FIVE YEAR HR STRATEGIC PLAN 2012/ /17
|
|
- Jennifer Antonia Elliott
- 8 years ago
- Views:
Transcription
1 FIVE YEAR HR STRATEGIC PLAN 2012/ /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 streams which reflect a proactive Higher Education HR agenda. Each work stream is headed by a manager charged with strategically partnering the University business in their area of influence. Each work stream will contribute to the achievement of the new University Strategic plan. 1.2 This plan is based upon the HR Strategic Partner model 1, namely important and improved contributions to business strategy development and implementation as well as better quality of decisions related to strategy and talent In addition to professionally supporting the University s new Strategic Plan, the Human Resources strategic plan takes into account needs identified by members of the University Executive Committee, trends noted in the University s first Employee Engagement survey, and recommendations in the Holbeche report 3. Section 2: The Human Resources Strategy 2.1 Our Mission To facilitate a culture of excellence and innovation by (a) supporting the appointment of the best possible staff and (b) enabling all staff to realise their full potential as valued contributors to the success of the University. Recognising that how people are recruited, developed, organised and managed has a direct and strong influence on organizational performance, our core purpose will be the provision of a best-in-class HR offering encompassing compliance, services, decisions and the associated impact on business outcomes. 2.2 Our Vision By 2017 we will be recognised as valued strategic partners to the university community, providing a first class service and adding value through strategic partnerships, facilitating change, administrative excellence and championing employees. This we will achieve by proactively contributing to the formation of strategy, the design of the organization and the implementation of the new entrepreneurial business model which embraces excellence. 2.3 Our Values Our values incorporate those of the greater university: aspiration, confidence, creativity, professionalism and responsibility. We aim to contribute to, promote and embed these values within our existing staff and ensure new recruits display a willingness to embrace our culture. We aim to do this by 1 Yusliza Mohd.Yusoff (2012): The path from administrative expert to a strategic partner role: a literature review; Interdisciplinary Journal of Contemporary Research in Business January 2012 Vol 3, No 9 2 Lawler and Boudreau (2009: What makes HR a Strategic Partner? Center for Effective Organizations Marshall School of Business University of Southern California (555) 3 Linda Holbeche (2012): Changing times in UK Universities: what difference can HR make? launched May 2012
2 engaging with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need Getting our baselines and setting our improvement goals The scope of the University Human Resources Office is wide. It includes all activities which help management in getting work done by our employees in the best manner possible to accomplish our organisational objectives. We are primarily concerned with the optimisation of our staff; therefore, the main objective may be summarized as the utilisation of our available human resources in order to complete work effectively, meeting individual and organisational expectations. The overarching HR drivers can be classified into general and specific General Desirable working relationship between employer and employee the HR Office works to achieve a highly positive working relationship between the employer and the employees in order to foster cooperation and productivity. When our staff are treated fairly and equitably and are provided with the correct tools for their job, their engagement level increases as does the efficiency and quality of their output Maximum individual development the HR Office works to establish and support values that have social recognition and importance. Our Learning & Development (L & D) provision acts as a bridge between local management and employees and keeps management apprised of both positive accomplishments and warning signals; moreover it facilitates effective performance and supports talent retention by providing line managers with skills and tools to manage, mentor, coach and assist with career management Creating and supporting productive and proactive leadership and line management culture the HR office provides management development at all levels, recognising that the relationship between employee and direct line manager is a major driver in organisational as well as personal effectiveness and engagement at work. We support and guide managers to embrace a culture of shared responsibility for outputs and to build relationships which support the development of individual employee engagement Specialized services the HR Office provides tools and services such as record keeping, policy making, controland advisory mechanisms. Although direct responsibility for individual employees rests with line management, the HR Office may assist the line manager by examining and analysing causes for non-efficiency or non-effectiveness, suggesting remedial measures if appropriate, researching proposed HR procedures, providing a positive working environment and handling negotiations Optimisation of the workforce our employees are our most important resource and the most active factor which engages all other aspects of the Corporate Plan. Thus the HR Office as Organisation and Staff Development expert largely contributes to the effective utilization of human resources as compared to physical resources. This means ensuring that the institution has the right skills, attitudes and knowledge available when it needs them. 4 CIPD (2012)
