MANAGE HUMAN RESOURCES STRATEGIC

PLANNING
ASSESSMENT 1

CASE STUDY 1
The company is introducing a new performance management process. Following risks are
indentified. The likelihood and impact and the treatment is as follows-:
Indentify the risks:-
The very first step is to identify the risks. Ask yourself what can go wrong. Every activity of an
organization poses a risk so brainstorm and documents the risks.
Employees will not use the system
The system will not support high level of traffic
Failure to meet Australian and organisational compliance requirements
Costs of implementing new system

Evaluation of a risk:-
Costs will exceed benefits- this is likely and will have a major impact, therefore the risk is high
Treatment strategies:-
Change the likelihood by finding suppliers willing to work in partnership to achieve cost savings
Change the consequences by looking at cost savings during the development process
Change the consequences by introduced training to ensure employees understand processes and
requirements
CASE STUDY 2

The checklist would include the following:-

Set out the aim of the policy
Explain why the policy developed
Indentify why the evaluation needs to be undertaken
Indentify the objectives
Clearly articulate the plan you will evaluate including its outcome
Develop a set of evaluation question
Indentify the stakeholders you will interview for feedback
Indentify the reports and other information you will need for your evaluation
Develop a time line for your evaluation
Consider how you will maintain the integrity of the data you gather
Consider how you will collate and present the data
Collect the data you need including interviews, surveys, reports and focus groups
Analyse the data
CASE STUDY 3
a)Stategy
Entrepreneurs and business managers are often so preoccupied with immediate issues that they
lose sight of their ultimate objectives. That's why a business review or preparation of a strategic
plan is a virtual necessity. This may not be a recipe for success, but without it a business is much
more likely to fail. A sound plan should:

Serve as a framework for decisions or for securing support/approval.

Provide a basis for more detailed planning.
Explain the business to others in order to inform, motivate & involve.
Assist benchmarking & performance monitoring.
Stimulate change and become building block for next plan.

b) Issues company might face

Financial management
Monitoring performance
Regulation and compliance
Competencies and recruiting the right talent
Technology
Exploding data
Customer service
Maintaining reputation
Knowing when to embrace change

c) HR future stategy
Integrity
Cash, Borrowing, and Resource Management
Increased selection and competition
Marketing and Customer Loyalty.
Uncertainty.
Regulation.
Problem Solving and Risk Management
Finding the right staff
 MANAGE HUMAN RESOURCES STRATEGIC
PLANNING
ASSESSMENT 2

STRATEGIC HR PLAN
The purpose of this plan is to stabilize and modernize the Human Resources system (people,
processes, organization) by first building its infrastructure and then revolutionizing core areas in
order to proactively respond to EDU VISION’s growing workforce needs. A need for long-term
planning was recognized, which resulted in the formation of this first ever Strategic Plan for the
Human Resources Division. It supports the EDU VISION Community Colleges’ Mission,
Vision and Values and aligns with the Chancellor’s Three Pillars: One EDU VISION, Public
Stewardship, and Student Success. Further, the plan reflects the cornerstones of HR, which
inform how the Division will operate now and in the future: Accountability, Collaboration and
Communication. Ultimately, the strategic plan contains goals and strategies to stabilize and
modernize the HR system in the areas of talent acquisition, development, and retention. The
plan establishes a framework for advancing Human Resources’ Vision, Role Statement and
Guiding Principles providing a roadmap for how the HR system will be designed in a manner
conducive to attracting and retaining a diverse talented workforce.

Human Resources Vision:

To be the premier HR system among community colleges

Human Resources Role Statement: The Role of Human Resources is to provide knowledge,
counsel and services to help EDU VISION attract, develop, and retain a talented, diverse
workforce.

Human Resources Guiding Principles:

We work collaboratively and share ideas to provide seamless and consistent customer service.
We foster relationships built on trust by delivering consistent customer resolutions that inspires
confidence and credibility.
We are accountable to ethically utilize our resources in an efficient and effective manner.
We embrace and promote an inclusive environment where everyone is treated with fairness and
respect.
We encourage innovation and creativity through an open exchange of ideas, progressive
thinking and responsible risk taking.
We demonstrate and advocate for value added personal and professional development.

Workforce Demographics

In order to fully appreciate the content and context of the HR strategic plan, it is important to
understand the environment in which it was created.

