/chapter: Human-Resources-Strategy-University-Of-Twente / HRM Assignment paper

HRM Assignment paper

1. Introduction

As universities transition from being loosely-coupled communities of scholars to organisational actors, the development of strategic plans is becoming increasingly common (Krücken & Meier, 2006). However, research shows that HRM policies and practices within universities oftentimes do not align with such plans and lack strategic elements, remaining largely administrative. This document is a HRM Strategy proposal for the University of Twente (UT) . UT is a small, highly specialized, entrepreneurial university. Previous literature review has concluded that research on the role of HRM in the entrepreneurial process, even in the private sector, is fairly new (Dabic, Ortiz-De-Urbina-Criado, & M. Romero-Martınez, 2011). This strategy lays out a framework to guide the HR Department in the next 5 years in its efforts to support and contribute as much as possible to the success of UT’s strategy.

2. University of Twente’s Strategy

UT offers programs in social and behavioural sciences and high tech programs. With a population of 9000 students, it has 6 Faculties, 6 research institutes and the Twente Graduate School with 3300 staff (2000 scientific and 1300 supportive staff) of which 20% are international (please, see Figure 1 for information on the number of faculties and institutes, as well as areas of expertise, and the organisational structure of UT). UT aims to continue to build an environment in which all staff members can contribute to its success as the leading entrepreneurial university, and can help to achieve UT’s vision for 2020 of becoming the leader in high impact innovation. UT’s vision consists in excelling in four main areas: research focus on grand challenges to society; the development of added value to scientific excellence which entails a unified ecosystem of education, research and commercial knowledge transfer; the harmonization of an enterprise spirit in all areas of life at UT so as to create a distinctive and inspiring setting for all members of UT’s community; and the expansion of internationalisation, focusing on grand challenges and the potential to attract international funds. Hence, the core values of UT are 1) socially committed; 2) synergy driven; 3) entrepreneurial and 4) internationally oriented (University of Twente, 2015).

Figure 1. University of Twente Organisational Chart

Source: University of Twente website https://www.utwente.nl/en/organization/structure/

3. Human Resources Management Strategy 2020

The HR vision is to be a model of excellence for HR innovation and management. The HR mission is to support and enable the university’s strategy through its services, management and innovation departments by attracting and engaging its staff and faculty members as well as supporting their development to excellence, while ensuring a maximum retention. Generally, most of universities revenues are spent on staffing (Estermann & Nokkala, 2009), hence the design, structure and how UT utilises its workforce and plan for the future are key to the accomplishment of its strategy.
UT’s Human Resources Management Strategy 2020 (HRMS), in alignment with the UT’s strategy and the HR vision and mission, proposes to strengthen effective policies and practices and add new ones in order to provide the most stimulating and rewarding work environment for its local and international employees.

The strategic priority areas of HRM include:
a)   Scientific excellence
b)   Entrepreneurial excellence
c)   International community
d)   Diversity and inclusiveness
e)   Corporate Ethics

To consider issues external to UT and develop scenarios about the future is what distinguish HRM Strategy from operational HR planning. Below an assessment of how HR can support the maintenance and improvement of these key priority areas in the next 5 years. Please, note that diversity and inclusiveness do not appear as a separate priority area, because they are embedded in all of the areas below.

a) Scientific excellence

Where UT is: Top researchers have been recruited since the adoption of the last HRMS, six of which have won project prizes. A UT research group have also won a call for proposal and a KIC will be funded by EIT (part of Horizon 2020). UT’s employee satisfaction survey indicates UT is seen as a great place to work. A closer look at the results shows that UT holds an outstanding 92% employee satisfaction rate among faculty.
Where it wants to be: UT aims to improve its research impact focusing on projects that matters to society. By revisiting HR’s job design, HR plans to shift the recruitment focus to candidates with high impact publications (rather than a long list of publications). In addition, UT expects to build and sustain its human capacity, facilitate and support faculty exchange and expand the recruitment of postdoctoral fellows and graduate students (in alignment with recruitment targets for graduate schools by up to 30% in the next five years).
KPIs: *for the faculty hired after the implementation of the new recruitment model only: 1) employee turnover; 2) numbers of awards; 3) rate of satisfaction through the annual employee satisfaction (faculty members/researchers) with a benchmark of 90%; 4) recruitment rates and conversion into tenure track through career development.

