This report is presented in three parts viz the project framework for the period March 2009 –...

This report is presented in three parts viz the project framework for the period March 2009 – December 2010, the achievements during the year under review and finally the challenges encountered.

FocusFocus: People, Process and People, Process and CultureCulture

FocusFocus: People, Process and People, Process and CultureCulture

1. PROJECT FRAMEWORK(Crafted jointly by UR, then Director of Planning and

Development and University C.I.O)

STRATEGIES ACTION TIME FRAME RESPONSIBILITY

PROCESS RE-ENGINEERING:

Utilising fully the potential capability of Enterprise Systems

CONDUCT OPERATIONAL AUDITS IN:HR – PeoplesoftStudent – BannerFinance – Banner

DATA GATHERING PHASEMap current (as-is) processes;Gather procedures, policy, regulations, rules;Audit current and previous process reviews;Gather KPIs from Strategic Plan;Determine optimal capability of Banner/Peoplesoft;Determine what we are not doing re Banner/Peoplesoft;Determine implications for process improvement, job redefinition and redesign.

IMPROVEMENT PHASEConduct process improvement:Fit/Gap analysis;Review procedures, regulations, policy, rules in the context of greater efficiency and effectiveness;Identify and recommend opportunities for process optimisation;Analyse impact/benefit of improvement recommendations;

March – May 2009

June – August 2009To be determined based on the recommendations but end date should be latest Mar 31st, 2010.

Registrar/Bursar/HR Director

Consultant or Dedicated in-house resource(Business Analyst & Project Manager)Consultant or Dedicated in-house resource(Business Analyst & Project Manager)


PROCESS RE-ENGINEERING Continued:

Utilising fully the potential capability of Enterprise Systems

IMPROVEMENT PHASE Continued

●Perform best practice analysis and benchmark accordingly;●Produce final improved state process maps;●Identify the amendments required to procedures, policy, regulations, rules to enable process improvement;●Identify opportunities for integration of processes and systems with interface systems;●Review KPIs from Strategic Plan to determine the gaps vis a vis final state processes/outcomes;●Build bridges to attain KPIs based on gaps.

IMPLEMENT RECOMMENDATIONS To be determined based on recommendations but end date should be latest March 31st, 2010.

To be determined based on the recommendations but end date should be latest Mar 31st, 2010.

Consultant or Dedicated in-house resource(Business Analyst & Project Manager)


IMPLEMENT RECOMMENDATIONS ContinuedPrepare comprehensive implementation plans to include:●Tasks●Responsibility●Schedule●Performance metrics ●Post implementation effectiveness review●Consensus for plan of action●Execute●Post review

JOB RE-DESIGN: Redefine jobs based on re-engineered processes

PERFORM JOB ANALYSIS: HR – PeoplesoftStudent – BannerFinance - Banner Define the jobs:●Process●Output●Consequences●Inputs●Conditions●Feedback●Relationships●Nature and scope●Positive impact on work flow and key stakeholders.

March 2010 – May 2010

HR Director/Bursar/Registrar via dedicated HR in-house resource


JOB RE-DESIGN: Redefine jobs based on re-engineered processes

PERFORM JOB ANALYSIS: HR – PeoplesoftStudent – BannerFinance - Banner Define the jobs:●Process●Output●Consequences●Inputs●Conditions●Feedback●Relationships●Nature and scope●Positive impact on work flow and key stakeholders.

March 2010 – May 2010


EVALUATE THE JOBS Develop evaluation methodology to include:●Training level/qualifications requirements;●Knowledge Skills Abilities requirements;●Complexity of tasks;●Interaction with various levels of the organisation.●Impact of job performance on other elements of the system in the work flow process;●Problem solving and independent judgement;

March 2010 – May 2010



●Accountability and responsibility;●Decision making authority;●Degree of supervision required;●Cross-training requirements;●Working conditions;Degree of difficulty in filling job

- Rank jobs - Classify jobs - Conduct market comparisons - Provide recommendation for

approval

ORGANISATION STRUCTURE ● Determine appropriate organisation structure based on redefined job processes, responsibilities and evaluation.