EDU VISION is a multigenerational workforce comprised of a diverse group of talented,

dedicated professionals. As of January 2015, EDU VISION employed over 10,000 full and part-
time employees categorized primarily into two groupings: classified and non-classified. Several
employee groups exist representing the various professions in existence within the enterprise.
Human Resources works closely and collaboratively with these groups to remain abreast of
employee interests and the changing dynamic of the workforce.

Demographics of the EDU VISION workforce are continuously evolving. With 27% of EDU
VISION’s workforce eligible to retire in the next five years, Human Resources will play a key
role in determining changes in benefits offerings, salary structures, talent acquisition efforts and
onboarding strategies, succession planning, knowledge management, employee retention and
myriad other aspects of human resources management associated with the micro and macro
cultural shifts indicative of an evolving workforce.

EDU VISION Initiatives

EDU VISION is operating in a changed landscape. Given the seismic reductions and ultimate
elimination of state funding, EDU VISION must find other sources of sustainable revenue.
Additionally, efficiencies of scale and scope must be realized as identified in EDU VISION
Priorities and in tandem with the tenants of ONE EDU VISION.

EDU VISION has a number of forward-focused, ambitious initiatives aimed at positioning the
organization to continue providing access to higher education for diverse students and
communities. In accordance with EDU VISION Strategic Plan Organizational Integrity Goal #4:
EDU VISION will strengthen policies and practices to guide the effective use of public
resources; HR has and will continue to work collectively and responsibly to align its areas of
focus, priorities and ultimate mission with that of EDU VISION.

Governing Board Outcomes and Chancellor Limitations

Governing Board Outcomes set the focus and priorities of the institution at the highest level with
execution through the Office of the Chancellor. They are:

University Transfer Education and General Education

Workforce and Economic Development
Developmental Education
Community Development and Civic and Global Engagement

The HR system supports EDU VISION’s commitment to create and maintain an environment
conducive to a positive employment experience. An environment whereby faculty and staff are
engaged, valued, treated fairly, oriented toward results, accountable and experience professional
growth.

History

The EDU VISION County Community College District (EDU VISION) Human Resource
function evolved organically and with limited long term planning providing core functional
services while encountering challenges and new opportunities. Some of the historical highlights
that impacted Human Resources include:  Leadership Instability: During a 15 year period
(1999-2014) there were 10 Vice Chancellors or Interim Vice Chancellors as well as periodic
Directorship vacancies.

State and National Economic Issues/Downturn: Years of reduced state funding resulted in
budget cuts; Human Resources growth was stagnated.

Governing Board Membership and Role Changes: Created shifts in priorities and areas of focus.

Human Resources Organizational Structure: Designed for processing, not serving. College
Human Resources and District Human Resources’ operations and staffing levels were developed
individually and without coordination.

Antiquated Compensation and Classification Structure: Ineffective practices, due to an absence

of classification/compensation expertise, to facilitate classification and compensation were used
limiting competitive recruitment and retention of talent.

Inefficient Technology Capabilities: Separate and customized systems lacking interfacing

capability, insufficient automation, redundancy and duplication of effort, and heavy reliance on
contractual services to maintain systems.

Multiple Employee Policy Manuals: Polices designed for ten individual employee groups
(Adjunct Faculty; Chancellor’s Executive Council; Crafts; Residential Faculty; Management,
Administration, and Technology; Professional Staff Association; Maintenance and Operations;
Public Safety; Skill Centers; and Specially Funded) with inconsistent language and
interpretation. Governance model for policy development was dependent on labor bargaining
methodology.
Professional Growth Programs: Lack of coordination between employees selected training
topics for professional growth funding and determination of the usefulness and relevance of
training outcomes for knowledge retention and value creation to meet organizational goals.

What We Look Like Today

Human Resources is transforming from a highly transactional focus to an expanded consultative

role in response to the growing workforce needs of EDU VISION. The Human Resources
division reinvented itself to six unique service-driven departments: Office of the Vice Chancellor
for Human Resources; Human Resources Administration; Human Resources Solutions Center;
Center for Employee and Organizational Development; Center for Human Resources Innovation,
Strategy, and Planning; and Equal Employment Opportunity/Affirmative Action. HR continues
to examine its model for appropriateness based on the unique needs of EDU VISION. HR is
evolving processes to enhance the employment experience and position EDU VISION to have
the best talent now and in the future.

