1. People Plan to 2015 Realising strategy through high performing people
RMIT Council Briefing
Marcia Gough

2. Agenda HR Vision Consultation and process HR model 7 HR levers
Recruitment
Payroll and HR Systems
Performance culture
Reward and recognition
Leadership and people development
Health, safety and wellbeing
Workforce design
Alignment to R&I and Academic Plan
HR Plan in action
We are all ‘experts’ in the HR and and we all have different views. We will vote and discuss that these not in agreement.
Process and timeframes/constraints Expectations on HR from Uni – What are we famous for HR model 1 at a time
Think – through process, well thought through and on target
Feel – supportive and committed to priorities Do – implement
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3. Human Resources Vision
Realising strategy through high performing people is the founding premise of the human resources vision and goals presented in the plan
As a place to work, RMIT will be a high-performance environment – driven by accountability, results and rewards.
Human Resources Plan ‘Realising Strategy Through High Performing People 2011 – 2015
RMIT is committed to supporting and developing staff so they can assist the University to meet its strategic objectives and to achieve their individual performance and development goals.
RMIT’s success is dependent upon staff members’ understanding of and alignment with University objectives, professional accountability, satisfaction and positive morale.
It is important to have the right skills in the right place at the right time to support current University priorities.
Additionally, as the University’s environment becomes increasingly competitive, it is critical that staff members are supported to excel in their area of responsibility.
Finally, as the success of RMIT is dependent upon the calibre of its staff, we must attract and retain leaders in our core discipline areas, and in management and administration.
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4. The HR Plan:
Supports future group priorities (aligned with RMIT’s Strategic Plan)
Supports University plans including Academic and Research and Innovation
Positions RMIT’s responsiveness to current and future external drivers
Highlights actions to define and create a preferred workforce that is capable of delivering the University’s strategy looking five years into the future
Sets the expectation for both HR and management staff in regard to people accountabilities
It ensures that people strategies align with the University’s strategic plan and is a holistic framework that guides the assessment and analysis of the impact of internal and external trends on the workforce.
It considers the current state, explores alternate futures and then highlights actions to define and create the preferred future workforce that is capable of delivering the University’s strategy looking five years into the future
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5. HR Plan methodology Input Managed via a phased Project Plan Design
University strategies and goals
and environmental analysis
Establishment HR Advisory group/ stakeholder interviews
College & Portfolio consultation
College & Portfolio Business Plans
College & Portfolio local workforce Implementation plans
Feedback from leadership group
RMIT 2010 Staff Survey
Input
Design
Engage
Implement
Managed via a phased Project Plan
Workforce Planning Project
Capability Framework Development
University HR Plan
(5 year plan)
Development Needs Analysis
A four phase methodology is being used to project manage the development of the plan. Established engagement channels (forums, focus groups, data tools) are being used at each phase
Methodology
Inputs - Environmental and workforce analysis/feedback informing development of HR Plan
Design - Recommendations to address critical gaps or potential skill shortages grouped to five workforce priorities (HR levers)
Engage - Commitment to refine and deliver recommendations
Implement - Realisation and application of the HR Plan
Distinctiveness
Industry Engagement - First choice provider in work relevant learning
Urban - Reflecting and shaping our environment
Global - International in outlook and action for students and staff 5
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6. P P P P P P P HR Plan timeframes September ‘10 March ‘11 2010 2011
June ‘10
Involvement in Strategic Plan Dev’t Internal & external environmental scanning Workforce analysis
(Jan – June) P
Focus groups RMIT Capability Model (May – July) P P
Participate in College and Portfolio Forums 2010 Staff Survey analyse results (May – Sept) P P
Define organisational people priorities via interviews, questionnaires with selected senior representatives (June – Sept)
Implement and consult with university-wide initiatives
(2011)
-Consult (HR Vision Workshop/HR Advisory Group)
Validate draft HR Plan
(July - Sept)
Finalise and validate HR Plan
(Oct - Mar) P P
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7. Staff and managers consultation
One on one meet and greets by Executive Director
College and Portfolio Executive Briefings
Establishment of HR Advisory Group
Stakeholder interviews and surveys
Staff Survey results and action plans
Leadership briefings LeadRMIT
LeadRMIT focus group discussing HR management issues and ways to support them better
Leadership forums identify staff survey feedback and action planning
Workshops with senior leaders to inform development of HR Plan
HR workshops to seek feedback on critical staff and management concerns
Roadshows to staff across the University talking through new services ie DevelopME seeking feedback about how to improve what we do
Training programs and briefing sessions to over 600 staff and managers since start of 2010 seeking feedback to inform improvements in our workplanning processes
Feedback and briefing sessions on Training Needs Analysis at RMIT
Continued consultation on development of projects with key stakeholders
It ensures that people strategies align with the University’s strategic plan and is a holistic framework that guides the assessment and analysis of the impact of internal and external trends on the workforce.
