Partnering. with our. Clients

Transcription

1 Partnering with ur Clients Human Resurces Five-Year Strategic Plan 2010 t

2 TABLE OF CONTENTS RYERSON S MISSION STATEMENT THE BASIS FOR THIS STRATEGIC PLANNING DOCUMENT... 1 HUMAN RESOURCES STRATEGIC APPROACH... 2 THE VALUE PROPOSITION... 2 THE DESIGN PRINCIPLE... 3 OUTCOMES FOR THE UNIVERSITY... 5 HR TRANSFORMATION MODEL... 7 HUMAN RESOURCES STRATEGIC OBJECTIVES: 2010 TO OBJECTIVE 1: HR AS A STRATEGIC PARTNER, MANAGING STRATEGIC HUMAN RESOURCES... 9 OBJECTIVE 2: HR AS AN ORGANIZATIONAL EFFECTIVENESS PARTNER, MANAGING UNIVERSITY INFRASTRUCTURE OBJECTIVE 3: HR AS AN EMPLOYEE EFFECTIVENESS PARTNER, MANAGING EMPLOYEE CONTRIBUTIONS OBJECTIVE 4: HR AS A CHANGE AGENT; ANTICIPATING, IDENTIFYING AND MANAGING CHANGE

3 RYERSON S MISSION STATEMENT Ryersn University s missin is the advancement f applied knwledge and research t address scietal need, and the prvisin f prgrams f study that prvide a balance between thery and applicatin. THE BASIS FOR THIS STRATEGIC PLANNING DOCUMENT 1. Alignment with Ryersn University s Academic Plan fr which has at its fundatin, the fllwing pririties: High-quality, scietally-relevant undergraduate and graduate prgrams Student engagement and success Learning and teaching excellence Increase Schlarly, Research and Creative activity Build n ur Reputatin 2. Qualitative research that was cnducted acrss ur client base in August Assessment f clients cre needs related t the delivery f prgrams and services, aligned with the University missin and Academic plan, which indicate that HR must: Prvide greater clarity n the rle and respnsibilities f HR. Prvide tls t empwer ur clients t meet their wn HR requirements and, at the same time, fully supprt them in thse areas f HR that are utside their cmfrt level and expertise. Ensure the value prpsitin assciated with ttal cmpensatin fr current and prspective emplyees is well cmmunicated and understd. Make accessible, meaningful metrics and data t track trends and utcmes. 1

4 HUMAN RESOURCES STRATEGIC APPROACH The Value Prpsitin The HR Value Prpsitin articulates utcmes HR will deliver t the University cmmunity supprting its needs and the cre values that are part f its service delivery. It is a cmmitment and a prmise t the faculty and staff f the University and is the basis fr ur self-assessment and metrics. As Human Resurces prfessinals ur intent is t: Partner/cllabrate with cnstituents and cnsistently exceed their expectatins Invest in human capacity and readiness t meet the future Create innvative alternatives, slutins and services that are respnsive t rganizatinal needs and cnsistent with the best human resurces practices Prvide results-based interventins that respect the principles f merit, penness, transparency, integrity and prfessinalism. Regularly cmmunicate with ur clients t keep them infrmed f ur nging activities and ur prgress twards shared gals and bjectives Wrk cllabratively and in crss-functinal teams t benefit frm the synergy f wrking with a diversity f experience, knwledge and cmpetencies. Therefre, as we deliver expertise, service and value t the University cmmunity we will ensure that these are: Central and relevant t the University s issues Linked directly t the University s academic plan, pririties and gals Directed tward supprting and imprving decisin-making Respnsive t the needs f management and leadership Cntribute t institutinal capacity and readiness fr the future We prmte, deliver and cntinuusly renew: Integrity and high ethical standards Cnfidentiality Accuracy and reliability in the utcmes we prduce 2

5 Sustainable, effective relatinships with thse we service Active listening and respnse t the HR challenges f the university Attentin t issues that are central t the University Create alternatives in prblem slving by develping practive prgrams and building effective slutins The Design Principle The design principles are the basis fr tactical HR service delivery and the design cmpnents f the HR system that deliver utcmes t the University cmmunity. They link the visin, value prpsitin and delivery. David Ulrich s cncepts and paradigm cncerning cntemprary human resurce management have been the basis fr the design and are the bjectives fr the enactment f the HR service delivery system. Cntent: HR is respnsible fr ensuring that the rganizatin has capable talent that is prepared fr the future and respnsive t clients; that technlgy and knwledge management are tls that blster innvatin and efficient and cntinuus quality; that alliances and cllabratin are fstered; and leadership is prepared. Cntributin: In executing its accuntabilities, HR fulfils the rles f a cach t management and leadership; architect f rganizatinal structures and capabilities; designer and deliverer f creative slutins; facilitatr f peple interactins; and leadership thrugh example. Cmpetencies: HR must develp a high degree f cmpetence in HR strategy, delivery and knwledge f the business and technlgy. Persnal credibility is the fremst cmpetency. Channel: The delivery f excellence in HR services and slutins is prduced thrugh a variety f rganizatinal appraches. Line managements and unit HR play a pivtal rle in develping and enacting slutins fr lcal issues. HR Strategy, Centres f 3

