HR Strategic Plan 2010-2014

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Clients

with our

Partnering

Human Resources Five-Year Strategic Plan 2010 to 2014

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TABLE OF CONTENTS

RYERSON’S MISSION STATEMENT ............................................................................................. 2 THE BASIS FOR THIS STRATEGIC PLANNING DOCUMENT ...................................................... 1 HUMAN RESOURCES STRATEGIC APPROACH ......................................................................... 2

THE VALUE PROPOSITION .................................................................................................................................... 2 THE DESIGN PRINCIPLE ....................................................................................................................................... 3 OUTCOMES FOR THE UNIVERSITY ......................................................................................................................... 5

HR TRANSFORMATION MODEL ................................................................................................... 7 HUMAN RESOURCES STRATEGIC OBJECTIVES: 2010 TO 2014 .............................................. 9

OBJECTIVE 1: HR AS A STRATEGIC PARTNER, MANAGING STRATEGIC HUMAN RESOURCES .......... 9 OBJECTIVE 2: HR AS AN ORGANIZATIONAL EFFECTIVENESS PARTNER, MANAGING UNIVERSITY INFRASTRUCTURE ....................................................................................................................................... 12 OBJECTIVE 3: HR AS AN EMPLOYEE EFFECTIVENESS PARTNER, MANAGING EMPLOYEE CONTRIBUTIONS .......................................................................................................................................... 14 OBJECTIVE 4: HR AS A CHANGE AGENT; ANTICIPATING, IDENTIFYING AND MANAGING CHANGE .. 17

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RYERSON’S MISSION STATEMENT

Ryerson University’s mission is the advancement of applied knowledge and research to address societal need, and the provision of programs of study that provide a balance between theory and application.

THE BASIS FOR THIS STRATEGIC PLANNING DOCUMENT

1. Alignment with Ryerson University’s Academic Plan for 2008-2013 which has at its foundation, the following priorities:

o High-quality, societally-relevant undergraduate and graduate programs o Student engagement and success o Learning and teaching excellence o Increase Scholarly, Research and Creative activity o Build on our Reputation

2. Qualitative research that was conducted across our client base in August 2008 3. Assessment of clients’ core needs related to the delivery of programs and

services, aligned with the University mission and Academic plan, which indicate that HR must:

o Provide greater clarity on the role and responsibilities of HR. o Provide tools to empower our clients to meet their own HR requirements and,

at the same time, fully support them in those areas of HR that are outside their comfort level and expertise.

o Ensure the value proposition associated with total compensation for current and prospective employees is well communicated and understood.

o Make accessible, meaningful metrics and data to track trends and outcomes.

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HUMAN RESOURCES STRATEGIC APPROACH

The Value Proposition The HR Value Proposition articulates outcomes HR will deliver to the University community supporting its needs and the core values that are part of its service delivery. It is a commitment and a promise to the faculty and staff of the University and is the basis for our self-assessment and metrics. As Human Resources professionals our intent is to:

o Partner/collaborate with constituents and consistently exceed their expectations

o Invest in human capacity and readiness to meet the future o Create innovative alternatives, solutions and services that are responsive to

organizational needs and consistent with the best human resources practices o Provide results-based interventions that respect the principles of merit,

openness, transparency, integrity and professionalism. o Regularly communicate with our clients to keep them informed of our on-

going activities and our progress towards shared goals and objectives o Work collaboratively and in cross-functional teams to benefit from the synergy

of working with a diversity of experience, knowledge and competencies. Therefore, as we deliver expertise, service and value to the University community we will ensure that these are:

o Central and relevant to the University’s issues o Linked directly to the University’s academic plan, priorities and goals o Directed toward supporting and improving decision-making o Responsive to the needs of management and leadership o Contribute to institutional capacity and readiness for the future

We promote, deliver and continuously renew:

o Integrity and high ethical standards o Confidentiality o Accuracy and reliability in the outcomes we produce

