Human Resources Division Unit Assessment 2009
Response of the Human Resources’ Leadership Team to the Report
Overview
During 2009, the Human Resources (HR) division was the first administrative unit to undergo a review
under the University’s newly approved Framework for Assessment. 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.”
The HR leadership team has reviewed the report and has had an opportunity to meet with the panel to
clarify the content of the report and recommendations. The leadership and staff in HR appreciated the
opportunity to receive feedback from a panel of professional colleagues and acknowledge their
feedback is helpful and there is much opportunity for reflection and learning based on the findings.
Following is the HR leadership team’s summary of the strengths noted by the panel, our
analysis of the key themes for action expressed in each of the recommendations, and our
progress since the panel began its review in the spring of 2009.
Summary of Strengths
The report highlights the following strengths of the HR division:
HR is aligned with the expectations of and is carrying out the directions set by university
leadership
the unit has developed an official, approved university human resources plan
o the plan has five core strategic initiatives for the university
o the initiatives are common to many universities or organizations in Canada
o the plan is an ambitous effort to enable an operation based on best-practices
o there are clear goals for change and improvement
o the HR unit is a critical player in the achievement of university goals
o the HR unit is working hard to achieve the outcomes required to realize the initiatives
HR demonstrates a willingness to be assessed and accept suggestions for improvement
o has a good understanding of contemporary/strategic HR practices and is working hard to
bring some of those practices into the university
o changed from a transactional, administrative department to a unit that wishes to provide
strategic support
o has a good level of awareness of areas requiring attention
o the resilience demonstrated by its members is impressive
o shows no reluctance to set very challenging goals and shows a high level of
professionalism, courage and determination
Recommendations for Improvement
The panel made recommendations for the HR division and university leadership to consider.
Below is a summary of the recommendations, the key theme of the recommendation as interpreted by
the HR leadership team, and a high-level summary of progress that has been made since the review
panel conducted their site visit (May 2009).
Response to the Final Report
Prepared by Human Resources
Page 2 of 5
Progress against the recommendations will continue to be a priority in this and future planning cycles.
Recommendation #1
The President and senior executive should continue to demonstrate their support for the
implementation of the University Human Resources Multi-Year Strategic Plan.
Key Theme: Demonstrated support for the university’s HR plan as an institutional priority.
Progress/Action
discussions of the strategic initiatives in the university’s HR plan at Dean’s Council and similar
forums to increase awareness and engagement of the HR plan and its relevance to the success
of colleges and units
discussions with the Provost’s Office to facilitate the addition of a “people plan” section (to align
with the university’s HR plan) in the planning template for the next planning cycle
consistent messaging in development sessions and other forums with respect to the shared
responsibility and role of the leader in best HR practices
consultation with colleges and administrative units about action planning to address the results
of the Employee Opinion Survey
discussions to increase consultation as the HR unit prepares for the third integrated planning
cycle
heightened awareness/engagement of leaders through new development initiatives
Recommendation #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.
Key Theme: Engagement and ownership of the university’s HR plan across the university community.
Progress/Action
HR consultants assigned to colleges and administrative units are increasing unit-specific actions
to support the university’s HR plan
HR professionals focused on seizing opportunities to increase engagement and ownership (e.g.
AVP/HR’s involvement in Manager’s Skill Development Series, Deans Orientation and
Leadership Modules and the Library Leadership Session)
continued focus on the development of the HR consultants to effectively consult and and partner
with colleges and units to develop plans to operationalize the university’s HR plan
creation of a senior advisory communications position (based on reallocation of funding) to
support the AVP-HR and increase engagement through strategic communications and ensure
the AVP-HR is available for more discussions and dialogue with the community about the
university’s HR plan
Recommendation #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.
Response to the Final Report
Prepared by Human Resources
Page 3 of 5
Key Theme: Refocus on building relationships and strategic partnerships to advance the university’s
HR plan.
