Human Resources Division
External Review 2009
Report of the External Review Team
Table of Contents
Introduction …………………………………………………………………………………………………………………………...
3
Purpose/Objectives ……………………………………………………………………………………………………………….
3
Methodology …………………………………………………………………………………………………………………………
4
Overview …………………………………………………………………………………………………………………………...…
4
Findings of the Review Team ..……………………………………………………………………………………………….
4
Recommendations …………………………………………………………………………………………………………….....
10
Summary ..……………………………………………………………………………………………………………………………...
11
University of Saskatchewan Human Resources Division
External Review 2009
Page 2
Introduction
The University of Saskatchewan Board of Governors and University Council have approved an institution-wide
Framework for Assessment to support the Strategic Directions and Integrated Planning Process that applies to both
academic and administrative unit reviews. The framework is intended to foster a culture of continuous
improvement as indicated in the following statement drawn from Strategic Directions: “This is not a matter of formal
standards but rather a willingness to open ourselves to evaluation and aim for high quality in all we do.” It is with this
intention that the Human Resources Department expressed willingness to be the first administrative unit to
undergo a review under the new framework.
Purpose/Objectives
The external review of the HR department is intended to:
1. Assess whether the unit is aligned with the expectations of the University’s leadership and focused on
priorities that align with and support the strategic directions and successes of the university.
2. Assess whether the resources and leadership of the unit enables an operation based on best practices in the
context of the University of Saskatchewan’s strategic directions, including the Second Integrated Plan Toward an Engaged University.
3. Assess the unit’s progress toward its goals according to best practices of the profession.
4. Assess the unit’s progress in developing performance measures and critically assessing progress.
5. Assess the communications and reporting mechanisms to ensure the unit’s progress is reported and the
unit’s goals and results clearly understood.
6. Identify whether appropriate resources (financial, human and facilities) and reporting structure are in place
to ensure the unit is adequately resourced and using current resources effectively.
7. Assess the levels of collaboration and integration to ensure the unit is working effectively across the
organization.
8. Identify if there are limitations, gaps or barriers affecting the unit’s success that hamper the effectiveness,
efficiency and quality of the unit’s overall performance.
9. Identify strengths that may be further utilized to improve the overall performance of the unit.
10. Make recommendations to support the success of the unit in its progress toward its goals and identify any
financial or other implications of such recommendations.
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External Review 2009
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Methodology
The President, Peter Mackinnon, appointed an external review team late in 2008 and the review was conducted
during the calendar year 2009. The external review team consisted of:
• Lisa Castle, Associate Vice-President, HR, University of British Columbia;
• Angela Hildyard, Vice-President, HR & Equity, University of Toronto; and
• Brian Mallory, Human Resource Consultant, Mallory Consulting and HR Global Innovations.
The external review was announced by the President’s office and faculty and staff were invited to participate in
the review, in confidence, through interviews with the review team or by written submissions. The external
review team met with about sixty faculty and staff, including members of the executive of unions and
associations and members of the HR department, individually or in small groups. About a dozen written
submissions were received. In addition, the external review team examined pertinent university policies and
documents, the University Human Resources Multi-Year Strategic Plan, evaluations of progress, work climate
assessments and samples of communications.
The review team made several site visits and conducted all interviews on campus. Employees of the university
who volunteered information to the review team were assured that their contributions were made in confidence
and information used in the report would not be attributed to a specific individual or group. The review team was
impressed with the efforts of all participants to be objective, professional and constructive.
Overview
It is important to give context to the findings of the review team. While much of the report focuses on those
areas that participants in the review noted as still requiring more progress, we would be remiss if we did not state
at the beginning that the Human Resources Division has made, and continues to make, real contributions and
progress as an effective strategic partner to the university leadership. The staff in the HR unit have demonstrated
a very high level of commitment to the university community. The HR unit is evolving from a transactional,
administrative unit to a strategic, action-focused department working toward a clearly written set of human
resource strategies that will help the university achieve its goals.