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o Sustainable, effective relationships with those we service o Active listening and response to the HR challenges of the university o Attention to issues that are central to the University o Create alternatives in problem solving by developing proactive programs and

building effective solutions The Design Principle The design principles are the basis for tactical HR service delivery and the design components of the HR system that deliver outcomes to the University community. They link the vision, value proposition and delivery. David Ulrich’s concepts and paradigm concerning contemporary human resource management have been the basis for the design and are the objectives for the enactment of the HR service delivery system. Content: HR is responsible for ensuring that the organization has capable talent that is prepared for the future and responsive to clients; that technology and knowledge management are tools that bolster innovation and efficient and continuous quality; that alliances and collaboration are fostered; and leadership is prepared. Contribution: In executing its accountabilities, HR fulfils the roles of a coach to management and leadership; architect of organizational structures and capabilities; designer and deliverer of creative solutions; facilitator of people interactions; and leadership through example. Competencies: HR must develop a high degree of competence in HR strategy, delivery and knowledge of the business and technology. Personal credibility is the foremost competency. Channel: The delivery of excellence in HR services and solutions is produced through a variety of organizational approaches. Line managements and unit HR play a pivotal role in developing and enacting solutions for local issues. HR Strategy, Centres of

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Expertise, Shared Services, e-HR and outsourcing partners are combined to deliver core HR services efficiently, effectively and in a cost effective manner.

o Do the right things rights, at the right time o Understand the departmental/faculty businesses and their needs o Provide “solutions and alternatives” not rule enforcement o Achieve ease of access and expertise and services for our client groups o Maximize the power of technology to deliver HR services as close to the client

group as possible o Be known for creativity and flexibility in responding to the service

requirements and needs of our clients o Ensure that customer interactions have the look and feel of personal service

and partnership, easily accessible and at the client’s location o Make it our responsibility to develop a university environment that

incorporates a welcoming and positive tone and viewpoint towards its people o Maintain a service delivery system that produces relevant, accurate and

timely critical data and management reporting which informs management’s and leadership’s decisions and meets their defined needs

o Know that design work is never finished. This will always be a work in progress. We will be the best of the best through our creativity and commitment

o Provide proactive support for major events and changes through communication internally and with our clients

o Inform the university community of our value adding services and expertise o Support and enable workplace realities and promote responsible stewardship

through policy development o Be resource responsible o Make everyone an insider o Support these principles within our internal culture by investing in continuous

building of competencies and expert skills

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Outcomes for the University Strategic HR

o Relevant contemporary HR strategies that address University-wide and local challenges are developed and enacted

o Excellence in project and change management to implement strategies o Measurement using effective and accurate HR metrics to ensure

outcomes are achieved o Effective strategic communication to market, promote, support and

deliver HR products and services, and connect the HR community, faculty and staff

Organizational Infrastructure

o Total Compensation strategy, structure and tools o Job evaluation strategy relevant, accessible and easy to use o Technology that supports ease of access of relevant, simplified and

contemporary HR policy, services and solutions o Support recruitment processes that are responsive and use technology

effectively o Web-based technology to decentralize access to decision data and

tools, migrate decision making to local levels and transform core HR from transaction to consulting and solutions delivery

Employee Contributions

o Improved workplace health & wellness and effectiveness of university departments

o Support for competency building that support workplace performance of faculty and staff

o Improved communication, building effective teams; learning about best practices and obtaining essential information that will lead to workplace improvements

o A contemporary total compensation strategy that will attract, support high productivity, retain and advance competent and committed staff

o Create and sustain a world-class knowledge base for HR practice and ensure the highest levels of practice within the departments and core HR

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Transformation & Change

o Help faculty and staff plan and deal with rapid change o Assist departments with organizational analysis and design

Institutional Balance

o Resolve workplace conflict and disputes using approaches that foster clear communication and candor, facilitate respectful interactions and yield solutions of mutual agreement

o Build campus cultural competencies that enhance the ability for all members of a diverse University community to fully contribute

o Assist faculty and staff and their dependents in balancing the stressors and demands of personal and work life issues

Ethical Environment

o Develop principles and directions suited to the University that support

and promote individual departmental initiatives aimed at enhancing the local workplace climate

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HR TRANSFORMATION MODEL The following table outlines the core organizational design principles and outcomes for the delivery of HR services to the Ryerson community. It is based on the conceptual model created by David Ulrich for contemporary human resource management, and tempered by the results of the recent research conducted by HR with clients and staff. FUNCTION DELIVERABLE/OUTCOME ROLE Management of strategic human resources

Executing strategy Strategic partner

o Implement new HR department structure and complete transformation; function as a cohesive collective of expertise.

o Be accountable at the highest standard, based on appropriate metrics and benchmarking.

o Have a deep knowledge and understanding of the University environment, faculties and departments.

o Be truly in tune with client needs, and establish positive meaningful relationships with clients; serve as an advisor and partner.

o Empower clients to better manage human resource issues and employee relations.

