Unitrans HR Strategic Plan

HR Strategic Plan FY 2012 - 2013 Freight & Logistics Human Resources Strategic Plan

Freight & Logistics Human Resources Strategic Plan FY 2012 – 2013

Table of Contents 1.

Message from the HR General Manager

2.

Our Vision & Mission

3.

HR Trends & Challenges

4.

Our SWOT Analysis

5.

Aligning HR with the Business Strategic Needs

6.

HR Strategic Focus Areas - Meeting the Challenge

1. Message from the HR General Manager I am pleased to present you with the Human Resources (HR) Department Strategic Plan for FY 2012-13. The development of this plan was a collaborative process that represents the Human Resources Department’s annual review of its mission in light of the dynamic forces and changes within the internal and external environment.

The HR Department is committed to providing innovative services and critical data and analytics that will allow for process improvements and increased effectiveness and efficiencies. We recognise our vital role in partnering with the business to attract, develop and retain staff; restructure and redesign services; and develop change management strategies.

Additionally, we recognise the importance of continued successful negotiations with labor organisations to implement sustainable structural changes.

Strategic talent management is a key factor to our business. The HR Department will continue to implement succession planning initiatives and employee engagement efforts, including a highly effective performance management system.

The HR Strategic Plan sets the direction for the Department to address the trends and challenges the business, will face in the upcoming years.

2. Our Vision and Mission

Vision:

To be integrated and innovative strategic HR business partner.

Mission:

To have the right people, in the right positions to drive business strategy.

3. HR Trends and Challenges During the next couple of years, a broad set of organisational challenges must be addressed that have management, workforce, technological and financial implications for our business. How we respond to these challenges will impact our ability to position the business as an employer of choice that maximizes organisational and individual potential.

HR Technology HR is committed to streamlining business processes in order to decrease costs and improve service delivery. We plan to fully leverage our information technology resources to offer flexible, user-friendly and integrated systems. We need to maximise technology to streamline HR transactional activities.

Profitability through Cost and Growth Unitrans Freight and Logistics Human Resources will need to work more collaboratively with the business units they serve, at a strategic level, to help support their short and long term goals and objectives. HR wants to become integral to the strategic decision making practices of the business and in so doing become a strategic business partner. Joining the major players at the organisation’s cardinal business table requires that the HR management function comes to grips with the key HR issues as well as key business issues facing us today.

In brief the challenges we face:

Globalisation HR needs to create models and processes for attaining global agility, effectiveness, and competitiveness. Human Resource Business Partners (HRBP’s) must master global operating skills and the HR function must build global capabilities for the organisation such as the ability to move talent, ideas, and information around the business.

Focusing on Value Chain HR needs to refocus practices more on the value chain and less on transactional activities at an operational level. This is important because by shifting the focus from transactional to our value chain; all HR activities become defined according to customer criteria.

The main paths to growth include through leveraging customers, leveraging core competencies and mergers, acquisitions or joint ventures. Each of these has HR implications and requires co-operation between management and HRBP’s to design and deliver new approaches to business.

Attracting and Retaining Intellectual Capital The challenges that HR faces, both in terms of cementing its own position within an organisation and in devising effective and innovative strategies, requires a healthy supply of high-quality professionals. HR therefore needs to compete for the best people, so that we are able to attract good people, use them effectively, develop them and retain their skills within the organisation.

Transforming the Organisation Our business has gone through one change initiative after another including downsizing, consolidations and restructuring. Unlike many of these turnaround efforts, transformation goes to the heart of the organisation changing the fundamental image of the business, as seen by customers and employers. HR has to play a leading role in organisational transformation by committing to assisting business partners with achieving a BBBEE rating and a diverse workforce.

Leadership Transformation Establishing a strong pipeline of potential leaders is important for any organisation’s future well-being. It is not just about Managers and Leaders, in the changing scenario Leadership has to take a new direction and set of capabilities.

Leader’s capabilities and skills need to be redefined and deployed.

The above challenges we face require new approaches from the HR function both in product and in service delivery.

4. Our SWOT Analysis

A summary of our Internal and External SWOT Analysis

Internal

External

Strengths

Opportunities

-

Customer focus

-

Technology

-

Customer intimacy

-

Competitive advantage

-

Client relationships

 Logistics competence

-

Suppliers

 Expansion in SCM

-

Finance management

 Creating capability

-

Skills / experience

 Development of people

-

Technology

 Expand business with current clients

Weaknesses -

Stakeholder management

-

Expectations clarification

-

Succession planning / knowledge management / closing the gap

-

Communication (top down / bottom up)

-

Re-active behaviour

Threats -

Legal implications

-

Contracts ending (current clients going on tender again)

-

Retention of current clients

5. Aligning HR with the Business Strategic Needs Transactional work of HR defies what has been and often still is the description of traditional HR: managing payroll, administration of benefits, co-ordinating company events, negotiating employee contracts, handling staffing issues and ensuring legal compliance.

