people plan to 2015 realising strategy through high performing people rmit council briefing marcia...

People Plan to 2015Realising strategy through high performing people

RMIT Council Briefing

Marcia Gough

RMIT University©2011 Human Resources 2

Agenda

• HR Vision

• Consultation and process

• HR model

• 7 HR levers

– Recruitment

– Payroll and HR Systems

– Performance culture

– Reward and recognition

– Leadership and people development

– Health, safety and wellbeing

– Workforce design

• Alignment to R&I and Academic Plan

• HR Plan in action


Human Resources Vision

Realising strategy through high performing people is

the founding premise of the human resources vision and goals presented in the plan


The HR Plan:

1. Supports future group priorities (aligned with RMIT’s Strategic Plan)

2. Supports University plans including Academic and Research and Innovation

3. Positions RMIT’s responsiveness to current and future external drivers

3. Highlights actions to define and create a preferred workforce that is capable of delivering the University’s strategy looking five years into the future

5. Sets the expectation for both HR and management staff in regard to people accountabilities


HR Plan methodology

5

Universitystrategies and

goalsand environmental

analysis

Establishment HR Advisory group/

stakeholder interviews

College & Portfolio consultation

College & PortfolioBusiness Plans

College & Portfolio local workforce

Implementation plans

Feedback from leadership group

College & Portfolio

consultation

RMIT 2010 Staff SurveyInput

Design

Engage

Implement

Ma

na

ged

via

a p

ha

sed

Pro

ject

Pla

n

Workforce Planning Project

Capability Framework

Development

2010-2015 University HR Plan

(5 year plan)

Development Needs

Analysis


HR Plan timeframes

Involvement in Strategic Plan Dev’t Internal & external environmental scanningWorkforce analysis(Jan – June)

Participate in College and Portfolio Forums2010 Staff Survey analyse results(May – Sept)

Define organisational people priorities via interviews, questionnaires with selected senior representatives (June – Sept)

Finalise and validate HR Plan (Oct - Mar)

Implement and consult with university-wide initiatives(2011)

-Consult (HR Vision Workshop/HR Advisory Group) -Validate draft HR Plan(July - Sept)

September ‘10 March ‘112010

2011

June ‘10

Focus groups RMIT Capability Model(May – July)


Staff and managers consultation

• One on one meet and greets by Executive Director • College and Portfolio Executive Briefings • Establishment of HR Advisory Group • Stakeholder interviews and surveys • Staff Survey results and action plans• Leadership briefings LeadRMIT • LeadRMIT focus group discussing HR management issues and ways to

support them better • Leadership forums identify staff survey feedback and action planning• Workshops with senior leaders to inform development of HR Plan • HR workshops to seek feedback on critical staff and management concerns• Roadshows to staff across the University talking through new services ie

DevelopME seeking feedback about how to improve what we do• Training programs and briefing sessions to over 600 staff and managers since

start of 2010 seeking feedback to inform improvements in our workplanning processes

• Feedback and briefing sessions on Training Needs Analysis at RMIT • Continued consultation on development of projects with key stakeholders

RMIT University©2011 Human Resources 8RMIT University©2010 Human Resources 8

Realising strategy through high performing people2011-2015

RMIT University©2011 Human Resources 9Human Resources 9

• Recruitment

• Payroll and HR systems

• Performance culture

• Reward and recognition

• Leadership and people development

• Health, safety and wellbeing

• Workforce design

HR Levers


Recruitment

Through its excellent global reputation, RMIT will be a ‘magnet’ for highly talented staff. We will have strong staff capability through effective, proactive and efficient recruitment.

Vision

Outcomes

A strong RMIT employer brand and employee value proposition

RMIT proactively identifies high quality candidates globally and develops talent pools

Comprehensive interview process with trained panel members conducting behavioural interviewing

Minimum research capability requirements are mandated for academic appointments

A fully rolled out e-recruitment system supports fast, thorough recruitment


Payroll and human resource systems

HR systems and services will be efficient, cost effective, integrated and end-user enabled. HR systems will be easy to use and provide accurate and timely information to enable effective decision making.

Vision

Outcomes

Integration of people management systems

Workforce analysis is based on accurate, up-to-date data

Data is easily generated by managers any time, from any location

A self-service kiosk provides current and accurate employee data

Increased electronic and online functionality

Reports are triggered as reminders for date-driven actions

Casual payroll services are seamless


Performance culture

As a place to work, RMIT will be a high-performance environment – driven by accountability, results and rewards.

Vision

Performance expectations are defined – results and behaviours

Finance and other incentives are available to staff who exceed performance expectations

Both high performing and consistently poor performing staff are easily identified Performance improvement and career development plans are tailored to improve staff

capability and drive organisational performance

Workload allocation models support the strategic needs of the university

An online performance management system is implemented

Outcomes


Performance culture continued

As a place to work, RMIT will be a high-performance environment – driven by accountability, results and rewards.

