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Strategy Development and Action Planning in

Directorate of Human Resources

Management Forum26th February 2013

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HR Strategy Development Action Planning Processes

HR Action Plan: TDP

HR Strategy: Vision, Mission, Values

HR Strategic Plan:Objectives

Institute Strategic Plan

PDP

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Institute Objectives

 

 

1. People:

To maximise and harness the collective talents and abilities of all colleague

within DIT.

2. Organisational Development: To transform DIT to become more streamlined, agile and dynamic.

3. Financial: To ensure that DIT operates efficiently and effectively within available resources. 4. Engagement: To be valued by academic, industry, community and other partners, nationally and internationally, for the transfer of knowledge and skills relevant to sustainable development.5. Learning: To be the HEI of choice in arts, tourism, business, engineering, built environment, sciences and health for career-focused education through quality teaching and learning.

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HR Mission

To support the Institute in achieving its Mission by providing a quality service, through our role in attracting, retaining, developing and motivating staff of the highest calibre.

HR Mission/Vision/Values

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HR Vision

To become recognised and valued for providing a professional, supportive, timely and pro-active human resources service in response to the needs of the Institute’s Management and Staff.

HR Mission/Vision/Values

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HR Strategic Objectives & Supporting Goals

1. Ensure that the talents and ability of our staff are recognised and developed to their fullest possible potential.

Goals

1.1 Promote the reinvigorating and embedding of PMDS by development of appropriate T&D interventions in response to identified needs.

1.2 Management Forum to promote a robust AL to L Progression process.

HR Strategic Plan Objectives1. People:

To maximise and harness the collective talents and abilities of all colleagues within DIT

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2. Through strategic and tactical deployment/redeployment ensure that the individual and collective skills and abilities of our staff support the ongoing delivery of DIT objectives.

Goals

2.1 Coordinate the development of a Manpower plan for each College/Support Function.

2.3 Implement the HR module of the Excellence in Administration Project.

2.4 Implement the HR administration changes required to complete the Organisation of DIT and EIA initiatives.

2.5 Develop and rollout a strategy to ensure that disciplined defined posts become the norm for academic posts.

HR Strategic Plan Objectives

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3. Support and contribute to the objectives set out in the Institutes NQAI Review.

Goals

3.1 Carry out a Staff Survey to identify areas for improvement in recruitment and selection policies and procedures.

HR Strategic Plan Objectives

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4. Enhance Support to line managers to manage people.

Goals

4.1 Implement the HR Business Partner Model to provide bespoke dedicated professional HR service support to DIT management on a professional services basis.4.2 Continue to develop and enhance the leadership and management development programmes

HR Strategic Plan Objectives

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5. Development of a Competency Framework for administrative staff and Heads of Schools.

Goals

5.1 Carry out a job analysis of the Head of School role with a view to identifying DIT supplementary competencies to the

National Competency Framework.5.2 Complete the development of the Grade IV Assistant Staff Officer Competency Framework.5.3 Develop a competency framework for Grade V Staff Officer roles.

HR Strategic Plan Objectives

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HR Strategic Objectives & Supporting Goals

6. Enhance DIT’s national position through appropriate designation, mergers and collaborations.

Goals

6.1 Achieve agreement on a process for the rationalisation of back office services in support of TUD.

HR Strategic Plan Objectives2. Organisational Development: To transform DIT to become more streamlined, agile and dynamic.

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7. Ensure that HR Policies and Practices reflect, reinforce and support the Institute objectives.

Goals

7.1 Establish a Policy Development Committee to develop and systematically review policies.

7.2 Develop and implement a Management Communications Policy.

7.3 Systemise internal HR communications.7.4 Develop a policy so that all staff in professional disciplines

should have the appropriate chartered status / membership of professional bodies, where possible.

HR Strategic Plan Objectives

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HR Strategic Objectives & Supporting Goals

8. Maximise the use of technology in order to streamline business processes.

Goals 8.2 Develop an electronic data management system.8.3 Implement the Pensions Project Plan.8.4 Integrate the Core Pensions module with the day to day activities of the Pensions Section.8.5 Maximise the full potential of the Core Portal element of CORE HR.8.6 Introduce the E-Recruit module of CORE HR.

