hr structure - presentation to staff
DESCRIPTION
HR STRUCTURE - PRESENTATION TO STAFF. Structure for today’s discussion. Principles Structure and Reporting Lines Key Responsibilities Benefits Transition – i.e. the journey Questions. Background and Principles. HR Dialogue Feedback a greater understanding of the business is required - PowerPoint PPT PresentationTRANSCRIPT
HR STRUCTURE - PRESENTATION TO STAFF
Structure for today’s discussion Principles Structure and Reporting Lines Key Responsibilities Benefits Transition – i.e. the journey Questions
Background and Principles
HR Dialogue Feedback a greater understanding of the business is
required not going to the right person and/or not knowing
who the right person is – go to a “few” favoured and selected contacts or just straight to the HR Director
not enough strategic work is being done because operational is urgent and takes precedence
too much going through the HR Director’s office difficulty in finding the specialists when we
recruit, the trend is towards generalists
This was then!
This is now!
Key Responsibilities and Reporting Lines Senior Generalists
To drive the provision of an efficient and effective HR Service by the HR Generalists to the relevant Faculties and/or Divisions
HR Generalist II’s To manage the relevant HR unit and the HR generalist I. To offer a professional
and valued HR service, to the relevant Faculties and/or Divisions. Within the respective section, the individual is also expected to contribute to the development of HR best practice, policies and processes which will enable and drive increased long term efficiency and effectiveness of staff within the relevant Faculties/Divisions.
HR Generalist I’s To support the HR Generalist II and Senior Generalist in providing a valued and
professional HR service specifically through the execution of excellent HR administrative and basic HR professional services
HR Administrators To support the HR Generalist Unit in providing a valued HR service through the
provision of accurate and timeous HR information (with a strong focus on staff information, remuneration and benefits) specifically using the HR IT system
Benefits
To maximise service delivery: Structure to facilitate an understanding of faculty and divisional needs and therefore allow
for better more responsiveness to unique needs of different areas and therefore better service delivery;
Structure to ensure appropriate back-up when HR staff are not available to staff or managers/HoDs.
To facilitate appropriate alignment between strategic and operational needs: Ensure that not only does the urgent work get done but that also the strategic work gets
sufficient attention; Ensure that the HR management team has sufficient time to spend on strategic work.
To ensure balanced work-load of staff and efficient and effective use of posts available: Need for support for Director of HR; Structure that minimises the pressures on some areas in HR and not others.
It meets HR good practice: Move to a generalist model with limited specialists; Allows for maximum options for succession planning and therefore retention of staff with
good opportunities for advancement and development; Allows for recruit of new staff where trend is towards generalist model.
Transition – the Journey
Completed Training
• VIP – includes both the HR side and the payroll side
• Remuneration and Benefits
• Recruitment and Selection Professional and Administrative processes
• Purchase Order training
• Temporary Recruitment processes
• Generic HR training
• Organisational Design
• Job Evaluation
Training to be Completed
• IR
Still to be come - Employee Self Service
• March 2011
Questions