Human Resources is establishing a customer-focused environment that serves to become more

clearly connected to and supportive of student engagement and achievement by creating and
maintaining a system which encourages safe, productive and positive work practices throughout
all aspects of the employment life cycle. Human Resources seeks to build upon the reputation of
EDU VISION as a great place to work by transforming the Human Resources system.
Collectively, Human Resources has made great strides with notable achievements, including:

Establishment of the Chancellor’s Three Pillars – a “ONE EDU VISION” Employer Brand:
Individually and collectively gained an understanding of how it relates to human resources in
order to support a more collaborative and cohesive District. Established ONE HR.

Flexible Employer: Developed, implemented, and facilitated multiple diverse programs related
to and in support of employee well-being and work life/balance, such as flexible work schedules,
leaves of absence, and sabbaticals.
Policy Consolidation: A continuous and diligent effort to merge separate Employee Group
Policies into one set of staff policy documents reflective of all classified employees. Progress
has been made to efficiently restructure the staff policies documents, which govern seven
employee groups in order to ensure consistency of policy application and interpretation affecting
EDU VISION’s workforce. The governance model for policy development is collaborative and
applies an interest-based methodology.

Socially Responsible: Social responsibility is an important and valued practice within EDU
VISION. HR has and continues to promote and foster this culture through programs and services
such as EDU VISION Learns Through Service Program, United Way activities, volunteering at
colleges during peak times and volunteering through the Foundation.

Collaboration with Community and National Organizations: By benchmarking, conducting best

practice research, partnering with federal/state agencies on knowledge sharing, participating on
local boards and participating in national organizations HR has successfully developed cutting
edge initiatives, such as health incentives, smoke free organization, and leadership training.

HR Brand: HR has enhanced its visibility and its brand by executing the Human Resources Role
Statement and Guiding Principles which translates “who we are”, “what we do”, and “why it
matters”; and has established practices of unity regardless of work site or location.
Excellence in Leadership: Launched a leadership development strategy focused on the
development of all “People Leaders” throughout EDU VISION. The focus is to assist leaders in
understanding their holistic role and expectations of them. The program develops leadership
skills, supervisory skills and diversity and inclusion awareness.

Online Training: Utilizing cooperation, collaboration and communication, developed and

implemented an online training delivery strategy to address administrative regulations mandatory
training requirement for full-time employees; experiencing 95% completion rate.

Future Focus: Infrastructure Areas

Five goals and several related strategies have been identified and are contained in this strategic
plan. Cascading from EDU VISION Strategic Plan Organizational Integrity Goal : EDU
VISION will strengthen policies and practices to guide the effective use of public resources each
of these goals and strategies is related to a core or infrastructure area of HR critical to the success
and sustainability of a robust HR system. These areas include:
Technology
Culture of Accountability through Performance Management
ONE EDU VISION Workforce
Classification & Compensation
Consistency in Policies
Internal Efficiencies
Metrics and Workforce Measures

Over the next three years, HR’s focus will be on stabilizing and modernizing in these areas using
a holistic approach grounded in communication, collaboration and accountability.

Workforce Analytics
Culture of Accountability through Performance Management

Goal One: Stabilize the HR system and create HR infrastructure which advances the capability of
the function

Strategies 1. Internal efficiencies • Establish role clarity for HR Business Partner role (Summer
2015) • Revise EEO administrative review process (Summer 2015) • Evaluate and plan the
establishment of intake or “triage” desk/function (Fall 2015). Implement the HR Help Desk
function (Spring 2016)
2. Improve and standardize EDU VISION’s personnel policies negotiating changes to personnel
policies in 10 identified areas for all staff employees (Summer 2015) • Simplify employment
terms (i.e., hire, promote, transfer, demote, classified, nonclassified) (Spring 2015) • Revise
SOP’s and PeopleSoft tools to allow consistent and accurate administration of revised personnel
policies (Spring 2016)

3. Administer EDU VISION’s Leaves of Absence in compliance with policy, applicable laws
and best practices (Spring 2016)

4. Continue working on the Classification/Compensation study • Strategically align the

classification/compensation system with industry/peer comparators and best practices and merge
classification and compensation (Fall 2015) • Create clear, transparent processes for interim use
during study completion; list on C/C website (Summer, 2015) 5. Realign HR staffing model
both internally (DO) and DO to College HR to position EDU VISION HR to provide more
effective HR services and to execute on strategic and operational imperatives (Fall 2015 -
implement new structure Fall 2016)