3 2.4.2 Specific Well-organized timely and innovative recruitment & selection of the right type and number of persons Efficient, streamlined and accurate administration Engaging orientation and induction of new employees Excellent employee relations with representative trade unions and employees Highly effective employee communications and engagement mechanisms Effective consultancy for legal compliance and efficient case management Provision of sound, fair, attractive and effective salary administration and incentives Accurate and relevant data provision, analysis and reporting Provision of appropriate working conditions, tools for the job and a stable and confidential HRIS platform Targeted investment in high quality, modern and flexible learning and development opportunities Provision of a proactive quality health and well-being service Facilitation of a highly positive and active leadership and line management culture A summary statement of our key performance indicators and action plans underpinning the strategy is at appendix Value for Money We will measure the cost of all of our activities and monitor effectiveness, efficiency and sustainability of our HR provision. The ratios which we shall measure and track are listed at Appendix 2 Section 3: Staffing profile 3.1 A brief outline of the University s current staffing profile, sub-divided into various categories, is at appendix 3 (addenda A-G). Changes in numbers and percentages since 1 st April 2007 and 2010 are indicated. 3.2 Headcount has increased by 67 since 2010, most notably in teaching staff which has increased by 61. The number of teaching fellows within the University has increased from 15 in 2007 to 29 in 2010 and 33 in In addition there are currently 4 National Teaching Fellows compared with 1 in A breakdown by School can be found at Appendix 3i. Research staff increased by 8 since For the first time, we are including data on the number of teaching fellows and the number of academic staff with Doctoral qualifications in order to support the focus of the new Strategic Plan. The decrease in the number of manual staff reflects the outsourcing of portering, gardening and cleaning services. The overall proportion of staff on fixed term contracts has decreased. The significant decrease in research staff on fixed term contracts is surprising as externally funded research has significantly increased. The most likely explanation for this change is a change in HR practise following an Employment Tribunal decision which provided that time-bound or limited external funding was not a justifiable reason to deny a permanent academic contract. 3.3 The period since 1 st April 2010 has seen a net increase of only 2 staff in Support Services and Senior Management roles (2.6%, as compared to 7.2% growth in academic staff). The
4 greatest increase has been in admin/library/computing support posts (21), which have been more than offset by reduced numbers of manual staff (-26). This represents a significantly smaller increase in Support Services staff than over the preceding years, and total nonacademic headcount numbers are likely to reduce further as budgetary constraints endure. Schools will continue to be encouraged to deploy additional staffing resources into academic posts whilst Offices will continue to have requests for new posts regulated by the demands of corporate priorities. All hiring requests will be subject to scrutiny by the Vice Chancellor, Finance Director and HR Director. 3.4 Although there has been a slight increase in the proportion of teaching staff under the age of 40 (19% compared to 18% in 2010), this falls short of the target of 20% identified in the previous two HR strategic plans. There has been an equivalent decrease in the number of teaching staff over the age of 55-29% compared to 30% in The proportion of staff in senior management roles aged 55 and over has remained flat. In view of Age Discrimination legislation and the abolition of the former default retirement age it is anticipated that the proportion of staff in the higher age groups will grow. Nevertheless the need to have a balanced staff age distribution curve is recognised in order to address sustainability, fresh thinking and ideas as well as knowledge retention and transfer. Providing funding resources are available, the HR Office will continue to enable the University s Teaching Excellence and World Class Research goals with proactive innovative recruitment activities in order to hire additional outstanding professors and early career researchers. Additionally the HR Office will continue to conduct age audits, challenge the use of age and age-related criteria in every aspect of employment decision-making and educate and train all staff about the implications of age discrimination. 3.5 Whilst the proportion of female staff in the workforce has remained unchanged since 2007, it is disappointing to notice that the trend of decreased representation in senior management has continued and increased representation in manual workers has returned. There has been no significant change in the proportion of staff with a declared BME background. 3.6 The HESA staff record collects information on age, disability, gender and ethnicity. The university has decided not to answer the optional questions introduced by HESA relating to the remaining protected characteristics, including sexual orientation and gender identity. Nevertheless the Employee Engagement survey does ask questions regarding sexuality and other additional protected characteristics thus enabling trends to be identified and concerns, should they arise, to be addressed. In relation to equalities data collection, the Equality and Diversity Committee agreed that equalities monitoring information will be extended to sexual orientation for job applicants to the university. This is to support the university s commitment to the Stonewall Diversity Champions programme to promote us as an employer of choice for Lesbian, Gay and Bisexual people. Section 4: The University 5 year Strategic Objectives and the HR Office contribution 4.1 The Human Resources function will proactively support the institutional strategic objectives throughout the employment lifecycle in accordance with the values and behaviours laid out in the current Strategic Plan. This is illustrated at Appendix 4.
