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• Strategic Human Resource Planning in Higher Education
• Washington State University Human Resource Strategy
• Human Resource Strategy of University of Oxford
• HR Strategy for Community College X
• Elite University: The Recruitment Strategy

Strategic Human Resource Planning in Higher Education

Katrin Brückner, Olesya Gladushyna, Alexandra Zinovyeva

Key Words: Human Resources, Human Resource Management, Strategic Planning, Strategy
Abstract
The present paper discusses the role of human resource management (HRM) within higher education institutions (HEIs) and provides an example for a strategic human resource management plan based on a university’s strategic plan. The suggested HRM plan takes into consideration how HRM will integrate with the university’s strategy as well as with other functions such as quality assurance, internationalization, student services and finance. This plan will also give a view on various HRM functions, such as recruitment, selection and retention, workforce planning and development, remuneration and benefits and performance management.

1. Introduction
In the past few decades, higher education institutions have undergone several phases of changes that have considerably impacted their internal structures. European higher education has been under reform for over a decade. Changes starting in the early 1990s have triggered a new distribution of power, thereby strengthening the middle, namely, institutional leadership. Many state ministries have granted autonomy by creating governing boards, establishing performance contracts with the institutions and providing strategic objective.

Those reforms have been accompanied by notions of new public management and by looking at the U.S. system of guidance. Chasing the NPM models with the emphasis on public service orientation brought higher education reforms to Europe and to United Kingdom, namely movement towards institutional autonomy, expansion of higher education and marketisation (Hood, 1991).This movements helped to generate a set of administrative reform doctrines based on the ideas of “professional management” expertise as portable, paramount over technical expertise, requiring high discretionary power to achieve results and central and indispensable to better organisational performance through the development of appropriate cultures (Sporn, 2003) Professional staff recruitment, retainment, development and quality control thus have become the priority for educational structures throughout Europe and UK in particular.
The increased importance of the managerial and administrative body in HEIs for their operational excellence has also underpinned the role of human resources in higher education. Traditionally, human resource management was perceived as personnel management mostly involved in activities surrounding the hiring process and legal compliance. More recently, HEIs understand that strategic human resource management is not only crucial to an organization’s success but also vital to its profitability (DeNisi and Griffin, 2008).
Strategic HR management can be defined as “Integrating human resource management strategies and systems to achieve the overall mission, strategies, and success of the firm while meeting the needs of employees and other stakeholders” (Schwind et al., 2013). Strategic HRM helps to achieve strategic goals through people, HRM functions shall integrate with the company’s values and mission, and HRM contributes to the profit objectives of the organization. At the same time, HRM shall recognize the economic, social and political factors that create the external context in which universities operate.
Due to the nature of HEIs and different type of actors involved, it is important to note that HRM in HE delivers tools and serves as consultant and advisor to departments but shall rather be reactive in its nature and provide assistance wherever needed. The role of HRM in HE can be seen as a valuable strategic partnership to an organization while acting as change agents, administrative experts, human capital developer and employee advocate (Ulrich and Brockbank, 2005).

2. Case Study
The strategic HRM plan presented in this paper is centered around a projected higher education institution (HEI) situated which focuses on delivering excellent teaching and world-class research and forging strong collaborative links between academia, business and government.
The vision of the university is articulated as a leading international technological university – built upon its founding mission as a place of useful learning – that makes a positive difference to the lives of its students, to society and to the world. The mission is to take on responsibility to research, teach and be of benefit to society and reach outside the university to make the world better educated. The values of the university are a) commitment to staff and students through providing opportunities and investing in their development, b) confidence in what they do, c) being innovative and applying knowledge with impact and encouraging creative thinking, d) working together with integrity and e) being ambitious for the institution.
The university’s strategic plan underpins that success will rely upon the commitment of all staff to the delivery of the strategic priorities and encompasses a collaborative, people-oriented and rewarding working environment where staff can benefit from opportunities for development. Success is measured through regular reports on progress against set key performance indicators and through the use of a Performance Measurement Framework. The university has articulated three strategic themes and two cross-cutting themes for its strategic plan until 2020: a) outstanding student experience, b) internationally-leading research, c) world-leading innovation and impact, d) global engagement, e) operational excellence.