Management of university infrastructure

Building an efficient infrastructure

Organizational effectiveness partner

o Deliver non-HRMS transactions with reliable speed and accuracy. o Provide HR services as efficiently as possible, utilizing technology. o Stabilize and deliver on the promise of the HRMS. o Provide up-to-date and accurate data to empower local decision-

making. o Offer relevant and contemporary programs and services.

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FUNCTION DELIVERABLE/OUTCOME ROLE Management of employee contribution

Increasing employee commitment and capability

Employee effectiveness partner

o Provide relevant and meaningful employee, managerial and leadership training.

o Train people more on the “how” and less on the “what”. o Communicate to engage and inform. o Effect employee engagement with appropriate and meaningful

rewards and recognition programs and initiatives.

Management of transformation and change

Anticipating, identifying and managing change Change agent

o Identify changes, including those required to fulfill obligations as well as those that will assist the University to achieve its goals and objectives through its human resources.

o Identify trends and best practices and promote relevant changes in University structure, policy/CA/process framework and culture.

o Anticipate and address risks. o Anticipate client requirements in response to their growth, expansion

and changing mandates.

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HUMAN RESOURCES STRATEGIC OBJECTIVES: 2010 TO 2014 Legend: HR Management Team = Mgmt HR Planning = Planning HRMS Development, Projects & Reporting = HRMS Dev HR Operations & Systems Support = Operations

HR Client Services & Consulting = HRCSC Organizational & Employee Effectiveness = OEE Total Compensation = Total Comp Pension & Benefits = P&B Recruitment, Retention & Employment Equity = RR&EE

OBJECTIVE 1: HR AS A STRATEGIC PARTNER, MANAGING STRATEGIC HUMAN RESOURCES

o Implement new HR department structure and complete transformation; function as a cohesive collective of expertise.

o Be accountable at the highest standard, based on appropriate metrics and benchmarking.

o Have a deep knowledge and understanding of the University environment, faculties and departments.

o Be truly in tune with client needs, and establish positive meaningful relationships with clients; serve as an advisor and partner.

o Empower clients to better manage human resource issues and employee relations.

KEY INITIATIVES & ACTION ITEMS OBJECTIVE 1

LEAD TARGET DATE

1. HR Transformation and Reorganization to Client-Centric Model (see Appendix) Complete HR reorganization, implement new structure, identify and document roles and responsibilities for each area, provide and discuss new/revised roles and job descriptions, and train and transition staff into new roles.

Mgmt

2009

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LEAD TARGET DATE

2. HR Competency Develop the framework and identify competencies for each area of HR, including gap analysis and training. Identify training needs and develop training strategy to ensure developmental opportunities are provided; ensure employees remain current in their respective areas of specialty as well as in HR field in general.

Planning

2010

3. HR Performance Standards, Benchmarks and Metrics Review, by unit, current HR processes to develop best practices and leading edge techniques that will improve service delivery.

Mgmt 2013 (ongoing

throughout plan)

Identify cross-functional HR processes that involve multiple units (e.g. re-orgs, term conversions, grievances) and develop documentation such as process flow diagrams and detailed process documents indicating the role played by staff in each unit; train staff on their role and ensure role clarity.

Mgmt 2013 (ongoing

throughout plan)

Identify metrics and benchmarks to measure HR operational efficiency and effectiveness, and to identify areas for improvement.

Planning 2010

Develop service standards and monitoring mechanisms for all areas of HR. Review trends and address process or performance issues as they arise.

Planning and Mgmt

2010

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LEAD TARGET DATE

4. Empower Clients Prepare guidelines, tool kits, manuals and process outlines of human resources processes that client departments can utilize when handling human resources issues.

