Partnering

with our

Clients

Human Resources
Five-Year Strategic Plan
2010 to 2014
1

TABLE OF CONTENTS
RYERSONS MISSION STATEMENT ............................................................................................. 21
THE BASIS FOR THIS STRATEGIC PLANNING DOCUMENT ...................................................... 1
HUMAN RESOURCES STRATEGIC APPROACH ......................................................................... 2
THE VALUE PROPOSITION .................................................................................................................................... 2
THE DESIGN PRINCIPLE ....................................................................................................................................... 3
OUTCOMES FOR THE UNIVERSITY ......................................................................................................................... 5

HR TRANSFORMATION MODEL ................................................................................................... 7

HUMAN RESOURCES STRATEGIC OBJECTIVES: 2010 TO 2014 .............................................. 9
OBJECTIVE 1: HR AS A STRATEGIC PARTNER, MANAGING STRATEGIC HUMAN RESOURCES .......... 9
OBJECTIVE 2: HR AS AN ORGANIZATIONAL EFFECTIVENESS PARTNER, MANAGING UNIVERSITY
INFRASTRUCTURE ....................................................................................................................................... 12
OBJECTIVE 3: HR AS AN EMPLOYEE EFFECTIVENESS PARTNER, MANAGING EMPLOYEE
CONTRIBUTIONS .......................................................................................................................................... 14
OBJECTIVE 4: HR AS A CHANGE AGENT; ANTICIPATING, IDENTIFYING AND MANAGING CHANGE .. 17

RYERSONS MISSION STATEMENT

Ryerson Universitys mission is the advancement of applied knowledge and research
to address societal need, and the provision of programs of study that provide a
balance between theory and application.

THE BASIS FOR THIS STRATEGIC PLANNING DOCUMENT

1. Alignment with Ryerson Universitys Academic Plan for 2008-2013 which has at
its foundation, the following priorities:
o
o
o
o
o

High-quality, societally-relevant undergraduate and graduate programs

Student engagement and success
Learning and teaching excellence
Increase Scholarly, Research and Creative activity
Build on our Reputation

2. Qualitative research that was conducted across our client base in August 2008
3. Assessment of clients core needs related to the delivery of programs and
services, aligned with the University mission and Academic plan, which indicate
that HR must:
o
o

Provide greater clarity on the role and responsibilities of HR.

Provide tools to empower our clients to meet their own HR requirements and,
at the same time, fully support them in those areas of HR that are outside
their comfort level and expertise.
Ensure the value proposition associated with total compensation for current
and prospective employees is well communicated and understood.
Make accessible, meaningful metrics and data to track trends and outcomes.

HUMAN RESOURCES STRATEGIC APPROACH

The Value Proposition
The HR Value Proposition articulates outcomes HR will deliver to the University
community supporting its needs and the core values that are part of its service
delivery. It is a commitment and a promise to the faculty and staff of the University
and is the basis for our self-assessment and metrics.
As Human Resources professionals our intent is to:
o

o
o

Partner/collaborate with constituents and consistently exceed their

expectations
Invest in human capacity and readiness to meet the future
Create innovative alternatives, solutions and services that are responsive to
organizational needs and consistent with the best human resources practices
Provide results-based interventions that respect the principles of merit,
openness, transparency, integrity and professionalism.
Regularly communicate with our clients to keep them informed of our ongoing activities and our progress towards shared goals and objectives
Work collaboratively and in cross-functional teams to benefit from the synergy
of working with a diversity of experience, knowledge and competencies.

Therefore, as we deliver expertise, service and value to the University community we

will ensure that these are:
o
o
o
o
o

Central and relevant to the Universitys issues

Linked directly to the Universitys academic plan, priorities and goals
Directed toward supporting and improving decision-making
Responsive to the needs of management and leadership
Contribute to institutional capacity and readiness for the future

We promote, deliver and continuously renew:

o
o
o

Integrity and high ethical standards

Confidentiality
Accuracy and reliability in the outcomes we produce
2

o
o
o
o

Sustainable, effective relationships with those we service

Active listening and response to the HR challenges of the university
Attention to issues that are central to the University
Create alternatives in problem solving by developing proactive programs and
building effective solutions