5 4.1.1 Employment Policy and Support Robust employment policy and support services will help to build an effective and efficient HR service that supports managers manage the University s academic activities and therefore will improve staff performance and will in turn enhance the student experience A highly effective service in this area will reduce institutional financial risk associated with employment tribunal cases (and the associated risk to reputation) by proactively managing problematic situations and finding effective alternative methods of resolution Reward and Benefits Linking to excellence as a key strategic theme, the Rewards and Benefits service will incentivise exceptional performance to improve the quality of the student experience in the new competitive HE environment. Quality support will be given to change initiatives by improving the quality and capacity of the grading review process This will be aligned with career management initiatives and future academic career progression to support the university in climbing to the top 50 in league tables Health and Well-Being Health and Well-being will provide a proactive and quality service committed to promoting physical, mental and social wellbeing for the university s employees and reduce the incidence of ill-health arising from exposure to work place hazards. Ultimately this will enable the university to fulfill its legal obligations. Appropriately used, OH and Wellbeing has the capacity to be a good value-for-money initiative for the University Improved uptake of such services will contribute to achieving a state of physical, mental and social wellbeing of staff. This will improve staff engagement, performance and productivity and will ultimately and positively impact on student experience and overall excellence within the University. 4.2 Outstanding learning and teaching: An inspiring culture of high aspiration, expectations and standards will maximise achievement. Highly-trained top performing staff will be essential. The proportion of academic staff with an accredited teaching qualification will increase from 20% to 75% and the proportion of academic staff with a doctoral qualification will increase from 43% to 60% over the next five years Learning and Development Work will focus on supporting the broad strategic objectives of developing, valuing and rewarding staff contributions as well as enhancing the competences and capabilities of staff through a culture of continuous improvement. With students at the heart of the system, many initiatives will be aimed at enhancing student experience through facilitation of more meaningful staff/student interactions and
6 input into creating a culture of belonging. This work will concentrate on developing Learning Communities across the university and embedding the core values and behaviours We will provide opportunities for leadership and management development and provide our managers with the tools and skills to manage effectively and efficiently. A closer alignment of appraisal outcomes with the institutional training needs analysis will be developed. A cross-university coaching and mentoring network will be developed to provide additional support to staff in the achievement of their objectives and will contribute to the development of the university community We will create frameworks and opportunities for talent management and career development will form an important part of future activities, linking strongly to activities which engage our employees and encourage their personal development. 4.3 International quality research and knowledge exchange: We will enhance our commitment to research and enterprise, further developing our vibrant community of world-class researchers HR Excellence in Research The HR Office is leading on the University s application for the HR EU award for researcher development and implementation of the Concordat for the support of research career development. Working closely with GRE and the Early Career Researcher Steering Group this will provide an environment of excellencefor our researchers. 4.4 A strong sense of community: A culture of continuous improvement will be supported by a comprehensive staff development programme and employee engagement activities. Technology will be used creatively to support student and staff virtual communities and we will enhance community linkages. The proportion of Staff participating in a development programme will increase from 33% to 66%. The employee engagement rate reflecting those staff who are high performers will increase from 32% to 47%. The engagement of staff and students with external community activities will double Employee Relations and Engagement The Employee Relations and Engagement Team will be developing mechanisms to facilitate employee voice and two way communication, to raise engagement levels and organisational effectiveness to support the strategic plan By providing an expert consultancy service to local leaders across the university, we will support effective local organisational design, tackle barriers to high engagement levels, ensure compliance with equality and diversity legislation and regulations and be a key contributor to the development of a university community. This strategic partnership will aim to greatly contribute to maximising individual performance and thereby positively effecting student experience We will further develop clear, fit-for-purpose and accessible communications between the university and all staff, fully utilising new technology and media, to support robust and constructive two-way communication and consultation. This will
