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Human Resource Management Strategy (2003 - 2005)

Chapter 5 - Making it Happen

Projects prioritised for immediate Action

From the HRM agenda described in Chapter Four the following have been prioritised for immediate action on the basis that they are elements of the HRM agenda which are within the exclusive control of the Organisation and are key to further developing the PMDS process. They will be formulated as projects to be progressed by Partnership Sub-Committees. The projects will be configured in Gant Chart format with progress being monitored monthly by the Management Committee.

Induction
Rewards and Motivation
PMDS (including monitoring of the process, standardising role profiles and competencies and delivering training and development)
Gender Equality

Action Plans for these projects are outlined in the Appendix.

Sustaining Progress - Social Partnership Agreement 2003-2005

Under the heading "Delivering Quality Public Services" the Social Partnership Agreement; "Sustaining Progress" sets out the modernisation agenda for the Civil Service and the wider public service. It covers such issues as customer service, more efficient use of resources, stable industrial relations, PMDS, training and development, recruitment and promotion etc.

Many of these issues overlap with the HRM agenda and Action Plans outlined in this document and will be subject to separate performance verification under the procedures outlined in section 26 of "Sustaining Progress".

Implementation Roles

In order to successfully implement a HRM strategy, it is necessary that an attitude of collective ownership and responsibility is fostered throughout the Organisation. The implementation of the strategy cannot be achieved by the Corporate Services Unit (CSU) alone. The commitment of senior managers and line management is crucial, while staff also have an active role to play in inputting to the planning process. However, there is a need to �actively enable� all key players through training and mentoring. The operation of the PMDS, whereby all employees will be required to liaise with their manager in respect to career development will assist in this regard.

The roles of senior management, line management, staff and the CSU in developing a HRM strategy are set out below.

Senior Management

• to develop a cohesive view and provide leadership and direction.
  
• to ensure that the HRM strategy is adequately resourced and that it is linked to, and supportive of, organisation priorities and objectives as set out in the Business Plan.
  
• to monitor the direction of HRM policy on an ongoing basis.
  
• to devise HRM Action Plans necessary for the introduction of the HRM strategy.
  
• to ensure that effective consultation takes place with staff at all levels in order to encourage a high level of ownership and understanding and with other appropriate stakeholders.

Managers

• to have a comprehensive understanding of the HRM strategy and its implications for the organisation and individual business units, and to be in a position to explain and promote the strategy to their staff.
• to ensure that the HRM strategy informs and is informed by the Business Plan and objectives.
• to determine the training and other HRM needs of their staff.
• to have a central role in the implementation of the strategy, in order to plan and achieve the objectives and work of their section, while also planning for the future development, training and careers of their staff.
• to contribute to the formulation of HRM strategy and to implement the action plans as appropriate.

Staff

• to effectively engage in the consultation process in relation to the devising of the HRM strategy.
  
• to contribute to the planning process and to set objectives both for themselves and their division.

Corporate Services Unit

• to work with senior management in identifying the strategic direction of HRM in the organisation and to assess how this links in with and is informed by corporate objectives.
  
• to determine and manage a consultation process that is appropriate to the needs and culture of the organisation.
  
• to support managers and staff in implementing the HRM strategy.
  
• to work with managers to develop appropriate training for staff.

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