The review team heard both praise and criticism of the HR unit. The praise was based on an understanding of the
progress the department has made; the criticism was focused on concern that the division may not be able to
meet all of the expectations of its clients as well as commentary on issues or events that occurred some time
ago. It is hoped that the observations and suggestions provided by participants and the review team will assist in
developing a better understanding of the vital role the HR unit can play and how that role can be further
enhanced.
The findings reported below follow the template of the Terms of Reference given to the review team. Each of the
individual terms of reference is quite broad so there may be some overlap or duplication in our reporting out on
each term of reference.
Findings of the Review Team
Our findings are organized in accordance with the Terms of Reference, Purpose/Objectives, for the external
review. Specific conclusions and recommendations will follow.
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External Review 2009
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1. Assess whether the unit is aligned with the expectations of the University’s leadership and focused on priorities
that align with and support the strategic directions and successes of the university.
It was made clear to the review team that the University of Saskatchewan, like other public universities, is facing
externally driven pressures, including the need to demonstrate accountability for public and private funding, an
increasingly competitive environment for financial and human resources and a requirement to be responsive to
community and societal expectations. There is a growing understanding that the university must embrace
change and accept an operating model of continuous improvement. The need to respond to the changing
operating environment is reflected in the University's Integrated Plan (2008/09 to 2011/12). Throughout the
Integrated Plan there is the understanding of the connection between goal achievement and attracting, retaining,
supporting and developing outstanding faculty and staff.
There was a general understanding by participants (all those who met with the review team or made written
submissions) that the HR unit is carrying out the directions established by the university’s senior leaders. The
Human Resources Multi-Year Strategic Plan (2008-2012) has five core initiatives which would be common to
many other universities and organizations in Canada. This plan is the official, approved university HR plan and
the HR unit is working hard to achieve the outcomes required to realize the initiatives. The HR unit thus is aligned
with the expectations of the university leadership.
However, below the senior levels of leadership and outside the HR department, there appears to be a low level of
understanding, awareness, agreement or alignment of/with the HR plan. A few participants felt, as did we, that
to some extent the HR plan was written in a style and using language more suited to the corporate setting than to
a university. Not only has this let to distrust and/or dismissal of what indeed may be a very appropriate overall
direction for the University, but it has also hindered the dissemination and discussion of the plan. At least twothirds of the participants had a limited knowledge or little awareness of the HR plan. It appeared to the review
team that the process to develop the HR plan did not involve sufficient input or dialogue with a significant
representation of the university community – indeed, this is not surprising since there appeared, in general, to be
very few opportunities for meaningful dialogue between HR and key academic and operational University
stakeholders. We were left with the impression that the HR plan does not have the support or engagement of
many essential participants. We also note that with respect to implementation, much of the focus in the past few
years was, by necessity, on Labour Relations issues. This has caused many members of the community to think
that HR is driven by LR when, in fact, the reverse should be the case. That is, the principles that define the
relationship between the University and its employees – for unionized and non-unionized groups – should
encompass far more than the formal collective bargaining relationship. In particular, that relationship should
recognize that all employees have an important role to play in enabling the University to achieve its academic
mission. It is those principles that should drive the collective bargaining process.
Although the HR plan appears to be aligned with university strategic directions, and the HR unit and the
university senior leadership are working together, a concerted effort will be required by these two groups to
engage the rest of the university community or the implementation of the plan will be unnecessarily protracted.
2. Assess whether the resources and leadership of the unit enables an operation based on best practices in the
context of the University of Saskatchewan’s strategic directions, including the Second Integrated Plan—Toward
an Engaged University.
