hrm assignmen basar final

8/13/2019 HRM Assignmen BASAR Final

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Banani Campus, Sher Tower, Holding # 13, Road # 17, Banani, Dhaka 1213

Human Resources Management

Course Code! "B

Assignment:-

Human Resources Strategic planFor Next 5 Years

Submitted To:-

Dr "d $olam %aru&ue, 'e()urer

Submitted By:-

Name Registration Number Program Semester

A.K.M. Khairul Bashar Khan 12*17*17+ "B Summer, 2*12

Md. Shai!ul "slam 12*17*1+7 "B Summer, 2*12Md. Masudur Rahman 12*17*1-2 "B Summer, 2*12Md. Abu Ba#ar 12*17*13. "B Summer,2*12Mostaa Ne$a% Khan 12*17*2*+ "B Summer, 2*12Marin A#ter &ahan 11*37*12/ "B Summer ,2*12

Submitting 'ate: ()stAugust *+)*.

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Strategic Plan of Human ResourcesDepartment of Multichemi Group for

Next 5Years20!205

"ompan# Profile$

%ncorporation in &&&%S' &00(200) "ertif# "ompan#

Manufacturer( *extile "hemicals+ "leaningPro,ucts an, "osmetics$

"hairman( Mr$ Samantha -umara Shinghe

Num.er of /mplo#ee( ))5Strongl# folloing HRM Rules

General Manager of HRM Department(Mr$ 1$-$M -hairul asar -han

Mr$ asar Ma3e a Strategic Plan for next 5#ears for his Department of HRM as follos(

Human Resources Strateg#( 20!2052


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1. %N*R'D4"*%'N

The next 5 years will be a challenging period for the Trust and its workforce. Major planned service andestate changes, a continued drive for quality and efficiency and the ove to !oundation Trust all have

significant workforce iplications. To deliver this large coplex agenda an integrated approach toservice, finance, estates and workforce anageent and planning is essential. This change agendaneeds to be anaged whilst at the sae tie continuing to provide high quality service user focusedodern ental health and learning disability services.

The Trust"s #uan $esources %trategy is designed to set a strategic vision for the effectiveanageent and developent of the workforce aligned to the service and financial strategic plans.The ai of the strategy is to ensure a flexible, skilled and otivated workforce which has thecopetencies, capacity and capability to deliver the Trust"s strategic objectives. The #$ %trategy setsan abitious agenda for the next 5 years, in developing a world class approach to the anageent anddevelopent of the Trust"s workforce.

This strategy supports the &ntegrated 'usiness (lan and is underpinned by the )orkforce (lan.

#owever, at its core is the Trust"s Mission, *ision, *alues and +oals and it is designed to keep a strongvalue based approach to the effective anageent of the workforce. )hilst the strategy naturally has afocus on the Trust"s vision of being an eployer of choice, it is vital not lose sight that it will also directlyand actively contribute to being a service and organiation of choice for service users andcoissioners respectively.

The strategy was developed through extensive stakeholder engageent with staff, anagers, staff sideorganiations, service users and careers and partner organiations all aking contributions, through avariety of echaniss.

*he HR Strateg# sets out 3e# am.itions(

"reating a high performing Foun,ation *rust ith a orl, class approach to peoplemanagement$

/nsuring the effecti6e management+ ,e6elopment an, utili7ation of the or3force to,eli6er the *rust8s strategic goals$

/na.ling people an, partners to influence an, acti6el# contri.ute to the strategic,irection+ effecti6e operation an, ,e6elopment of the *rust an, i,er local econom#$

The overall ai of the strategy is to enable staff to actively contribute to their optiu level in enablingpeople with ental health probles and learning disabilities to live life to the full.

-n annual #$ ipleentation plan will be developed as part of the Trust"s integrated planning processto ensure delivery of the strategy. - year action plan is attached in -ppendix 1 and in /002/010 aforal review and evaluation using the sae engageent process detailed below will be undertakenand a further action plan agreed for the reaining life of the strategy.