March 2010 – May 2010


STRATEGIES ACTION TIME FRAME RESPONSIBILITYCOMPENSATION AND BENEFITS Review evaluated jobs to ensure organisation’s compensation philosophy and structure is synchronised.

PERFORMANCE MANAGEMENT HR – PeoplesoftStudent – BannerFinance – Banner Ensure performance measures are identified for each job function. Determine impact and implications on Faculties, Departments and Units.

March 2010 – May 2010

March 2010 – May 2010



WORKFORCE ANALYSIS HR – PeoplesoftStudent – BannerFinance - Banner DEMAND ANALYSIS Determine the job requiredReview the Knowledge Skills Abilities and attitude needed to perform the job functions.

June 2010 HR Director


WORKFORCE ANALYSIS Continued

SUPPLY ANALYSIS ●Evaluate the current resources/employees to ensure Knowledge Skills Abilities fit. GAP ANALYSIS ●Match demand analysis with supply analysis

June 2010

June 2010

HR Director

HR Director

HUMAN RESOURCE DEVELOPMENT AND LEARNINGBuilding and renewing institutional capacity

HR – PeoplesoftStudent – BannerFinance – Banner

TRAINING AND DEVELOPMENTIdentify training needs;Ensure employees with gaps receive the training needed to enable them to contribute and perform;Develop training plan, methodology, time frame and budget;Execute training using pertinent delivery methods – e-learning; hands-on, class room, etc.

June 2010 – August 2010

HR Director

STRATEGIES ACTION TIME FRAME RESPONSIBILITYHUMAN RESOURCE FITNESS HR – Peoplesoft

Student – BannerFinance – BannerAPPROACHDevelop employee separation plan, i.e., attrition, early retirement, VSP;Develop talent retention/attraction plan for institution;Develop succession plan.

June 2010 – August 2010

HR Director

TRANSFORMATIONAL LEADERSHIP DEVELOPMENT

University/Campus ManagementBuilding High Performance Top Management Team;Coaching for Excellence.

January 2010 – March 2010

University Registrar and Consultant/Facilitator

STRATEGY OBJECTIVES TASKS TARGETS REMARKS

Utilize fully the potential capabilities of the Enterprise system

To improve the efficiency and effectiveness of core processes

Conduct post implementation Audits of Banner System and Banner Finance System

May 2009 (completed)

July 2009

The recommendations are being considered with a view to moving towards implementation

ENTERPRISE SYSTEM CAPABILITY

2. ACHIEVEMENTS


Build and renew institutional capacity on a sustainable basis

To build enabling capacity to sustain strategic and operational objectives

a. Provide Talent Development/Talent Management Training

Oct 2009Introductory sessions held Feb/March 2009

We have customised a Resource and DevelopmentGuideSession Planned for Sept/Oct

b. Develop and implement an effective Succession Plan

Oct 2009Implementation of Succession Planning Framework

HR Directors aredoing planning

PeopleSoft 9 has a very useful module which has been reviewed. All HR Directors to identify their critical jobs

c. Conduct Employee Engagement Surveys

Dec 2009 HR Directors supplied with a simple and effective method of measuring employee engagement

CAPACITY BUILDING

LEADERSHIP


Develop an ideology to be embraced as the university's way focusing on the way we do our work and the way we treat our people

To create a leadership culture that promotes excellence in performance

a. To implement the 360° Assessment

May 2009 (completed)

July 2009

Survey completed in August 2009Feedback session to be conducted.

CHALLENGES

● Alignment Issues

● Communication issues

● Ownership issues

● Balancing the operation issues and strategy issues

This report is presented in three parts viz the project framework for the period March 2009 –...

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