUM

5 5 HR function - organisation Shared Service Center Local Business Partner Center of Expertise HR professionals in central unit, faculties and departments Center of Expertise and HR development are organised as project matrices A lot of network based activities drives to continous improvement and learing within the profession.

6 6 HR at NTNU: a life span idea Vision, values, strategy and goals Reputation as an attractive employer Perform Transfering competance to organisation Open, safe and secure work environment Attract and Recruit Integrate Finish Recruitment in a long-term perspective Entrants are integrated and productive Performance and career options Develop and retain Systematic development and coaching Enthusiastic ambassadors Unified HR objectives Systems, support and infrastructure Organisational competence and culture

7 7 How to get there Leadership development HR development: People, service and organisation System development Attain HR Quality: Charter & Code Health, Safety and Environment

8 8 Leadership development New line managers strong in their academic fields, but sometimes novices in the leadership area Need to professionalize leadership in the organisation Continuous leadership development programs Programs are custom-made to suit our leaders challenges at different states in their career

9 9 Development of the HR services Project «From Personnel to HR» Goals - Capable employees to perform our core HR services - A central shared service senter with specialist functions - Efficient and effective work processes - HR as a strategic partner Actions - Building a HR identity and professionalism, networking and sharing competance and best practices - Competance development among HR service personel; «HR School» - Work process analysis and improved procedures - Focus on quality and efficiency

10 10 System development Employees to have routine access to information regarding their employment and general terms, in addition to good services in more complex issues The leaders and HR-professionals are moving from reporting to strategic modelling perspective on HR Challenging the prior data, structure and analytic competence and use HR is an important integrated part of NTNU s Management information system supporting leaders at all levels Reporting Metrics Analytics Modelling

11 11 Attain HR Quality: Charter & Code NTNU looks at the European Charter for Researchers and the Code of Conduct for the Recruitment of Researchers as an important quality standard Adopting Charter and Code adds to the reputation of an institution NTNU signed up in 2008 Obtained HR excellence in research logo in 2010 Expect external evaluation in 2014 Charter and Code gives an extra motivation to internal quality development

12 12 Improving Health, Safety and Environment HSE: Both physical and psycho-social aspects HSE An integrated part of leadership development Make the leaders responsibility for HSE clear to them Increased focus on HSE in managment meetings Strengthened the HSE-unit Implemented a information system for deviation reporting, handling and closure

13 13 The battle for brains critical elements Strategic Manning Plans Searching for talent Attractiveness as employer Selection process Immigration and social integration NTNU International Researcher Support Development Skills, opportunities, career planning and councelling Training in research management

14 14 Conclusion Succeeding in the Battle for the Brains is essential for universities aiming at international excellence The inherent qualities of the university s core activities, as well as the supporting activities are determining the success Good HR services and competence is an important part of these qualities