HR Strategic Plan Objectives3. Financial: To ensure that DIT operates efficiently and effectively within available resources.

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9. Measure HR Department performance in supporting the ongoing delivery of Institute objectives.

Goals

9.1 Develop a suite of Key Performance Indicators.

HR Strategic Plan Objectives

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HR Strategic Objectives & Supporting Goals

10. To ensure compliance with the Public Service Agreement.

Goals

10.1 Ensure the implementation of the IOT Public Service Agreement Management Action Plan.

HR Strategic Plan Objectives4. Engagement: To be valued by academic, industry, community and other partners, nationally and internationally, for the transfer of knowledge and skills relevant to sustainable development

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11. Support and contribute to the objectives set out in the Institutes NQAI Review.

Goals

11.1 Review Quality Assurance measures for staff selection.11.2 Review Quality Assurance measures for Progression from AL to L.11.3 Develop and implement the HR elements of the plan to

ensure that appropriate staff have a Third Level Learning and

Teaching qualification.

HR Strategic Plan Objectives

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HR Strategic Objectives & Supporting Goals

12. Support and contribute to the objectives set out in the Institutes NQAI Review.

Goals

12.1 Promote Research Activity in the Institute through (a) PMDS processes (b) flexibility within the current lecturing

contract and (c) exploring the potential to change the current lecturing contract.

HR Strategic Plan Objectives5. Learning: To be the HEI of choice in arts, tourism, business, engineering, built environment, sciences and health for career-focused education through quality teaching and learning

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HR Management Team Meeting every two weeks

Agenda Item:

Team Development Plan

Actions updated as progress achieved

Maintaining Progress at Team Level

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Monitoring Progress at Individual Management Level

PDP Process Director

Actions Owner: Head of Employee Relations

HR Objective Strategic Objectives and supporting Goals Action Champions

4. Enhance Support to line managers to manage people

4.1 Implement the HR Business Partner Model to provide bespoke dedicated professional HR service support to DIT management on a professional services basis.

Mary Malone &David Spring

7. Ensure that HR Policies and Practices reflect, reinforce and support the Institute objectives

7.1 Establish a Policy Development Committee to develop and systematically review policies. David Spring

7.2 Develop and implement a Management Communications Policy Mary Malone &David Spring

7.3 Systemise internal HR communications. Mary Malone &David Spring

10. To ensure compliance with the Public Service Agreement

10.1 Ensure the implementation of the IOT Public Service Agreement Management Action Plan David Spring

11. Support and contribute to the objectives set out in the Institutes NQAI Review

11.2 Review Quality Assurance measures for Progression from AL to L David Spring

12. Support and contribute to the objectives set out in the Institutes NQAI Review

12.1 Promote Research Activity in the Institute through (a) PMDS processes (b) flexibility within the current lecturing contract and (c) exploring the potential to change the current lecturing contract

(a) Phil Kenna(b) David Spring(c) David Spring

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Monitoring Progress at Individual Management Level

PDP Process Director

Actions Owner: Head of HR ServicesHR Objective Strategic Objectives and supporting Goals Action Champions

2. Through strategic and tactical deployment /redeployment ensure that the individual and collective skills and abilities of our staff support the ongoing delivery of DIT objectives

2.1 Coordinate the development of a Manpower plan for each College/Support Function Mary Malone

4. Enhance Support to line managers to manage people

4.1 Implement the HR Business Partner Model to provide bespoke dedicated professional HR service support to DIT management on a professional services basis.

Mary Malone &David Spring

7. Ensure that HR Policies and Practices reflect, reinforce and support the Institute objectives

7.2 Develop and implement a Management Communications Policy Mary Malone &David Spring

7.3 Systemise internal HR communications. Mary Malone &David Spring

8. Maximise the use of technology in order to streamline business processes

8.2 Develop an electronic data management system Mary Malone

8.5 Maximise the full potential of the Core Portal element of CORE HR Mary Malone & Resourcing Manager

8.6 Introduce the E-Recruit module of CORE HR Mary Malone & Resourcing Manager

9. Measure HR Department performance in supporting the ongoing delivery of Institute objectives.

9.1 Develop a suite of Key Performance Indicators Mary Malone

11. Support and contribute to the objectives set out in the Institutes NQAI Review

11.1 Review Quality Assurance measures for staff selection Mary Malone

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Monitoring Progress at Individual Management Level