It considers the current state, explores alternate futures and then highlights actions to define and create the preferred future workforce that is capable of delivering the University’s strategy looking five years into the future
RMIT University©2011
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8. Realising strategy through high performing people 2011-2015
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9. HR Levers Recruitment Payroll and HR systems Performance culture
Reward and recognition
Leadership and people development
Health, safety and wellbeing
Workforce design
The purpose of the 5 year HR plan is to provide development opportunities for RMIT staff that integrate initiatives outlined in the RMIT Strategic Plan which increase organisational effectiveness.
Circular) - Elements Organisation Structure & Job Design Recruitment and Selection Performance Culture Leadership and People Development Reward and Recognition HR Operations Workforce and Succession Planning
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10. Recruitment
Vision
Through its excellent global reputation, RMIT will be a ‘magnet’ for highly talented staff. We will have strong staff capability through effective, proactive and efficient recruitment.
Outcomes
A strong RMIT employer brand and employee value proposition
RMIT proactively identifies high quality candidates globally and develops talent pools
Comprehensive interview process with trained panel members conducting behavioural interviewing
Minimum research capability requirements are mandated for academic appointments
A fully rolled out e-recruitment system supports fast, thorough recruitment
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11. Payroll and human resource systems
Vision
HR systems and services will be efficient, cost effective, integrated and end-user enabled.
HR systems will be easy to use and provide accurate and timely information to enable effective decision making.
Outcomes
Integration of people management systems
Workforce analysis is based on accurate, up-to-date data
Data is easily generated by managers any time, from any location
A self-service kiosk provides current and accurate employee data
Increased electronic and online functionality
Reports are triggered as reminders for date-driven actions
Casual payroll services are seamless
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12. Performance culture Vision Outcomes
As a place to work, RMIT will be a high-performance environment – driven by accountability, results and rewards.
Outcomes
Performance expectations are defined – results and behaviours
Finance and other incentives are available to staff who exceed performance expectations
Both high performing and consistently poor performing staff are easily identified
Performance improvement and career development plans are tailored to improve staff capability and drive organisational performance
Workload allocation models support the strategic needs of the university
An online performance management system is implemented
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13. Performance culture continued
Vision
As a place to work, RMIT will be a high-performance environment – driven by accountability, results and rewards.
Outcomes
100% of staff participate in annual workplanning and performance appraisal
Performance appraisal focuses on results and behaviour. All staff receive a performance result
Exemplar behaviours (as defined by RMIT’s Code of Conduct and Behavioural Capability Framework) are role modelled, recognised and rewarded across RMIT
All RMIT leaders receive 360 degree feedback and coaching
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14. Reward and recognition
Vision
RMIT’s recognition and reward initiatives will attract and retain high performers
Outcomes
Annual salary increments are based on performance. Clear alignment of workplan, performance and remuneration
The professional staff classification structure supports rewarding and recognising performance.
Delivery of global locations is an integral part of each staff member’s work
Remuneration and reward offerings are designed to retain high performing staff
High profile industry people are attracted to work at RMIT
Executive remuneration is linked to performance and rewards high performance
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15. Leadership and people development
Vision
RMIT will be recognised as a sector leader for developing the skills of our people and developing great leaders.