As transaction gets done quicker HR must now shift attention and focus on delivering strategic and transformational outputs.

Our business demands capabilities of agility, speed, innovation, collaboration, talent and resilience. These organisaitonal capabilities shape the agenda of HR, who in turn want to turn the traditional administration role for one centered on creating strategic value. A summary below of how HR will align with our business strategic needs:

HR Governance »

Abide by legal appliance (EE, BBBEE, Bargaining Council Agreement etc.)

»

Policy, procedures and guidelines

»

HR delivery model to support the business

»

HR delegation of authority

»

Forums, meetings and reporting lines

War on Talent »

Ensure that we have the right people/talent timorously to support the growth

»

Attracting and sourcing employees of choice

»

Develop employees to meet individual and organisational expectations

»

Implement a highly effective performance management system

»

Solid succession planning

»

Career paths, counselling and individual development plans

»

Retain employees of choice

Data and Reporting »

Quality storage, collection and reporting of HR information

»

Data integrity

»

Understand what we have to measure and track to ensure value add

A summary model below of integrated HR process (C&I Robinson), that will assist us with a framework in aligning with the business needs.

6. HR Strategic Focus Areas - Meeting the Challenge KPA: POLICIES & PROCEDURES

1.

Draft critical USCS policies & procedure for review

5%

22 June ‘12

Z.O

2.

Identify Freight & Logistics critical policies

10%

29 June ‘12

Z.O

3.

Conduct survey of some of the identified policies to determine current practices

30%

31 Oct ‘12

Z.O

4.

Publish approved policies on intranet

15%

Ongoing

Z.O

5.

All policies published and communicated

10%

30 June ‘13

Z.O

6.

Annual revision and amendments

30%

Ongoing

Z.O

KPA: HR STRATEGY

1.

HRBP team to send through status report of the “Must win Battles”

10%

10 May ‘12

HRBP

2.

Review climate survey findings/results

15%

5 June‘12

HRBP

3.

Written strategic document

40%

29 June ‘12

K.M

4.

HR marketing strategy and plan

20%

7 August ‘12

5.

HR communication plan template

10%

19 June ‘12

Z.O, E.V & Ursula M.C & N.D

6.

Communication and marketing plan to be designed per HR project

5%

Ongoing

HRBP’s & Ursula

KPA: HR ROLE CLARITY

1.

HR Team to be sent their respective job profiles

5%

4 May ‘12

K.M

2.

20%

7 May ‘12

HR Team

3.

HR Team to comment on their respective job profiles (changes/amendments/ inclusions) K.M to respond to all HR Team comments

20%

13 July ‘12

K.M & E.V

4.

HR Team to individually finalise job profiles, and sign off

25%

13 July ‘12

K.M & E.V

5.

Consolidated HR Calendar to be designed and distributed

10%

29 June ‘12

T.M

6.

HR Team to complete IPA’s and send to K.M

15%

25 June ‘12

HR Team

7.

HR Team job profiles and IPA’s to be uploaded by HRSS

5%

31 July ‘12

K.M & Z.O

KPA: HR INFORMATION MANAGEMENT SYSTEM

1.

10%

30 July ‘12

Z.O

2.

Verification and correction of critical data – Job Titles, Genders, Races, Reporting Lines System set up of training records

10%

29 June ‘12

Z.O

3.

System set up for Equity Plans

10%

29 June ‘12

Z.O

4.

Train HRBP on HRIMS

15%

29 June ‘12

Z.O

5.

Upload training records for past BBBEE year

10%

30 Nov ‘12

Z.O

6.

Implement new HR report for Line Managers

5%

2 July ‘12

Z.O

7.

Distribute monthly reports to HRBP

5%

Z.O

8.

Create an electronic database for information not available in HR system and implement Upload of historic discipline records

10%

Ongoing from 1 Aug ‘12 28 Sept ‘12

10%

31 Dec ‘12

Z.O

10. Update of Employee Personal information and documents

10%

31 Dec ‘12

Z.O

11. Data audits

5%

Ongoing

Z.O

9.

Z.O

KPA: JOB PROFILES

1.

Audit all jobs in Freight & Logistics

10%

29 June ‘12

Z.O & E.V

2.

Identify critical and scarce skill jobs

5%

29 June ‘12

3.

25%

29 July ‘12

4.

Profile critical jobs and scarce skills and get incumbents to sign off. Profiles include: Operations Manager, Contract Manager, Contract Supervisor & Technical Profile support roles and get incumbents to sign off

K.M & HRBP’s K.M & E.V

25%

17 Dec ‘12

K.M & E.V

5.

Keep a control file in Shared Services

5%

31 Dec ‘12

Z.O

6.

Profile remainder of roles and get incumbents to sign off

25%

28 March ‘13

K.M & E.V

7.

Job profiles to be uploaded by HRSS

5%

29 July ‘12 Ongoing

K.M, E.V & Z.O

KPA: E-RECRUITMENT SYSTEM

1.

Finalise Recruitment policy & procedure

5%

31 July ‘12

Z.O

2.