The Design Principle

The design principles are the basis for tactical HR service delivery and the design
components of the HR system that deliver outcomes to the University community.
They link the vision, value proposition and delivery.
David Ulrichs concepts and paradigm concerning contemporary human resource
management have been the basis for the design and are the objectives for the
enactment of the HR service delivery system.
Content:
HR is responsible for ensuring that the organization has capable talent that is
prepared for the future and responsive to clients; that technology and knowledge
management are tools that bolster innovation and efficient and continuous quality;
that alliances and collaboration are fostered; and leadership is prepared.
Contribution:
In executing its accountabilities, HR fulfils the roles of a coach to management and
leadership; architect of organizational structures and capabilities; designer and
deliverer of creative solutions; facilitator of people interactions; and leadership
through example.
Competencies:
HR must develop a high degree of competence in HR strategy, delivery and
knowledge of the business and technology. Personal credibility is the foremost
competency.
Channel:
The delivery of excellence in HR services and solutions is produced through a
variety of organizational approaches. Line managements and unit HR play a pivotal
role in developing and enacting solutions for local issues. HR Strategy, Centres of
3

Expertise, Shared Services, e-HR and outsourcing partners are combined to deliver
core HR services efficiently, effectively and in a cost effective manner.
o
o
o
o
o

o
o

o
o
o

Do the right things rights, at the right time

Understand the departmental/faculty businesses and their needs
Provide solutions and alternatives not rule enforcement
Achieve ease of access and expertise and services for our client groups
Maximize the power of technology to deliver HR services as close to the client
group as possible
Be known for creativity and flexibility in responding to the service
requirements and needs of our clients
Ensure that customer interactions have the look and feel of personal service
and partnership, easily accessible and at the clients location
Make it our responsibility to develop a university environment that
incorporates a welcoming and positive tone and viewpoint towards its people
Maintain a service delivery system that produces relevant, accurate and
timely critical data and management reporting which informs managements
and leaderships decisions and meets their defined needs
Know that design work is never finished. This will always be a work in
progress. We will be the best of the best through our creativity and
commitment
Provide proactive support for major events and changes through
communication internally and with our clients
Inform the university community of our value adding services and expertise
Support and enable workplace realities and promote responsible stewardship
through policy development
Be resource responsible
Make everyone an insider
Support these principles within our internal culture by investing in continuous
building of competencies and expert skills

Outcomes for the University

Strategic HR
o

o
o

Relevant contemporary HR strategies that address University-wide and

local challenges are developed and enacted
Excellence in project and change management to implement strategies
Measurement using effective and accurate HR metrics to ensure
outcomes are achieved
Effective strategic communication to market, promote, support and
deliver HR products and services, and connect the HR community,
faculty and staff

Organizational Infrastructure
o
o
o

Total Compensation strategy, structure and tools

Job evaluation strategy relevant, accessible and easy to use
Technology that supports ease of access of relevant, simplified and
contemporary HR policy, services and solutions
Support recruitment processes that are responsive and use technology
effectively
Web-based technology to decentralize access to decision data and
tools, migrate decision making to local levels and transform core HR
from transaction to consulting and solutions delivery

Employee Contributions
o

Improved workplace health & wellness and effectiveness of university

departments
Support for competency building that support workplace performance
of faculty and staff
Improved communication, building effective teams; learning about best
practices and obtaining essential information that will lead to workplace
improvements
A contemporary total compensation strategy that will attract, support
high productivity, retain and advance competent and committed staff
Create and sustain a world-class knowledge base for HR practice and
ensure the highest levels of practice within the departments and core
HR
5

Transformation & Change

o Help faculty and staff plan and deal with rapid change
o Assist departments with organizational analysis and design
Institutional Balance
o Resolve workplace conflict and disputes using approaches that foster
clear communication and candor, facilitate respectful interactions and
yield solutions of mutual agreement
o Build campus cultural competencies that enhance the ability for all
members of a diverse University community to fully contribute
o Assist faculty and staff and their dependents in balancing the stressors
and demands of personal and work life issues
Ethical Environment
o Develop principles and directions suited to the University that support
and promote individual departmental initiatives aimed at enhancing the
local workplace climate

HR TRANSFORMATION MODEL
The following table outlines the core organizational design principles and outcomes
for the delivery of HR services to the Ryerson community. It is based on the
conceptual model created by David Ulrich for contemporary human resource
management, and tempered by the results of the recent research conducted by HR
with clients and staff.
FUNCTION
Management of
strategic human
resources
o

DELIVERABLE/OUTCOME

ROLE

Executing strategy

Strategic partner

Implement new HR department structure and complete transformation;

function as a cohesive collective of expertise.
Be accountable at the highest standard, based on appropriate metrics
and benchmarking.
Have a deep knowledge and understanding of the University
environment, faculties and departments.
Be truly in tune with client needs, and establish positive meaningful
relationships with clients; serve as an advisor and partner.
Empower clients to better manage human resource issues and
employee relations.