6 Expertise, Shared Services, e-hr and utsurcing partners are cmbined t deliver cre HR services efficiently, effectively and in a cst effective manner. D the right things rights, at the right time Understand the departmental/faculty businesses and their needs Prvide slutins and alternatives nt rule enfrcement Achieve ease f access and expertise and services fr ur client grups Maximize the pwer f technlgy t deliver HR services as clse t the client grup as pssible Be knwn fr creativity and flexibility in respnding t the service requirements and needs f ur clients Ensure that custmer interactins have the lk and feel f persnal service and partnership, easily accessible and at the client s lcatin Make it ur respnsibility t develp a university envirnment that incrprates a welcming and psitive tne and viewpint twards its peple Maintain a service delivery system that prduces relevant, accurate and timely critical data and management reprting which infrms management s and leadership s decisins and meets their defined needs Knw that design wrk is never finished. This will always be a wrk in prgress. We will be the best f the best thrugh ur creativity and cmmitment Prvide practive supprt fr majr events and changes thrugh cmmunicatin internally and with ur clients Infrm the university cmmunity f ur value adding services and expertise Supprt and enable wrkplace realities and prmte respnsible stewardship thrugh plicy develpment Be resurce respnsible Make everyne an insider Supprt these principles within ur internal culture by investing in cntinuus building f cmpetencies and expert skills 4

7 Outcmes fr the University Strategic HR Relevant cntemprary HR strategies that address University-wide and lcal challenges are develped and enacted Excellence in prject and change management t implement strategies Measurement using effective and accurate HR metrics t ensure utcmes are achieved Effective strategic cmmunicatin t market, prmte, supprt and deliver HR prducts and services, and cnnect the HR cmmunity, faculty and staff Organizatinal Infrastructure Ttal Cmpensatin strategy, structure and tls Jb evaluatin strategy relevant, accessible and easy t use Technlgy that supprts ease f access f relevant, simplified and cntemprary HR plicy, services and slutins Supprt recruitment prcesses that are respnsive and use technlgy effectively Web-based technlgy t decentralize access t decisin data and tls, migrate decisin making t lcal levels and transfrm cre HR frm transactin t cnsulting and slutins delivery Emplyee Cntributins Imprved wrkplace health & wellness and effectiveness f university departments Supprt fr cmpetency building that supprt wrkplace perfrmance f faculty and staff Imprved cmmunicatin, building effective teams; learning abut best practices and btaining essential infrmatin that will lead t wrkplace imprvements A cntemprary ttal cmpensatin strategy that will attract, supprt high prductivity, retain and advance cmpetent and cmmitted staff Create and sustain a wrld-class knwledge base fr HR practice and ensure the highest levels f practice within the departments and cre HR 5

8 Transfrmatin & Change Help faculty and staff plan and deal with rapid change Assist departments with rganizatinal analysis and design Institutinal Balance Reslve wrkplace cnflict and disputes using appraches that fster clear cmmunicatin and candr, facilitate respectful interactins and yield slutins f mutual agreement Build campus cultural cmpetencies that enhance the ability fr all members f a diverse University cmmunity t fully cntribute Assist faculty and staff and their dependents in balancing the stressrs and demands f persnal and wrk life issues Ethical Envirnment Develp principles and directins suited t the University that supprt and prmte individual departmental initiatives aimed at enhancing the lcal wrkplace climate 6

9 HR TRANSFORMATION MODEL The fllwing table utlines the cre rganizatinal design principles and utcmes fr the delivery f HR services t the Ryersn cmmunity. It is based n the cnceptual mdel created by David Ulrich fr cntemprary human resurce management, and tempered by the results f the recent research cnducted by HR with clients and staff. FUNCTION DELIVERABLE/OUTCOME ROLE Management f strategic human Executing strategy Strategic partner resurces Implement new HR department structure and cmplete transfrmatin; functin as a chesive cllective f expertise. Be accuntable at the highest standard, based n apprpriate metrics and benchmarking. Have a deep knwledge and understanding f the University envirnment, faculties and departments. Be truly in tune with client needs, and establish psitive meaningful relatinships with clients; serve as an advisr and partner. Empwer clients t better manage human resurce issues and emplyee relatins. Management f university infrastructure Building an efficient infrastructure Organizatinal effectiveness partner Deliver nn-hrms transactins with reliable speed and accuracy. Prvide HR services as efficiently as pssible, utilizing technlgy. Stabilize and deliver n the prmise f the HRMS. Prvide up-t-date and accurate data t empwer lcal decisinmaking. Offer relevant and cntemprary prgrams and services. 7