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/. H4M1N R/S'4R"/ S*R1*/GY /NG1G/M/N* PR'"/SS

The #uan $esources %trategy has been developed through an extensive engageent prograe,using an appreciative inquiry approach. This approach allowed stakeholders to reflect and feedback onwhat happens when the Trust teas and individuals are perforing well. This was used to build apositive strategic action plan for the developent of the workforce to deliver high quality services within

agreed resources.

The engageent process consisted of a variety of echaniss to get stakeholder views and ideas aswell as using their skills, expertise and experiences to develop a strategy which is widely owned andrecognied. The variety of echaniss used included3

%eries of staff focus groups2workshops across the Trust.

)orkshop with %taff %ide organiations

)orkshop with %ervice and %upport Managers

4nline feedback suggestion fors

6iscussions with variety of %ervice 7sers and 8areers

9ngageent with partner organiations in the local health econoy

7sing feedback fro the %taff 4pinion %urvey

The intelligence gained through the engageent process was brought together with a critical analysis ofexeplary evidence based #uan $esource Manageent :#$M; practice to produce the final #$%trategy. This process led to the identification of key thees which stakeholders felt should for thebasis of the #$ %trategy.

These thees are3

*he mo6e to Foun,ation *rust shoul, .e part of an am.ition to ,e6elop an, a,opt aorl, class approach to ho e lea,+ manage an, ,e6elop the or3force$

HRM nee,s to .e closel# aligne, to ser6ice ,eli6er# an, ,e6ol6e, as far as possi.le tomanagers ithin a clear accounta.ilit# frameor3$

%nternal sta3ehol,ers nee, to un,erstan, their rights an, responsi.ilities+ partnerorgani7ations nee, to .e full# engage, an, the organi7ation nee,s to acti6el# accept itsresponsi.ilit# as a sta3ehol,er in the communit#$

These have been developed into the key abitions stated above.

. 1M%*%'N ( "R/1*%NG 1 H%GH P/RF'RM%NG F'4ND1*%'N *R4S* 9%*H 1 9'R:D":1SS 1PPR'1"H *' P/'P:/ M1N1G/M/N*

The challenge of delivering high quality %ervice 7ser focused services within a copetitive arket andagainst a background of continued pressure on resources and cost iproveents will require an

organiation able to thrive and positively respond in this environent. This will need a high perforingorganiation able to adopt innovative and world class approaches to the leadership, anageent anddevelopent of the workforce.

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optiie overall perforance.

Primar# Non /xecuti6e"ompetencies

Primar# 'rgani7ational "ompetencies Primar# /xecuti6e "ompetencies an,:ea,ership >ualities

$ "onstructi6e "hallenges

able to provide constructivechallenges

2$ Strateg#/nhances

uses own skills and experience toenhance strategy developent

S*R1*/GY

develop clear and focus strategy

$ Strateg# Formulator?Polic# *ranslator

Seizing the Future Shaping a vision for the future

development of services andbeing prepared to take action nowto shape the future

2$ Political 'perator?1m.assa,or

Political Astuteness- Shown commitment and ability to

understand diverse interest groups andpower bases within organizations and thewider community the dynamics betweenthem, so as to lead health services moreeffectively.

$ /ffecti6eScrutini7er an,

Monitor

able to identify key risks andprovide effective scrutiny andonitoring of perforance

F:19:/SS /@/"4*%'N delivers agreed strategies andbusiness plans

$ S#stems uil,er+ :in3er an, Designerffective and Strategic !nfluencing- "eing able and prepared to adopt anumber of ways to gain support andinfluence diverse parties with the aim ofsecuring health improvements.