The Second Integrated Plan contains numerous references to human resource management, most notably in the
Supporting Strategies which includes the following statement: “The University of Saskatchewan will enhance its
efforts to become an employer of choice in Saskatchewan and Canada, by recruiting and retaining the best faculty and
staff and supporting their development as they progress through their careers”. This statement, together with the
2008-2012 HR initiatives, sets a large commitment for the entire university. Number two of the terms of
reference for the HR review asks if the HR unit has the resources and leadership to enable an operation based on
best practices. The answer is “probably” – provided the University retains skilled and experienced HR
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External Review 2009
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professionals, who are consciously engaged in facilitating and enhancing the success of the academic and
administrative units, and provided that the university community at large possesses the capacity (and
willingness) to achieve HR best practices.
Many of the participants have a good understanding of the last ten years of evolution of the HR function. We
were advised that the HR unit has made progress from a maintenance-focused, “don’t rock the boat”, support
department to a team with a plan and a determination to bring about change. But we were also told that the HR
unit is moving too quickly, is over-extended and is isolating itself because it does not take the time to engage the
university community, to understand their needs and to develop partnerships with essential stakeholders.
Our conclusion is that the HR unit needs to have a change management strategy consistent with the additional
resources it is given to achieve the HR strategy goals. It is our impression that the HR division, with its current
resources, cannot provide the level of HR services expected to implement the HR strategic plan as quickly as
requested by the university. The HR division has the resources to focus on a small number of initiatives at any
one time but currently is over-extending itself. The current efforts to provide high service levels and implement
the strategic goals will not result in a “best practices” model.
3 & 4. Assess the unit’s progress toward its goals according to best practices of the profession. Assess the unit’s
progress in developing performance measures and critically assessing progress.
Many of the participants told the review team that the HR department is much more professional today than a
few years ago and has made a lot of progress to align its strategies and services to support university goals. The
term “best practices” of the profession should be interpreted to mean being able to see reasonable comparison
of the HR unit’s practices with highly successful practices in other peer organizations. The HR unit has a good
understanding of contemporary/strategic HR practices and is working hard to bring some of those practices into
the university.
The review team heard repeatedly that the HR unit is working too hard on its own strategies and is not balancing
its efforts with its role as a service department. Stakeholders do not perceive the HR unit as following best
practices with respect to client service. They describe a decline in accessibility, lack of awareness of client
operations and needs, and inconsistent responses to issues (apparently causing some clients to simply keep
calling different members of the HR department until they receive the response they want!)
HR departments everywhere are being called upon to be stewards of change. However, HR’s role as a service
department is required more than ever and “best practices” are demonstrated when the HR unit seamlessly
blends high quality, well planned service/practice with desired change, bringing its clients along by gradually
changing service models based on real-time support for issues. In other words, HR must pay closer attention to
detail, both in the development of programs and initiatives as well as in their implementation, only initiating the
next project when the current project is on the way to successful completion.
The HR unit has demonstrated that it is very open to performance measures and critical assessment. In addition
to periodic, formal assessment the unit could obtain real-time feedback and increase its understanding of its
clients service needs through closer relationships with its clients.
5. Assess the communications and reporting mechanisms to ensure the unit’s progress is reported and the unit’s
goals and results clearly understood.
This term of reference has several aspects and participants gave us several perspectives. We have noted that
there appears to be a low level of awareness of the 2008-2012 HR initiatives. The HR unit has several forms of
ongoing communications such as newsletters, its website, regular progress reviews, presentations at
meetings/forums and through interaction with clients. Of course most other units are making similar efforts and
University of Saskatchewan Human Resources Division
External Review 2009
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the challenge for individual faculty and staff is to sort out and absorb what is significant to them – at the time
they need the information.
The review team received feedback that the various communications from the HR unit to the university
community sometimes were viewed as self serving of HR’s interests or needs. This may be a legacy of past
labour relations strife or indicative of the need for the HR unit to continue to build trust through an enhanced
service/relationships model.
The lack of awareness and understanding of the HR Strategic Plan, the structure, systems and operating
procedures of the HR unit by many of the participants in the review would indicate that the communications and
reporting mechanisms currently in use are not effective. To be fair to the HR unit it must be acknowledged that
most organizations, including other universities, have challenges with internal communications. The HR
department may wish to consider seeking assistance from communications experts.