10 FUNCTION DELIVERABLE/OUTCOME ROLE Management f emplyee cntributin Management f transfrmatin and change Increasing emplyee cmmitment and capability Emplyee effectiveness partner Prvide relevant and meaningful emplyee, managerial and leadership training. Train peple mre n the hw and less n the what. Cmmunicate t engage and infrm. Effect emplyee engagement with apprpriate and meaningful rewards and recgnitin prgrams and initiatives. Anticipating, identifying and managing change Change agent Identify changes, including thse required t fulfill bligatins as well as thse that will assist the University t achieve its gals and bjectives thrugh its human resurces. Identify trends and best practices and prmte relevant changes in University structure, plicy/ca/prcess framewrk and culture. Anticipate and address risks. Anticipate client requirements in respnse t their grwth, expansin and changing mandates. 8

11 HUMAN RESOURCES STRATEGIC OBJECTIVES: 2010 TO 2014 Legend: HR Management Team = Mgmt HR Planning = Planning HRMS Develpment, Prjects & Reprting = HRMS Dev HR Operatins & Systems Supprt = Operatins HR Client Services & Cnsulting = HRCSC Organizatinal & Emplyee Effectiveness = OEE Ttal Cmpensatin = Ttal Cmp Pensin & Benefits = P&B Recruitment, Retentin & Emplyment Equity = RR&EE OBJECTIVE 1: HR AS A STRATEGIC PARTNER, MANAGING STRATEGIC HUMAN RESOURCES Implement new HR department structure and cmplete transfrmatin; functin as a chesive cllective f expertise. Be accuntable at the highest standard, based n apprpriate metrics and benchmarking. Have a deep knwledge and understanding f the University envirnment, faculties and departments. Be truly in tune with client needs, and establish psitive meaningful relatinships with clients; serve as an advisr and partner. Empwer clients t better manage human resurce issues and emplyee relatins. KEY INITIATIVES & ACTION ITEMS OBJECTIVE 1 LEAD TARGET DATE 1. HR Transfrmatin and Rerganizatin t Client-Centric Mdel (see Appendix) Cmplete HR rerganizatin, implement new structure, identify and dcument rles and respnsibilities fr each area, prvide and discuss new/revised rles and jb descriptins, and train and transitin staff int new rles. Mgmt

12 KEY INITIATIVES & ACTION ITEMS OBJECTIVE 1 2. HR Cmpetency Develp the framewrk and identify cmpetencies fr each area f HR, including gap analysis and training. Identify training needs and develp training strategy t ensure develpmental pprtunities are prvided; ensure emplyees remain current in their respective areas f specialty as well as in HR field in general. LEAD TARGET DATE Planning HR Perfrmance Standards, Benchmarks and Metrics Review, by unit, current HR prcesses t develp best practices and leading edge techniques that will imprve service delivery. Identify crss-functinal HR prcesses that invlve multiple units (e.g. re-rgs, term cnversins, grievances) and develp dcumentatin such as prcess flw diagrams and detailed prcess dcuments indicating the rle played by staff in each unit; train staff n their rle and ensure rle clarity. Identify metrics and benchmarks t measure HR peratinal efficiency and effectiveness, and t identify areas fr imprvement. Mgmt 2013 (nging thrughut plan) Mgmt 2013 (nging thrughut plan) Planning 2010 Develp service standards and mnitring mechanisms fr all areas f HR. Review trends and address prcess r perfrmance issues as they arise. Planning and Mgmt