Progress/Action
HR has become a strategic partner in several university level initiatives such as Operational
Risk Management, Institutional Positioning, Financial Uncertainty, and Crisis Management
HR consultants attend and/or facilitate college and administrative unit staff and faculty meetings
and retreats where possible
HR consultants and the new leadership positions (Director of Recruitment and the Director of
Aboriginal Engagement) have increased capacity to facilitate strategic partnerships and provide
some additional time for the AVP-HR to build closer relationships with academic and
administrative units
Recommendation #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.
Key Theme: Quality customer service that encourages engagement in the HR plan by increasing the
credibility of HR generally.
Progress/Action
the 2008 review of the AVP-HR included feedback about levels of customer service; this review
was shared with all staff members in the HR unit to prompt aggressive attention to improving
customer services
customer service principles were established and training provided to all HR staff
process improvements, increased accountability for customer service, and ongoing staff
development are all contributing to improved customer service (e.g. electronic job submission
process)
HR staff retention and, in particular, frontline and analyst staffing issues have stabilized
Recommendation #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.
Key Theme: Institutional priority for leadership development programs.
Progress/Action
leadership development proposal, developed in partnership with the Provost’s Office, submitted
to PCIP (principles supported by PEC)
prior to formal approval process, began Skill Development Series, new general staff orientation
program and leadership development sessions including orientation modules for Deans (in
collaboration with the Provost’s Office)
increased discussions and engagement with leaders about the shared responsibility of leaders
for the outcomes described in the university’s HR plan
HR sponsorship and active involvement in provincial leadership conference
Response to the Final Report
Prepared by Human Resources
Page 4 of 5
created a pool of external HR consultants (through a RFP process) to supplement the resources
offered by the university’s HR department, while ensuring alignment with the university’s
strategic directions and culture
Recommendation #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, and 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.
Key Theme: Increase self-service options for the delivery of HR services and information.
Progress/Action
self-service features have been introduced including online employment tools and access to
benefits information
HR continues to explore and expand technology to increase self-service opportunities within
limited resources
creation of senior advisory communications position will facilitate strategic provision of online
services and information
Recommendation #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.
Key Theme: Increase visibility of the AVP-HR to advance the vision and strategic initiatives of the
university’s HR Plan.
Progress/Action
reallocation of resources and growth in proficiency in the HR leadership and consulting teams
has reduced the reliance on the AVP-HR for operational input
AVP-HR is actively engaged in high-level strategic initiatives, university-level priorities, events
and discussions with employees and union leaders
continued enhancement and integration of health and wellness services, and promotion of these
valuable programs
promoting the resources available to assist in understanding mental health issues through the
health and wellness team and HR consultants
creation of senior advisory communications position will facilitate proactive, integrated, strategic
communications and to assist in planning the most strategic use of the AVP-HR’s time
Recommendation #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.
Key Theme: Adapting best practices in broadly defined equity issues for the University of
Saskatchewan environment.
Response to the Final Report
Prepared by Human Resources
Page 5 of 5
Progress/Action
AVP-HR participates on a Conference Board of Canada HR Executive network.
HR works closely with leaders in the diversity field and has led a number of innovative diversity
initiatives, including the introduction of cultural competencies into curriculum
reassigned a consultant who has expertise that is regularly sought after at the local, national
and international level to specialize in Aboriginal engagement
established a strategic partnership with the Special Advisor to the President, Aboriginal
Initiatives
Summary and Next Steps
As emphasized by the External Review Panel, the HR unit has made considerable progress against the
ambitious goals of the university’s HR plan. Over the last two planning cycles, HR has moved from a
transactional, administrative department to a strategic partner in the advancement of the university’s
Integrated Plan.
In the spirit of continuous improvement, the HR unit will use the recommendations in this review as an
opportunity for further growth and development. The recommendations will guide our ongoing activities
in the current planning cycle and will inform our planning as we prepare for the university’s third
integrated plan.
The work of the panel and the input and feedback of those who participated in the process are greatly
appreciated.