Management of
Building an efficient
university infrastructure infrastructure
o
o
o
o

Organizational
effectiveness partner

Deliver non-HRMS transactions with reliable speed and accuracy.

Provide HR services as efficiently as possible, utilizing technology.
Stabilize and deliver on the promise of the HRMS.
Provide up-to-date and accurate data to empower local decisionmaking.
Offer relevant and contemporary programs and services.

FUNCTION
Management of
employee contribution
o

o
o
o

o
o

ROLE
Employee effectiveness
partner

Provide relevant and meaningful employee, managerial and

leadership training.
Train people more on the how and less on the what.
Communicate to engage and inform.
Effect employee engagement with appropriate and meaningful
rewards and recognition programs and initiatives.

Management of
transformation and
change
o

DELIVERABLE/OUTCOME
Increasing employee
commitment and capability

Anticipating, identifying and

managing change

Change agent

Identify changes, including those required to fulfill obligations as well

as those that will assist the University to achieve its goals and
objectives through its human resources.
Identify trends and best practices and promote relevant changes in
University structure, policy/CA/process framework and culture.
Anticipate and address risks.
Anticipate client requirements in response to their growth, expansion
and changing mandates.

HUMAN RESOURCES STRATEGIC OBJECTIVES: 2010 TO 2014

Legend:

HR Management Team
HR Planning
HRMS Development, Projects & Reporting
HR Operations & Systems Support
HR Client Services & Consulting
Organizational & Employee Effectiveness
Total Compensation
Pension & Benefits
Recruitment, Retention & Employment Equity

=
=
=
=
=
=
=
=
=

Mgmt
Planning
HRMS Dev
Operations
HRCSC
OEE
Total Comp
P&B
RR&EE

OBJECTIVE 1: HR AS A STRATEGIC PARTNER, MANAGING STRATEGIC

HUMAN RESOURCES
o

Implement new HR department structure and complete transformation;

function as a cohesive collective of expertise.
Be accountable at the highest standard, based on appropriate metrics and
benchmarking.
Have a deep knowledge and understanding of the University environment,
faculties and departments.
Be truly in tune with client needs, and establish positive meaningful
relationships with clients; serve as an advisor and partner.
Empower clients to better manage human resource issues and employee
relations.

KEY INITIATIVES & ACTION ITEMS

OBJECTIVE 1

LEAD

TARGET
DATE

1. HR Transformation and Reorganization to Client-Centric Model (see Appendix)

Complete HR reorganization, implement new structure,
identify and document roles and responsibilities for each
area, provide and discuss new/revised roles and job
descriptions, and train and transition staff into new roles.

Mgmt

2009

KEY INITIATIVES & ACTION ITEMS

OBJECTIVE 1

LEAD

TARGET
DATE

Planning

2010

2. HR Competency
Develop the framework and identify competencies for
each area of HR, including gap analysis and training.
Identify training needs and develop training strategy to
ensure developmental opportunities are provided;
ensure employees remain current in their respective
areas of specialty as well as in HR field in general.

3. HR Performance Standards, Benchmarks and Metrics

Review, by unit, current HR processes to develop best
practices and leading edge techniques that will improve
service delivery.

Mgmt

2013

Identify cross-functional HR processes that involve

multiple units (e.g. re-orgs, term conversions,
grievances) and develop documentation such as
process flow diagrams and detailed process documents
indicating the role played by staff in each unit; train staff
on their role and ensure role clarity.

Mgmt

Identify metrics and benchmarks to measure HR

operational efficiency and effectiveness, and to identify
areas for improvement.

Planning

2010

Develop service standards and monitoring mechanisms

for all areas of HR. Review trends and address process
or performance issues as they arise.

Planning
and Mgmt

2010

(ongoing
throughout
plan)

2013

(ongoing
throughout
plan)

10

KEY INITIATIVES & ACTION ITEMS

OBJECTIVE 1

LEAD

TARGET
DATE

Prepare guidelines, tool kits, manuals and process

outlines of human resources processes that client
departments can utilize when handling human
resources issues.

Mgmt

2013

Review, assess and make recommendations related to

systems and projects to provide client access to
relevant HR data and documents, facilitating local
decision-making and reducing requirement for
manual/HR department intervention. This includes
assessment of document management systems.