6. Identify whether appropriate resources (financial, human and facilities) and reporting structures are in place
to ensure the unit is adequately resourced and using current resources effectively.
As noted earlier the university has set ambitious goals to be a very progressive employer. The level of resources
required by an HR unit to help the university achieve this goal depends on at least three variables. The first is the
size of the gap between the current level of operation and the desired level. The second variable is the existing
capacity of essential participants in goal achievement. The third variable is the desired timelines for goal
achievement.
The HR unit has a level of FTE staff comparable to similar institutions. However participants in the review noted
the high turnover of staff in the unit in recent years and the limited experience working in a university
environment of some HR staff. It is the opinion of the review team that the current HR unit does not have the
capacity, by itself, to implement the formal HR strategic plan within the timeline of the “Second Integrated Plan”.
The advancements required to achieve the university's goals are systemic and substantial, involving extensive
engagement with the leadership of the university. The lack of engagement in the HR plan by the broad academic
and administrative leadership, coupled with other observations by the review team, indicate the need to increase
the involvement and capacity of the entire university leadership cadre to have a realistic expectation to achieve
the HR plan.
According to participants, the HR unit is over-extended as it tries to advance the formal HR strategies and meet
operational service requirements. This is leading to a lack of confidence in the HR unit by the university
community at a time when the unit needs to command a high level of leadership credibility and trust. Driving the
implementation plan forward at the cost of providing a high level of operational service is not a strategic use of
HR resources and expertise and is undermining effectiveness. The university could consider assigning more
resources to the HR department to provide expected operational service levels while a small, dedicated unit,
(working with the rest of the HR staff), pushes forward to implement the HR plan. However, without a fully
embraced and resourced strategy to enhance the capacity of the university to engage in the implementation of
the HR plan, the rate of progress may remain below expectations.
7. Assess the levels of collaboration and integration to ensure the unit is working effectively across the
organization.
The review team received the impression from many of the participants that the HR unit was somewhat
detached from the university community. Although the HR unit appears to have a well developed alliance with
the senior leadership, HR as a whole is not viewed as having a collaborative relationship with the rest of the
university (although some members of the unit have clearly developed excellent relationships).While most
participants view the HR staff as dedicated and hard working they also raised a number of issues and concerns
related to the effectiveness of the unit.
University of Saskatchewan Human Resources Division
External Review 2009
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There is confusion regarding the inter-relationship of HR and the Provost’s office. We believe that both units
would benefit from role clarity and a much closer working relationship. Once there is role clarity there should be
communication of same to the broad academic community, along with the publication of protocols or
procedures.
The role of HR should be to support the mission of its clients. However, the HR unit is viewed as disconnected
from - or not understanding - not only the academic divisions but also some of the administrative units. There
were numerous comments that the HR unit needs to engage at the operational level, not just in response to
emerging problems but also in a proactive manner. The unit also needs to complete initiatives before moving on
to the next project. The issues of slow response times, inconsistent service, and lack of understanding of the
clients’ environment or needs was raised sufficiently to indicate that this may be a major source of the perceived
disconnection of the HR unit from the client base.
The review team received comments that the HR unit was so focused on implementation of its HR plan and on
labour relations that building relationships, getting to know their clients needs/challenges and working with their
clients to transfer HR skills had been neglected. From an “across the organization” perspective, levels of
collaboration and integration appear to be low enough to seriously reduce the potential of the HR unit to help the
university achieve its goals. Within the HR department there has been considerable effort to collaborate and
integrate. These efforts need to be extended beyond the unit to the divisions.
8. Identify if there are limitations, gaps or barriers affecting the unit’s success that hamper the effectiveness,
efficiency and quality of the unit’s overall effectiveness.
