University College Cork
Strategic Plan for
Human Resources and Organisation
Development
2009 - 2012
Contents
1. Context
02
1.1 Foreword
1.2 Introduction
1.3 Purpose of Plan
03
02
03
2. Background to the Plan
04
2.1
2.2
2.3
2.4
A changing context: responding to current and future needs
University restructuring and HR review
A changing role for HR: local managerial responsibility
Development of the Strategy
3. Principles, Vision, Mission and Structure of the Function
3.1 Nine Key Principles of the Function
3.2 Vision and Mission
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4. HR Structure –Overview
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5. Leading Actions and Strategic Goals
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5.1 Implement an effective and supportive HR model within HR
5.2 Embed a service ethos that is underpinned by organisational accountability
adaptability and excellence
5.3 Optimise employee partnership at all levels
5.4 Develop an engage a sustainable performance culture across the University
5.5 Implement an integrated leadership and development process
5.6 Enhance organisational capability
5.7 Lead and participate in HR initiatives within the Higher Education sector
6. Implementing the Strategy and Measuring Progress
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1
1.
Context
1.1 Foreword
The success of this University has been built on the committed effort of its staff over the
years. The recruitment, alignment, development and retention of effective and committed
people is fundamental to the University’s strategic development. The Staff experience is
rightly recognised as a core element and central to this is an effective and purposeful Human
Resources function.
In order to succeed with this the Human Resources function has undergone considerable
change in the last 12 months as it evolves to a culture that is more service led and customer
centred. This evolution will continue and the strategy and the plans to enable this have been
developed following considerable effort by the staff in HR, with extensive consultation and
collaboration with the wider University and through informed external input. Our vision is to be
central to the delivery of the Institution’s strategic ambitions and through that to provide
excellent service, support and direction to the University community.
I recognise the efforts of the HR team and the wider participation of staff across the university
in assisting with the development of the function and our strategic ambitions. Our strategy and
plans will be ‘living, breathing’ documents that will shape our actions and effort and through
that the future success of the function and the University. Our focus over the coming months
will be on enabling our Strategic Plan through finalising our Operational Plan and engaging in
appropriate consultation on initiatives and interventions as they arise.
I look forward to reviewing and measuring our achievements in delivering this strategy in the
coming months and years.
Adrian Grey
Director of Human Resources and Organisation Development
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1.2 Introduction
University College Cork employs c.2649 staff across a range of functional groups – academic,
research, teaching, management, administrative, technical and services. Our reputation for
research and teaching depends on our academic leaders while the success of our institution
relies on the contribution of our entire staff.
University College Cork’s Human Resources Strategy relates, except where otherwise stated,
to all those employed by the University and is designed to support the University’s mission to
deliver “an environment which gives parity of esteem to teaching, learning and research and
where students are our highest priority, the University’s central roles are to create, preserve,
and communicate knowledge and to enhance intellectual, cultural, social and economic life
locally, regionally and globally”1.
It reflects the University’s key values of integrity,
accountability and collaboration, as set out in the University’s Strategic Plan 2009-2012.
The new HR Strategic Plan is designed to deliver the Human Resource and Organisation
Development aspects of the University’s Strategic Plan. The values incorporated within the
University’s Strategic Plan provide a vision for the University’s culture. The HR Strategic Plan
aims to support the development of this culture with an emphasis on achieving a people
centred culture that enhances the conditions necessary for the achievement of excellence in
all that we do.
1.3 Purpose of Plan
The HR Strategy aims to reinforce HR’s role as a leading player and valued contributor
across the institution. HR will continue to embed strategic influence and impact, to refine and
streamline existing administrative processes informed by broader best practice and sectoral
developments. In addition, we will endeavour to build a professional level of diagnostic and
enabling skills and a core of problem solving experts with the aim of continually raising
expectations. The HR Strategy will provide a coherent framework for the evolution and
maintenance of employment policies and practices which reflect the core values of University
College Cork and which meet and exceed, as appropriate, the requirements of employment
legislation. The framework will support the development of innovative policies and practices,
linked directly to the University’s strategic priorities, which embrace recognised best practice
and which reinforces University College Cork as an employer of choice.
