3 november 2005 the search for innovation: the hr challenge for irish universities edna jordan...
Post on 21-Dec-2015
216 views
TRANSCRIPT
3 November 2005
The Search for Innovation:The HR Challenge for Irish
Universities
Edna JordanNational Centre for Partnership and Performance
Leadership Through Change - Irish Universities ConferenceThe Helix – DCU
Overview
• The Search for Innovation• Strategic Challenges Irish Education• Workplace Innovation
– Forum on the Workplace of the Future– Vision of the Workplace of the Future– National Workplace Strategy
• HR Management: A source of high performance and competitive advantage
The search for innovation • Investment in technology
and R&D is only one part of a broader national system of innovation
• Establishing the institutional basis for innovation through linkages between government, industry, research and education
• Building capabilities in marketing and customer service
• Developing the capacity of workplaces to engage in innovation and harness knowledge
Workplace Innovation
“Developing our indigenous technology and innovation base depends, as much on improving the ability of workplaces to change and innovate as it does on investment in research and development.”
Education Sector - Strategic Challenges • Changing demographic situation – shrinking market• Maintaining and increasing student numbers• Improving student retention• Teaching and learning innovations• New opportunities in the market arising from life-long
learning • Changing political and economic circumstances• Change drivers in the education sector
– Cromien Report – increased devolution to education institutes
– OECD Report– Consultative process in charting a new vision for education– Calls for change from industry and thought leaders– Demands for increases in science and technology offerings– Legislation
Irish Universities – Strategic Challenges• To be more outward looking partners in the
development of the learning society• To provide leadership and service at local,
regional, national and global levels• To make efficiency gains, more effectively
management themselves to achieve performance targets in teaching and research, more accountable, transparent
• To maintain standards and high quality with reducing unit costs
• Demonstrate ability to obtain new and additional sources of revenue
• Increase infrastructure and capacity for R&D
Meeting the strategic challenge• The human factor
– Readiness to mobilise the enormous talent – Polices and programmes to bring in ‘new blood’ and
continuing development of existing staff– Harnessing the potential of new technologies in
teaching, learning, research, management information– Improved resource utilisation with consideration for all
members of the institution– Strengthening and broadening interpersonal links with
the wider community including industry– Maintaining morale of staff and rewarding performance– Enhanced staff capabilities for strategic planning,
performance targeting, monitoring and evaluating the quality of teaching, research, work processes and practices
• A commitment to workplace innovation
Workplace innovation requires
• Organisational structures and processes
• Management capacity• Leadership values• Employee relations• Working arrangements • Human resource management
Forum on the workplace of the Future Why?
• Critical to our competitive and social ambitions• Unprecedented pressures • People’s lives are changing• Very little analysis of the workplace to date• Need:
– More and better information– More analysis– More dialogue– Better communication of the changes that are
needed
Forum model and activities
• Largest ever survey of Irish workplaces• Forum task force• Forum steering committee• Four expert / practitioner panels• Written and oral presentation• Six public conferences• Working to our Advantage: A National
Workplace Strategy
Gaps identified by the Forum• Limited adoption of bundles of work practices that
contribute to high performance– Performance management and remuneration– Training and development– Communication and participation
• Undertilisation of workforce – insufficient employee involvement and participation re
organisational performance and change– Uneven investment in workplace T&D– Participation in lifelong learning, problems with access to
workplace training• Opportunities divide
– Social class, educational attainment and gender– Barriers to exercising choice – women, single parents, and people
with disability• Quality of working life
– Scope to address employee satisfaction issues, stress levels more effectively
Proactively diverse We are better because we are diverse
Continually learning We are supported and expected to learn and develop
Involved and participatory We seek out and value all voices and ideas
Highly productive We continuously improve our ways of working
Networked We build internal and external relationships
Responsive to employee needs This is a great place to work
Knowledge intensive We search for and harness all sources of knowledge
Customer – centred Customer needs are paramount
Agile We are constantly changing
Vision of the Workplace of the Future
Proactively diverse
Continually learning
Involved and participatory
Highly productive
Networked
Responsive to employee needs
Knowledge intensive
Customer – centred
Agile
From Vision to ActionFive strategic Priorities
Commitment to innovation Capacity for changeDeveloping Future SkillsAccess to the Workplace Quality of Working life
National Workplace Strategy
• Build commitment to workplace innovation
• High Level Implementation Group• 42 Recommendations• Recognises the critical role of HR
management in improving organisations– Employee and student outcomes
Strategic HR
• Greater strategic HRM capability– Benchmarks, guidelines, financial incentives
• Professionalise HR function within Public Service• Accelerate initiatives for open recruitment and
promotion • Implementation of Information and Consultation
Directive opportunity to improve quality of I&C• Enhance approaches to dispute resolution and
avoidance and encourage • Enhance the critical role of front line managers
– Employee engagement, team working, understanding the needs of employees, information and consultation
HR ManagementA Source of Competitive Advantage• Positive relationship between HR and
high performance• Emphasis on utilising a system of
management practices giving employees– Skills, information, motivation and latitude
• Improves – Client outcomes– employee retention– productivity– innovation
High Performance Work Systems
• A system of HR policies/practices“A set of distinct but interrelated HRM practices used to select, develop, retain and motivate a workforce that has superior abilities, who apply these in their work-related activities, and whose work-related activities result in achieving superior (organisational) performance.”
(Huselid, 1995)
www.ncpp.ie
• Report of Forum on the Workplace of the Future– Arrangements– Presentations– Summary of Proceedings– Submissions
• Newsletter – Update (1 – 6)• Research/Case Studies
– International review benefits of partnership– 4 Irish Commercial Unionised Companies– Civil Service x 5– Local Government x 4– Health Sector x 6– Information and Communication Directive – High Performance Work Systems in Ireland – The Economic Case
• Tools– Learning by Monitoring – Competency Framework