A$ Balue 4phol,er "ulture "arrier

personal integrity, probity and highethical standards

"4:*4R/ develops a strong valued based culturewhich supports delivery of safe effectiveservices

A$ Balue 4phol,er?"ulture "arrier

Personal !ntegrity- A strongly held sense of commitment toopenness, honesty, inclusiveness and highstandards in undertaking leadership roles.

5$ Supporter an,De6eloper

able to support thereuneration anddevelopent of directorsand senior anagers

S*R4"*4R/ develops a fast, flexible and responsivestructure

5$ "ommunicator?Moti6ator

#eading $hange through People- $ommunicating the vision and rationale forchange and modernization, and engagingand facilitating others to work collaborativelyto achieve real change.

C$ "oach?1,6iser

able to give individual support,advice and guidance to executivedirectors and senior anageent

C$ "orporate?*eam Pla#er

mpowering %thers- Striving to facilitate others contribution andshare leadership, nurturing capability andlong term development of others.

$ Pro.er

ability to skillfully question andinquire into new areas ofdevelopent

%NN'B1*%'N is an early adopter of new andinnovative practice

$ %nno6ator?"reator

!ntellectual Fle&ibility'he facility to embrace and cut throughambiguity and comple&ity and to be open tocreativity in leading and developing services

)$ Partner?Negotiator

able to use networks and partnersand engage with stakeholders tosupport delivery of strategicobjectives

P1R*N/RSH%P able to develop strong partnershipworking nationally and locally to supportstrategic objectives

)$ Partner?Netor3er

$ollaborative (orking- "eing committed to working and engagingconstructively with internal and e&ternalstakeholders.

6iagra 1

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1ction

1. 6evelop E0F -ppraisal for all 6irectors linked to Aon9xecutive and 9xecutive

8opetencies

/. 6evelopent of a 'oard -ppraisal linked to /? 'usiness Model

. -nnual 'oard 6evelopent (rograe

=. Tea developent prograe including use of Myers 'riggs

$2 De6elopment of Strong usiness Deli6er# 4nits

The organiations current anageent structure has been recognied as being strong,effective and has delivered ajor service changes and addressed significant financialchallenges in achieving recurrent financial balance.

The Trust introduced a stronger care group focus with the introduction of %ervice 6elivery+roups. These oved fro a locality based anageent structure to a clearer 8are +roupfocus with a strengthening of the anageent and planning of services and a support todecision aking being nearer to where services are delivered. This was the start of a ove todeveloping a faster and flatter structure able to respond to a coplex and challenging externalenvironent.

The %ervice 6elivery +roups were introduced as a start to the decentraliation of decisionaking closer to the frontline service delivery. This journey will continue and lead to thetransforation of %ervice 6elivery +roups, through an organiational developent and fitness

for purpose prograe into 'usiness 6elivery 7nits :'67s;. The '67s will reain care groupfocused and with earned autonoy, through the aforeentioned prograe, will assuegreater responsibility and control for service direction and planning, and the resources whichaffect their perforance.

The developent of '67s will also have a ajor ipact on delivery and structure of supportservices and this will also be a key feature of the organiational developent prograe.

1ction

1. 6evelop and agree 4rganiational 6evelopent and !itness for (urpose

(rograe for '67s and %upport %ervices.

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$ :ea,ership an, Management De6elopment Strateg# lin3e, to Ne "ompetencies

The right leaders and anagers with the necessary capabilities and capacity will be crucial for

the continued delivery of high quality ental health and learning disability services andsustained business success. To eet the challenges ahead and to be a successful A#%!oundation Trust new copetencies will be needed in addition to those which have been centralto the Trust"s past achieveents. These new copetencies will reflect the coercial acuenand business skills required to flourish in a ore copetitive environent with continuedpressure on both huan and financial resources.

- coprehensive Ceadership and Manageent 6evelopent %trategy will be developed tosupport the journey to A#% !oundation Trust status and enable the benefits for %ervice 7sersand 8arers, %taff and 8oissioners to be realied. - key part of this strategy will be theintroduction of 6evelopent and -ssessent 8entres to support a focused prograe ofleadership and anageent developent incorporating the new copetencies.