3. Strategic HRM Planning
The defined mission statement of this HRM plan is “to engage in best practice human resource management that enables university excellence” in order to meet its vision as “a nationally and internationally recognized employer of choice”.
Firstly, the strategic direction of the HRM plan and HRM objectives shall be aligned with the three strategic and two cross-cutting themes of the university’s strategic plan as they also incorporate and reflect the vision, mission and values of this HEI.
Secondly, the HRM strategies defined in this paper are presented according to their priority. This is to keep in mind that the HRM plan presently described is based on an idealistic view but cannot take financial aspects into consideration.
Lastly, it shall be mentioned that the strategic HRM plan is developed by the HRM department and carried out in conjunction with other departments/ offices, while mostly the head of HR will work closely together with the heads of other staff units and academic departments. 

Chart 1. Organizational structure of the university (simplified)

 

Human Resource Department Strategic Plan

Strategic Theme 1: Outstanding Student Experience

The university is committed to deliver an outstanding student experience. This experience is based on an innovative, collaborative and inclusive educational approach and guaranteed through providing an intellectually stimulating environment. The strategic aim is a) to develop students who are engaged, enterprising, enquiring and ethically, globally and culturally aware b) to develop knowledgeable, skilled and work-ready graduates, c) diversify the student population, d) provide high-quality support, learning and teaching. These objectives shall be met through a) enhancing postgraduate offering and increase uptake, b) tailoring student support to individual transition, c) developing learning and teaching infrastructure, d) maintaining/ improving current level of student retention and satisfaction, e) enabling greater student participation in internships and employment opportunities. Success shall be measured through the undergraduate retention rate, student satisfaction, proportion of graduates in work and the total postgraduate taught population.

HRM Strategy 1: Development opportunities for staff to increase overall students’ satisfaction
Positive students’ experience is a crucial component of overall success of the university, therefore it is important to organize special training and workshops for those employees, who are involved into initial and consequent contact with students.
Welcoming environment for new-coming students’ can add to students’ overall satisfaction. Trainings and workshops can include: facilitating the new coming students (either by phone or in person), questioning to understand the students' needs or problem, listening, confirming understanding, responding with value, using positive language, eliminating jargon, concluding the phone or face-to-face interaction, dealing with dissatisfied students, and the importance of body language and tone of voice. The training procedures can be elaborated in collaboration with Students' Center, external customer service training provider specializing in workshops for customer-service orientation.
As well as the administrative staff, the teaching staff need a specific preparation. Short-term trainings for the academic staff should be based on blended-learning and provided by the the Center of Lifelong Learning. New procedures for the recruitment of new academic staff are to be developed: Teaching Certificate as the requirement for prospective academic staff members. The trainings can be provided by the Center of Lifelong Learning.

HRM Strategy 2: Performance Appraisals
To ensure the implementation of a professional development review process is one of the major responsibilities of Human Resource Department. Competency based job descriptions with expected performance and behavioral outcomes as well as required training and compliance tied to the position is the first step in implementation of the review process.
Understanding the expectations and the difference between unsatisfactory, meeting and exceeding performance expectations
Pay-for performance structure: consistent and objective methodology is needed for evaluating performance
All employees shall have an annual performance review with goals for the next year: The performance evaluation shall include metrics on which the employee is measured. These metrics shall be based on the job description. Rating methods and employee evaluation forms shall be developed by the HRM. HR Managers shall also ensure sufficient trainings for supervisors to foster a positive and stimulating performance process.
High performers shall be rewarded
Low performers shall have performance improvement plans with a specified time period for improvement – with no improvement they shall be removed from the position. The improvement plans are devised in collaboration with the immediate supervisor and the employee and can include