13 KEY INITIATIVES & ACTION ITEMS OBJECTIVE 1 4. Empwer Clients Prepare guidelines, tl kits, manuals and prcess utlines f human resurces prcesses that client departments can utilize when handling human resurces issues. Review, assess and make recmmendatins related t systems and prjects t prvide client access t relevant HR data and dcuments, facilitating lcal decisin-making and reducing requirement fr manual/hr department interventin. This includes assessment f dcument management systems. Develp and cnduct wrkshps and training sessins n varius human resurces and emplyee relatins matters t educate clients n areas f mst critical demand. LEAD TARGET DATE Mgmt 2013 (nging thrughut plan) Mgmt 2013 (nging thrughut plan) Mgmt 2013 (nging thrughut plan) Create prcess (in cllabratin with HR Cnsulting) t engage clients and practively identify and explre new/changed client business needs that may lead t new/changed plicy, prcess, r system develpment prjects. HRMS Dev, Operatins, and HRCSC Onging 5. HR Cmmunicatin Develp and implement an integrated HR cmmunicatins strategy t ensure timely and relevant infrmatin is prvided t cmmunity t keep them up t date, reinfrce key messages, prvide frums t gather cmmunity input and take the pulse f the cmmunity, and alert t what is cming up that may impact them. Develp assciated rles and respnsibilities, schedules, tls, prcesses, etc. Crdinate prductin as required. Planning 2010 (nging) 11

14 OBJECTIVE 2: HR AS AN ORGANIZATIONAL EFFECTIVENESS PARTNER, MANAGING UNIVERSITY INFRASTRUCTURE Deliver nn-hrms transactins with reliable speed and accuracy. Prvide HR services as efficiently as pssible, utilizing technlgy. Stabilize and deliver n the prmise f the HRMS. Prvide up-t-date and accurate data t empwer lcal decisin-making. Offer relevant and cntemprary prgrams and services. KEY INITIATIVES & ACTION ITEMS OBJECTIVE 2 1. Relevant and Cntemprary Prgrams and Services Review and update plicies and practices n all HR related areas based n best practice research, past experience and client feedback. Develp nging systems t determine client department and emplyee feedback, engagement and mrale issues and implement changes t address pprtunities identified. Determine and dcument data parameters, methdlgies and technlgies fr tracking, mnitring and assessing the effectiveness f HR prgrams and services and amend as required, e.g. perfrmance management, negtiatins and labur, jb evaluatin, training, rientatin, retentin, etc. LEAD TARGET DATE Planning 2013 (nging thrughut plan) OEE 2011 Planning 2010 Develp relevant and cntemprary prgrams and services, including: Pensin and benefits best practices and cst cntainment Absence Management Cmpensatin and jb evaluatin related t internal equity, external cmpetitiveness and streamlined services Recruitment and retentin best practices, ensuring a Mgmt 2010 (nging) 12

15 KEY INITIATIVES & ACTION ITEMS OBJECTIVE 2 fair and bias-free prcess Emplyment equity strategy fr designated grups Emplyee relatins mdels fr negtiatins, cnsultatin and prblem slving LEAD TARGET DATE 2. HR Systems Implementatin and Supprt Services Evaluate the functinality f Oracle Fusin HRMS suite, as part f a crdinated prject jintly with SAS and Financial Services teams. Identify pprtunities fr integratin and jint implementatin. Determine parameters, methdlgies and technlgies fr ptential data warehuse prjects. Develp and implement systems training, dcumentatin and supprts fr HRMS functinality. This includes nline, ne n ne and classrm training/supprts. Investigate dcument management related technlgies, analyze ptins and make recmmendatins in the supprt f University needs and integratin int HRMS. HRMS Dev 2013 HRMS Dev 2012 Operatins, HRMS Dev, and OEE In line with systems implementatin plans. HRMS Dev HR Infrmatin Management Develp a series f prtcls and tls t assess and evaluate that paper and electrnic recrds are accurate, cmplete and up-t-date. HRMS Dev and Operatins

16 OBJECTIVE 3: HR AS AN EMPLOYEE EFFECTIVENESS PARTNER, MANAGING EMPLOYEE CONTRIBUTIONS Prvide relevant and meaningful emplyee, managerial and leadership training. Train peple mre n the hw and less n the what. Cmmunicate t engage and infrm. Effect emplyee engagement with apprpriate and meaningful rewards and recgnitin prgrams and initiatives. KEY INITIATIVES & ACTION ITEMS OBJECTIVE 3 1. Emplyee Orientatin and Develpment Review existing rientatin prgrams, recmmend and implement changes t prmte cmmitment and lyalty based n understanding f hw emplyees can cntribute t achieving Ryersn gals, as well as t help them understand Ryersn s cmmitment t them thrugh cmpensatin, benefits, develpment and rewards prgrams. Develp and disseminate assciated tlkits and material t assist departments in fulfilling their rientatin respnsibility. Develp and implement a crdinated university framewrk fr training prgrams related t university administrative plicies, cllective agreement administratin and prcesses, including identifying and applying plicy/ca prvisin, use f systems, frms, required authrizatins, Living in a Uninized Envirnment, management rights, perfrmance management, attendance management, etc. Develp and implement any related HR training prgrams, tls, prcesses, etc. cncentrating n the hw. LEAD TARGET DATE OEE 2010 HRCSC