Outcomes
All managers participate in 360 degree feedback and coaching
All new staff participate in RMIT induction activities
Academic career promotion is reliant on evidence of continual learning and development
For academic, VET and professional staff career acceleration programs (e.g. Graduate Program; Future Leaders; Internal Experts as Mentors) are implemented
Staff exchanges and secondments are encouraged across global campuses
A centrally coordinated, one-stop shop is established for professional development programs and resources
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16. Health, safety and wellbeing
Vision
RMIT will be recognised as a sector leader for our effective health, safety and
wellbeing strategies
Outcomes
The incidence of workplace injury by 2015 is significantly reduced through effective and proactive occupational health and safety management
Managers and staff have immediate access to support and advice re: absenteeism levels, reducing injury and managing return-to-work situations
Staff participate in proactive health checks and wellness programs
Managers work proactively to reduce instances of occupational stress
Staff wellbeing and safety is supported when in transit and working internationally
Proactive health and safety teams operate proactively in every work area
All ill, injured staff including WorkCover claimants are sensitively, effectively and quickly returned to work
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17. Workforce Design Vision
RMIT will have flexible organisational structures, clear job design and
accountabilities, and develop strong succession and career pathways. Managers use workforce intelligence to enhance long-term planning
Outcomes
Aligned global structure and matrix responsibilities are confirmed and adopted across global campuses
SAP Manager Self Service is fully utilised for proactive workforce planning with 3–5 year horizons
Formal succession planning is undertaken for critical roles
‘Industry Practitioner’ classification implemented
Workforce planning informs organisation structure and design
RMIT’s new Behavioural Capability Framework is aligned with job classification and job design processes
Programs are in place to attract and retain key researchers
Organisational structures and job design closely aligns to our key strategic services and program profile.
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18. Aligning HR’s vision to RMIT’s vision
The academic and research plans are supported and enabled by a clear vision of ‘lifting performance’ 2011 HR in action at each level of strategic planning:
Developing a global perspective
Urban
Academic professional development
Research performance expectations
The Specialised University
The Global University
The Urban University
The Connected University
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19. THE ACADEMIC PLAN 2011-2015 Transforming the future 2011 - 2015
GLOBAL in action, action and presence, offering our students a global passport to learning and work.
HR 2011 partnership and operational actions:
Off-shore teaching staff
Academic staff located globally
Global recruitment
Culture to “think globally”
Delivery in global locations
Global talent search
The Specialised University
The Global University
The Urban University
The Connected University
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20. THE ACADEMIC PLAN 2011-2015 Transforming the future 2011 - 2015
URBAN in orientation and creativity, shaping sustainable cities and drawing inspiration from the challenges and opportunities they provide.
HR 2011 partnership and operational actions:
High profile industry people are attracted to work at RMIT
Mutually beneficial staff exchanges and secondments are encouraged across all campuses
Cultural impact and sustainability
OH&S experts across the organisation and community partners provide expert advice to HR on assessing and reviewing health, safety and wellbeing initiatives
The Specialised University
The Global University
The Urban University
The Connected University
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21. THE ACADEMIC PLAN 2011-2015 Academic Plan 2011 - 2015
THE UNIVERSITY OF TECHNOLOGY AND DESIGN
RMIT has long had a focus on technology and design and it will build on its strong reputation in these areas, ensuring the development of programs that excel in their quality and relevance.
HR 2011 partnership and operational actions:
Academic and VET professional development and career acceleration programs
Exemplar performance and behaviours are role modelled, recognised and rewarded across RMIT
Workload allocation models are effective and aligned
Strategic workforce planning informs HR decisions
The Specialised University
The Global University
The Urban University
The Connected University
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22. THE ACADEMIC PLAN 2011-2015 Research Plan 2011 - 2015
DEEP CONNECTIONS AND PARTNERSHIPS
RMIT will strengthen and deepen its connections with research partners in industry and community by developing dynamic, multifaceted research collaborations and HDR programs that support engaged, solution driven research
HR 2011 partnership and operational actions:
An online performance management system is implemented
Minimum research standards are mandated for academic appointments and existing staff
RMIT is in high demand and known as an employer who continues to grow and invest in researchers
Performance appraisal focuses on results and behaviour
Excellent researchers are recognised and supported
And we talked at length about the issues that are impacting on our research performance. These issues include:
Our research capability and staff profile
Uneven performance and lack of critical mass in several areas
The balance between research, teaching and leadership responsibilities
Issues relating to the quality of HDR supervision and the HDR student experience
Red tape/bureaucratic barriers to research productivity, and
Lack of external awareness of RMIT research expertise and success.
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23. Human Resources Plan Aug 2011
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24. Distributed to all staff August 2011
HR Plan Brochure Action Plan flyer 2011
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25. HR priorities mapped over 5 years
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26. HR operations making strategy happen
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27. Any comments or questions?
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