HRM Strategy 3: Work-culture enhancement
Develop a code of conduct that supports the university’s vision, mission and values is a part of the given strategy. Increased awareness of the mission and vision of the University among the staff members is a way to create a tight community spirit. The ways to widespread the mission and vision statements can include: bi-annual open meeting with the Rectorate, communication of achieved results to the staff members through newsletter, round-table discussions about the challenges of the University towards achieving the mission with the department representatives.
A company culture is the way of organizing the work process, and by understanding the corporate culture, the employee will be set up for success. This type of training is performed at an orientation and during the induction phase. Topics might include labor regulations, dress code and customer-service/ professional expectations.
The job expectations and job description manual should be developed on the departmental level as a pilot version and collected by the HR department for overall analysis and specific elaboration.
Strategic Partnerships: University administration

Strategic Theme 2 & 3: Internationally-leading Research and World-leading Innovation and Impact
The university is recognized as leading international technological university where research activities are of central importance. The strategic aim is to a) advance the intensity, quality and international competitiveness of research, b) develop further research collaborations with leading academic, business and government partners, c) enhance the quality of research outputs in order to reach the widest possible audience. These objectives shall be met through a) putting the focus on major research themes, b) growing the population of high-quality post-graduate researchers, c) enhancing researcher development training provision for research staff and students. Success shall be measured through the total won research income, the citation impact and the total post-graduate researcher population.
The university’s goal is to develop world-leading innovation with global impact. This shall be reached through redefining collaboration with industry, business and government and through establishing innovation partnership while supporting sustainable and economic growth. The strategic aim is to a) develop new research for commercial application through expertise of faculty, b) maintain a bold approach to knowledge exchange, c) create benefits for students in terms of development and placement opportunities. These objectives shall be realized through a) expanding the industry engagement model, b) facilitate commercialization, c) growing collaborative research with industry and increasing knowledge exchange. Success will be measured through the total income from licensing, gains on sales and consultancy and total value of industry research income.

HRM Strategy 1: Recruitment of Outstanding Staff and Aspiring Students
Annual meetings with the academic staff of each department to set the set of criteria for new-coming students as well as the expectation of newly recruited academics is a bottom up approach which will assure the bi-lateral communication of administration and academics.
The selection process of new academic staff should be monitored by HR department from the collection of CV to final assimilation of the new employee: CV revisions, publishing interview procedures guidelines, review recruitment policies and procedures including the development of enhanced search procedures.
To diversify the expertise offered at the university, 15% of employees should have an international background so advertising the academic position on international platform can be taken into consideration
To assimilate the employee into new surroundings is the task of HR department. Activities to be undertaken: devising the onboarding plan- assessment forms – onboarding check-lists, appointing the onboarding mentor for each unit, conducting the surveys on on-boarding procedures, collecting the feedback from onboarding mentors.
Collaboration: International Office, Each Academic Department Dean

HRM Strategy 2: Retention of Outstanding Staff and Aspiring Students
Tenure-Track: Internal promotional structures for excellent researchers and a position for lifetime on the competitive basis
Possibility for signing a permanent contract with the university can result in better performance and research activities among academic staff. Tenure-Track contracts can be assigned according to the performance level, length of work experience at the University
Develop strategies to support early career academics in the preparation of grant applications is a part of the given strategy. Academic Mentors & Feedback System: Assigning a more experienced academic mentor for an early career academic will increase the chances of the University in receiving grants and patents.
It is also important to support the career transition of postgraduate students, postdoctoral staff and early career academics

HRM Strategy 3: Development Opportunities for Research Talent
Organising the knowledge exchange in research methodology between more experienced academic staff and young professionals through seminars and workshops (with financial incentives for the hosts of the workshops) can increase the self-confidence of young researchers as well as facilitate the social relationships on a departmental level. This activity is an effective way to promote ongoing awareness on the latest research undertaken at the university.
Price & Award-winning opportunities: maintain and promote collegial communication on research leadership and management across the academic community.