Approval and purchase of an E-Recruitment System

10%

18 May ‘12

Z.O

3.

System set up with Marketing, HR, Administrator, Pnet

35%

30 July ‘12

Z.O

4.

Communication and marketing plan

10%

23 July ‘12

Z.O & Ursula

5.

Road show / Training drive

15%

23 July ‘12

Z.O

6.

Implementation & management of system

10%

1 August’12 Z.O & HRBP’s

7.

Recruitment statistics included in monthly HR Report from HRSS

10%

Ongoing

Z.O

8.

Preferred supplier list to be drafted and communicated

5%

31 July ‘12

Z.O

KPA: INDUSTRIAL RELATIONS

1.

Appoint a Specialist Consultant to design IR toolkit

25%

30 July ‘12

K.M & G.V

2.

Train HRBP’s on IR toolkit

20%

31 July ‘12

HRBP’s

3.

Train line managers on IR toolkit

35%

28 Sept ‘12

K.M

4.

Establish a roster of chair person to be rotated when there is an enquiry

10%

31 July ‘12

K.M

5.

Each depot to have joint leadership forums (JLF’s)

5%

28 Sept ‘12

HRBP’s

6.

HRBP’s to keep records of monthly JLF’s in terms of minutes and attendance registers and hand over to HRSS for record keeping

5%

Ongoing

HRBP’s

KPA: RENUMERATION & REWARD

1.

Grade every position

30%

28 Sept ‘12

K.M, E.V & Z.O

2.

Benchmark every position

25%

28 Sept ‘12

K.M, E.V & Z.O

3.

Identify those who are overpaid and those that are underpaid

15%

28 Sept ‘12

K.M

4.

Establish a Freight & Logistics Remco and gain approval for corrections

20%

30 Nov ‘12

K.M

5.

Implement corrections

10%

Ongoing

K.M

KPA: LEARNING & DEVELOPMENT

1.

Appoint a Learning & Development Specialist

10%

25 June ‘12

K.M & M.N

2.

10%

31 Aug ‘12

K.M & M.N

3.

All operational positions to have a skills matrix. This includes: Operations Manager, Contract Manager, Contract Supervisor & Technical Conduct skills audit for operational positions

15%

30 April ‘13

K.M & M.N

4.

Draw up and implement development plans for operational positions

25%

31 July ‘13

K.M & M.N

5.

Design framework for driver training

15%

30 June ‘12

K.M & M.N

6.

Identify and implement supervisory and management training programmes

10%

31 Oct ‘12

K.M & M.N

7.

Revive contract management training programme

5%

31 Oct ‘12

K.M & M.N

8.

Recruit 2 new trainees to attend contract management trainee programme (Learnership) Centralise training administration invoicing

5%

31 Oct ‘12

K.M & M.N

5%

31 July ‘12

F.M & Z.O

9.

KPA: EMPLOYMENT EQUITY

1.

Appointment a Specialist Consultant

10%

29 June ‘12

K.M & E.V

2.

Design employment equity plan

20%

29 June ‘12

K.M & E.V

3.

K.M to educate Exco on EE process and targets

10%

31 July ‘12

K.M

4.

HRBP’s to educate Manco on EE process and targets

20%

31 Aug ‘12

HRBP’s

5.

HRBP’s to educate Ops on EE process and targets

20%

28 Sept ‘12

HRBP’s

6.

Design monthly progress report

15%

K.M & Z.O

7.

Drive accountability and progress monitoring through Exco

5%

Ongoing from 1 Aug ‘12 Ongoing

K.M

KPA: PERFORMANCE MANAGEMENT

1.

Appoint a Specialist Consultant to design toolkit

15%

31 July ‘12

K.M

2.

Train HRBP on toolkit

15%

31 Aug ‘12

K.M

3.

HRBP to train line managers

30%

30 Nov ‘12

HRBP’s

4.

10%

31 Aug ‘12

HRBP’s

5.

All grades 7 and above to have signed performance contracts (using old template) Mid year reviews conducted

10%

31 Jan ‘13

HRBP’s

6.

Final reviews conducted

10%

31 June ‘13

HRBP’s

7.

Calibration of scores and final increase schedules agreed with GM’s

5%

28 June ‘13

HRBP’s

8.

Final approval of increase schedules and calibration with COO’s & GM’s

5%

28 June ‘13

K.M

KPA: SUCCESSION PLANNING

1.

Agree critical jobs and scare skills at Exco level

15%

28 Sept ‘12

K.M

2.

Identify successors based on last two performance ratings

30%

31 Dec ‘12

K.M & Exco

3.

Conduct psychometric assessments on potential successors

15%

28 Feb ‘13

K.M

4.

Ratify successor list with Exco post assessments

10%

29 Mar ‘13

K.M

5.

Agree development plans with successors

20%

29 Mar ‘13

K.M

6.

Where there are no suitable successors agree talent management strategy to source/develop successors and agree with Exco

10%

31 May ‘13

K.M