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Modernising HR Service Delivery in Australian Universities

The Challenge

Many if not all universities are currently substantially re-thinking how they might gain substantial operational efficiency, improve service delivery, and provide sophisticated student and staff experiences.

HR departments face the big issue of how to streamline and automate processes, and while this is imperative, an equally important activity is how to best provide employee-centric experiences.  These are major shifts in the way we engage with and manage people.  Human Capital Management (HCM) solutions are a key platform for the delivery of these innovative services to staff.

There is a reasonable motivation to achieve the following:
  • Increased adoption and use of HR metrics to drive attraction/retention, performance and aspirations and to gain a complete picture of an employee’s capabilities
  • A move away from transaction-centric to employee-centric interactions and experiences
  • Innovation via mobile Apps for teams, feedback, video sharing and learning, goal alignment and well-being
  • New social contracts between companies and employees – contingent or “gig” employees
  • Sector aspirations and initiatives to improve the ratios of Academic to Professional staff, and student to staff
  • Desire for improved integration of software applications to provide seamless transfer of data and business processes across the university
 

Many universities are currently considering their options to address the HCM problem.  The issue is that most are dealing with the problem individually.  The challenge is to understand how much of this is being considered across the sector and what the opportunities are for collectively dealing with the problem.

The rapid shift in the way the contingent workforce (especially) expect to have their performance measured has challenged the traditional models of cyclical reviews and quantitative measurement of performance.  The challenge will be how this new performance measurement stacks against rigid policy and industrial landscapes.

The distinctive (and disruptive) features of performance management tend to have the following traits:

  • mobile enabled - touch|pinch|swipe
  • links to social platforms and wellness activities
  • team-based performance
  • transparent goals
  • frequent, easy, simple check-ins and feedback
  • links to sophisticated learning platforms 
 

Initial analysis reveals that while there is a desire to move quickly to adopt sophisticated HCM solutions, many implementations may fall short of expectations due to the potential lack of embracing the technology and a desire to get as much out of it as possible with an open mindset for what could be possible.

 

Many universities see HCM as something that enhances their employee brand and retention rates.

An opportunity exists for Higher Ed Services to assist the sector to collaborate and get the best possible HCM outcomes for the sector.

Some key challenges faced by universities and therefore the success of any employee experience (EX) initiatives:

  • The struggle of meeting flexible work arrangement demands against traditional ridged span of hrs and performance measurement policies etc
  • The rapidly increasing contingent (or "gig") workforce and how current and future industrial instruments deal with this
  • Dealing with internal process problems and associated technical challenges

Higher Ed Services should on behalf of the sector, be seeking advice and input from any organisation, individual or group to help inform the way in which its services to the sector can be as excellent as it can be.

A good outcome would be a set of strategies and road map designs that provide meaningful and achievable options for the adoption of HCM across the sector.

Design thinking:  some radical ideas on how HCM might be used in the sector.

Enterprise Architecture: The opportunities HCM presents should be viewable through an EA lens.  Is this even possible?

 

 

Challenge Opened: 11:11 AM, Monday 17 July 2017
Challenge Closes: 02:30 AM, Sunday 24 September 2017
Time to go: Closed

 

Do you want to contribute to this Challenge?

The context

Challenge Opened: 11:11 AM, Monday 17 July 2017
Challenge Closes: 02:30 AM, Sunday 24 September 2017
Time to go: Closed

Do you want to contribute to this Challenge?

Thought Leader

Scott Boulton Senior Business Consultant
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Stephen Callaghan Senior Consultant
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Dr Chris Andrews Director of Human Resources, Bond University
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Karen Desira Head of Organisational Development & Learning
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Terence Tan ICT Architect
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Karlene Mercuur Human Resources Policy Specialist
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Peter Holtmann Blue Mountains City Council
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Mike Metcalfe Consultant
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Philip Mead Professor and Chair of Australian Literature
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Ann Houston Director - Integra Management Services
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Deborah Lupton Centenary Research Professor and leader of the Smart Technology Living Lab
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Mark Cantor Retired Engineer & Health Consumer Representative
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Carolyn Troup QUT
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Peter Grimbeek Statistics & Methods Counsellor
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Documents associated with this Challenge

File name File type Date uploaded Size (KB)
Bersin Digital HR for 2017
.pdf
7/17/2017 1,096
Global Human Capital Trends 2016
.pdf
7/17/2017 5,810
Tregear-Practical-Process-The-Case-for-BPA-Nov-2014.pdf
.pdf
8/9/2017 228
IT capability mode.jpg
.jpg
8/9/2017 80
 

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