7 support the university in gaining access to the improvement and innovation ideas of front line staff and empower them to improve their services holistically and creating an internal knowledge exchange with combats our existing silo culture There are opportunities for closer partnership working with trade unions which will be explored to support collective engagement and raise levels of affiliation. Optimised trade union relationships will support flexibility and positive involvement in change management, focussing on activities which are beneficial to staff and university alike and will reduce potential levels of contention Personnel Administration The aim of the Administration team over the next five years is to improve standards in the provision of administrative services to employees in an increasingly competitive market place. Developing an effective, efficient and sustainable service provision that supports the University s activities will help attract, appoint and retain the best staff thus enhancing the learning and teaching experience which will maximise the student potential and satisfaction. This will positively influence the University s Employer Brand thus contributing to the appeal of world class researchers. 4.5 Effective, efficient and sustainable services and infrastructure: The academic activities of the university will be supported by efficient support services. We will eliminate duplication of services, improve efficiency and ensure value for money. Our IT infrastructure will be optimised to ensure effectiveness and resilience. Sustainability will be embedded firmly in academic and administrative activities Human Resource Information and Statistics Accurate and relevant information is at the heart of any informed decision making. ESS and HESA data rationalisation projects will not only enhance the quality of the information we hold on our employees but also enhance the staff experience Priorities will be the Employee Self Service (ESS) project, which will streamline and automate processes and enhance the quality of the data we hold on our staff. ESS will also contribute to the carbon reduction and sustainability targets for the organisation by reducing HR related paper, printing and postage costs as well as enhance a positive attitude to the environment Putting procedures and processes in place to gather high quality statutory and business relevant data will provide confidence in our workforce planning and the quality and the range of data we hold on our workforce will influence and shape our decisions and choices. Section 5: Monitoring the Strategy 5.1 Performance against the targets set out in the Strategy will be monitored monthly using dashboards through the HR Office SMT and the HR Office staff meetings, termly through the HR Committee to Executive Committee and will be reported annually to Court. Achievement will be measured against a series of detailed objectives set out in the Action Plan Appendix 1.
8 30 September 2012 Moving on
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 informationNORTH 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 informationPeople 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 informationCity 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 informationHR 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 informationStratford on Avon District Council. The Human Resources Strategy
Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource
More informationWWL 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 informationMiddlesbrough 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 informationRoyal College of Music Human Resources Enhancement Strategy 2011 17. Wider strategic context
Royal College of Music Human Resources Enhancement Strategy 2011 17 Wider strategic context The People section of the RCM Strategic Plan 2007 17, sets out broad strategic goals for the College to develop
More informationHuman Resources Strategic Objectives and Action Plan 2012-2016 Appendix 1
Human Resources Strategic Objectives and 2012-2016 Appendix 1 Strategic Recruitment & Selection The key to the success of any business is building the right team at the right time, but the process of finding,
More informationUNIVERSITY 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 informationHuman Resources Report 2014 and People Strategy
24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked
More informationHuman Resources Strategy 2012-2016. Excellent People
Human Resources Strategy 2012-2016 Excellent People SPONSOR: Sandra Le Blanc Director of Human Resources Signature: AUTHORS: Sandra Le Blanc Director of Human Resources Keith Warrior Associate Director
More informationRight: People Roles Recognition - Culture
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
More informationOrganisational Development Strategy 2012-2014. Proactively aligning our culture to our purpose
Organisational Development Strategy 2012-2014 Proactively aligning our culture to our purpose Organisational Development Strategy Foreword The higher education sector is undergoing significant changes,
More informationTHE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015. Summary
THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015 Summary Context The University aims to continue to build and develop an environment in which staff can develop and contribute to the achievement