17 KEY INITIATIVES & ACTION ITEMS OBJECTIVE 3 Develp cmpetency framewrk fr the University identifying cre cmpetencies acrss jbs and departments. Establish tls and prcesses fr departments t develp specific cmpetency prfiles fr their staff based n University cre cmpetencies. LEAD OEE and Ttal Cmp TARGET DATE 2010 Develp a successin planning and career develpment framewrk fr the University, aligned with cre cmpetency develpment prgram. Design and deliver assciated training prgrams, tls and prcesses t assist departments with setting up plans fr their staff. Imprve emplyee effectiveness by develping a training strategy that establishes standards f training excellence, delivery methds and technlgies, shrt and lng term evaluatin metrics t demnstrate training effectiveness, in-huse versus utsurced design and delivery, and a framewrk fr establishing a Centre f Excellence verseeing university-wide training and develpment. Timelines fr implementing initiatives under the strategy t be identified nce decisins are finalized. OEE 2012 OEE Leadership Develpment Research and recmmend a leadership develpment strategy aligned with cre University leadership cmpetencies. Develp and deliver develpment prgrams fr thse currently in leadership rles, as well as thse identified fr leadership rles under successin plans. OEE

18 KEY INITIATIVES & ACTION ITEMS OBJECTIVE 3 3. Perfrmance Management Research, design and implement a perfrmance management system that reflects rewards based n excellence and merit fr all emplyee grups; develp perfrmance measures t assess effectiveness f peple management practices/prgrams. Develp and implement assciated training prgrams, tls and prcesses. LEAD Ttal Cmp, OEE, and HRCSC TARGET DATE Ttal Cmpensatin Prgram Develp a Ttal Cmpensatin framewrk that expands beynd JE and salary (e.g. alternative rewards, recgnitin, incentives, rganizatin design, etc.) and identify pprtunities/venues t market Ryersn s Ttal Cmpensatin packages. Develp and implement new/revised cmpnents such as recgnitin and reward prgrams. Design and implement wellness/healthy wrkplace initiatives t reduce absenteeism, imprve mrale/retentin, benefit cst reductin, etc. Ttal Cmp and P&B Emplyee Relatins Develp and implement strategies t imprve relatins between and amngst managers, faculty and staff, including initiatives t prmte civility and alternate dispute reslutin tls and techniques t reslve disputes, etc. HRCSC 2013 (nging) 16

19 OBJECTIVE 4: HR AS A CHANGE AGENT; ANTICIPATING, IDENTIFYING AND MANAGING CHANGE Identify changes, including thse required t fulfill bligatins as well as thse that will assist the University t achieve its gals and bjectives thrugh its human resurces. Identify trends and best practices and prmte relevant changes in University structure, plicy/ca/prcess framewrk and culture. Anticipate and address risks. Anticipate client requirements in respnse t their grwth, expansin and changing mandates. KEY INITIATIVES & ACTION ITEMS OBJECTIVE 4 1. Legislative Planning and Change Establish a framewrk, including prcesses, rles, and flexible change/implementatin mdels, etc. t ensure apprpriate planning and actin in respnse t new r changed emplyment legislatin (e.g. AODA, Human Rights, ESA, Occupatinal Health & Safety, etc.). Crdinate implementatin as required. LEAD TARGET DATE Planning Risk Management Develp cntingency plan t identify rles and respnsibilities, prcesses, tls, etc. t ensure business cntinuity fr the HR department in the event f a disaster r similar event, such as pandemic, blackut, strms, etc., as well as t identify HR s rle in verall university cntingency planning. Planning and Mgmt

20 KEY INITIATIVES & ACTION ITEMS OBJECTIVE 4 3. Trends Research and make recmmendatins n new prgrams and initiatives, based n demgraphic, technlgical and ecnmic changes, etc. which supprt and facilitate achievement f Ryersn gals and bjectives, e.g. Pst Dctral Fellwship prgram, internatinal exchange and prjects, etc. LEAD Planning and Mgmt TARGET DATE 2013 (nging) 4. Inclusive Wrkplace Develp and implement strategies t increase awareness and t prmte an pen, diverse and inclusive rganizatin. This encmpasses a brad diversity mandate beynd the designated emplyment equity grups. 5. Change Management Mdels Develp a Change Management framewrk t prepare, engage and facilitate change in the Ryersn cmmunity related t prjects with significant rganizatinal impact, e.g. HRMS manager and emplyee self service prjects. HRCSC 2013 (nging) OEE