Mgmt

Develop and conduct workshops and training sessions

on various human resources and employee relations
matters to educate clients on areas of most critical
demand.

Mgmt

Create process (in collaboration with HR Consulting) to

engage clients and proactively identify and explore
new/changed client business needs that may lead to
new/changed policy, process, or system development
projects.

HRMS Dev,
Operations,
and HRCSC

Ongoing

Planning

2010
(ongoing)

4. Empower Clients
(ongoing
throughout
plan)

2013

(ongoing
throughout
plan)

2013

(ongoing
throughout
plan)

5. HR Communication
Develop and implement an integrated HR
communications strategy to ensure timely and relevant
information is provided to community to keep them up to
date, reinforce key messages, provide forums to gather
community input and take the pulse of the community,
and alert to what is coming up that may impact them.
Develop associated roles and responsibilities,
schedules, tools, processes, etc. Coordinate production
as required.

11

OBJECTIVE 2: HR AS AN ORGANIZATIONAL EFFECTIVENESS PARTNER,

MANAGING UNIVERSITY INFRASTRUCTURE
o
o
o
o
o

Deliver non-HRMS transactions with reliable speed and accuracy.

Provide HR services as efficiently as possible, utilizing technology.
Stabilize and deliver on the promise of the HRMS.
Provide up-to-date and accurate data to empower local decision-making.
Offer relevant and contemporary programs and services.

KEY INITIATIVES & ACTION ITEMS

OBJECTIVE 2

LEAD

TARGET
DATE

Planning

2013
(ongoing
throughout
plan)

OEE

2011

Determine and document data parameters,

methodologies and technologies for tracking, monitoring
and assessing the effectiveness of HR programs and
services and amend as required, e.g. performance
management, negotiations and labour, job evaluation,
training, orientation, retention, etc.

Planning

2010

Develop relevant and contemporary programs and

services, including:
Pension and benefits best practices and cost
containment
Absence Management
Compensation and job evaluation related to internal
equity, external competitiveness and streamlined
services
Recruitment and retention best practices, ensuring a

Mgmt

2010
(ongoing)

1. Relevant and Contemporary Programs and Services

Review and update policies and practices on all HR
related areas based on best practice research, past
experience and client feedback.
Develop ongoing systems to determine client
department and employee feedback, engagement and
morale issues and implement changes to address
opportunities identified.

12

KEY INITIATIVES & ACTION ITEMS

OBJECTIVE 2

LEAD

TARGET
DATE

Evaluate the functionality of Oracle Fusion HRMS suite,

as part of a coordinated project jointly with SAS and
Financial Services teams. Identify opportunities for
integration and joint implementation.

HRMS Dev

2013

Determine parameters, methodologies and technologies

for potential data warehouse projects.

HRMS Dev

2012

Develop and implement systems training, documentation

and supports for HRMS functionality. This includes
online, one on one and classroom training/supports.

Operations, In line with

HRMS Dev, systems
and OEE implementation
plans.

Investigate document management related technologies,

analyze options and make recommendations in the
support of University needs and integration into HRMS.

HRMS Dev

2012

HRMS Dev
and
Operations

2010

fair and bias-free process

Employment equity strategy for designated groups
Employee relations models for negotiations,
consultation and problem solving
2. HR Systems Implementation and Support Services

3. HR Information Management
Develop a series of protocols and tools to assess and
evaluate that paper and electronic records are accurate,
complete and up-to-date.

13

OBJECTIVE 3: HR AS AN EMPLOYEE EFFECTIVENESS PARTNER, MANAGING

EMPLOYEE CONTRIBUTIONS
o

o
o
o

Provide relevant and meaningful employee, managerial and leadership

training.
Train people more on the how and less on the what.
Communicate to engage and inform.
Effect employee engagement with appropriate and meaningful rewards and
recognition programs and initiatives.

KEY INITIATIVES & ACTION ITEMS

OBJECTIVE 3

LEAD

TARGET
DATE

Review existing orientation programs, recommend and

implement changes to promote commitment and loyalty
based on understanding of how employees can
contribute to achieving Ryerson goals, as well as to help
them understand Ryersons commitment to them through
compensation, benefits, development and rewards
programs. Develop and disseminate associated toolkits
and material to assist departments in fulfilling their
orientation responsibility.

OEE

2010

Develop and implement a coordinated university

framework for training programs related to university
administrative policies, collective agreement
administration and processes, including identifying and
applying policy/CA provision, use of systems, forms,
required authorizations, Living in a Unionized
Environment, management rights, performance
management, attendance management, etc. Develop
and implement any related HR training programs, tools,
processes, etc. concentrating on the how.

