On October 23rd, 2014, we updated our
By continuing to use LinkedIn’s SlideShare service, you agree to the revised terms, so please take a few minutes to review them.
1 HR Management Strategic Framework 2005 – Prepared by Human ...Presentation Transcript
NATIONAL GALLERY OF CANADA Human Resources Management Strategic Framework Prepared by: Human Resources Services Assisted by: Deloitte Consulting June 2005 National Gallery Musée des beaux-arts of Canada du Canada
Extent of Service,Support and Control Time Personnel Management Coordination Model Clerical/Reactive Transaction Model Human Capital Model Human Resource Management Analysis Model Analytical Transition Strategic Transition Participating Support Transition
The various components of the following framework were examined in order to support the achievement of an HR vision for people effectiveness at the Gallery.
Vision for people effectiveness at the Gallery and for the HR Function Key Success Factors Challenges and Opportunities Strategic Priorities High-level Action Plans Short-term Mid-term Long-term
Vision Statement of the National Gallery of Canada
“ The National Gallery of Canada strives to provide Canadians with a sense of identity and pride in Canada’s rich visual arts heritage and to make art accessible, meaningful and vital to diverse audiences of all ages.”
Values of the National Gallery of Canada *
Excellence and Scholarship
The Workforce (new 2005) “The Gallery values its workforce and creates a work environment in which people can maximize their potential and contribute fully to the success of the organization”.
* Source Corporate Plan 200 5 -20 10
“ The NGC prides itself on its creative and committed workforce, supported by excellence in leadership, demonstrated values, and HR practices aligned to the achievement of the Gallery’s Corporate Plan and Mandate ”
This organization-wide HR vision statement has five components that can be broken down and measured:
Creative and committed workforce
“ Within the NGC’s mandate and vision , HR Services are committed to enhanc ing the artistic and creative culture of the Gallery; partnering with employees to develop corporate and people strategies that maintain and promote excellence in the arts; as well as facilitate the accomplishment of corporate goals worthy of an eminent visitor centric nationa l public institution.”
HR Functional Vision Statement:
Key Success Factors for HR Management
Key Success Factors can be defined as:
What must happen to be successful over the longer term
Criteria against which to assess priorities and performance.
In order to make these key success factors tangible and meaningful, enabling performance measures will need to be applied for each and every key success factor.
Proactive and analytical (data and research driven)
Workforce pride and loyalty (retention, commitment, passion, sense of belongi ng, excellence and competence )
Cost effective and efficient
S uccession planning
Visible and visionary/HR leadership
People leadership and encouraging innovation, creativity and involvement
Knowledge/expertise of HR
Excellent employee relationships – harmony and commitment
Business awareness/knowledge of best practices
Recognition (international reputation and eminence)
Client service ( accessible, responsive, advisory approach, confidential and quality driven )
Successful labour relations climate
HR Functional Effectiveness Organization-Wide People Effectiveness Key Success Factors for HR Effectiveness
HR Strategic – Priorities
The following table provides a best practice example of four HR business model categories and specifically-related priorities. This framework was used to guide the Gallery’s strategic HR planning process.
Clarity and Strength of Accountability Framework
Enabling Performance Measurement Framework
Structured and Consistent Approach to Strategic Change Management
Organizational Design & Resource Analysis
Corporate Competency Framework
Compensation and Classification Systems
Top Talent Retention
Alternative Work Arrangements
HR Department Structure and Capability
Integrated HR Processes and Programs
HR Policy Framework
HR Information Management
Role of Line Management
Operational Priorities Strategic Priorities HR Service Delivery Priorities Enabling Priorities
S upported HR vision & strategy approved by the Board of Trustees and Senior management
High Enabling Priorities HR Service Delivery Priorities Operational Priorities Strategic Priorities
HR Strategic Framework – Next Steps?
Participative feedback and validation from stakeholders
Accountability and measurement-driven
Further assessment of priorities;
Priority allocation to designated resources;
Completion of work pla ns and,
Approval and implementation of priorit ies and work plans.
HR Strategic Framework– Next Steps
The following next steps were identified by the HR Management Team:
Input into the “look”/packaging of the HRS framework Week Of Final approval by the Board of Trustees June 6, 2005 Briefing to HR Committee of the Board Selective consultations with employee/mgmt reps Development of a Board package Briefing to Chair of HR Committee of the Board Brief Senior Management Team Philosophical & strategic approval of Director Feedback & revision to HRS framework Development of draft HRS vision & framework Mar 28 Mar 21 Mar 14 Mar 7 Feb 28 Feb 21 Feb 14 Feb 7 Jan 31 Key Steps