1ction

1. 6evelop Ceadership and Manageent 6evelopent %trategy linked to Aew8opetencies

/. 6evelopent of Aew Ceadership and Manageent 8opetencies to %upport!oundation Trust %tatus

. 6esign and ipleent 6evelopent and -ssessent centres linked to the newcopetency fraework.

$A 1cti6e Succession Planning an, *alent Management Programmes

!latter and leaner structures can ipact on the ability of an organiation to retain its talentedpeople. &n addition, key leadership roles will becoe ore challenging and high calibrecandidates are likely to be ore in deand.

The delivery of high quality services, aintaining a copetitive advantage and being a wellgoverned organisation will require talented leaders and anagers. -ctive prograes of%uccession (lanning and Talent Manageent which link both internal prograes with thewider national initiatives will be key to ensuring we retain the Trust"s talent pool and haveeffective leaders and anagers for the future.

1ction

1. 6evelopent and ipleentation of %uccession (lanning and Talentprograes.

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$5 1chie6ing "hampion %iP Status .# 205

&nvestor in (eople :&i(; status is recognied both within and outside of the A#% as a ark of

good eployent practices. The Trust will be looking to use &i( as a vehicle to ensurethe effective recruitent, retention and utiliation of staff during a period of significantorganiational change. 8hapion status is only open to accredited &i( organiation who candeonstrate world class #$M and 'usiness practices. The achieveent of chapionstatus by /01/ will support the branding of the Trust as an eployer of choice as well asevaluating the world class approach to people anageent.

1ction

1. -chieve &i( 8hapion status by /015

=. 1M%*%'N 2( /NS4R%NG *H/ /FF/"*%B/ M1N1G/M/N*+ D/B/:'PM/N* 1ND4*%:%S1*%'N 'F *H/ 9'R-F'R"/ *' D/:%B/R *H/ *R4S*8S S*R1*/G%" G'1:S

The #$ %trategy is designed to ensure the effective anageent, developent and leadershipof the workforce linked to service and financial objectives. To achieve this set of strategic #$business objectives have been developed3

/nhancing Ser6ice Deli6er#?De6elopment through the planning+ ,e6elopment an,,eli6er# of a competent an, ell moti6ate, or3force aligne, to ser6ice nee,s an,financial resources$

Supporting Financial Bia.ilit# .# supporting increase, pro,ucti6e time an, effecti6emanagement of change in the or3force$

/sta.lishing a ell go6erne, organi7ation through ,e6eloping ro.ust an, effecti6elea,ership an, management structures$

Supporting :ocal Representation an, Partnership 9or3ing through or3force,i6ersit#+ ,e6eloping a social partnership ith staff si,e organi7ations an, ensuringeffecti6e staff engagement$

!oundation Trust status will enable the Trust to build on its strong #$M track record by usingthe new freedos to draw on best practice fro all sectors, particularly the coercial sector,to ensure a workforce fit for purpose.

A$ HR *ransformational Matrix

To support the delivery of #$ 'usiness 4bjectives a #$ Transforational Matrix which details acoprehensive prograe and innovation has been developed. The atrix links the strategicobjectives to the four priary practices for success through a series of #$ objectives. Thediagra provides a suary of the key objectives of the #$ business strategy approach.

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HR *ransformational '.Eecti6es Matrix

1ction

1. 6evelopent and ipleentation of %uccession (lanning and Talentprograes.

A$2 HR Directorate

The #$ 6irectorate copleted a review of its role and function within the Trust in /00E2/00G.The Trust has an excellent track record of good #$M since its establishent and has beenrecognied through &proving )orking Cives (ractice (lus for exeplar practice. #owever, thechallenges ahead and the ove to !oundation Trust status requires the #$ function to respondin different ways to continue to be successful.