More informationIntroduction. 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 informationDirector of Education, Skills and Children s Services
Post title: Director of Education, Skills and Children s Services Conditions and Grading Arrangements: Responsible to: Responsible for: JNC for Chief Officers of Local Authorities Chief Executive All staff
More informationHuman Resources Report 2014
Item 7 Item # Council CounciRemunerationl 3 February Date19 2015 March 2013 Human Resources Report 2014 Purpose of paper Action Public/Private Corporate Strategy 2013-15 Decision Trail Recommendations
More informationINVESTORS 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 informationROLE 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 informationPeople Director Job description
People Director Job description About Teaching Leaders Teaching Leaders is an innovative not-for-profit organisation whose mission is to address educational disadvantage by growing a movement of outstanding
More informationAGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY
AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY Report by the Head of Roads Ayrshire Roads Alliance PURPOSE OF REPORT 1. The purpose of this report
More informationHR 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 informationThe Asset Management Landscape
The Asset Management Landscape ISBN 978-0-9871799-1-3 Issued November 2011 www.gfmam.org The Asset Management Landscape www.gfmam.org ISBN 978-0-9871799-1-3 Published November 2011 This version replaces
More informationANU Human Resource Directions to 2010
ANU Human Resource Directions to 2010 November 2007 ANU Human Resource Directions to 2010 Supporting our staff to achieve excellence This paper identifies HR priorities to maintain ANU s excellence in
More informationTalent 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 informationRole Context & Purpose
Group Manager Children s Social Care Services Role Profile: Grade: Accountable to: Accountable for: Senior Manager Hay B Service Leader 3-6 direct line reports, plus circa 48 staff that these direct reports
More informationH:\Public Documents\Workforce Management Plan\2011-2015\Workforce Management Plan 2011-2015 - current version.doc 1 of 32
H:\Public Documents\Workforce Management Plan\2011-2015\Workforce Management Plan 2011-2015 - current version.doc 1 of 32 Table of Contents Executive Summary... 3 Corporate planning at Woollahra... 4 Analysis
More informationDivision of Human Resources Strategy 2011-2016
Division of Human Resources Strategy 2011-2016 www.le.ac.uk/personnel/ Version: HR STRATEGY 2010-2014 2011.04.13.docx University of Leicester Human Resources Strategy 2010 2014 Contents: EXECUTIVE SUMMARY
More informationARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011
ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 1 Introduction 1.1 The Heads of Customer & Support Services, Improvement & HR and the workstream leads for
More informationJOB AND PERSON SPECIFICATION. It has an annual budget of approximately 50 million and currently a staff of approximately 300.
JOB AND PERSON SPECIFICATION Job Title: Division Grade: HR Adviser - HR Operations Section G Reports To: Head of HR Operations General Information The Commonwealth Secretariat is the principal intergovernmental
More informationBusiness Plan for Strategic Human Resources - March 2012 to 30 September 2013
Business Plan for Strategic Human Resources - March 2012 to 30 September 2013 1. Introduction 1.1 The Service s key responsibilities are to: 1.2 Context Design & deliver people and organisational development
More informationPEOPLE STRATEGY 2012 2017
PEOPLE STRATEGY 2012 2017 INTRODUCTION The People Strategy sets out Birkbeck s plans to ensure the recruitment, development and retention of the best quality staff in all staff groups, in order to fulfil
More informationStrategy 2012 2015. Providing resources for staff and students in higher and further education in the UK and beyond
Providing resources for staff and students in higher and further education in the UK and beyond Strategy 2012 2015 EDINA is a JISC National Datacentre Table of Contents Introduction... 1 Vision... 1 Mission
More informationINFORMATION TECHNOLOGY & MEDIA SERVICES
INFORMATION TECHNOLOGY & MEDIA SERVICES Head of IT Operations Permanent, Full-time Grade SENIOR STAFF: Salary to be determined by the Vice Chancellor De Montfort University is home to more than 27,000
More informationHuman Resources Strategy. 2.1 be a great place to work with employees committed to University objectives and valued for their contribution
Human Resources Strategy 1. Introduction and Background 2. Human Resources Objectives and Strategy 2.1 be a great place to work with employees committed to University objectives and valued for their contribution
More information1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION
1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority
More informationPEOPLE 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 informationJob 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 informationAPUC Supply Chain Sustainability Policy
APUC Supply Chain Sustainability Policy Vision APUC aims to be a leader, on behalf of client institutions, in driving forward the sustainable procurement agenda (please see Appendix 1 for the commonly
More informationValuing Research Staff Implementing the Concordat
Valuing Research Staff Implementing the Concordat 1 Foreword Contents The University of Hertfordshire undertakes world leading and internationally excellent research across many areas of its portfolio.
