HR STRUCTURE - PRESENTATION TO STAFF

1. HR STRUCTURE - PRESENTATION TO STAFF

2. Structure for today’s discussion • Principles • Structure and Reporting Lines • Key Responsibilities • Benefits • Transition – i.e. the journey • Questions

3. Background and Principles • HR Dialogue Feedback • a greater understanding of the business is required • not going to the right person and/or not knowing who the right person is – go to a “few” favoured and selected contacts or just straight to the HR Director • not enough strategic work is being done because operational is urgent and takes precedence • too much going through the HR Director’s office • difficulty in finding the specialists when we recruit, the trend is towards generalists

4. This was then!

5. This is now!

6. Key Responsibilities and Reporting Lines • Senior Generalists • To drive the provision of an efficient and effective HR Service by the HR Generalists to the relevant Faculties and/or Divisions • HR Generalist II’s • To manage the relevant HR unit and the HR generalist I. To offer a professional and valued HR service, to the relevant Faculties and/or Divisions. Within the respective section, the individual is also expected to contribute to the development of HR best practice, policies and processes which will enable and drive increased long term efficiency and effectiveness of staff within the relevant Faculties/Divisions. • HR Generalist I’s • To support the HR Generalist II and Senior Generalist in providing a valued and professional HR service specifically through the execution of excellent HR administrative and basic HR professional services • HR Administrators • To support the HR Generalist Unit in providing a valued HR service through the provision of accurate and timeous HR information (with a strong focus on staff information, remuneration and benefits) specifically using the HR IT system

7. Benefits • To maximise service delivery: • Structure to facilitate an understanding of faculty and divisional needs and therefore allow for better more responsiveness to unique needs of different areas and therefore better service delivery; • Structure to ensure appropriate back-up when HR staff are not available to staff or managers/HoDs. • To facilitate appropriate alignment between strategic and operational needs: • Ensure that not only does the urgent work get done but that also the strategic work gets sufficient attention; • Ensure that the HR management team has sufficient time to spend on strategic work. • To ensure balanced work-load of staff and efficient and effective use of posts available: • Need for support for Director of HR; • Structure that minimises the pressures on some areas in HR and not others. • It meets HR good practice: • Move to a generalist model with limited specialists; • Allows for maximum options for succession planning and therefore retention of staff with good opportunities for advancement and development; • Allows for recruit of new staff where trend is towards generalist model.

8. Transition – the Journey Completed Training • VIP – includes both the HR side and the payroll side • Remuneration and Benefits • Recruitment and Selection Professional and Administrative processes • Purchase Order training • Temporary Recruitment processes • Generic HR training • Organisational Design • Job Evaluation Training to be Completed • IR Still to be come - Employee Self Service • March 2011

9. Questions