The review led to the redesign of the #$ 6irectorate using the 7lrich odel for a successful #$function. The redesign consisted of3

Strateg# Flaless/xecution

"ulture Structure

/nhancing Ser6iceDeli6er# an,De6elopment

9ffective long terworkforcedevelopent andplanning linked to&ntegrated 8are(athways and(ackages

6evelopent ofstrong businessdelivery units tosupport effectiveservice deliverywithin agreedresources

9ffective staffappraisal andpersonaldevelopentlinked to H%!

6evelopentofcopetenciesand new roleslinked to 8are(athway I(ackages

Supporting FinancialBia.ilit#

(roductive tieplan with focus onbetter grade ixand reduction in

sickness absenceby 1J in /00G20Kand further 0.5J in/00K2/00

&pleent9lectronic!ostering to ensureeffective uses of

workforce by /00

-gency2'ank24vertie to reduceby 10J by /010

6evelopentof effectivereunerationarrangeents

for 6irectorsand senioranagerslinked to Trustperforance

/sta.lish a ellgo6erne, organi7ation

Ceadership andManageent6evelopent%trategy to support!oundation Truststatus

&pleenting the9lectronic %taff$ecords %yste

#$ (erforance$eports linked to8linical -ctivity I!inance. &ncludebencharkingand best practice

6evelopentI -ssessent8entres linkedto newcopetenciesI continuouspersonaldevelopent

Supporting localrepresentation an,partnership or3ing

8reating a diverseworkforce whichreflects localpopulations throughannual positiveaction plans

&nnovation andexcellent #$Mpractices includingachieveent of &i(status

%ocialpartnership andenhance staffengageent andinvolveent plan

%upport %ocial9nterprise and%ervice 7sers9ployentthroughpositive actionplans

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1. Stronger alignment of HR to Ser6ice Deli6er#(

6evelopent of #$ 'usiness (artners with day to dayaccountability to the -ssistant 6irectors.

6eveloping Managers 8opetencies and 8apabilities for #$M with a clearaccountability fraework.

/. Strengthening Strategic HRM

%tronger &ntegrated )orkforce (lanning.

!ocus of evidence based practice and bencharking.

+reater integration of #$, !inance and %ervice %trategies.

. /ffecti6e an, /fficienc# "entral Ser6ices

+reater use of new technology.

%elf help inforation and self service processes which add value to anagers indelivering their objectives.

5. 1M%*%'N ( /N1:%NG P/'P:/ 1ND P1R*N/RS *' %NF:4/N"/ 1ND 1"*%B/:Y"'N*R%4*/ *' *H/ S*R1*/G%" D%R/"*%'N+ /FF/"*%B/ 'P/R1*%'N 1NDD/B/:'PM/N* 'F *H/ *R4S* 1ND 9%D/R :'"1: /"'N'MY

The third strand of the #$ %trategy reflects strong essages which cae out of the engageentprocess. The first was the iportance of balancing individual"s rights against their legitiateresponsibilities. %econdly, it was recognied that the Trust was a ajor eployer and contributedsignificantly to the local econoy and therefore it was iportant it played an active role in thecounity as corporate citien. !inally, partners and partnering were core to the *ision and *alues ofthe Trust and it needed to be central to the way we operate.

5$ uil,ing a "ulture of Mutual Respect

-s part of identifying the role and responsibilities of the Trust as an eployer, it can, if allowed,focus solely on the legitiate rights of an individual without recognition of their responsibilities.- key part of the concept of a culture of utual respect is providing a balance between therights and responsibilities of the Trust as eployer and health service provider atched againstthe rights and responsibilities of staff as an eployee and public servant.

The #$ %trategy as part of the wider drive to build a culture of utual respect will develop keywork streas3 a concept of an eployee citien with clear expectations of rights andresponsibilitiesL a fraework for utual respect as part of the eployent contractL staffrecognition.