HRM Strategy 4: Help expanding links with external organizations
Knowledge transition (Industry – academic staff)
Attracting industrial professionals to conduct workshops for the target departments on latest trends in innovations and technologies in the relevant fields on a contract basis. Research and innovation transfer
Strategic Partnerships: external stakeholders, existing contracts with industry on departmental level

Cross-cutting Theme 1: Global Engagement
In an age where globalization dictates the nature of every organization, the university will also apply various strategies for internationalization and keep an international outlook. The strategic aims are to a) increase the international nature of research, knowledge exchange and innovation, b) guarantee a teaching and learning experience which equips graduates with the necessary attributes to succeed in the global world, c) enhance strategic alliances with leading academic institutions across the globe, d) attract local and international students, internationalization for diversifying the student population, e) expand mobility programs in order to facilitate student exchange, study abroad and international work placements, f) increase the international diversity among academic staff while recruiting the best and most innovative academics and researchers from across the globe. These objectives shall be reached through a) enhancing international marketing and communications, b) engaging a network of alumni, c) expanding opportunities for international mobility, d) expanding international partnerships, e) increasing diversity of international staff and students. Success will be measured through the number of non-EU students, the diversity of non-EU students and the proportion of academic professional staff who are international.

HRM Strategy 1: International recruitment of staff
The strategy foresees the implementation of the recruitment mechanisms for prospective staff with international reputation and work experience identifying the global competitiveness of the potential applicants at the time of the recruiting process. The recruitment process has to be streamlined applying online application tools and applicant tracking system.
In order to attract best talents and highly professional staff, the university has to design internationally competitive payment schemes and reward systems as well as work-life balance. Additionally, the benefits for staff should be justified in win-win agreements, retirement schemes, pension and health plans.
Strategic Partnership with: International Office, Marketing Department, External Recruitment Agencies.

HRM Strategy 2: Diversity management
Ensuring guidance services for incoming international staff, the university guarantees the smooth adaptability of the new staff to the foreign living and work environment.
The guidance might be realized on a voluntary basis by students interested in receiving experience in communicating with international staff or by colleagues from the same department where a new employee will work. Consequently, the induction training is the basis of a strong workplace culture and should be arranged for each international newcomer. The university has to create and promote the induction website and online induction services for employees. Printed materials (guidebooks, brochures, leaflets) should be distributed to staff informing on work-specific procedures, customer-service and information technology, equity and diversity, labour rules, compensation policy, safety regulations and others.
Strategic Partnership with: International Office, Student Association, Academic Departments.

HRM Strategy 3: Development opportunities
The international or regional mobility is an important element in attracting and keeping talents. The university has to develop various opportunities for academic and non-academic staff in terms of participation in mobility programmes, international fairs or research internships. In most cases, employees perceive a job mobility as a source of professional and personal fulfillment, a chance to develop new skills, broaden experience, cultivate professional networks and as a result to contribute efficiently to the activities of the university.
Strategic Partnership with: International Office, Research Department.

Cross-cutting Theme 2: Operational Excellence
The efficient and effective management of resources, people, finances and information and the successful realization of the strategic vision relies on the collective commitment of all staff to priorities, performance indicators, targets and values. Consequently, the university will a) ensure financial sustainability, b) achieve value for money, c) respond quickly and flexibly to change and developments in the external environment and take advantage of opportunities when they arise. These objectives shall be reached through improving diversity and promoting equality, maximize efficiency and effectiveness and maintaining an operating surplus. Success will be measured through the Athena SWAN delivery award, an operating surplus and carbon emissions.

HRM Strategy 1: Ensure a supportive, people-oriented work environment
Internal marketing agenda concerns the contribution of HRM to value process and includes the following issues: building positive, inclusive and diverse workplace culture; developing and monitoring an anti-bullying strategy; developing and support a safe intercultural environment among employees themselves as well as with the university's stakeholders. HR department is responsible for disseminating good practices and conveying the institutional cultural priorities to each employee through meetings, workshops, institutional mass media, team building activities, etc.
HRM department has to elaborate a range of policies and initiatives that foster diversity: work/life balance options, such as flextime, part-time, sabbatical, and early-retirement working models, home offices, support for working parents and child care facilities.
The holistic and comprehensive health programme should be undertaken to promote the employees' physical well being, as well as their need for a healthy work environment. HR department introduces Business Health Culture Index (BHCI) to measure the stress/satisfaction balance of employees that is an indicator of organizational health and readiness to meet strategic objectives. Specific health programmes should become part of the internal HR strategy and address the needs of employees who have sedentary, highly demanding intellectual work duties covering issues from physical well-being to providing workshops on stress management.
Strategic Partnership with: Senior and Middle Level Managers, Health Department, Accountant Office.