There are several factors that appear to be limiting the effectiveness of the HR unit. The review team repeatedly
heard that the HR unit is trying to implement the HR strategies too quickly, is over-extended, a victim of its
determination to achieve its goals and not maintaining service levels expected by its clients. Unless more
resources are provided to the unit, it needs to consider what it will stop doing so that it can concentrate on one or
two initiatives and redirect resources to raise service levels. The university and the HR unit have clear goals for
change and improvement. However, continued communication of the strategies, the implementation plan and
progress toward the goals may be needed to increase engagement. The HR division may not be resourced
sufficiently to work closely with its clients to provide a blended service and skills development model to
implement the HR strategies at the desired pace.
The review team believes that the HR unit itself has made real progress as it has changed from a transactional,
administrative department to a unit that wishes to provide strategic support, aligning itself with the university’s
leadership directions. However, university culture and direction do not change by decree or publishing a set of
HR goals. Most of the participants were in agreement with the HR goals but felt that trying to push all of the
goals in a short time frame was not achievable. The HR Unit staff noted the need to continue the development of
systems and processes that improved the unit's administrative efficiency and made on-line information readily
available to their clients.
Participants strongly recommended that the HR unit develop a transparent implementation plan that is
incremental and focused on one or two of the goals at a time. Participants felt that the order of implementation is
an important consideration. For example, several participants felt that a necessary early step would be a full scale
institutional leadership development program. The lack of full scale leadership development opportunities is a
limitation to the advancement of the HR plan and the university’s goals as an employer.
Another limitation, gap or barrier noted earlier is the perception that the HR unit is detached from the mission
and the operation of the university. It is unlikely that the ability of the HR unit to lead change will improve until it
builds strong working relationships and consistently high levels of responsive service.
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External Review 2009
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In addition to these issues, we note that the physical space and layout of the HR unit’s offices, with its labyrinthlike layout and the lack of openness and comfortable meeting spaces to confer with clients, creates an
environment that is not conducive to the hospitable climate the HR department desires to achieve.
We also note the reference by many participants to the high level of turnover in the HR department. Clients have
concerns about continuity of service, delayed response times and the apparent low levels of university
experience/understanding in the HR unit.
Finally, we wish to raise issues that draw upon our collective professional expertise and experiences in university
HR:
(a) Exemplary HR departments pay significant attention to issues related to equity, broadly defined. While
we applaud efforts to work with others in the University and broader community to address equity for
aboriginal groups, we were surprised to find so little in the planning documents that would point to a deep
understanding of and proactive commitment to addressing equity more broadly;.
(b) Total compensation models are becoming increasing complex and require the oversight of focused
leadership. It is critical in defining and achieving retention, recruitment and recognition strategies to have a
developed framework that draws together salary, benefits, pension, leaves and other perquisites. Each on
their own is important and many are even a discipline, but they need to knitted into a comprehensive
approach or approaches.
(c) Many progressive universities are paying closer attention to health promotion, and to the creation and
support of healthy workplaces.
(d) As we have noted elsewhere, Labour Relations should not be the driving force behind Human Resource
strategies and programs; it should be the reverse.
9. Identify strengths that may be further utilized to improve the overall performance of the unit.
Regardless of the concerns or issues raised by the participants there was appreciation for the high level of
dedication and hard work of the staff in the HR unit. The obvious level of commitment is a very tangible strength.
Participants with a good understanding of university history expressed an understanding of the scope of the
changes that were needed in the HR unit and the progress that has been made. The leadership cadre in the unit is
assembling and developing a team of HR professionals with ever-increasing capacity and expertise.
The development of an HR strategy aligned with the university’s strategic plan and the support of the senior
executive creates an ideal platform for goal achievement. The understanding and support of the President and
senior executive is essential for the implementation of a complex and ambitious HR plan. That support is evident
to the review team.
The HR unit has a good level of awareness of areas requiring attention. Recent additions to the team should
facilitate progress in these areas. A strength of the unit, noted earlier, is its willingness to be assessed and accept
suggestions for improvement. The HR unit is a critical player in the achievement of university goals and the
resilience demonstrated by its members is impressive.
