Steve Daysh General Manager Human Resources Adelaide University, Australia

1. Steve DayshGeneral Manager Human ResourcesAdelaide University, Australia Higher Education at the Crossroads ~A Blueprint for HR Development

2. ‘My experience of commerce and the university is that an institution which aspires to greatness among its fellows and even more so one that aspires to the opportunities of the next decade, which will be increasingly international rather than national in its thinking requires inspired leadership which in a University means the progressive creation of a shared vision and commitment across the faculties, departments and administrative centres.’ Lord Dearing Chair, UK Review of Higher Education

3. The factors that higher education institutions must consider in confronting these challenges • Effects of Government Policy • Globalisation • Strategies and Leadership • New Technology and Change Management • The Employment Relationship

4. Government Policy • Decline in Government Funding • More regulation e.g. • funding models • operating audit processes Result is Higher Education Institutions now seek less reliance on public funding • Fee paying students • Research • Consultancies • Alumni

5. Globalisation Globalisation is the process of growing and integration of capital, technology and information across national boundaries in such a way as to create an increasingly integrated world market, with the direct consequence that more and more countries and firms have no choice but to compete on the global economy. Salmi J.

6. Globalisation (cont’d) • Technology has made the world smaller and faster. • Physical distance has become less of a barrier • Campuses in other states/countries • International Networks – Universitas 21 • Private institutions • Result: • more competition • more complexity

7. Strategies and Leadership • Competitive advantage has to be the heart of any strategy • There are 2 types: • Lower cost • Differentiation • Stuck in the middle is a recipe for disaster.

8. Strategies and Leadership (cont’d) • Which of our courses/programs and services are the most distinctive? • Which are the most profitable? • Which of our students/clients arethe most satisfied? • Which student/ partnerships/ consultancies are the most profitable?

9. Change Management Driven by: • Technology • Need for cost effectiveness However, Technology = cost efficiency is not always true Essential ingredients: • Communication • Communication • Communication

10. Change Management (cont’d.) • Who is responsible for leading the change? • Why is the change required? • What will the structure/process look like when it is finished? • Who will be involved? • How will it be resourced? • How will it affect the organisation / the individual? • How will progress be measured? • How will it be mainstreamed?

11. Employment Relationships • Higher expectations • Diversity • Competitive • Employability is life-long employment

12. The Human Resources Agenda

13. In many organisations today, the wake of downsizing and global competition has left employees feeling more like a depreciable rather than appreciable asset. Employees often feel less loyalty, commitment and engagement. In organisations tomorrow, intellectual capital must become an on-going investment where employees are constantly learning, challenging, and reinventing themselves and their organisations. HR in the future should play a central role in acquiring, nurturing and investing in intellectual capital. David Ulrich

14. The HR Agenda • Step One Ensure your HR Plan is linked to where you want to go. • Step Two Develop a HR Plan • Step Three Human Resource Management System (HRMS) • Step Four Development of Policies and Procedures • Step Five Develop a Communication Strategy

15. Step 1 • Ensure your Human Resource Plan is linked to where you want it to go. • First institution must determine strategic direction • Low cost –v- differentiation • HR plays a role in determining: • Skill of employees • Motivation of employees • Cost of hiring • Cost of training

16. Step 2 • Develop a Human Resource Plan Failing to do so means: • Loss of efficiency • Substantial cost through: • unstaffed vacancies • expensive replacement training • over hiring • fragmented career management • expensive retrenchment programs

17. Step 2 (cont’d) The Human Resource Plan translates the Organisation’s objectives into terms of the workers needed to meet the objectives Two major elements: • Organisational structures that will be required in future; • Development of an effective staffing strategy.

18. Organisational structures that will be required for the future • Does the structure of your organisation reflect its strategic intentions and equip it to be able to respond to changes in the operating environment? • Do you have the structures that give you the flexibility and interrelationships that the strategy direction requires? • Do you have the culture and the policies that empower individuals? • Does your committee structure represent a collegial or a managerial culture?

19. Development of an Effective Staffing Strategy • Key elements: • Attraction and retention • Development • Planned Separation

20. Attraction and Retention • The following elements are required: • Selection criteria must be accurately defined. • Ability to identify the best available talent. • Swift action to secure that talent. • Attractive remuneration. • Best practice in terms of removal and relocation services.

21. Development Need to look at: • What role can the central administration play? • …and the Faculty / Department? • …and the Employee? • …and collectively?

22. Central Administration must: • Provide staff with the skills they require in the new environment; • support staff to do what they are paid to do; and • provide support mechanisms for the staff to maintain their own employability over their working life.

23. Faculty / Department must: • Create an environment that encourages and nurtures the individual’s development and collective development of the discipline / department / faculty as a whole.

24. the Employee must: • Accept responsibility to maintain their own employability over a working life. • Undertake career long learning with motivation and enthusiasm. • Develop their own program of assessing, upgrading and implementing employment skills.

25. … and collectively: • A career management partnership will enable a higher education institution to maximise the working relationship with valuable employees together with providing individuals the appropriate tools for long-term career success.

26. Planned Separation • Career Succession Planning • Pre Retirement Contracts • Effective mechanisms for dealing with unsatisfactory performance

27. Planned Separation (cont’d.) • Effective Redundancy provisions • Tax breaks • Career Transition Services • Financial Advice • Visiting and Emeritus Titles

28. If you have a system that is not functional, you can’t blame the driver if they don’t win.’

29. Step 3 • Human Resource Management System (HRMS) • The staffing profile, segmented by different disciplines and career stages of staff. This would account for the changing characteristics of academic staffing, within disciplines, age groups and qualifications. • A needs analysis of different categories of staff in terms of likely trends in student demand. • A microanalysis of the nature of academic tasks to get a better sense of what academics do and what the balance is of different tasks performed.

30. Step 3 (cont’d. ) • Human Resource Management System (HRMS) • Wastage rates. • Where future skills are required. • Where your future staff will come from. • The effectiveness of training and development versus the cost of recruitment and what method produces the best results.

31. Step 4 • Development of Policies and Procedures HR is no longer the domain of HR professionals, however you can’t expect to transfer day-to-day accountability for staff management to line managers without a vibrant, contemporary and competitive set of HR Policies that are understood.

32. Policies (cont’d.) • must be congruent with the strategic and HR management plans; • developed through consultation with stakeholders; • delegation must be consistent with level of risk taking and flexibility the prevailing culture allows; • supported with relevant training and staff development so that responsibility is not divorced from accountability.

33. Step 5 • Develop a Communication Strategy • Regular forums • Adequate information systems • Interactive web pages • Regular review planning/career development • Relevant committee structures • First-rate induction processes • Variety of training methods

34. Required competencies of the HR Professional in the future • Knowledge of the business • Strategy • Operations • Finance • Knowledge of theory and practical aspects including appreciation of leading edge HR tools • Understanding of change management • Personal credibility

35. a n d . . .

36. In Conclusion… ‘My experience of commerce and the university is that an institution which aspires to greatness among its fellows and even more so one that aspires to the opportunities of the next decade, which will be increasingly international rather than national in its thinking requires inspired leadership which in a University means the progressive creation of a shared vision and commitment cross the faculties, departments and administrative centres.’ Lord Dearing - Chair, UK Review of Higher Education