Mgmt

2013 (ongoing

throughout plan)

Review, assess and make recommendations related to systems and projects to provide client access to relevant HR data and documents, facilitating local decision-making and reducing requirement for manual/HR department intervention. This includes assessment of document management systems.

Mgmt

2013 (ongoing

throughout plan)

Develop and conduct workshops and training sessions on various human resources and employee relations matters to educate clients on areas of most critical demand.

Mgmt

2013 (ongoing

throughout plan)

Create process (in collaboration with HR Consulting) to engage clients and proactively identify and explore new/changed client business needs that may lead to new/changed policy, process, or system development projects.

HRMS Dev, Operations, and HRCSC

Ongoing

5. HR Communication Develop and implement an integrated HR communications strategy to ensure timely and relevant information is provided to community to keep them up to date, reinforce key messages, provide forums to gather community input and take the pulse of the community, and alert to what is coming up that may impact them. Develop associated roles and responsibilities, schedules, tools, processes, etc. Coordinate production as required.

Planning 2010 (ongoing)

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OBJECTIVE 2: HR AS AN ORGANIZATIONAL EFFECTIVENESS PARTNER, MANAGING UNIVERSITY INFRASTRUCTURE

o Deliver non-HRMS transactions with reliable speed and accuracy. o Provide HR services as efficiently as possible, utilizing technology. o Stabilize and deliver on the promise of the HRMS. o Provide up-to-date and accurate data to empower local decision-making. o Offer relevant and contemporary programs and services.


LEAD TARGET DATE

1. Relevant and Contemporary Programs and Services Review and update policies and practices on all HR related areas based on best practice research, past experience and client feedback.

Planning

2013 (ongoing

throughout plan)

Develop ongoing systems to determine client department and employee feedback, engagement and morale issues and implement changes to address opportunities identified.

OEE 2011

Determine and document data parameters, methodologies and technologies for tracking, monitoring and assessing the effectiveness of HR programs and services and amend as required, e.g. performance management, negotiations and labour, job evaluation, training, orientation, retention, etc.

Planning 2010

Develop relevant and contemporary programs and services, including: Pension and benefits best practices and cost

containment Absence Management Compensation and job evaluation related to internal

equity, external competitiveness and streamlined services

Recruitment and retention best practices, ensuring a

Mgmt 2010 (ongoing)

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LEAD TARGET DATE

fair and bias-free process Employment equity strategy for designated groups Employee relations models for negotiations,

consultation and problem solving

2. HR Systems Implementation and Support Services Evaluate the functionality of Oracle Fusion HRMS suite, as part of a coordinated project jointly with SAS and Financial Services teams. Identify opportunities for integration and joint implementation.

HRMS Dev 2013

Determine parameters, methodologies and technologies for potential data warehouse projects.

HRMS Dev 2012

Develop and implement systems training, documentation and supports for HRMS functionality. This includes online, one on one and classroom training/supports.

Operations, HRMS Dev,

and OEE

In line with systems

implement-ation plans.

Investigate document management related technologies, analyze options and make recommendations in the support of University needs and integration into HRMS.

HRMS Dev 2012

3. HR Information Management Develop a series of protocols and tools to assess and evaluate that paper and electronic records are accurate, complete and up-to-date.

HRMS Dev and

Operations

2010

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OBJECTIVE 3: HR AS AN EMPLOYEE EFFECTIVENESS PARTNER, MANAGING EMPLOYEE CONTRIBUTIONS

o Provide relevant and meaningful employee, managerial and leadership training.

o Train people more on the “how” and less on the “what”. o Communicate to engage and inform. o Effect employee engagement with appropriate and meaningful rewards and

recognition programs and initiatives. KEY INITIATIVES & ACTION ITEMS OBJECTIVE 3

LEAD TARGET DATE

1. Employee Orientation and Development Review existing orientation programs, recommend and implement changes to promote commitment and loyalty based on understanding of how employees can contribute to achieving Ryerson goals, as well as to help them understand Ryerson’s commitment to them through compensation, benefits, development and rewards programs. Develop and disseminate associated toolkits and material to assist departments in fulfilling their orientation responsibility.

