Transcript Document

HR within the changing Higher
Education Agenda
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Introduction
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This paper examines the role of HR
within the changing Higher Education
agenda
It argues that in order for HIEs to
respond in an appropriate, effective and
timely manner to the changing agenda
for HE, HR will have to become the hub
of the administrative structure in HEIs
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HR Hub
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The foundation upon which a solid HR
structure is built for realisation of:
• Strategic ambitions
• Mission statements
• Vision
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Background pre 1970s
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Prior to the 1970s the management of
HEIs was characterized by:
A heavy reliance on state funding
A lack of emphasis on applied research
Governance structures which
emphasized collegiality and participation.
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Background pre1970s
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A lack of coordination of information systems
Weak links with industry
The primacy of teaching in the
responsibilities of university committees and
administrative staff
Personnel management systems geared
principally towards the provision of support
services
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The 1970s
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Major expansion in the provisions for HE
Increase public spending on HEIs. As a
result:
University administrators became more
conscious of public accountability
Debates also began about the relevance
of university curricula and the balance
between teaching and research
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The 1970s continued
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The scale of research
Its increasing costs
The balance between pure and applied
research
The growth and role of national agencies
in planning and funding research
In effect a new agenda for managing
HEIs
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The end of the 1970s
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Resurgence of global competition
The need to convert new knowledge into
economically benefit social and economic
products as quickly as possible
Fiscal crises in HEIs caused by events in the
international economy
HE is pushed to the forefront of debates
about economic policy
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The end of the 1970s continued
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Clear links established between
technological innovation and international
competitiveness
The restructuring of HEIs now deemed to be
pivotal to the resurgence of the international
economy and national economies.
This led to an upsurge in strategic planning
and restructuring in HEIs
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The end of the 1970s continued
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Greater emphasis now placed upon
infrastructural transformation and
performance managements systems
than before
HR enters the administrative lexicon of
HEIs for the first time
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1980s to present
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Globalization impacts upon provisions
for HE
The value of HE and how it should be
managed becomes anchored in a policy
framework in which the HR function has
a very important role
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The agenda for HE
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HEIs must demonstrate efficiency,
effectiveness and value for money
Swinging cuts in public funding
The application of entrepreneurial and
managerial approaches to HE
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The agenda for HE continued
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The development of market responsive
curricula reform
An emphasis on applied research and
increased academic/industry links
Obligations to become customer
centered and student friendly
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The struggle for acceptance
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There is a role for HR but the HR function in
HEIs is not widely understood.
The concept of HR is still limited to issuing
contracts, administering salaries and benefits
and settling industrial disputes.
Reluctance to enforce discipline and rigor in
mechanisms established to translate HR
aspirations into action not helpful.
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The struggle for acceptance
continued
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As a result
HR capacity not fully utilized
The response of HEIs to the changing
agenda for HE is limited
S.P.O.T.S emerge
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Creating an HR HUB
Developing competence
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Recruit capable staff
Develop competencies in areas such as:
Customer service
Performance appraisal
Value creation
Data analysis
Quality assurance
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Creating an HR HUB
Developing capability
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A solid infrastructure that includes:
Information systems that can deliver data
and reports timely and accurately
Processes which eliminate the tyranny of
paper and create value
Performance management systems which
eliminate waste, increase competitiveness
and enhance job satisfaction and
commitment
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Creating an HR HUB
Developing capacity continued
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Mechanisms for relating with trade
unions and staff associations which
facilitate the maintenance of discipline
and promote harmony in the work place
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No quick fixes for acquiring capacity
and competence
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UWI quinquennial strategic planning
began in 1997 –Despite solid
achievements HR is still to acquire the
capacity and competence required for a
strategic alliance
UWS 1999 five years later only the
foundations are visible
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Aligning HR practices and HEIs
business strategy
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Alignment occurs along a continuum
Afterthought or add-on end
The integration of HR strategy with
business strategy
Isolated HR Planning
HEIs which succeed in adapting to the
current agenda for HE occupy the middle
of the continuum
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Re-engineering the HEIs
bureaucracy
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The new policy framework for HE
requires the re-engineering of the
bureaucratic and complex policies and
procedures which now obtain in HEIs
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Transforming the mindset
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Transforming the mindset of managers
and stakeholders is, ultimately, the only
guarantee that HEIs will adjust
appropriately and effectively to the
forces that determine the agenda for HE
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Transforming the mindset continued
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A key element in the cultural
transformation process is systems reengineering by HR change agents
through:
The introduction of cost saving, more
efficient technology driven solutions
Performance appraisal systems
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Transforming the mindset continued
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Reward and incentive programmes
linked to cost saving, income generation,
value creation and productivity
Staff training and development linked to
clearly defined strategic objectives
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Transforming the mindset continued
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Partnerships with stakeholders which
build consensus and promote
commitment
The improvement of work and family life
balance
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Conclusion
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The success of the response of HEIs to the
policy framework dictated by the global
agenda for HE will depend upon the
effectiveness of the HR HUB.
Capacity and competence required for HUB
to materialize
HR’s most important task preparing HEIs for
the organizational changes needed to
survive
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