Our work is informed by best practice and relevant legislative frameworks. Protecting and
enhancing the University’s reputation continues to be a major objective.
1
University College Cork Strategic Plan 2009-2012, pg. 7.
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2.
Background to the Plan
2.1 A Changing Context: Responding to Current & Future HR & OD Needs
The University has been through a period of unprecedented change over recent years in
terms of structural reform and establishment of more effective governance and management
structures. Internationalisation is a key area of development for the institution coupled with
our affiliation and potential engagements. These areas of expansion will underline the need to
develop greater understanding of international business practice and legal constraints. We
will continue to build an informed HR understanding within this broadened context.
While there is some capacity to control and influence internal drivers of strategy, the external
drivers have emerged out of a complex local, national and international context. There are a
number of pertinent drivers which have and will continue to influence the shaping of HR
strategy. HR has dealt with a significant range of legislation in recent years. The Function
actively engaged in developing policy in relation to prospective changes, both national and
EU legislatures and this will inevitably continue to be a driver for strategic policy development.
We will continue to benchmark developments in this sphere with our comparable institutions
and will reference the wider experience of other employers.
We acknowledge that there is national debate in the sector in relation to the potential for
institutions to share services and to work collaboratively on particular initiatives. While as a
HR function we already engage in considerable networking and sharing of ideas at an
informal and formal level in the Sector, we will continue to encourage the debate and to
consider suitable areas of potential mutual benefit in our field of expertise.
For the duration of this Strategic Plan it is envisaged that the University will continue to
operate in a challenging financial environment as more and more demands are made on
limited resources. The key financial objective of cost reduction represents particular
challenges for the human resource strategy. Working within the tensions outlined above we
aim to create flexibility within a general framework so that detailed decisions can be taken at a
local level with appropriate support from the centre to respond to local needs.
The HR structure in operation over the last decade positioned the Function to meet a number
of challenges emerging at that time. It is evident that an array of strategic HR initiatives has
been soundly and effectively managed but the Function must now meet expectations which
are increasingly multifaceted and which will demand more managerial sophistication and
administrative efficiency than the current structure has previously allowed.
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2.2
University Restructuring & HR Review
In order to deliver the University’s strategic vision of becoming a ‘world class regional
University’, the need was recognised to rationalise internal governance relationships under
devolution and establish more effective governance and management structures. Following
the Senior Management Review of 2007, UCC continued its process of structural and
organisational reform. With the departure of the HR Director in the autumn of 2007, the
University took the opportunity to review the HR function to ensure that it had the appropriate
structures, systems and processes to serve and support the delivery of UCC’s future strategic
agenda. The aim of the review was to identify the best ‘fit for purpose’ HR structure, systems
and processes which will provide ‘professionalism in delivery across the full spectrum of HR
functions as required by a high performing university and which is respected as demonstrated
by the high value placed on it by staff’. 2 Alison Johns (HEFCE) and Tony Strike (University
of Southampton) were appointed to assist UCC with the review. Specifically they set out to
explore staff perceptions of the strengths and weaknesses of University’s HR function and a
possible vision for a future HR structure. Upon completion of the review the HR
Transformation Group ‘HRTG’3 was established. Work carried out under the review helped lay
the foundation for the development of a new HR strategy of the University for the period 20102013.
2.3
A Changing Role for HR: Local Managerial Responsibility
Responsibility for people management rests with line managers at all levels of the University
as they are the first point of call in managing the human resource of the Institution. The role
of the HR &OD Function is to enable and support effective people management and lead, as
appropriate, on development of strategy.
This requires our Function and all those with management responsibility to work in a
collaborative way. Through empowering line managers the role of HR demands more activity
in the areas of guidance, consulting, educating and supporting. Therefore we have moved
from what some would view as ‘gatekeeper’ towards a ‘partner’ with the institution. In order to
maximise our flexibility, HR has followed a generalist path and it is clear we are moving to
being a core business partner while maintaining the most comprehensive service possible.