6. HR Internet pages - Refresh content and structure of the core HR internet pages (About HR,
VCHR, Others) (Fall 2015) in order to provide current and accurate information to employees
that is organized in a way that is easy to access

7. Create a One-EDU VISION model of accountability for employee well-being by defining the
roles and responsibilities for college and district wellness professionals and Outlining specific
role expectations based on EDU VISION needs, industry trends, and best practices (Fall 2016)

Goal Two: Acquire the technology needed to automate core processes

Strategies: 1. Initiate two-year multi-phased HRMS stabilization and modernization project
addressing current HRMS stability, security, and functionality (Spring 2017) 2. Acquire and
develop an implementation strategy for an employee Learning Management System (Fall 2016)

Goal Three: Strengthen EDU VISION’s position in the employment marketplace by improving
its ability to source, onboard, and retain stellar personnel

Strategies: 1. Review and gather data necessary to enhance the hiring process and provide
consistency and structure to part-time hiring and practices

2. Strengthen diversity recruitment by developing a strategy to increase the number of qualified

women and minorities in identified faculty disciplines (as guided by Affirmative Action plan and
board outcome expectations) (Spring 2016)

3. Enhance Legislative monitoring activities at the local, state and national level

4. Auto-enroll all new employees in EDU VISION 101 Foundations course within Canvas and
develop or coordinate appropriate outreach and/or marketing to augment onboarding experiences
(Spring 2015) 5. Develop a plan to create a health benefits strategy (aligned with peer best
practices) with cost-effective programs that enhance the well-being of employees and families
(Spring 2017)

Goal Four: Develop a ONE EDU VISION Workforce strategy in support of ONE EDU VISION

Strategies: 1. Assess employee group model and create plan (Summer 2015)

2. Create Culture of Accountability by implementing a district-wide performance management

system for all staff employees at EDU VISION (Fall 2016)

3. Expand alternative delivery library for professional and personal development (Fall 2015)
4. Utilize the ADDIE Instructional System Design Model to address FMS and HRMS training
needs (Spring 2016)

5. Improve ADA implementation for EDU VISION employees, facilities and technologies
beyond compliance in order to be effective, inclusive and fiscally accountable (Fall 2015)

6. Provide access to information resources used by division and department chairs throughout

Goal Five: Establish workforce measures and metrics to drive enterprise decisions to ensure
responsible public stewardship

Strategies: 1. Establish workforce measures and metrics • Identify dashboard metrics (Summer
2015) • Develop plan to gather and report basic workforce data (Fall 2015) • Develop plan to
collect and report advanced workforce data (Summer 2016)
 MANAGE HUMAN RESOURCES STRATEGIC
PLANNING
ASSESSMENT 3

ANSWER1

Key human resource practices

Staffing
Human resources managers are first concerned with ensuring that the business is properly
staffed, and thus able to pull in the human resources it needs. This involves designing
organizational structures and identifying under what type of contract different employee groups
will work. The right people are then recruited and developed. HR managers compete in the job
market to ensure only the best and talented employees are recruited to assist in meeting the
company goals and objectives such as profitability.
Performance
Once the required workforce is in place, HR managers must ensure that employees are well
motivated and dedicated so as to maximize their performance. By use of various motivational
techniques such as promotion, increased pay and benefits such as company cars, HR managers
can shore up an individual employee's performance. They also train employees and negotiate
improved performance with trade union officials. HR managers can also assist in disciplining
errant workers if their performance or conduct is unsatisfactory.
Change-Management
In an organization, change is inevitable. It can be structural, requiring reorganization of activities
or hiring new people to fill in particular roles. At other times, change occurs to alter attitudes,
philosophies and established organizational norms. HR managers recruit or develop people with
the necessary leadership skills to steer the change process. They also inform employees of
incoming changes and help them adjust accordingly. Thus, if the organization intends to
introduce computers to cut down its costs and improve profitability, HR managers train
employees with no computer skills.
Administration
HR managers have a responsibility to facilitate the smooth operation of the organization. They
must maintain accurate and inclusive data on individual employees. This data includes employee
performance reports, their terms and conditions of employment, training and attendance records
and their personal details. Precise record-keeping is necessary to ensure that the organization
complies with legal regulations such as National Minimum Wage regulations.