More informationJOB DESCRIPTION. Tatchbury Mount base and other Southern Health Sites as required
JOB DESCRIPTION Job Title: Band: Hours: Location: Accountable to: Lead Manager for Workforce Planning & Resourcing 8a 37.5 per week Tatchbury Mount base and other Southern Health Sites as required Deputy
More informationDo you have what it takes?
UTC Bolton takes a new and different approach to education. UTC Bolton is one of the first schools in the UK specialising in health sciences and engineering technologies for 14 to 19 year olds. The UTC
More informationThe Standards for Leadership and Management: supporting leadership and management development December 2012
DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership
More informationCONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN
CONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN During the last academic year, an in-depth gap analysis exercise was undertaken
More informationCHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011
CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...
More informationLeicestershire Partnership Trust. Leadership Development Framework
Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government
More informationCareNZ 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 informationProject, Programme and Portfolio Management Delivery Plan 6
Report title Agenda item Project, Programme and Portfolio Management Delivery Plan 6 Meeting Performance Management and Community Safety Panel 27 April 2009 Date Report by Document number Head of Strategy
More informationThe 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 informationNorthern Ireland Environment Agency Corporate Social Responsibility
Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS
More informationCONCORDAT IMPLEMENTATION
CONCORDAT IMPLEMENTATION UNIVERSITY OF ABERDEEN HR EXCELLENCE IN RESEARCH AWARD TWO YEAR INTERNAL REVIEW PROGRESS REPORT. The University of Aberdeen received the HR Excellence Award for Excellence in December
More informationSuite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...
LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15
More informationUNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE
UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE NB. This strategy is available on the University of Cumbria website and it should be noted that any printed
More informationBuilding Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition
Building Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition The NHS Leadership Academy s purpose is to develop outstanding
More informationDirector of Human Resources EDUCATION LIKE NO OTHER
Director of Human Resources EDUCATION LIKE NO OTHER The opportunity UWC South East Asia (UWCSEA) has been delivering a holistic, values-based education to international students in Singapore for more than
More informationImpact and Knowledge Exchange Strategy 2013-2016 Delivering Impact from Research Excellence
1. Background Impact and Knowledge Exchange Strategy 2013-2016 Delivering Impact from Research Excellence Impact is the demonstrable contribution that excellent research (basic, user-inspired and applied)
More informationCambridge Judge Business School Further particluars
Cambridge Judge Business School Further particluars JOB TITLE: REPORTS TO: EXECUTIVE DIRECTOR OF CENTRE FOR ENDOWMENT ASSET MANAGEMENT (CEAM) DIRECTOR OF CAMBRIDGE JUDGE BUSINESS SCHOOL The role The primary
More informationProfessionalisation of management and leadership
Sheila Gupta Professionalisation of management and leadership Sheila Gupta, Director of Human Resources, Edinburgh University This article shows the importance of appropriate governance and management
More informationJob description HR Advisor
Job description HR Advisor Main purpose of job To work closely with colleagues in the HR Business Partner team along with the wider PDO directorate to ensure delivery of a first class, professional and
More informationOur 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 informationPOSITION DESCRIPTION. Deputy Principal. Lindisfarne Anglican Grammar School. DATE March 2015
POSITION DESCRIPTION TITLE: REPORTING TO: ORGANISATION Deputy Principal Principal Lindisfarne Anglican Grammar School DATE March 2015 The Deputy Principal will support the Principal in providing both strategic
More informationEmployee Monitoring Report