This approach raises a considerable number of challenges which will be addressed in the
context of relevant best practice models and emerging management perspectives in the
Sector and in the broader HR arena.
Inevitably, a significant amount of the Function’s remit will continue to fall within the
transactional and operational sphere. We will endeavour to lighten the administrative load by
utilising as much electronic storage, transfer and processing of data as possible and by
streamlining internal processes and documentation. With the development of our employee
information provision, we will aim to produce better, more understandable and relevant
managerial information to decision makers.
We will continue to promote HR as integral to the Institution and will therefore plan, measure
and deliver as a true business partner operating from a sound platform of systems, services
and processes. We will further develop and facilitate our bespoke organisational development
mechanisms and it is our intention to maintain our position at the leading edge of HR practice
in the HE sector.
It is our intent to deliver increased value to the University by further development of sound
and coherent HR policies, communication and engagement processes that ensure that the
University is compliant with legislation, attracting and retaining high quality talent and to
2Dr
Michael Murphy, January 2008
Current Membership of HRTG: Maeve McDonagh – Chair; Michael Berndt; John Davenport;
Michael Delargey; John Fitzgerald; Adrian Grey; Kathryn Neville; Roger Whatmore; Mary Steele
3
5
support the development of the University’s culture as defined in the University’s Strategic
Plan 2009-2012.
The Strategy will provide a dynamic frame of reference during this period of significant HR
change.
2.4
Development of the Strategy
Following the appointment of the new Human Resources and Organisation Development
Director in late March 2009, the Function set about formalising a new HR Strategy. In
developing the strategy a broad perspective was taken involving consultation, feedback from
the HR Review, strategic risk assessment, consideration of quality review feedback, extensive
self assessment of progress so far, University, and National strategic requirements, to ensure
that all aspects of HR management which are essential to the achievement of the University’s
Strategic Plan were covered. The HR Strategy is therefore a comprehensive strategy
designed to cover all key areas of activity. Particular importance was attached to reviewing
staffing needs in the light of institutional plans and facilitating transition to new staffing profiles
where required; and dealing fairly with restructuring, redeployment, and capability issues; to
establish and implement systems for development and to strengthen management and
leadership skills.
Significant contribution was made by staff in the Function to respond to the diverse sources of
information in a coherent strategic statement of planned activity for the coming three years.
Apart from the aforementioned inputs, the Function’s Strategic Plan underwent three phases
of development as follows:
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Phase
Scope
Time Period
Focus
Phase 1
HR Staff Strategy session
Summer 2009
Phase 2
Management Team Strategy Autumn/Winter
coinciding with emerging
2009
HR Structure
Phase 3
HR Staff Strategy Session
February 2010
Phase 4
Consultation and Review
February/ March
2010
Phase 5
Final sign off with the HR
Function
March 2010
A series of Function wide
sessions where all HR staff
considered diverse sources of
feedback on the performance
of the function and University
needs. Director of Planning
and Institutional Research
provided an overview of the
University’s Strategic Plan and
direction. Following a number
of break-out sessions, focused
on considering the above, an
overall direction for the HR
Function was articulated.
The Management Team further
explored the outcomes from
Phase 1 in light of College and
Central Services Strategic
Plans and the emerging
University and Human
Resources context. Specific
strategic goals for the Function
were identified.
During this period the new HR
structure emerged in support of
the new strategic vision for
HR. Additional Function wide
sessions were facilitated in
which specific strategic goals
and initiatives were discussed
and agreed. An Operational
Plan was drafted. Objectives of
the strategy grouped under
seven broad leading action
themes, as outlined in this
document.
Consultation with key
stakeholders for initial
feedback on the contents of the
HR strategy document.
Feedback from HR Function
on document
Phase 6
University Approval
April 2010
Table 1: Phases involved in the development and approval of the new HR Strategic Plan
2010-2013
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3.
