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Strategic Evolution of Human Resources at McGill University

Explore the evolution and dimensions of HR roles from personnel to strategic partner at McGill University. Learn how HR aligns with the university's mission and objectives to drive organizational success.

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Strategic Evolution of Human Resources at McGill University

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  1. Human Resources Presentation to Management Forum April 25, 2007, 2007

  2. Our Mission Human Resources The Department of Human Resources works to foster a greater alignment between the HR function and the University’s strategic objectives. Through its various units, the Department develops HR strategies and practices that ensure the successful implementation of the University’s objectives and the effective management of its workforce. Our main objective is to initiate and affect change and to create a climate in which people want and strive to do their best in support of, and to further the University’s academic mission. 2

  3. Human Resources HR Evolution and Dimensions of the Role of HR 3

  4. Human Resources Evolution of the Role of Human Resources 1970’s 1980’s 2000’s - Today Strategic HR Management • Key Business Partner • Focus on value-added activities • Proactive • Multidisciplinary • Multi-faceted roles HR Management: • Administrative focus with enlarged scope of activities • Support function • Less reactive & more proactive Personnel Dept: • Administrative focus • Traditional mind set • Limited scope of activity 4 Source: David Ulrich

  5. Technical HR Experts Strategic Partners Employee Advocates Change Agents Human Resources Dimensions of the Role of HR Professional • Technical HR Experts • Deploy & deliver efficient,cost-effective organization andpeople policies, programs & processes Employee Advocates • Build a high-performing organization by developing employee and leadership capability & creating a challenging & rewarding environment Change Agents • Support McGill Universityin anticipating and leading organizational change Strategic Partners • Strategically manage people & infrastructure to support the execution of strategies & the creation of value Ulrich model. 5 Source: David Ulrich

  6. McGill University Human Resources Organization and New Strategic Framework 6

  7. McGill University Human Resources Organization March 2007 7

  8. Human Resources Service Delivery Model Internal Clients HR Service Delivery Units Faculties, Units, and Direct Services Compensation OD Shared Services Employee Relations Centers of Expertise HR Central Strategy 8

  9. McGill HR Strategic Framework Strategic HR Request & Service Service Delivery HR Professionals • Strategy Expert Services • Compliance • Policies • Indicators/measurements • Resources • Total Compensation • Benefit Management • Disability Management • Negotiation/Mandates • Pension Management • Communications/Education • Organizational Development • Process Management • Employment/Pay Equity • Staffing/Recruitment • Talent Management • Succession Framework OD Effectiveness • Services • Implementation • Advice • Guidance • Policy Direction • Performance Dialogue • Coaching • Facilitation • Team Building • Conflict Resolution • Org Design/Change • Succession Planning • Orientation Request & Service Request & Service Shared Services • Transactional • Payroll • Benefits Administration • Salary Administration • Procedures • Templates • Forms • Web Update • Pension Administration • HRIS 9 Source: David Ulrich

  10. 2007 Short Term Priorities • Finalize HR Service Delivery Model and Structure • Labour Negotiations – Develop Uniform Approach • Finalize Compensation Program • Develop Integrated HR Communications Strategy. HumanResources 10

  11. 2007/2008 Key Priorities • Review of organizational structure; • Lead Executive hiring; • Support skills upgrade of APO community; • Review Executive HR policies and practices; • Integrate Academic Personnel Office within HR; • Management and Executive Development Plans; • Succession Planning; and • HR Shared Services implementation. HumanResources 11

  12. HumanResources Questions? 12

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