European Case study: HRM at the Vrije Universiteit Brussel

Transcription

1 European Case study: HRM at the Vrije Universiteit Brussel Tempus Regional Seminar on Human Resource Management in Higher Education in Southern Mediterranean, Nicosia, June 19 & 20th, 2013 Jan Den Haese, HR Manager, VUB

2 Content Intro a micro Tempus study HRM in Europe and in Flanders: trends and challenges Case: 3 initiatives at the Vrije Universiteit Brussel Pag. 2

3 About us 10 universities 50 other HEI students 8 faculties on 2 campuses university hospital staff Pag. 3

4 Domain Topic Status Responsibility for HRM university Academic staff Recruitment open and transparent competition organised by the institution Career management Salaries Working conditions evaluations are mandatory training: certain initiatives, but no coherent policy yet fixed salary scales < private sector professors are civil servants benefits often multiple positions Pag. 4

5 Domain Topic Status Administrative and technical staff Recruitment Career management Salaries Working conditions open and transparent competition organised by the institution strong employer brand evaluations every 2 years training: priority needs addressed, T&D strategy by end of 2012 career paths to be further aligned fixed salary scales < private sector benefits good work-life balance flexibility Management staff Recruitment elected at institutional level Pag. 5

6 Strategic challenges for VUB The 5 most important challenges for Higher Education in Europe after Bologna (EUA) Management and strategy Globalisation / internationalisation Quality Relevance for society Diversity State funding decreasing Market share in education and research to be further increased Brand to be developed more proactively More focus on internationalisation Alumni networking less effective Pag. 6

7 HRM in Europe: 2 major trends Cost control Business partnership HC Management and value creation Italy Spain Turkey Netherlands Poland UK Personel administration Hungary Czech Republic Denmark Belgium France Germany Strategic HRM Latvia Austria Passive role of HR departments Social partnership (Pro)active role of HR departments Pag. 7 Source: Christian Scholz & Hans Böhm, Human Resoource Management in Europe, 2008

8 HRM challenges for universities in Flanders: enable institutions to better cope with competition and internationalisation become a more strategic partner build more HRM awareness with middle management academic staff major challenges: work overload for junior professors improve business acumen and skills for governance positions increase employability towards non-academic careers administrative and technical staff challenges: sourcing issues increase functional and career flexibility Pag. 8

9 Our definition of Human Resource Management Human resource management (HRM) is the strategic and coherent approach to the management of an organisation's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. (Armstrong, Michael, 2006) Pag. 9

10 And so like other critical assets, human capital needs to be managed in a strategic, integrated and proactive way Pag. 10

11 Macro structure for HRM strategic Why? organisation (culture motivation human capital) systems (management information) How? How well? processes What? key elements Basics Pag. 11

12 Case: 3 initiatives at the Vrije Universiteit Brussel 1. HRM audit 2. HR Strategy development 3. Recruitment administrative and technical staff academic staff Pag. 12

13 1 HRM audit ( Benchmark yourself ) strategic Why? organisation (culture motivation human capital) systems (management information) How? How well? processes What? key elements Basics Pag. 13

14 HRM audit: outcomes 2009 Implementation level > 65% 35% > 65% < 35% (Translation) Pag. 14

15 2 Design and implement your HRM Strategy Critical factors: Best fit" and Best practice close collaboration between HR and top management monitoring 2 dimensions: Human capital strategy HR function strategy Pag. 15

16 VUB Overall Strategic Plan Pag. 16

17 HRM Strategy: Human capital strategy elements Pag. 17

18 HRM Strategy: HR function elements Deploy HR Development team 2. Install Personel planning function 1 3. Install HR Information Systems function Pag. 18

19 3 Invest in finding and attracting the right new hires for the future Strategy -> Demand & Succession Planning -> Resource requirements Function / Job descriptions Competency profile Technical Behavioral Organisational fit Norms and values Culture Compensation and benefits package Sourcing Pag. 19

20 In former days Pag. 20

21 evolving into: Pag. 21

22 while today: for administrative, technical and Pag. 22

23 academic vacancies Pag. 23

24 Tomorrow: shifting from reactive to proactive hiring Targeted online media Social media Active search Events Pag. 24

25 Questions? Pag. 25

26 Thank you Pag. 26

27 References - Armstrong, Michael (2006). A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page. - Ulrich, Dave (1996). Human Resource Champions. The next agenda for adding value and delivering results. Boston, Mass.: Harvard Business School Press. - Smit, Martin E.J.H. (2006). HR, Show me the money; Presenting an exploratory model that can measure if HR adds value. - Scholz, Christian & Böhm, Hans (2008). Human Resource Management in Europe - Estermann, Thomas & Nokkala, Terhi (2009). University Autonomy in Europe Pag. 27

28 European Case study: HRM at the Vrije Universiteit Brussel Tempus Regional Seminar on Human Resource Management in Higher Education in Southern Mediterranean, Nicosia, June 19 & 20th, 2013 Jan Den Haese, HR Manager, VUB