HRCSC

2010

1. Employee Orientation and Development

14

KEY INITIATIVES & ACTION ITEMS

OBJECTIVE 3

LEAD

TARGET
DATE

Develop competency framework for the University

identifying core competencies across jobs and
departments. Establish tools and processes for
departments to develop specific competency profiles for
their staff based on University core competencies.

OEE and
Total Comp

2010

Develop a succession planning and career development

framework for the University, aligned with core
competency development program. Design and deliver
associated training programs, tools and processes to
assist departments with setting up plans for their staff.

OEE

2012

Improve employee effectiveness by developing a training

strategy that establishes standards of training
excellence, delivery methods and technologies, short
and long term evaluation metrics to demonstrate training
effectiveness, in-house versus outsourced design and
delivery, and a framework for establishing a Centre of
Excellence overseeing university-wide training and
development. Timelines for implementing initiatives
under the strategy to be identified once decisions are
finalized.

OEE

2012

OEE

2011

2. Leadership Development
Research and recommend a leadership development
strategy aligned with core University leadership
competencies. Develop and deliver development
programs for those currently in leadership roles, as well
as those identified for leadership roles under succession
plans.

15

KEY INITIATIVES & ACTION ITEMS

OBJECTIVE 3

LEAD

TARGET
DATE

3. Performance Management
Research, design and implement a performance
Total Comp,
management system that reflects rewards based on
OEE, and
excellence and merit for all employee groups; develop
HRCSC
performance measures to assess effectiveness of people
management practices/programs. Develop and
implement associated training programs, tools and
processes.

2011

4. Total Compensation Program

Develop a Total Compensation framework that expands
beyond JE and salary (e.g. alternative rewards,
recognition, incentives, organization design, etc.) and
identify opportunities/venues to market Ryersons Total
Compensation packages. Develop and implement
new/revised components such as recognition and reward
programs. Design and implement wellness/healthy
workplace initiatives to reduce absenteeism, improve
morale/retention, benefit cost reduction, etc.

Total Comp
and P&B

2011

HRCSC

2013
(ongoing)

5. Employee Relations
Develop and implement strategies to improve relations
between and amongst managers, faculty and staff,
including initiatives to promote civility and alternate
dispute resolution tools and techniques to resolve
disputes, etc.

16

OBJECTIVE 4: HR AS A CHANGE AGENT; ANTICIPATING, IDENTIFYING AND

MANAGING CHANGE
o

o
o

Identify changes, including those required to fulfill obligations as well as those

that will assist the University to achieve its goals and objectives through its
human resources.
Identify trends and best practices and promote relevant changes in University
structure, policy/CA/process framework and culture.
Anticipate and address risks.
Anticipate client requirements in response to their growth, expansion and
changing mandates.

KEY INITIATIVES & ACTION ITEMS

OBJECTIVE 4

LEAD

TARGET
DATE

Planning

2010

Planning
and Mgmt

2009

1. Legislative Planning and Change

Establish a framework, including processes, roles, and
flexible change/implementation models, etc. to ensure
appropriate planning and action in response to new or
changed employment legislation (e.g. AODA, Human
Rights, ESA, Occupational Health & Safety, etc.).
Coordinate implementation as required.
2. Risk Management
Develop contingency plan to identify roles and
responsibilities, processes, tools, etc. to ensure business
continuity for the HR department in the event of a
disaster or similar event, such as pandemic, blackout,
storms, etc., as well as to identify HRs role in overall
university contingency planning.

17

KEY INITIATIVES & ACTION ITEMS

OBJECTIVE 4

LEAD

TARGET
DATE

Planning
and Mgmt

2013
(ongoing)

HRCSC

2013
(ongoing)

OEE

2010

3. Trends
Research and make recommendations on new programs
and initiatives, based on demographic, technological and
economic changes, etc. which support and facilitate
achievement of Ryerson goals and objectives, e.g. Post
Doctoral Fellowship program, international exchange and
projects, etc.
4. Inclusive Workplace
Develop and implement strategies to increase
awareness and to promote an open, diverse and
inclusive organization. This encompasses a broad
diversity mandate beyond the designated employment
equity groups.
5. Change Management Models
Develop a Change Management framework to prepare,
engage and facilitate change in the Ryerson community
related to projects with significant organizational impact,
e.g. HRMS manager and employee self service projects.

18