SKILLS ESCALATOR WITH RESPECT TO HR PARTNERSHIP Presented By

Bilal Khan (0915066)

Zain Ul Abedin (0917416)

Chitamber Sana (0919782)

Salman Farooq (0819853)

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

Overview Of PresentationOverview Of PresentationSkills Escalator and its objectivesHr partnership and its RoleSkills Escalator - Coming Down (Analysis and Inferences)

1- Identification of Issues

2- Analytical approach

3- InferencesSkills Escalator – ‘Breaking In The Middle’ (Disintegration and Integration)

1- Core Issues

2- Areas affected

3- Integrative strategy Skills Escalator - Going Up (Sustainability and Improvisation)

1- Success key points

2- Upgrading unsuccessful areas

3- Implications and recommended framework

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

Skills Escalator and its objectivesSkills Escalator and its objectives “The Skills Escalator provides an approach to supporting staff in progressing their

careers, contributing to new ways of working and delivering services.” Working Together, Learning Together’ Department of Health, 2001: 17

ObjectivesObjectives Attracting a wider range of people to work within the NHS Helping people at all levels of the workforce achieve their potential Encouraging all staff, through a strategy of lifelong learning to renew and extend their

skills and knowledge. Providing opportunities for staff to work more flexibly and take on new roles Offering a variety of career and training. Developing competence-based career management and qualification structures’ Protect core competencies through investing in training and development .

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

HR Partnership And Its RoleHR Partnership And Its Role “HR partnership refers to alignment within HR however in order to successfully

implement HR partnership organisation needs to start with the basics critically and understand what key HR building blocks are, delivers and influence.”

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

Skills Escalator - Coming Down (Analysis and Skills Escalator - Coming Down (Analysis and Inferences)Inferences)

Identification of IssuesIdentification of Issues1. Neglecting the needs of major stake holders.

2. Learning and development is not perceived as a core strategic competency for the

organisation.

3. Vertical and horizontal alignment was not according to the external environment.

Analytical approachAnalytical approachOrganisational approach :integration with HRM activities , functional and process

integration within the public sector, extent of impact on business .

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

InferencesInferences 1. Long term employability

2. Performance and career advancement

3. Skill training

4. Competency modelling

5. Management and leadership development

6. Organisational learning

7. Managing change

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

Skill Escalator - Breaking in the middle (Disintegration and Integration )

Core Issues Core Issues 1. Reduction in Funding for entry to professional training

2. Senior management was beneficiary where as lower staff was neglected in terms of professional training and development.

Affected AreasAffected Areas1. Lower management has been affected.

2. Nursing staff and junior level staff.

3. Role – redesign was linked with immediate cost saving plans.

4. No learning and development scheme for new employees.

5. L & D, Career Development and Evaluation schemes.

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

Integrative StrategyIntegrative Strategy1. Training need analysis (TNA) for lower and upper staff.

2. Designing learning and development interventions.

3. Creation of firms specific knowledge and skill that are aligned with the strategic goals of the organisation. (Funding, Role redesign, life long learning, Managerial involvement, Values, Norms & Impact )

Skills Escalator - Going Up (Sustainability and Skills Escalator - Going Up (Sustainability and Improvisation)Improvisation)

Success key pointsSuccess key points1. Effective coalition between senior management .

2. Managers, supervisors and employees should be evaluated on the degree to which

they develop themselves and others

3. Organizational culture should support open communication, participations and

continues learning.

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

Upgrading unsuccessful areasUpgrading unsuccessful areas1. HRD plans and policies should be timely accurate and realistic to facilitate

achievements of the strategic priorities of the organisation.

2. HRD plans and policies should flow from organisation strategic plan which is influence by the process of environmental scanning.

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

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SKILLS ESALATOR WITH RESPECT TO HR PARTNERSHIP

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