Principles, Vision, Mission and Structure of the
Function
3.1
Nine key Principles of the Function
Nine key principles were identified by which the Function will operate.
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3.2
Proactive leadership and support
Service and support
Partnership and Inclusion
Communication and Knowledge sharing
Promoting ownership and accountability
Staff and organisation development
Relationship building
Enabling change
Progression through development
Vision and Mission
In defining our vision and mission we have been guided and will continue to be influenced by
the internal and external environment in which the University operates and the University’s
core mission with regard to its staff, organisational ambitions and its culture.
Vision
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To be central to the delivery of the Institution’s strategic ambitions through a
culture of partnership and engagement.
To be the leading HR Function in the Higher Education Sector
Mission
Provide clear leadership, direction and support in Human Resources and
Organisation Development as a key University partner through:
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Excellence in customer service
An appropriate policy and legislative framework
A collaborative partnership ethos
Supporting consistent and open communication
Fostering adaptability and flexibility across the organisation
4.
HR Structure
3.3
HR Structure Overview – Delivering the Vision
The HR structure, outlined in summary below, will enable the vision of the Function over the
coming years. The HR Structure comprises of three pillars of activity grouped as follows:
Employee & Organisational Development Services (EODS): organisational and strategic
initiative delivery (structures, policy, systems, initiatives and intervention development) to
enhance the capability of the University and its staff to deliver the University’s Strategic Plan
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and meet external requirements through collaboration with Business HR and the University
community.
Business HR: dedicated HR resource working in direct partnership with the Colleges and
Central Services in guiding, consulting, educating and supporting the delivery of HR locally
while working closely with the HR Operations Centre EODS.
HR Operations Centre: transactional and operational delivery of employee life cycle
requirements including the processing of recruitment, employee administration and pensions
administration. Development and provision of human resource information to decision
makers in collaboration with Business HR and Employee and Organisational Development
Services.
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5.
Leading Actions & Strategic Goals
This HR strategy identifies seven leading areas of activity in which an extensive array of work
will be undertaken during the period 2010-2013. Although the core themes are dealt with
individually, it is recognised that multiple interdependencies exist. Consequentially we will
adopt an integrated approach to achieving the strategy’s main goals.
Equality and diversity principles are not separately identified but integrated throughout the
new strategy with the aim of embedding equal opportunities monitoring, evaluation and
impact assessment in all aspects of policy development and practice across the University.
Deliver a leading HR function through:
1. Implement an effective and supportive HR model
2. Embed a service ethos that is underpinned by organisational accountability
adaptability and excellence
3. Optimise employee partnership at all levels
4. Develop and engage a sustainable performance culture across the University
5. Implement an integrated leadership and development process
6. Enhance organisational capability
7. Lead and participate in HR initiatives within the Higher Education sector
5.1
Key Strategy One: Implement an effective and supportive HR model
within HR
Overview
HR itself has undergone substantial change to deliver the new service model at the same
time as it supports the University’s HR related needs. While a structure has been identified
and operationalised, there is still a body of work to be undertaken in embedding the HR model
– both within the Function and the University. Most notable is the assistance to managers in
fulfilling their day to day management responsibilities by ‘HR Business Partners’.
The function will continue to provide a range of centralised employee administrative services,
principally recruitment, contract and pensions administration and to operate a reliable
employeel record system which respects confidentiality, meets legal requirements and
provides accessibility where appropriate for planning and reporting purposes.
It is essential to the institution’s ability to capture core data accurately. This is fundamental to
our ability to accurately benchmark and audit our processes as well as delivering capacity to
engage in long-term human resource charting and planning. The employee information
system (EIS) will be comprehensive and within the limits of data protection legislation.