OEE 2010

Develop and implement a coordinated university framework for training programs related to university administrative policies, collective agreement administration and processes, including identifying and applying policy/CA provision, use of systems, forms, required authorizations, Living in a Unionized Environment, management rights, performance management, attendance management, etc. Develop and implement any related HR training programs, tools, processes, etc. concentrating on the “how”.

HRCSC 2010

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LEAD TARGET DATE

Develop competency framework for the University identifying core competencies across jobs and departments. Establish tools and processes for departments to develop specific competency profiles for their staff based on University core competencies.

OEE and Total Comp

2010

Develop a succession planning and career development framework for the University, aligned with core competency development program. Design and deliver associated training programs, tools and processes to assist departments with setting up plans for their staff.

OEE 2012

Improve employee effectiveness by developing a training strategy that establishes standards of training excellence, delivery methods and technologies, short and long term evaluation metrics to demonstrate training effectiveness, in-house versus outsourced design and delivery, and a framework for establishing a Centre of Excellence overseeing university-wide training and development. Timelines for implementing initiatives under the strategy to be identified once decisions are finalized.

OEE 2012

2. Leadership Development Research and recommend a leadership development strategy aligned with core University leadership competencies. Develop and deliver development programs for those currently in leadership roles, as well as those identified for leadership roles under succession plans.

OEE 2011

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LEAD TARGET DATE

3. Performance Management Research, design and implement a performance management system that reflects rewards based on excellence and merit for all employee groups; develop performance measures to assess effectiveness of people management practices/programs. Develop and implement associated training programs, tools and processes.

Total Comp, OEE, and HRCSC

2011

4. Total Compensation Program Develop a Total Compensation framework that expands beyond JE and salary (e.g. alternative rewards, recognition, incentives, organization design, etc.) and identify opportunities/venues to market Ryerson’s Total Compensation packages. Develop and implement new/revised components such as recognition and reward programs. Design and implement wellness/healthy workplace initiatives to reduce absenteeism, improve morale/retention, benefit cost reduction, etc.

Total Comp and P&B

2011

5. Employee Relations Develop and implement strategies to improve relations between and amongst managers, faculty and staff, including initiatives to promote civility and alternate dispute resolution tools and techniques to resolve disputes, etc.

HRCSC 2013 (ongoing)

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OBJECTIVE 4: HR AS A CHANGE AGENT; ANTICIPATING, IDENTIFYING AND MANAGING CHANGE

o Identify changes, including those required to fulfill obligations as well as those that will assist the University to achieve its goals and objectives through its human resources.

o Identify trends and best practices and promote relevant changes in University structure, policy/CA/process framework and culture.

o Anticipate and address risks. o Anticipate client requirements in response to their growth, expansion and

changing mandates. KEY INITIATIVES & ACTION ITEMS OBJECTIVE 4

LEAD TARGET DATE

1. Legislative Planning and Change Establish a framework, including processes, roles, and flexible change/implementation models, etc. to ensure appropriate planning and action in response to new or changed employment legislation (e.g. AODA, Human Rights, ESA, Occupational Health & Safety, etc.). Coordinate implementation as required.

Planning 2010

2. Risk Management Develop contingency plan to identify roles and responsibilities, processes, tools, etc. to ensure business continuity for the HR department in the event of a disaster or similar event, such as pandemic, blackout, storms, etc., as well as to identify HR’s role in overall university contingency planning.

Planning and Mgmt

2009

18


LEAD TARGET DATE

3. Trends Research and make recommendations on new programs and initiatives, based on demographic, technological and economic changes, etc. which support and facilitate achievement of Ryerson goals and objectives, e.g. Post Doctoral Fellowship program, international exchange and projects, etc.

Planning and Mgmt

2013 (ongoing)

4. Inclusive Workplace Develop and implement strategies to increase awareness and to promote an open, diverse and inclusive organization. This encompasses a broad diversity mandate beyond the designated employment equity groups.

HRCSC 2013 (ongoing)

5. Change Management Models Develop a Change Management framework to prepare, engage and facilitate change in the Ryerson community related to projects with significant organizational impact, e.g. HRMS manager and employee self service projects.

OEE 2010

Documents

HR Strategic Plan 2010-2014