Human Resource Management : The

Importance of Effective Strategy and

Planning
Professor John Taylor
Centre for Higher Education Management and Policy
University of Southampton
CHEMPaS
Jtaylor@soton.ac.uk

Change in Higher Education

Massification growth in student numbers; increasing diversification

in students
Pressures on funding reductions in unit of resource; importance of
value for money
The quality movement quality assurance and assessment
Globalisation and internationalisation new approaches, new ways
of working
New technology in teaching, research and management
Markets and competition

NO COUNTRY AND NO INSTITUTION IS IMMUNE FROM THESE

CHANGES; NO ROOM FOR COMPLACENCY

The Importance of Planning

A conscious process by which an institution assesses its current state and the likely future condition of its
environment, identifies possible future states for itself, and then develops organisation strategies, policies and
procedures for selecting and getting to one or more of them
(Petersen, 1999)
Some important assumptions:

That the institution and its members are concerned about the future

That they choose to try to influence the future rather than be shaped by external factors or by key individuals

That they accept that some attempt to evaluate activities and to understand the environment can lead to benefits
Some key words:

a conscious process deliberate and non-accidental

current state analysis of the present position
future states a forward view
organisation strategies establishment of targets and development of the means for achieving them

selecting the exercise of judgement

getting to one or more of them clear outcomes and deliverables; emphasis
on implementation
The Planning Cycle Planning, Documentation, Implementation, Monitoring

The Importance of Human Resources

Higher Education is a knowledge business depends on the quality

of its staff
Growth of markets and competition for staff with other sectors,
with other institutions
The quality movement focus on staff, no hiding places
Pressure on funding importance of staff productivity and
performance
Globalisation
Change management
Legal environment health and safety, conditions, equal
opportunities, European legislation

Strategic Plans and Operational Plans

Strategic or Corporate Plan sets overall aims and objectives

Operational or Tactical Plans set specific targets and actions, by
organisational units (Faculty, Department) or by activity (teaching,
research, estates, human resources)
Individual Plans what the individual has to do

A Human Resources Strategy will aim to create and maintain a

workforce that is well motivated, appropriately trained, equitably
rewarded and which performs effectively in pursuing the institutions
objectives

Linking Institutional Planning and the

Human Resources Strategy

Understanding the external environment. Changing demand for

subjects and research can mean too few or too many staff in
particular areas. Knowledge of market data demand and supply
of different categories of staff.
Review of current performance in HR related areas recruitment
and retention, employment relations, equal opportunities
Data provision eg length of service, staff movements, nature of
contracts, age, sex, salaries, ethnicity. Broken down by
organisational units. Staff surveys satisfaction, training needs

Importance of HR involvement in strategic and operational planning

from an early stage

Some Characteristics of a good Human

Resources Strategy
Three key elements:
Diagnostic a comprehensive and systematic evaluation of current
practice and performance to identify both where improvement is
required and where policies and institutions are working well
Aspirational a vision of effective HR practices which produce
specific outcomes that contribute to achieving the institutions
strategy, underpinned by clear values and principles
Developmental a plan for achieving progress and building greater
capacity to bring about change in the future (bearing in mind that
effective human resource management depends as much on good
quality line management as it does on skilled human resorce
professionals)

Clear Targets
SMART targets specific, measurable, agreed, realistic, time-limited
Input targets eg appointing a new member of staff
Process targets eg developing new policies or procedures, or
undertaking a review of practice
Output targets eg producing a report introducing a new payments or
job evaluation scheme
Outcome targets eg increasing the number of women in management
positions or the proportion of people with disabilities
Performance measures
Project management subprojects, milestones

Resource Allocation

MUST be a clear link between human resource plans and resource

allocation
Clarity of approach: actions-responsibilities-outcomes-timescalecost

Monitoring

Assessment of progress against input. Process and output targets

Summative evaluation what works and what doesnt work.
Formative process
Problems of identifying cause and effect
Importance of good feedback

Implementation is assisted by:

Adequate levels of involvement
Feedback on performance
Focus on what is achievable
Clear allocation of responsibilities
Effective training and support
Incentives and rewards

Key Issues: Recruitment and Retention

Data collection
Comparative analysis
Identification of problems particular disciplines (eg computing,
management, economics), particular categories of staff (eg
electronics technicians, cleaners), particular regions (eg big cities)
Some possible actions improving the recruitment process, startup
packages, pay and rewards, market supplements, job evaluation,
career routes, fast-track promotion, training and development

Key Issues: Staff Development and Training

Necessary to enhance the institutions skills and knowledge base

Important to identify needs at ALL levels
All categories of staff should be involved
Programmes require regular evaluation problems of relevance

Different forms of staff development:

Induction programmes
Programmes for new academic staff (often linked with probation)
Skills programmes particular activities, new technology, updating
Management development programmes leadership and
management

Key Issues: Equal Opportunities

Data collection
Staff development
Possible actions awareness raising, flexible working,
improvements to recruitment processes and literature, targeted
skills development, progression
Job evaluation equal pay for equal work

Key Issues: Staff Profiles

Data collection
Audit of existing staff current staff numbers, distribution by
grade/level of responsibility, skills profiles, age profiles (succession
planning, new blood), patterns of leavers and joiners (high and low
turnover), which posts are difficult to fill, staffing costs, gender
profiles, pay distribution
External environment national and local labour markets,
comparative analysis
Link with institutional strategies where will more/less staff be
needed
Possible actions training/retraining, redeployment, severance

Key Issues: Performance

Performance review vital in improving staff effort

Must be regular
All staff are entitled to feedback
Formative process
Rewarding good performance monetary and non-monetary
Tackling poor performance clear agreed targets, opportunities for
training, monitoring, training for managers, clear disciplinary
procedures (including appeals)

Human Resource Strategy: Professional

Services
What are professional services?
*Administration, Non-academic staff, The Centre, Management, Support staff, or simply
them!
Professional services include:

Finance

Estates

Student and Registry Services (admissions, examinations, progress)

Planning and institutional research

Marketing

Research support

External relations

Fundraising
Members of the professional services have a crucial role to play in the running of their universities:
* Key advisers in decision-making process

Efficient and effective operation

First point of contact for students and other stakeholders

Responsible for the delivery of critical services

Staff Development for Professional Services

Career development recruitment, training and enhancement,

performance and rewards, retention
Training programmes for new staff in professional services (wide
range of backgrounds)
Specialist training and career development professional
qualifications
Training programmes for senior staff in professional services
Formal programmes; Continuing Professional Development
Some particular themes broadening and deepening, sharing
expertise and experience, formative and process benchmarking,
leadership and management

Professor John Taylor

Centre for Higher Education and Policy at
Southampton
CHEMPaS
Jtaylor@soton.ac.uk
+44 (0)23 8059 6892