PDP Process Director

Actions Owner: Staff Training & Development Manager

HR Objective Strategic Objectives and supporting Goals Action Champions

1. Ensure that the talents and ability of our staff are recognised and developed to their fullest possible potential

1.1 Promote the reinvigorating and embedding of PMDS by development of appropriate T&D interventions in response to identified needs

Phil Kenna

4. Enhance Support to line managers to manage people

4.2 Continue to develop and enhance the leadership and management development programmes Phil Kenna

5. Development of a Competency Framework for administrative staff and Heads of Schools

5.1 Carry out a job analysis of the Head of School role with a view to identifying DIT supplementary competencies to the National Competency Framework

Phil Kenna

5.2 Complete the development of the Grade IV Assistant Staff Officer competency framework Phil Kenna

5.3 Develop a competency framework for Grade V Staff Officer roles Phil Kenna

7. Ensure that HR Policies and Practices reflect, reinforce and support the Institute objectives

7.4 Develop a policy so that all staff in professional disciplines should have the appropriate chartered status / membership of professional bodies, where possible

David Cagney & Phil Kenna

12. Support and contribute to the objectives set out in the Institutes NQAI Review

12.1 Promote Research Activity in the Institute through (a) PMDS processes (b) flexibility within the current lecturing contract and (c) exploring the potential to change the current lecturing contract

(a) Phil Kenna(b) David Spring(c) David Spring

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Monitoring Progress at Individual Management Level

PDP Process Director

Actions Owner: Pensions Manager

HR Objective Strategic Objectives and supporting Goals Action Champions

8. Maximise the use of technology in order to streamline business processes

8.3 Implement the Pensions Project Plan Teresa Coss

8.4 Integrate the Core Pensions module with the day to day activities of the Pensions Section Teresa Coss

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Executive Assistant

Goal 6 Enhance DIT’s national position throughappropriate designation, mergers and

collaborations

6.1 Achieve agreement on a process for the rationalisation of back office services in support of TUD

Involved in the initial stages of scheduling meetings, taking notes and sourcing information i.e. Policies, between representatives from Finance and HR in DIT, ITB and ITT.

Output from PDP

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Executive Assistant

Goal 7 Ensure that HR Policies and Practices reflect, reinforce

and support the Institute objectives

7.1 Establish a Policy Development Committee to develop and systematically review

policies.

Member of HR Policy Committee which ensures that all HR policies are reviewed and developed on a regular basis.

Involved in keeping list of all live policies up to date and ensuring that all policies are on the HR website.

Output from PDP

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Staff Training & Development Manager

Goal Ref: 1 Ensure that the talents and ability of our staff are recognised

and developed to their fullest possible potential  1.1 Promote the reinvigorating and embedding of PMDS etc.   Facilitate the PMDS Joint Implementation & Monitoring Group in the

implementation of the outputs from February 2013 Management Forum

Lead the ST&D Team in the preparation of Reports from online tool for PMDS Joint Implementation & Monitoring Group & HRC regarding (i) numbers of PDP meetings & (ii) training & development outcomes from PMDS

Direct the Staff T&D Team in the ongoing maintaining and update of the PMDS web page

Lead the Staff T&D Team in the design and delivery of a ST&D Programme for 13/14 that reflects PMDS outputs

Output from PDP

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Staff Training & Development Manager

Goal 7 Ensure that HR Policies and Practices reflect, reinforce and

support the Institute objectives  7.4 Develop a Policy so that all staff in professional disciplines

should have the appropriate chartered status/membership of professional bodies, where possible

Find out practice in other Third Level Institutions through IUTN

  Email all Directors for details of relevant bodies, fees and

estimated costs – include example re CIPD membership for HR

  Draft Policy in consultation with Director of HR

Output from PDP

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Head of Employee Relations

Development of professional IR/ER service culture, supported by codified commitments within a service level agreement.

Development of closer relationship at College/School level through HR Business Partners anticipating service needs.

Further explore the potential to change the current lecturing contract.

Modify the PMDS system/process to align it with incremental progression

Output from PDP

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Throughout the HR Team

Cascade