ANSWER2

To develop better insights into what lies behind the actions of strategists and to present
implications for HR managers concerned about increasing the chance of successful change and
reducing the prevalence of organizational change cynicism (OCC),  the authors first explored
antecedents to middle managers' strategy commitment.  

ANSWER3

Trends and emerging practices that may have an impact on human resource management in an
organisation.

1. Talent Management.
2. Succession planning.
3. Learning & Development.
4. Effective performance management system

ANSWER4

Recruitment agencies
Advertising for external candidates
Offshoring operations or functions
Outsourcing functions

ANSWER5

NEW TECHNOLOGY INTRODUCTION REQUIRES TRAINING OF EMPLOYEES

NEW PRODUCTION LINE

ANSWER6

EEO
WHS
PRIVACY LAW
ANTI DISCRIMINATION LAWS

ANSWER7

HR needs to collect facts and figures to calculate the direct and indirect costs of a program in
order to conduct the analysis. Direct costs can include equipment, outsourcing and supplies;
indirect costs may consider lost production time, prorated compensation of people involved in
program assessment and design, and facility use. For example, a computer-security training
program has potential direct costs of a trainer, presentation material, facility use, travel and
meals for participants, plus indirect expense of lost time on the job to attend. The legwork your
HR professional does shows how you can keep the price affordable while guarding your
company's proprietary information and minimizing downtime from computer viruses.

ANSWER8

CHANGE IN MANAGEMENT
CHANGE IN FINANCES
CHANGE IN STAFFING LEVELS

ANSWER9

The human resource department’s main function is to support the workforce needs of the
organization. HR and line managers should communicate regularly and frequently to determine
the skills and qualifications required for seamless operation of department functions. Whenever
there’s a vacancy in a line manager’s department, an HR recruiter or employment specialist and
the line manager review the job description for accuracy and completeness. During the
recruitment and selection process, HR advises line managers on how to identify qualified
candidates and existing department staff capabilities.
Workforce Strategy
Strategic planning between HR and line managers involves reviewing projections concerning
future business demands to determine whether to train current employees to prepare them for
promotion or to recruit candidates with higher level skills to augment the current employee
knowledge base. By working together on immediate and future staffing needs, HR and line
management benefit from reduced cost per hire and turnover. In addition, the organization
benefits from appropriate succession planning and adequate staffing.
ANSWER10

Environmental analysis is a strategic tool. It is a process to identify all the external and internal
elements, which can affect the organization’s performance. The analysis entails assessing the
level of threat or opportunity the factors might present. These evaluations are later translated into
the decision-making process

ANSWER11

Work-force planning is identifying and responding to future HR needs and can be implemented
in almost any organization. It can provide a rational basis for developing and funding HR
programs needed to support organizational objectives. Initially, the process used should be
simple, and should reflect the size and complexity of the organization.

Successful implementation requires strong support from HR, involvement and ownership by line
workers, and commitment from senior management. The degree of automated support needed
depends on the size and complexity of the organization, as well as the hardware and software
currently being used.

Work-force planning involves two major activities. First is developing and analyzing data that
identify HR needs. This will include such data as future gaps and surpluses in the work force,
diversity statistics, population demographics, health and safety statistics, turnover rates and
causes, and employee-opinion survey results. The organization’s mission, values, strategic goals
and business objectives must also be considered data, as should federal and state laws and
regulations.

The second major activity is developing responses to the identified needs. These responses may
be action plans (such as recruiting or training plans), or may require developing special
programs. Responses normally include both organizationwide activities and programs designed
to address the specific needs of various business units.

These activities will add value to any organization. For one, work-force planning contributes to
the successful accomplishment of an organization’s strategic goals and business objectives.
Every strategic goal and business objective has a human element that needs to be identified and
provided for in a company’s business plan—just as surely as that strategic goal or business
objective’s financial requirement needs to be identified and provided for.

ANSWER12

Set vision and level of ambition of future engagement and review past actions

Define criteria for identifying and prioritizing stakeholders and select an engagement mechanism

Focus on short and long term goals, determine logistics for the engagement and set the rules

Conduct the engagement itself, ensuring equitable stakeholder contribution and mitigating
tension while remaining focused on the issues

Identify opportunities from feedback and determine actions, revisit goals and plan next steps for
follow-up and future engagement