Annex A to Mainstreaming Report Scottish Natural Heritage Employee Monitoring Report Published: April 2013 Scottish Natural Heritage Great Glen House, Leachkin Road, Inverness IV3 8NW www.snh.gov.uk Table
More informationHuman Resources Strategic Plan
OTAGO & SOUTHLAND DISTRICT HEALTH BOARDS Human Resources Strategic Plan 2009-2012 March 2009 HUMAN RESOURCES STRATEGIC PLAN 2009 2012 Contents Executive Summary...2 1. Introduction...3 2. Human Resources
More informationCorporate programmes for employers. Corporate Training & Professional Development. University of Hertfordshire Business School
Corporate Training & Professional Development Corporate programmes for employers University of Hertfordshire Business School Plug into your true potential Contents Turning potential into performance 3
More informationGuide to the National Safety and Quality Health Service Standards for health service organisation boards
Guide to the National Safety and Quality Health Service Standards for health service organisation boards April 2015 ISBN Print: 978-1-925224-10-8 Electronic: 978-1-925224-11-5 Suggested citation: Australian
More informationTrust Board Meeting: Wednesday 11 March 2015 TB2015.33. Oxford University Hospitals Trust Nursing and Midwifery Strategy 2015-2018
Trust Board Meeting: Wednesday 11 March 2015 Title Oxford University Hospitals Trust Nursing and Midwifery Strategy 2015-2018 Status History This is a new paper Presented to the Trust Management Executive
More informationApril 2011. Human Resources Strategy 2011-15 1
Human Resources Strategy 2011-15 April 2011 Human Resources Strategy 2011-15 1 Message from the Human Resources Manager In order to be successful, Ruapehu District Council (RDC) has to develop its human
More informationBlackburn College Teaching, Learning and Assessment Strategy. 25 August 2015
Blackburn College Teaching, Learning and Assessment Strategy 25 August 2015 1 Introduction This document provides a Teaching, Learning and Assessment Strategy covering all of the College s Further Education
More informationPerspectives. Professional service firms. Re-engaging and retaining employees
Perspectives Professional service firms Re-engaging and retaining employees Re-engaging and retaining employees in professional service firms An engaged workforce one that is fi ring on all cylinders and
More informationTalent Management Framework
Introduction 1 The Council has agreed an Organisational Development (OD) Strategy with an overall aim to help the Council achieve its vision of building a world class city for everyone, with an ambition
More informationCertified Human Resources Professional Competency Framework
Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the
More informationMary Immaculate College. Human Resources Strategy 2014-2016
1.0 Introduction Mary Immaculate College Human Resources Strategy 2014-2016 1.1 Mary Immaculate College Strategic Plan 2012-2016 rests on 7 foundational pillars, each pillar representing a thematic imperative
More informationPOSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas
POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011
More informationHuman Capital Development FY15
1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed
More informationTAUHEEDUL EDUCATION TRUST
TAUHEEDUL EDUCATION TRUST JOB DESCRIPTION Job Title: Base: Head of Human Resources Tauheedul Education Trust Central Office Reports to: Chief Executive Grade: TSM4 Sc 54-59 Staff Responsibility for: As
More informationNUCLEAR REGULATORY COMMISSION COMPREHENSIVE. Diversity Management Plan
U.S. NUCLEAR REGULATORY COMMISSION COMPREHENSIVE Diversity Management Plan Vision Statement: NRC is an agency where all employees are valued and have an equal chance to succeed, thereby increasing organizational
More informationTo find out more, please contact your Capita consultant or visit www.capita.co.uk/employeebenefits
assure Delivering DC health excellence benefits excellence self- sustaining Good broking alone is not enough to deliver lasting value. There is substantial evidence to confirm that employees value highly
More informationLSBU Leadership Development Strategy
LSBU Leadership Development Strategy Leadership has never been more important at LSBU, stakeholder expectations are rising, we urgently need to improve our rating in league tables, resources are tighter
More informationCustomer Management Strategy (2014-2017)