b) Entrepreneurial excellence

Where UT is: Last year UT won 2 medium size project grants, but it competed for a variety of national, international and supranational grants. HR will also analyse its number of publications and patents as an indicator of what is working so together with other departments UT can try to identify possible patterns leading to success cases.
Where it wants to be: UT wants to maintain its title of entrepreneurial university of Europe, but it also wants to lead in high impact research.
KPIs: 1) number of patents; 2) number of grants at national, international and supranational level; 3) number of awards and number of projects with local and international partners (network capital)

c) International community

Where UT is: 20 % of employees (of which only 7% researchers) and 35% of its student body are international
Where it wants to be: To build an international community by increasing the percentage of international faculty/researchers to 15% within 5 years
KPIs: percentage of faculty recruitment from abroad per year

d) Corporate Ethics

Where UT is: 67% of academic staff lack corporate ethic training
Where it wants to be: The legal department has advised HR to institutionalize Corporate Ethics training as a compulsory training for all faculty members and researchers as of next year
KPIs: Risk mitigation compliance rate (number of total faculty members and researchers who have completed the training)

4. Aligning HRMS to UT’s Strategy

To ensure full alignment and integration of UT’s strategy into the HRMS in such competitive global job market and under pressing changes, new trends of work-life balance expectations, demographics, new technologies as well as constraints imposed by the legal (work regulations) and financial areas (budget constraints) whilst meeting accountability and quality requirements and promoting a student/faculty centred approach, this document outlines a framework for vertical and horizontal integration as well as implementation of the HR programmes. First, aligning HRMS to UT’s Strategic Plan:

5. Integration of HRMS into UT’s functions

Different departments at UT look after relevant functions which need to be considered when implementing such strategy, such as: quality assurance, international office, finance, student affairs, labour market (placement), governance, teaching and learning, third mission, lifelong learning, etc.

In the formal process, HR has designated a HR expert to newly created strategic working groups for each function. These working groups hold meetings on a bi-weekly basis. Reports from these meetings are compulsory and shared accordingly among all three sections of HR (Services, Management and Innovation). The informal process entails opportunities (i.e.: social events, seminars and trainings) where members of UT’s community (faculty and staff) are encouraged to attend for harmonization of capacity building, team building, and keeping abreast of relevant information and any possible adjustment.

6. Integration of HRMS into HRM functions

Figure 2. Organisation HR-Department University of Twente

Source: UT website https://www.utwente.nl/hr/en/organization/hr-structure/organigram_en.html

HR functions should also be taken into consideration and integrated into the HR strategy.

HR Services

The Office of Foreign Employees is responsible for the administrative aspect of the immigration/visa permits for all international staff and guest speakers. They also work closely with the Office of Information and Organization (OIO) in the development of events and training opportunities to engage and improve the atmosphere on campus through (i.e.: intercultural competency training for current and new staff). It is imperative for HR to support relationship building among employees, between employees and the institution as well as key stakeholders. Such relationship building represent channels where knowledge and information can be shared, leading to innovation and entrepreneurial opportunities (Hayton, 2005). Through such events HR will also engage the community in programs of diversity and inclusiveness (i.e.: such as language clubs, international week, and multicultural events). OIO is also responsible for the marketing and communication plans. The Office of Safety, Health and Environment, as well as Terms of Employment, Legal Status and Participation look after worker’s rights (remuneration, pension, insurance, etc.) and safety.

HR Management

The Office of HR Managers will work as gatekeepers of policies and procedures, including Corporate Ethics. The implementation of HR4Rs system is managed by this office. This office also dedicates some of its staff to working groups across the different functions in the University – for the maintenance of HR strategies and improvement of support services.