HRM Strategy 2: Compensation and Benefits
The right compensation and benefits strategy helps to build the effective and competitive university and increase performance by utilizing the full potential of their employees. The salaries and bonuses are crucial for the motivation of managers and employees, and the compensation strategy is designed to support the general motivation framework at the institutional level. The compensation and benefits provide tools to build a difference among employees as the high performance corporate culture can be built within the university and it facilitates to retain top talents within the university.
The HR department should elaborate time frame for salary review, clear and explicit criteria for compensation and bonuses and to evaluate properly and systemically the performance of the employees based on the qualitative and/or quantitative results of their work. At the same time, the HR staff has to work on strategies to avoid aggressive competitiveness among employees and safeguard cooperative and team environment.
Strategic Partnership with: Senior and Middle Level Managers, Accountant Office, Quality Assurance Department.

HRM Strategy 3: Development Opportunities
The task of the HRM department is to help new employees to develop competencies needed for their positions meanwhile the current staff should focus on growing and enhancing their skills. Therefore, a deep analysis of the professional advantages and weaknesses of the employees should be carried out to identify their needs and based on the results appropriate programmes or trainings will be provided.
Leadership development is crucial for effective work of the university and the responsibility of the HRM is to build transformational leadership framework as a way to create and promote a transparent and supportive management style. In this regard, institutional or outsourced leadership programmes can be arranged and introduced to the university staff.
Strategic Partnership with: Senior and Middle Level Managers, Quality Assurance Department.

HRM Strategy 4: Workforce Planning
The workforce planning is grounded in its contribution to the achievements of the desired outcomes for the university. Thus, the HRM software has to be installed and develop the efficiency in HR data management. This refers to the e-recruiting and candidate register, online web-based incident reporting process, online management of worker's compensation claims, online promotion processes. There should be a website that offers regular updates on HR activities and shares data with employees which ensures transparency and equity in HR decision-making processes.
Human resource planning includes such activities as analysing external factors, social and demographic changes that might have impact of HR strategies at university level. The identification of the above-mentioned issues lead to better understanding of the workforce demographics, the need for refill and close positions, temporary staffing and outsourcing.
Employee performance is expected to contribute toward the achievement of the university's targets. However, if the results of the work or behaviour are unsatisfactory, correction action must be taken. The correction action ensures the procedures that comply with the legal framework to discipline, dismissal and terminate the employment contract. There are several steps of the discipline control which include verbal reprimand, written reprimand, disciplinary suspension, disciplinary investigation, counselling for improvement, and dismissal.
In case when an employee leaves the organisation, exit interviews are effective tools to identify the advantages of the university; pinpoint the areas for improvement in the university work; confirm the skill sets and competencies required for the specific job position; capture useful knowledge, contacts, tips and experiences from the exiting employee, understand the reason of leaving and take farewell on good terms.
Strategic Partnership with: IT Department, Senior and Middle Level Managers, Accountant Office.

HRM Strategy 5: Succession planning
Succession planning is important to ensure that the university has the human capital capacity necessary to achieve the objectives and effectively deliver results now and in the future. The strategy implements specific steps to make the succession planning productive:
- to identify critical positions within the university;
- to identify key competencies needed for successful performance in priority areas and critical positions including qualifications, behavioural and technical competencies.
- to specify succession management strategies such as developing internal talent pools, onboarding and recruitment;
- to document the strategies as well as retention and turnover data;
- to monitor systematically workforce data and to evaluate the effectiveness of the succession planning, related activities and make necessary adjustments.
Strategic Partnership with: Senior and Middle Level Managers.
HRM Strategy 6: Showcase achievements and expertise
The professional development of HR staff remains an essential task in HRM strategy. The university managers should encourage employees involved in HRM to research, publish the papers on main findings and participate in HR conferences and workshops at local and international levels. The annual award contest for best HR practices might be launched as a motivation tool for HR staff for excellence performance.
Strategic Partnership with: International Office, Research Department.