Key Focuses
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Develop the HR model
Enhance EIS capability
Enable strategic Management Reporting for planning purposes
Support the Management of Human Resources across the institution
Key projects: By end of 2012
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Embed the new HR structure
Conduct annual HR review
Develop and train new teams based on a formal training needs analysis and personal
development planning process
Develop the Business Partner-Advisor model
Develop cohesive and multi-skilled operations teams
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Establish a co-ordinating role between the HR Partners to ensure consistency
Review and re-engineer key processes based on the new structure
Targets (2012)
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5.2
New structure operational & role arrangements finalised
Training programme for all HR staff designed & delivered
SOPs in place for all processes under new structure
Complete cross skilling on key processes
Electronic alternatives to HR paper based systems identified and implemented
Data accuracy and efficiency achieved
EIS upgrade completed to enable improved strategic reporting.
Key Strategy Two: Embed a service ethos that is underpinned by
organisational accountability adaptability and excellence
Overview
With the articulated shift in the Function’s role, the concept of service ethos becomes central
to our success in the new structure. Our Strategic Plan 2010-2013 aims to embed a service
approach with institutional acknowledgement of local managerial responsibility for delivering
HR in partnership with HR Business Partners. This requires a clear communication and
understanding of the services provided by the function – professional level of project
management, diagnostic and enabling skills delivered within a general University reference
and legal framework.
Key Focuses
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HR Service outlined
Develop a service ethos at all levels
Define service level agreements
Key projects: By end of 2012
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Outline areas of service responsibility and disseminate
Develop a system of internal training workshops to develop and enhance generalist skills
and customer service orientation
Identify and introduce a workflow management system
Develop a series of agreed service level agreements between the Operations Centre,
EODS, HR Business and College/Function
Targets (2012)
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Human Resource and Organisation Development organisational chart disseminated
Training in customer service delivered to all staff within the Function
Review of training needs completed annually
Service level agreements in place
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5.3
Key Strategy Three: Optimise employee partnership at all levels
Overview
While the University is conscious of its history and traditions, it has also been keen to engage
with staff to deliver progressive HR initiatives and developments. The Function of Human
Resources and Organisation Development seeks to encourage a positive local employee
relations climate through engagement, participation and a collaborative approach. This
approach seeks a shared vision of the University’s future as a framework of action and
decision making, balancing staff and University needs. To this end the Function aims to
adopt modern and effective employee consultation practices for mutual benefit. HR remains
committed to the delivery of the University Equality Strategy 2008-2012 through supporting
the Equality Committee on staff equality issues.
Key Focuses
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Develop Partnership Steering Group agenda
Explore mechanisms for engaging with staff
Develop the employee relations agenda
Deliver a HR Communications Strategy
Further develop welfare as a key focus
Key projects: By end of 2012
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Review of Partnership process in UCC
Develop a new Partnership agreement
Develop and implement programme of joint training
Address implications of Government/ Public Service policy
Advance Mediation Process as a means of Alternative Dispute Resolution
Targets (2012)
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5.4
Review of PSG completed
Enhanced employee relations climate
HR Communications strategy developed and disseminated
Enhanced Mediation processes operational
Redesigned and ‘fit for purpose’ HR web-site
Key Strategy Four: Develop and engage a sustainable performance
culture across the University
Overview
The University’s Performance and Development Review process (PDRS) is well embedded
since its launch in 2005. It is acknowledged that strong staff performance can only be
sustained through adequate infrastructures and cultural support for performance. Increasingly
university staff are operating in an environment where their performance is discussed and
recognised. The Function of Human Resources and Organisation Development will build on
its existing suite of supports to provide an integrated approach to performance management
which better facilitates staff in the performance of their roles. A broad programme of activity is
proposed in the area of developing a sustainable performance culture – covering the
development of staff recognition processes, addressing the full performance spectrum,
strategic resourcing and the distribution of workload. All require benchmarking against
international, national and local best practices to inform policies, procedures and practices
that provide infrastructure for the optimal management of performance.
The success of any performance system or process depends on the existence of a culture
that sees value in managing performance. It is recognised that all managers engage in
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performance related matters with varying levels of expertise and experience. In collaboration
with all staff with management responsibility the Human Resources and Organisation
Development Function sets out to map current and future challenges relating to staff
performance and to deepen the knowledge, expertise and confidence of those responsible for
the assessment of others’ performance. Specific emphasis will be placed on evolving the
current system into an integrated approach to performance management.