HR Innovation

The Management Development & Talent Development Office is responsible for implementing the learning and developing strategies (development of teaching and leadership skills).
The Career Development Office is responsible for implementing the development, engagement and retention aspects of talent management.
The Recruitment Office will foster scientific excellence at UT customized recruitment
The Organisation Consultancy will work with UT stakeholders (faculties, research institutes, and graduate school) to foster stronger links among industry, UT and government (triple helix) – and building expertise from this network (market needs and new opportunities). This office will also develop a strong network with HR from the industry; be responsible for placements (flexible package offered to young new professors include the opportunity of placements (secondment) in the industry so they can develop their experience as practitioners as well.
The recruitment office will customise development and recruitment models to attract the best young researchers in UT’s field in Europe and abroad. In addition, it will ensure quota policy (i.e.: priority recruitment groups (diversity of race and gender) – given equal qualification) are implemented accordingly.
The career development centre will deliver the intergenerational leadership programs leading to more millennials in leadership/entrepreneurship.

7. Challenges and suggestions to overcome challenges

Low alternative financial support from external sources such as industry or endowments from Foundations. HR can share its network with the Fundraising Office
Communication channels: IT must activate all functionalities of the new intranet site before we can launch some automated aspects of the recruitment process and new e-HR services. Also, the functionalities related to feedback channels and working groups/ social rooms should be tested by the agreed deadline. Add appropriate buffer in the project management for the implementation of new HRMS
Annual feedback mechanisms (re. HRMS) should also be included as new functionality in the HR page in intranet. This year forms will be sent via email
Staff resistance towards some aspects of the strategy – open dialogue for a common goal

8. Next steps: implementation

8.1. HR resources internal assessment

Through UT’s human capital reports and upcoming projects, as well as recruitment growth rates, HR should prepare an initial HR resources internal assessment report. This report will identify where UT’s strengths and weaknesses (or lack of capacity) lie. Annual performance reviews can be assessed to identify readiness for career development (and possible complementary capacity).

8.2. Forecasting HR capacity needs

In alignment with the HRM2020 strategy we foresee the need for the promotion of 5 faculty associates to support the expansion of the Organisational Consultancy Office. Also as described in the financial report the student growth rate has been steadily increasing for the past 5 years in an average rate of 15%. Considering the student faculty ratio outlined in the Policy and Procedures and coming retirements we foresee the need for additional 8 new faculty members next year. Priority areas indicated in the HRMS will be considered when performing recruitment and development initiatives. In general, we also see the need for three additional capacity building within the HR department:

HR training – training related to collaboration, teamwork, language and communication skills
HR Recruitment – improve peer review process by adopting best practices
HR Marketing – revamp the HR marketing strategy

8.3. Gap analysis

After completing UT’s internal assessment and forecasting the capacity needs, the next step is the gap analysis. Gap analysis guide hiring, training and in-sourcing and outsourcing choices by pinpointing what skills and how many employees with those skills the organization needs to meet its service and productivity objectives. We see the need to foster the relationship between University, the industry and the government as well as the expansion of internationalization and diversity at UT. Such needs places pressure on the HR department to ensure that international faculty, practitioners and members of the industries are represented in future recruitments. Therefore, HR Marketing and HR recruitment should play a decisive role in attracting talented workforce that considers such interests. New projects that involve young researchers require previous training such as leadership skills and IP rights. To support UT’s goal to improve its research impact, HR expect to support faculty exchange and meet the recruitment demands with scientific excellence (recruitment of postdoctoral fellows and senior researchers).

8.4. Restructuring strategies

Organizational restructuring has an impact on the flow of authority, responsibility and information across the organization. As described in the forecast, the university plans to expand the international office and knowledge transfer office. New positions will be filled though recruitment and career development.

8.5. Training and development strategies

Training and development guarantees UT can remain competitive in the marketplace. As the university constantly anticipates future developments and respond rapidly and effectively to changes, UT’s employees need to keep pace with such developments and prepare themselves for future roles and responsibilities. HR provides training and development in support of UT’s strategy by focusing on three aspects of capacity building (in alignment with HRMS):

Academic excellence

Internal resources: invite employees to participate in mentorship programmes (as coaches/mentees) and offer training opportunities for teaching and leadership skills
External resources: invite external experts and/or professors from partner universities to participate in UT’s mentorship programmes (coaches)
Organize seminars, conferences, customized trainings and make related resources available online (intranet) as part of e-HR services
Tenure Track: talented faculty/researchers will hold permanent contracts with the potential for full tenure

Enterprising spirit

Make entrepreneurship resources available for staff at all levels
Foster UT’s enterprise culture in the local community through themed bi-annual events where key faculty members, local industry and government representatives are invited (lead innovation)