Vision

100% of staff participate in annual workplanning and performance appraisal

Performance appraisal focuses on results and behaviour. All staff receive a performance result

Exemplar behaviours (as defined by RMIT’s Code of Conduct and Behavioural Capability Framework) are role modelled, recognised and rewarded across RMIT

All RMIT leaders receive 360 degree feedback and coaching

Outcomes


Reward and recognition Vision

Outcomes

RMIT’s recognition and reward initiatives will attract and retain high performers

Annual salary increments are based on performance. Clear alignment of workplan, performance and remuneration

The professional staff classification structure supports rewarding and recognising performance.

Delivery of global locations is an integral part of each staff member’s work

Remuneration and reward offerings are designed to retain high performing staff

High profile industry people are attracted to work at RMIT

Executive remuneration is linked to performance and rewards high performance


Leadership and people development

Vision

Outcomes

All managers participate in 360 degree feedback and coaching

All new staff participate in RMIT induction activities

Academic career promotion is reliant on evidence of continual learning and development

For academic, VET and professional staff career acceleration programs (e.g. Graduate Program; Future Leaders; Internal Experts as Mentors) are implemented

Staff exchanges and secondments are encouraged across global campuses

A centrally coordinated, one-stop shop is established for professional development programs and resources

RMIT will be recognised as a sector leader for developing the skills of our people and developing great leaders.


Health, safety and wellbeing

RMIT will be recognised as a sector leader for our effective health, safety and

wellbeing strategies

Vision

Outcomes The incidence of workplace injury by 2015 is significantly reduced through

effective and proactive occupational health and safety management

Managers and staff have immediate access to support and advice re: absenteeism levels, reducing injury and managing return-to-work situations

Staff participate in proactive health checks and wellness programs

Managers work proactively to reduce instances of occupational stress

Staff wellbeing and safety is supported when in transit and working internationally

Proactive health and safety teams operate proactively in every work area

All ill, injured staff including WorkCover claimants are sensitively, effectively and quickly returned to work


Workforce Design

Vision

Outcomes

Aligned global structure and matrix responsibilities are confirmed and adopted across global campuses

SAP Manager Self Service is fully utilised for proactive workforce planning with 3–5 year horizons

Formal succession planning is undertaken for critical roles

‘Industry Practitioner’ classification implemented

Workforce planning informs organisation structure and design

RMIT’s new Behavioural Capability Framework is aligned with job classification and job design processes

Programs are in place to attract and retain key researchers

RMIT will have flexible organisational structures, clear job design and accountabilities, and develop strong succession and career pathways. Managers use workforce intelligence to enhance long-term planning


Aligning HR’s vision to RMIT’s vision

The academic and research plans are supported and enabled by a clear vision of ‘lifting

performance’ 2011 HR in action at each level of strategic planning:

1. Developing a global perspective

2. Urban

3. Academic professional development

4. Research performance expectations


THE ACADEMIC PLAN

2011-2015

Transforming the future 2011 - 2015

GLOBAL in action, action and presence, offering our students a global passport to learning and work.

HR 2011 partnership and operational actions:

•Off-shore teaching staff

•Academic staff located globally

•Global recruitment

•Culture to “think globally”

•Delivery in global locations

•Global talent search


THE ACADEMIC PLAN

2011-2015

Transforming the future 2011 - 2015

URBAN in orientation and creativity, shaping sustainable cities and drawing inspiration from the challenges and opportunities they provide.


•High profile industry people are attracted to work at RMIT

•Mutually beneficial staff exchanges and secondments are encouraged across all campuses

•Cultural impact and sustainability

•OH&S experts across the organisation and community partners provide expert advice to HR on assessing and reviewing health, safety and wellbeing initiatives


THE ACADEMIC PLAN

2011-2015

Academic Plan 2011 - 2015


•Academic and VET professional development and career acceleration programs

•Exemplar performance and behaviours are role modelled, recognised and rewarded across RMIT

•Workload allocation models are effective and aligned

•Strategic workforce planning informs HR decisions

THE UNIVERSITY OF TECHNOLOGY AND DESIGN

RMIT has long had a focus on technology and design and it will build on its strong reputation in these areas, ensuring the development of programs that excel in their quality and relevance.


THE ACADEMIC PLAN

2011-2015

Research Plan 2011 - 2015


•An online performance management system is implemented

•Minimum research standards are mandated for academic appointments and existing staff

•RMIT is in high demand and known as an employer who continues to grow and invest in researchers

•Performance appraisal focuses on results and behaviour

•Excellent researchers are recognised and supported

DEEP CONNECTIONS AND PARTNERSHIPS

RMIT will strengthen and deepen its connections with research partners in industry and community by developing dynamic, multifaceted research collaborations and HDR programs that support engaged, solution driven research


Human Resources Plan Aug 2011


HR Plan Brochure

Action Plan flyer 2011

Distributed to all staff August 2011


HR priorities mapped over 5 years


HR operations making strategy happen


Any comments or questions?

people plan to 2015 realising strategy through high performing people rmit council briefing marcia...

Documents

hr management issues

process hr model

hr levers recruitmentpayroll

management staff

staff survey feedback

critical staff

talented staff

rmits strategic plan