4. Conclusion
„Higher education is about people. Therefore, the success of HEIs revolves largely around quality of the research, faculty, and staff at these organizations, as well as their ability to raise funds for the institution and deliver a quality education to students.” (Hewitt, 2012)
The strategic HRM plan presented in this paper highlights that people are the main resource that organizations have for delivering services. Strategic HR planning links HR management directly to an organization's strategic plan and that means that staff will have meaningful roles tied to the strategic direction of the organization. Strategically planning how an organization will meet its current and future HR needs and how people will be supported and nurtured within this organization is critical for success.
At an operational level, organizations put in place HR management practices to support management and staff in achieving their day-to-day goals. Whether it's determining how many employees are needed to deliver services over the next year or how performance will be monitored, the HR management practices and activities need to be planned to answer the question: "Where is our organization going and how will it get there?"
An operational plan ensures that employees are properly supported. Policies and procedures both communicate the values of the organization and provide everyone with a consistent process to follow and that knowledge can help them confidently approach situations, particularly difficult situations.
A healthy workplace shall be based on a holistic approach and takes into consideration the physical, spiritual, environmental, intellectual, emotional, occupational and mental health of employees. Wellness promotion doesn't just benefit the employee — an organization filled with healthy, balanced and fulfilled employees is a productive workplace that retains its employees.
Giving employees a sense of shared values and purpose by creating a relationship with them is important. Updating staff on organizational issues through internal communications like e-mail updates and newsletters builds the sense of team and their value to the team.

References
DeNisi, A.S., Griffin, R.W. (2008). Human resource management (3rdedition). Boston: Houghton Mifflin Company. 
Hewitt, A. (2012). 2012 Higher Education Survey: The state of HR effectiveness. Aon Hewitt
Hood, C. (1991). A public management for all seasons?. Public administration, 69(1), 3-19.
Newton, J. (2002). Barriers to effective quality management and leadership: Case study of two academic departments, Higher Education, 44, pp.185-212
Schwind, H., Das, H., Wagar, T. (2013). Canadian Human Resource Management: A Strategic Approach (10th Edition). Toronto: McGraw-Hill Ryerson.
Sporn, B. (2003). Convergence or divergence in international higher education policy: Lessons from Europe. Vienna University of Economics and Business Administration. Accessed April, 29, 2014
Ulrich, D., Brockbank, W. (2005). The HR Value Proposition. Boston: Harvard Business Press, p.9-14.

