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THE CRITICAL DIMENSIONS
IN BUILDING A COMPETITIVE
HR STRATEGY FOR TUT
8 OCTOBER 2009
(CECILE SCHULTZ)
Faculty: Management Sciences
OBJECTIVES OF THE STUDY:
To determine the critical dimensions in building
a competitive human resources (HR) strategy
for TUT.
To determine the merger’s impact on managing
human resources at TUT
Faculty: Management Sciences
CONTRIBUTION OF THE STUDY:
The building of this HR strategy was done from a
holistic point of view by integrating the literature
review, the strategic business plan of TUT, the
Balanced Scorecard and the empirical results of
this study.
The critical dimensions of the HR strategy may
assist the HR Directorate to add value to TUT.
This HR strategy can serve as a guideline for
other merging institutions.
Faculty: Management Sciences
LITERATURE REVIEW
1. Competitiveness
2. Human resource strategy
3. Value
4. Balanced Scorecard:
Measures organisational performance
across four perspectives namely:
* financial,
* customers,
* internal business processes, and
* learning and growth.
Faculty: Management Sciences
LITERATURE REVIEW (CONTINUE)
Lag factors: what happened in the past
(financial perspective)
Lead factors: what the future result might be
(learning and growth perspective)
5. Competencies impacting HR
Faculty: Management Sciences
RESEARCH METHODOLOGY
• Quantitative approach.
• Population:
Pretoria campus: because HR activities at
each site differed at that point.
• Convenient sampling - all permanent staff.
• Data gathering:
*
HR Balanced Scorecard session
* Questionnaire (Likert type)
*
Distribution method.
Faculty: Management Sciences
STATISTICAL ANALYSIS
• Data calculations (SPSS)
• Cronbach’s alpha (0.7) = reliability
• Response rate (1072/297 = 28%)
Faculty: Management Sciences
DESCRIPTIVE STATISTICS
Frequency
Percent
Afrikaans
187
63%
English
41
14%
African
69
23%
Home language of respondents (n = 295)
Faculty: Management Sciences
DESCRIPTIVE STATISTICS
100%
80%
63%
60%
40%
37%
20%
0%
Academic
Non-academic
Academic and non-academic
distribution (n = 296)
Faculty: Management Sciences
PRINCIPLE FACTOR ANALYSIS
THREE FACTORS:
• Business knowledge + HR practices (Factor 1)
• Personal skills (Factor 2)
• Management skills (Factor 3)
Faculty: Management Sciences
BOX PLOTS FOR THE THREE
IMPORTANCE FACTORS
Faculty: Management Sciences
BOX PLOTS FOR THE THREE
SATISFACTION FACTORS
Faculty: Management Sciences
MERGER’S IMPACT ON MANAGING
HUMAN RESOURCES AT TUT
Inspection of these plots confirms that the
average rating of the satisfaction factors is higher
than that of the importance factors, indicating that
respondents are less satisfied relative to the
importance attached to all business knowledge
and HR practices, as well as management skills.
The impact that the merger at TUT had on
managing human resources is therefore seen in a
negative light.
Faculty: Management Sciences
THE CRITICAL DIMENSIONS IN BUILDING
A HR STRATEGY FOR TUT
1. Business knowledge +
HR practices
1. Personal skills
2. Management skills
Faculty: Management Sciences
CRITICAL DIMENSION
Business knowledge
and HR practices
KEY ACTIVITIES
1. Competitive intelligence
2. Business intelligence
3. Knowledge of external realities
4. Streamlined admin. processes
5. Sound performance management
6. Ensure competent staff
7. Development of staff
8. Establish dual career paths
9. Attract, enhance + retain expertise
10. Management reporting
11. Develop leadership capability
12. Process automation
Faculty: Management Sciences
CRITICAL DIMENSION
Personal skills
KEY ACTIVITIES/VALUES
1. Professionalism
2. Integrity
3. Respect
4. Trust
5. Credibility
6. Keep commitments
7. Accountability
8. Accuracy
9. Business ethics
10. Effective leaders
Faculty: Management Sciences
CRITICAL DIMENSION
Management skills
KEY ACTIVITIES
1. Managing change
2. Managing culture
3. Relations management
4. Other: computer info system
budget management
financial management
Faculty: Management Sciences
Recommendations
• Discussions with the HR directorate of TUT on the
results of this study.
• Further surveys at other learning sites of TUT.
• Further surveys at other tertiary institutions
and businesses.
• Investigation of HR competencies in the tertiary
environment.
• Use other scorecards to refine processes:
* Workforce Scorecard,
* Total Performance Scorecard,
* Diversity Scorecard, and
* Leadership Scorecard.
Faculty: Management Sciences
Thank your for your time!
Any questions?