Customer Management Strategy (2014-2017) Version 1.1 Page 1 Foreword As technology improves, the demand for Council services to be available online and accessible 24/7 will increase as our customers choose
More informationTalent as a Top Priority and Challenge
Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,
More informationAttribute 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 informationPUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION
PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION Post Title: Accountable to: Chief Executive and Accountable Officer for Public Health Wales NHS Trust Trust Chairman and Board for the management
More informationDear Applicant. Recruitment of Director of Food & Enterprise Careers College
Dear Applicant Recruitment of Director of Food & Enterprise Careers College Thank you for your interest in Bromley College of Further & Higher Education. There has never been a more exciting time to establish
More informationGuidebook for Establishing Diversity and Inclusion Employee Resource Groups
a diverse community, a better nation. Guidebook for Establishing Diversity and Inclusion Employee Resource Groups By Armida Mendez Russell, Co-Founder, DiversityFIRST Consulting and VP Education, National
More informationEquality and Diversity Policy. Deputy Director of HR Version Number: V.2.00 Date: 27/01/11
Equality and Diversity Policy Author: Deputy Director of HR Version Number: V.2.00 Date: 27/01/11 Approval and Authorisation Completion of the following signature blocks signifies the review and approval
More informationAuthor: Ankhara Hunte, Diversity Consultant for National College for Leadership of Schools and Children s Services
Governors Title: A succession planning (diversity) audit tool for Governors Author: Ankhara Hunte, Diversity Consultant for National College for Leadership of Schools and Children s Services Date: May
More informationWorkforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
More informationFOCUS MONASH. Strategic Plan 2015 2020
F CUS FOCUS MONASH Strategic Plan 2015 2020 2 Vice-Chancellor s Introduction 4 Over the last half century, Monash University has forged a path that reflects the ambitions of its beginnings and signals
More informationAn Garda Síochána. National Model of Community Policing
An Garda Síochána National Model of i Foreword It gives me great pleasure to introduce the Garda Síochána National Model of Community Policing. As an organisation, An Garda Síochána has a long established
More informationInternal Communication and Engagement Manager (part-time)
Internal Communication and Engagement Manager (part-time) Main purpose of job To develop and manage internal communication and engagement programmes to support Alzheimer s Society projects, activities
More informationDRAFT. Strategic Human Resources Plan. Our priorities 2012-2017. Students and communities at the centre of what we do.
DRAFT Strategic Human Resources Plan 2012-2017 Students and communities at the centre of what we do World class education and training and strong, sustainable communities are what students and communities
More informationthe 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 informationHuman 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 informationOffice of Human Resources. (a Directorate of the Cabinet Office) Operational Plan 2015 16
Office of Human Resources (a Directorate of the Cabinet Office) Operational Plan 2015 16 October 2015 About Us The Office of Human Resources was established with effect from 1 st April, 2014, as an integral
More informationPERFORMANCE REVIEW AND DEVELOPMENT POLICY HR07
PERFORMANCE REVIEW AND DEVELOPMENT POLICY HR07 Applies to: ALL EMPLOYEES Date of SMT Approval: May 2015 Date of JNC Approval: June 2015 Date of Board Approval: Expected July 2015 Review Date: July 2017
More informationCHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE
www.gov.gg/jobs JOB POSTING CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE JOB TITLE Chief Nurse / Director of Clinical Governance SALARY Attractive Remuneration Package available with post TYPE Full Time
More informationDiversity is not about them and us. It s about. all of us.
Tate for all Diversity is not about them and us. It s about If you require this booklet in an alternative format please email cheryl.richardson@tate.org.uk or call 0207 8878026. all of us. Tate for all
More information