These work streas are in addition to ainstreaing a culture of utual respect withinCeadership and Manageent 6evelopent, $ecruitent and %election and Cearning and6evelopent.

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1ction

1. 6evelop the concept of eployee citienship with clear expectations of

rights and responsibilities supported by ipleentation plan.

/. 6evelop and ipleent a fraework of utual respect to support theeployent contract.

. 6evelop and agree fraework for %taff $ecognition which supports individualsand teas contributions to the delivery of high quality services

5$2 %nternal Social Partnerships

The Trust has a strong coitent to partnership working with the recognied %taff %ide

organiations. This partnership working with %taff %ide has enabled the to be activelyengaged in the anageent and planning of services as part of a broad staff engageentprograe. This approach has been based on a %ocial (artnership odel and it is wellebedded in the Trust. &t has been recognied by all parties that we need to capture anddevelop this way of working through a %ocial (artnership -greeent and that this should be akey feature in the Trust becoing an A#% !oundation Trust.

1ction

1. 6evelop and agree %ocial (artnership -greeent.

5$ 1cti6e "orporate "iti7enship

The Trust not only serves its local counity but it is also a significant eber of thecounity. -s a ajor eployer and contributor to the local econoy, the Trust has recogniedits wider corporate responsibility. This includes ipact on the environent, support for the localeconoy and enabling and supporting our skilled and experienced staff to play a wider role inpublic life eg %chool +overnor. The Trust will ake a clear coitent and actively respond toits responsibilities as a 8orporate 8itien through a 8orporate $esponsibility %trategy. This willinclude fostering partnership working across all sectors to provide sealess services to the localpopulation.

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Human Resources Strateg# 1ction Plan20!205

1m.ition ( "reating a High Performing Foun,ation *rust ith a 9orl, "lass1pproach to People Management

'.Eecti6es 1ction *imescale

6eveloping a #igh(erforing 7nitary 'oard of6irectors

1. 6eveloping E0-ppraisal for all6irectors linked toAon9xecutive I9xecutivecopetencies

Duarter /0112/01/

/. 6evelopent of a'oard -ppraisallinked to /'usiness Model?

Duarter /0112/01/

. -nnual 'oard6evelopent(rograe linked to8opetency!raework

Duarter 1 /01/2/01

=. Tea 6evelopent(rograe includinguse of Myers 'riggtype indicators

Duarter = /0112/01/

6eveloping %trong 'usiness6elivery 7nits

1. 6evelop I agree 46I fitness for purposeprograe for '67sand support services

Duarter /0112/01/

Ceadership I Manageent6evelopent %trategy linkto Aew 8opetencies

1. Ceadership and6evelopent%trategy linked tonew copetencies.

Duarter = /0112/01/

/. 6evelopent of newleadership andanageentcopetencies to

Duarter 1 /0112/01/

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roles andcopetencies linkedto 8are (athway I(ackages

'.Eecti6es 1ction *imescale

%upporting !inancial *iability 1. (roductive tie planwith focus on gradeix and reduction in

sickness absence by1J in /00G2/00K andfurther 0.5J in/00K2/000

Duarter /01/2/01

/. &pleent 9lectronic%taff !ostering toensure effectivedeployent of theworkforce /002/010

Duarter = /01/2/01

. $educe agency2bank

and overtie costs by10J by /002/010.

Duarter = /012/01=

=. 6evelopent ofeffective reuneratearrangeents andvary senior anagerslinked to the Trustsperforance

Duarter = /012/01=

9stablishing a well governed4rganiation

1. Ceadership andManageent6evelopent%trategy to support!T status

Duarter = /012/01=

/. &pleent 9lectronic%taff $ecords %yste

Duarter /012/01=

. #$ (erforance$eports linked to8linical -ctivity and!inance, including

bencharking andbest practice

Duarter 1 /012/01=

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hrm assignmen basar final

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