HR Department at UCCAn Overview – April, 2015Barry O’Brien, Director of HR

Operating Environment

• New funding arrangements

• Technological change

• Enhanced student choice

• Greater expectations of the teaching and learning experience

• Demands for greater transparency and accountability

CentralServicesCentralServices

HR ‘Business’HR ‘Business’ Employee RelationsEmployee Relations Staff Welfare & Development

Staff Welfare & Development

HR Strategy & OrganisationalDevelopment

HR Strategy & OrganisationalDevelopment

RecruitmentRecruitment

Contract ManagementContract Management

Leave ManagementLeave Management

PensionsPensions

Research Contract MgResearch Contract Mg

Employee Information System

Employee Information System

HR Manager SEFSHR Manager SEFS

HR Manager M&HHR Manager M&H

HR Manager B&L + ACSSSHR Manager B&L + ACSSS

Research AdvisorResearch Advisor

Contracts & Recruit Advisor

Contracts & Recruit Advisor

Employee Relations AdvisorEmployee Relations Advisor

Industrial RelationsIndustrial Relations

EqualityEquality

ComplianceCompliance

Dispute ResolutionDispute Resolution

Staff DevelopmentStaff Development

Staff WelfareStaff Welfare

Leadership & Management Development

Leadership & Management Development

OrientationOrientation

Staff RecognitionStaff Recognition

CoachingCoaching

Performance ManagementPerformance Management

Promotion & EstablishmentPromotion & Establishment

Succession PlanningSuccession Planning

Organisational /Job Structural design

Organisational /Job Structural design

Academic WorkloadAcademic Workload

Job Evaluation / Grading

Job Evaluation / Grading

HR StrategyHR Strategy

HR DirectorHR Director

HR Structure

Staff Statistics

Total: 2,743

Operating Principles

• Provide clear leadership and direction

• Enabling adaptability and flexibility across the University

• Implementing the policy and regulatory framework

• Supporting the development of the University staff

Human Resources Proposition

• Developing a human resources experience for all

• Accessible

• Consistent

• Quality outcomes for all stakeholders

Key Deliverables – at UCC level

• Develop a strong working relationship with the President and all other senior management

• Bring added value to the management team table

• Embed a performance management culture across the organisation

• Maximise all HR resources for optimal service delivery