Proposed HR Operational Plan 2011 An Overview Nigel

Proposed HR Operational Plan 2011 An Overview Nigel Waugh Director of HR HR User Group Meeting 21 July 2011

Objectives HR to be regarded as: • an enabler, rather than a barrier to getting things done; • a provider of efficient professional services to clients; • assisting clients manage risk and to be accountable for people management decisions they make; and • understanding and supporting the business achieve its goals.

Strategies 1. 2. 3. 4. 5. Modernise our approach to HR governance and management. Clarify accountability and responsibility for making people management decisions within a reformed People Management policy framework. Review and refresh our HR service delivery model to ensure that it a. effectively and efficiently enables and supports the University achieve its objectives; and, b. supports HR professionals in providing professional advice and services. Review and re-engineer our business processes to ensure they effectively and efficiently enable and support managers and staff. Improve our communications such that HR services are effectively and efficiently accessible to clients and HR staff.

Workstream 1 – Modernising HR Governance & Management 1. People & Remuneration Committee of Council 2. HR Policy Committee 3. HR Management Advisory Committee

Workstream 2 - Clarify accountability and responsibility for making people management decisions within a reformed HR policy framework. 1. Implement an HR accountability and responsibility framework 2. Reconstitute existing HR policy and procedures into an HR policy library 3. Develop a new HR policy template 4. Implement a policy on policy 5. Review and reform current HR policy

Workstream 3 – Review and refresh our HR service delivery model 1. Review the effectiveness of the current client facing model and the internal structure of the Division 2. Develop and implement a Service Charter to improve understanding of HR services and promote quality 3. Develop and implement service catalogues 4. Assess client satisfaction with services on an annual basis 5. Externally benchmark our service culture 6. Undertake skills audit of HR staff & develop HR professional competency framework

Workstream 4 – Improving HR Business Processes 1. Determine priority business processes for reform 2. Research and adopt a single Business Process Reform (BPR) tool 3. Assemble a BPR Working Group from stakeholders 4. Apply BPR tool to business processes in priority order

Workstream 5 – Improving HR Communications 1. Review and re-develop the HR website 2. Develop and implement internal and external communication protocols 3. Review and reform our communication forums

Criteria for Success Deliver on fundamentals PLUS Adding value on strategy: • Performance management • Leadership & management development • Supporting change