ANNEX

Table 1. Correlation between HRM strategic objectives and planned activities

Strategic Objective	Activities
Strategic Theme 1: Outstanding Student Experience
Development opportunities for staff to increase overall students’ satisfaction	Trainings and workshops for employees involved into initial and consequent contact with students. The planned activities might improve employees' understanding of students' needs as well as to develop necessary skills and competences in terms of communicating with students and meetings their expectations.
Performance Appraisals	Performance evaluation procedure as well as appraisal should be reviewed and updated with respect to the current mission of the university. The correct performance appraisal should contribute to attract best talents to work with the university and to ensure their long-term commitment to university's objectives.
Work-culture enhancement	A code of conduct should be developed to promote university's vision, mission and values among all internal and external stakeholders.
Strategic Theme 2 & 3: Internationally-leading Research and World-leading Innovation and Impact
Recruitment of Outstanding Staff and Aspiring Students	The improvement of the HRM work in recruitment can be done through devising the onboarding plan, appointing the onboarding mentor for each unit, conducting the surveys on on-boarding procedures, collecting the feedback from onboarding mentors. These actions might have a positive impact on the image of work at the university, and eventually, should result in high motivation among students to compete for university vacancies.
Retention of Outstanding Staff and Aspiring Students	Tenure tracks can be offered to highly professional staff to provide them with long-term stability options. At the same time employees at their early career should be motivated to continue working at the university through a special policy of bonuses.
Development Opportunities for Research Talent	Establishment of a fund for annual awards for active researchers, support for attending research workshop, for arranging study visits and research stays at world-class universities.
Help expanding links with external organizations	Communication strategy with external organization is to be revised and developed. On this basis, various workshops and meetings have to be arranged frequently to establish strong links with external organizations and enterprises.
Cross-cutting Theme 1: Global Engagement
International recruitment of staff	Online application tools and applicant tracking system have to be created along with the introduction of internationally competitive payment schemes, reward systems and appropriate work-life balance environment. It may help to streamline the application process and to attract larger number of potential candidates for a position and to retain the best talents that can influence the university's prestige and rankings due to their excellent work and contribution.
Diversity management	Guidance services for incoming international staff should be ensured to guarantee smooth adaptation. With this aim booklets, brochures and leaflets should be published. The university web-site should provide comprehensive information on the living and working environment to make new staff aware on equity and diversity, labour rules, compensation policy, safety regulations and others.
Development opportunities	The university has to develop various opportunities for academic and non-academic staff in terms of participation in mobility programmes, international fairs or research internships.
Cross-cutting Theme 2: Operational Excellence
Ensure a supportive, people-oriented work environment	Internal marketing agenda should be constantly maintained at the university by disseminating good disseminating good practices and conveying the institutional cultural priorities to each employee through meetings, workshops, institutional mass media, team building activities, etc.
Compensation and Benefits	The right compensation and benefits strategy is to be implemented. It will help to build the effective and competitive university and increase performance by utilizing the full potential of their employees. The salaries and bonuses are crucial for the motivation of managers and employees, and the compensation strategy is designed to support the general motivation framework at the institutional level.
Development Opportunities	A deep analysis of the professional advantages and weaknesses of the employees should be carried out to identify their needs and based on the results appropriate programmes or trainings will be provided.
Workforce Planning	The HRM software has to be installed and develop the efficiency in HR data management. This refers to the e-recruiting and candidate register, online web-based incident reporting process, online management of worker's compensation claims, online promotion processes. There should be a website that offers regular updates on HR activities and shares data with employees which ensures transparency and equity in HR decision-making processes.
Succession planning	Succession planning which should be carefully developed and put in practice is important to ensure that the university has the human capital capacity necessary to achieve the objectives and effectively deliver results now and in the future. Therefore, there is an urgent need to identify critical positions and key competences within the university, to develop internal talent pools and onboarding, to monitor systematically workforce data and to evaluate the effectiveness of the succession planning, related activities and make necessary adjustments.
Showcase achievements and expertise	The university managers should encourage employees involved in HRM to research, publish the papers on main findings and participate in HR conferences and workshops at local and international levels. The annual award contest for best HR practices might be launched as a motivation tool for HR staff for excellence performance.

COMMENTS FROM ANDY:

I also like your chapter and feel you have understood the topic and the task well.

When you discuss the increasing managerialism of universities, it would be nice to explain some reasons for this – massification, fiscal pressures, broadening stakeholder expectations, etc. This would make it more balanced and justify this claim.

Your introduction sets up the expectations well. I do, however, have one question: do you really think that HRM should be reactive? Many HR directors demand to be part of the organisation’s strategic/senior management team, and thus have a voice about the strategic direction of the organisation. Of course, they also are an internal service provider, as you describe. It may be better to say that historically, HRM in universities has been reactive and administrative, but given the complex environment in which they operate (which you describe), HRM is now required to be more strategic.

I also miss a clear description of the HR department, and how it fits into the university organisation and structure.

The structure of your paper nicely links the institutional strategy with the HRM strategy. I do agree with Attila, though, that you could elaborate on exactly how you expect each HR activity will support/reinforce the strategic objective.

Also, a table would be a great way to clarify and summarise these connections.

Overall, well done.