The HR unit shows no reluctance to set very challenging goals and shows a high level of professionalism, courage
and determination.
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External Review 2009
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Recommendations
1.
The President and senior executive should continue to demonstrate their support for the
implementation of the University Human Resources Multi-Year Strategic Plan.
2.
The University executive together with the HR unit should organize and conduct a high priority project
to increase awareness and acceptance of the HR plan at all levels of the university, allowing for input re
wording, prioritizing and implementation. Some of the plan goals should be subdivided into outcomespecific objectives for other stakeholder groups to achieve so that there are a higher number of
participants with accountability/ownership of the HR plan and commitment to achieving the desired
outcomes.
3.
There is a perception that the HR unit is focusing most of its energy and resources on labour relations
and the rapid implementation of most or all components of the HR strategic plan. The HR unit should
refocus on building relationships with its clients and create strategic partnerships with academic and
service divisions while incrementally and opportunistically advancing the HR plan.
4. The HR unit should make it a high priority to improve its customer service reputation. The department
needs to increase its accessibility, visibility and responsiveness in order to have relevance in the
university community. The HR plan goals, as much as possible, should be integrated into a customer
service model so that by working closely with clients to meet their needs, learning and change can
occur.
5.
A university-wide leadership development program should receive high priority, integrating the skills
and knowledge development required to realize the HR plan objectives. This would be an excellent
opportunity to strengthen the relationship between the Provost’s office and HR. Faculty and staff in
formal leadership positions should be offered access to these programs
6.
In collaboration with its clients the HR unit should continue to develop systems and processes that
enable clients to self serve, especially for routine administrative matters, to verify policy, check progress
on projects, access their own personal data. Technology should be used to augment an enhanced
service delivery model and increase accessibility, but should not replace or reduce direct access to HR
staff.
7.
The AVP of HR should delegate most daily operational responsibility so as to increase her accessibility
and increase the time available for building relationships and partnerships with academic and
administrative departments and closer working relationships with associations and unions.
8.
The HR department should build upon its ongoing review of innovative programs being developed in
Canada and the US relating to broadly defined equity issues – for example, the increasing occurrence of
mental health issues within the university community, the documented reluctance of young women to
choose academic careers within the sciences – with a view to adapting such programs to meet the
current and emerging needs of the faculty and staff at the U of S.
University of Saskatchewan Human Resources Division
External Review 2009
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Summary
The HR unit should be congratulated for the progress it has made, moving from a transactional, administrative
department to being a strategic partner in the advancement of the University’s Second Integrated Plan. This
dedicated, hard working group has been intently focused on labour relations and the rapid implementation of the
Human Resources Multi-Year Strategic Plan.
The review team, after considering all input, is of the opinion that the intensity with which the HR unit is pursuing
its goals is having the effect of distancing it from the university community. To lead the changes required, and to
achieve the strategic plan, the HR unit will need to work more closely with the academic and administrative units
to demonstrate awareness of operational issues and the relevance of the HR strategic plan.
At this time the HR unit appears to be attempting to drive major systemic change by itself and beyond the
existing capacity or desire of the university community. A change management strategy should be developed
and supported by the senior executive, including a comprehensive leadership development program. All
university employees in leadership positions should assume responsibility for implementing those aspects of the
HR strategic plan that relate directly to employee engagement and retention.
The review team believes that the HR unit should slow down the implementation of the HR plan, prioritize the
goals and through close working relationships with operational units, incrementally and collaboratively
implement the HR plan.
The review team wishes to thank all participants who so thoughtfully gave us their input. We also wish to
recognize the willingness of the HR unit to submit to review. The recommendations in this report are not
criticisms and should in no way diminish the appreciation the university should have for the dedication and daily
contributions of the HR team.
The review team wishes to acknowledge the amazing organizational and logistical skills of Susan Bertolo. Thanks
also to the energetic and enthusiastic students whose orientation activities during one of our visits reminded us
all of why we love being part of a university!
University of Saskatchewan Human Resources Division
External Review 2009
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