International orientation

Language course provision (Dutch, English or other as required)
Intercultural competency training should be part of the induction, but also should be offered to current staff at set dates throughout the year
Select alumni and faculty members as UT’s champions to build UT’s image
Launch the “Staff exchange program” – a programme where managers can be nominated to visit entrepreneurial partner universities abroad as part of an appraisal scheme. Reports with learned lessons and the incorporation of at least two new ideas should be provided upon return

8.6. Recruitment strategies

To become more appealing to the best young researchers, the HR department has adopted the 'Human Resources Strategy for Researchers' (HRS4R) which is a tool that helps employers and funding agencies implement the principles of the Charter & Code. Through recruitment efforts HR will support UT’s strategy by focusing on three aspects (in alignment with HRMS):

Academic excellence

Peer review process to determine the quality of applicants
Project competition for awards and interview selection
Network Hiring is part of UT’s flexible recruitment package offering the opportunity to UT’s partners to hire the best researchers in the field in sequential contracts. The HR department has consulted with the Legal department and has developed a few strategies to make UT more appealing to the best professionals in the field. UT as a small university cannot compete through compensation with large universities, but it can work in partners to attract the best candidates by offering longer contracts
The 1T2P-S is part of UT’s flexible contract package which provides young researchers (and specific contract based faculty) the opportunity to experience all aspects of research and entrepreneurship. The abbreviation stands for: Mode 1 (basic research) – Teaching - Mode 2 (applied research) - Project (industry experience) and sabbatical leave (optional)

Enterprising spirit

Focus on the alumni network as contact pool for dissemination of new job openings
All job designs should clearly outline UT’s expectations in terms of entrepreneurial spirit. It also should focus on capitalizing on new employee’s networks and look for a sound track record in fundraising and winning contracts

International orientation

Increase the percentage of international faculty/researchers to 15% within 5 years
Build an international image through its international partnership network to attract the best faculty and researchers abroad
Capitalize on the University’s network abroad to develop a list of institutes and key stakeholders in different countries for job posting dissemination

8.7. Outsourcing strategies

Outsource recruitment will be used for temporary workers, part-time workers, fixed duration workers, students (in non-core positions), outsourced employees, individual contractors, etc.

8.8. Collaboration strategies

The HR department play an important role in supporting the development of such linkages between staff, industry professionals, faculty, community and government by: providing the opportunities; nurturing its human capital; developing its human capacity; and fostering collaboration through placements and exchanges to UT’s institutional partners. The network hiring concept has been introduced to the European Consortium of Innovative Universities (of which UT is the founding member) and 3 universities have demonstrated interest in joining the first recruitment process for a scientist from Japan. Data management has become a big part of HR’s work, and automatization of reports support the HRMS. Some of the market information collected is being curated and cleared to be incorporated in case studies as part of some of UT’s programs (collaborating with faculty and supporting UT’s strategic goal to offer unique degree programs).

9. References
Dabic, M., Ortiz-De-Urbina-Criado, M., & M. Romero-Martınez, A. (2011). Human resource management in entrepeneurial firms: a literature review. International Journal of Manpower, 32(1), 14-33. Retrieved from www.emeraldinsight.com/0143-7720.htm
Estermann, T., & Nokkala, T. (2009). University Autonomy in Europe - Exploratory Study. Belgium: European University Association. Retrieved from http://www.eua.be/Libraries/governance-autonomy-funding/university_autonomy_in_europe-%281%29.pdf?sfvrsn=0
Hayton, J. C. (2005). Promoting corporate entrepreneurship through human resource management practices: A review of empirical research. Human Resource Management Review(15), 21-41.
Krücken, G., & Meier, F. (2006). Turning the University into an Organizational Actor. In G. Drori, J. Meyer, & H. Hwang, Globalization and Organization: World Society and Organizational Change (pp. 241-257). Oxford: Oxford University Press. Retrieved from http://www.academia.edu/10598743/Turning_the_University_into_an_Organizational_Actor
University of Twente. (2015). University of Twente Strategy 2020. University of Twente. Retrieved November 28, 2015, from https://www.utwente.nl/vision2020/en/vision2020-up-to-date/general/new-strategy-ut/