Key Focuses
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PM Infrastructure
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Recognition
Performance Spectrum
Strategic Resourcing
Workload Distribution
Culture
PDRS - System Evolution
Promotion
Key projects: By end of 2012
 Identify and make recommendation based on international best practices on appropriate
modes of staff recognition for performance
 Development of appropriate staff recognition processes
 Identify and integrate means of addressing the full spectrum of performance
 Review international practices and initiate discussion at college level on strategic
resourcing in HE
 Develop and agree a Strategic Resourcing system
 Profile institutional human resource per college / unit indicating Strategic Resourcing
priorities and actions
 Establish processes to support the identification and development of staff in light of
succession needs
 Audit and develop an appropriate workload allocation model for targeted staff categories
 Develop a performance management development programme for all Heads which goes
beyond the current PDRS system.
 Identify & address top performance management challenges faced by Heads
 Review changes required in current system in light of school structures and exemptions
etc.
 Outline government requirements as per the Report of the Task Force on the Public
Service.
Targets (2012)
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Enhanced performance management system developed and agreed
Performance management lifecycle for staff outlined
Plan devised for addressing the full spectrum of performance
Appropriate workload distribution model identified and agreed
Appropriate Strategic Resourcing models identified and agreed
Management development programme focused on managing performance delivered.
Key challenges experienced by Heads in managing performance documented and
actioned where appropriate
PDRS system up-dated as deemed necessary to meet internal and governmental
requirements via consultation
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5.5
Key Strategy Five: Implement an integrated leadership and
development process
The importance of creating and developing leadership capacity across the University was
recognised as an important enabler to the delivery of the reform programme within UCC. The
University’s success is predicated, in part, upon the breath and depth of its leadership
capability. The Function of Human Resources and Organisation Development will promote a
culture in which leadership skills are valued and encouraged and are aligned with institutional
values and strategic vision. As we continue to improve the quality of leadership and
management at all levels activity is being focused towards mechanisms for enabling all staff
to focus on key priorities and systems for appropriate career and professional development.
Tools and processes are being fostered so staff can engage, where appropriate, in
management development, continuous professional development, skills training, and in
equality and diversity awareness.
Key Focuses
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Enhance organisational leadership capacity at all levels in the university
Launch career development initiatives
Learning and Development programme delivery
Build capacity of newly appointed and potential leaders
Key projects: By end of 2012
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Devise and implement training and development programme to cultivate and support the
skills, knowledge and behaviours required of effective leaders on appointment to key
leadership roles
Continue Leadership development programme and enhance opportunities for leaders to
receive coaching
Design and deliver 2nd phase of Leadership Development programme (Heads of School)
Design and deliver a Management Development programme for Heads of Discipline
Enhance the induction and probation experience through formal review
Devise opportunities for training, exchange and career development for administrative,
services, technical staff
Develop improved career structures for research staff
Support and lead initiatives in career planning opportunities.
Provide a strongly staff-focussed programme of training and development.
Bespoke Learning and Development interventions in response to needs identified through
PDRS; Organisational Development initiatives, changes in environment etc
Targets (2012)
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Delivery of individual induction package to key new leaders.
Increased number of leaders in coaching relationships
First cohort of leadership and management training delivered
Staff training needs analysis conducted and reviewed
Employee Assistance Programme utilized as a management consultation tool
Review of induction and probation processes completed
Specific staff category skill related initiatives designed and delivered
career planning opportunities enhanced
Progressive development programme operational
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5.6
Key Strategy Six: Enhance organisational capability
Overview
Organisational strategy is enabled and delivered through the University’s structures,
processes and human resource. To embrace meaningful competitive advantage the
University needs to continuously evolve how is organises itself and how it does its business in
an informed and responsive manner. Organisational capability is seen as a critical source of
competitive advantage focusing on internal processes and systems for meeting strategic
needs. The Function’s Strategic Plan focuses on creating organization-specific competencies
that provide competitive advantage - ensuring that employee skills and efforts are directed
toward achieving organizational goals and strategies. Specifically we aim to develop
appropriate frameworks and interventions that link human resource strategy with the
University’s strategy. A range of activities will support this aim e.g. evolving and embedding
structures, systems and processes, developing competency and university culture, supporting
organizational governance etc.
