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  • The framework is based on the concept that the management of human resources evolves over time to meet the needs of a changing organization. The continuum is based on the underlying assumption that human resources strategy and specific services and service delivery options evolve over time as the organization moves to successive levels of development and complexity. The end state of the evolution is restricted only by the organization’s vision for proactive organizational learning and growth. The framework is a valuable tool for assessing the current strategy, enabling service delivery productivity and outcome performance indicators, and addressing gaps between the current and desired approach to the management of human resources.

1 HR Management Strategic Framework 2005 – Prepared by Human ... Presentation Transcript

  • 1. 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
  • 2. General Overview
    • Spectrum of HR Service Delivery Models – Deloitte
    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
  • 3. General Overview
    • Future Model of HR
      • HR function is becoming a strategic member of the organization, on par with Finance, I T S and Operations.
      • HR is taking on the role of coach to the organization and facilitate the administration of the programs and processes as well as their deployment.
    80% 20% 60% 40% Traditional Model Future Model Strategy, Planning & Deployment Administration & Transaction Processing Strategy, Planning & Deployment Administration & Transaction Processing
  • 4. HR Strategy – Framework
    • 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
  • 5.
      • 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 *
      • Accessibility
      • Excellence and Scholarship
      • Corporate Citizenship
      • Leadership
      • Collaboration
      • 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
  • 6. HR Vision
      • “ 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:
      • Pride
      • Creative and committed workforce
      • Leadership
      • Values
      • Corporate -aligned
    Organization-wide:
  • 7. HR Vision
    • “ 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:
  • 8. 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.
    • Team stability
    • 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
  • 9. 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
    • Leadership/Mgmt. Development
    • Corporate Competency Framework
    • Compensation and Classification Systems
    • Performance Management
    • Top Talent Retention
      • Alternative Work Arrangements
      • Resource Planning
    • HR Department Structure and Capability
    • Integrated HR Processes and Programs
    • HR Policy Framework
    • HR Information Management
    • Support Mechanisms
      • Role of Line Management
      • Cultural Readiness
      • Technology/Systems
    Operational Priorities Strategic Priorities HR Service Delivery Priorities Enabling Priorities
  • 10. Priorities for HR Management
    • Consideration of o utsourcing of HR activities
    • Career paths
    • Compensation/benefits (review of plans)
    Low
    • Change management capability
    • Competencies
    • HR process mapping
    • HR service delivery model and cost profile
    • Conflict resolution
    • Training strategy for NGC
    • Employment equity/official languages
    • Staffing process
    • Organization & work design
    • Organizational integration
    Medium
    • Communication plan
    • HR marketing/education/ promotion
    • HR performance measurement/reporting
    • HR policies
    • HRIS (databases, technology architecture)
    • Service to retirees
    • Sick leave/disability management
    • Classification
    • Performance m ana g e m en t
    • Leadership/development
    • Union/m ana g e m en t relations
    • Internship (recruitment)/ mentoring
    • Wellness
    • Accountability framework
    • Workforce analysis/HR planning/transition/s uccession planning
    • 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
  • 11. HR Strategic Framework – Next Steps?
    • Approach:
    • 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.
  • 12. 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