Key Focuses
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Organisational Restructuring and Strategic Alignment
Survey organisational climate
Policy Development
Manpower planning
Develop appropriate structures and organisational processes
Develop of a research careers structure
Key projects: By end of 2012
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Review progress in the delivery of the Restructuring Programme to date and refocus as
necessary
Implement cogent school model in collaboration with Business HR
Implement in collaboration with relevant parties robust, collegial, and transparent
decision-making structures throughout the Colleges and Central Services
Review Central Services
Undertake climate survey to benchmark current status and further prioritise activities
Progress devolution of sabbatical leave and embed at College level
Enhance HR policy development & implementation at University level
Support strategic manpower planning
Establish and agree a Framework for the Employment of Research Staff
Support the Establishment of a Career Structure for Research Staff
Promote ways of enhancing flexibility in work practices through appropriate initiatives and
interventions
Targets (2012)
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Review of restructuring programme completed
School structures progressed and embedded
Central Services review completed
Climate survey completed
Appropriate policies & practices devolved to College level e.g. sabbatical leave
Meaningful HR involvement in Policy Development
Enhanced means of manpower planning identified
Framework for employment of research staff identified and consultation with appropriate
stakeholder groups initiated
 Proposed career structure mapped
 Flexibility in work practices achieved
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5.7
Key Strategy Seven: Lead and participate in HR initiatives within the
Higher Education sector
Overview
The Function of Human Resources and Organisation Development seeks to be a leading
player and valued contributor within Higher Education in human resource related matters.
Building on past successes, the Function will continue to participate, champion and
disseminate with strategic influence in appropriate forum and remain at the forefront of
strategic requirements in the area of human resources and organisation development. We will
seek accreditation, assessment for awards and funding for activities in our field of expertise
which will represent our professional standing and stretch us professionally.
Key Focuses
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External funding
Pursuit of excellence
Key projects: By end of 2012
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Progress and lead the development of HR & OD initiatives in the University Sector via
appropriate inter-university fora.
Identify and seek funding to support HR initiatives
Benchmark against best practice in HR management
Submit for external quality standards, e.g., Excellence Through People
Submit for external awards, e.g. Irish Institute of Training and Development Awards (IITD)
Disseminate in appropriate national and international conferences, forum, journals, etc.
Targets (2012)
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6.
Interuniversity groups partaken in at a championing level
Funds for HR Initiatives from external sources secured
Appropriate awards in recognition of best practices achieved
Implementing Our Strategy/ Measuring Progress:
It is recognised that to ensure the ongoing effectiveness of this three year plan that periodic
reviews will be required. Stakeholders including UMTS, Heads of College, overseeing
Governing Body Committee on staff and other interested parties will be consulted and
involved as each major element of the Strategy is being initiated and implemented.
We are committed to monitoring our progress against the Plan and will provide clear,
measurable indicators of progress against HR targets. Progress will be measured using
relevant institutional key performance indicators (KPIs) and defined human resource KPIs –
both internal and external. As a Function we will continue to audit ourselves against best
practice models and relevant external benchmarks when developing strategy and policy e.g.
Excellence Through People (ETP).
We will simultaneously seek to improve our internal business processes, to redefine our
professional focus and to develop a rigorous project management methodology. We are
committed to further developing the Human Resources and Organisation Development
Function through fostering appropriate structures, capabilities, skills and resources to support
the successful implementation of the HR Strategy. The HR function will play a key role
alongside managers in the successful implementation of the HR Strategy.
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