CSC 101 MANAGEMENT IN A PRIVATE TERTIARY IN INTRODUCTION TO - - PowerPoint PPT Presentation

CSC 101 IN INTRODUCTION TO COMPUTER SCIE IENCE Lecture 3

Professor Charles Ayo

STRATEGIC HUMAN RESOURCE MANAGEMENT IN A PRIVATE TERTIARY INSTITUTION

• Prof. Charles Ayo

Vice-Chancellor, Trinity University, Yaba, Lagos.

Being a Presentation at the Annual Staff Colloquium of Caleb University, Imota, Lagos. 11th Sept. 2019

Outline

• 1. Acknowledgements
• 2. Introduction/Overview of SHRM
• 3. 21st Century HEIs – Global Perspectives
• 4. Drivers for SHRM in Private Institutions
• 5. Matching SHRM with Organisational Goals
• 6. Recommendations and Conclusion
• 7. References

ACKNOWLEDGEMENTS

• I wish to appreciate the Ag. Vice Chancellor and my Pastor
• f over 20 years for this singular honour of invitation to

make this presentation.

• The

Senate, Faculty, Staff and Students

• f

Caleb University.

• This is my first time here and it is a great privilege for me.

3

Introduction/Overview of SHRM

4

Introduction/Overview of SHRM

Definitions:

• 1. Human Resource Management (HRM)
• Attraction and Retention of employees and to ensure that high Perform

Expectations are met as well as adequate contributions to the Organizational Goals.

• 2. HRM Activities
• Recruitment and selection
• Training and development
• Performance appraisal and feedback
• Pay and benefits
• Labour relations

5

Introduction/Overview of SHRM Cont’d

• 3. Strategy
• The long-term direction and scope of an organization for achieving her

competitive advantage through its configuration of resources within the changing environment in order to fulfil the stakeholders’ expectations.

• Levels of Strategy

i. Corporate Level Strategy – What business are we in? – Overall scope of the organization ii. Business/Competitive Level Strategy – How do we compete? – Competition within the market place (Products and Customers)

• iii. Operational Level Strategy – How do we support the B/CLS level?

– How the various subunits contribute to the higher-level strategies

6

Introduction/Overview of SHRM Cont’d

• 4. Strategic Human Resource Management (SHRM)
• The pattern of planned HR Deployments and Activities intended to achieve the

Organizational Goals.

• 5. “Six Sigma” quality improvement plans
• Ensuring that an organization’s products and services are as free of errors or

defects as much as possible through a variety of human resource-related initiatives.

7

Introduction/Overview of SHRM Cont’d

SHRM:

• Involves the development of a consistent, aligned

collection of practices, programs, and policies to facilitate the achievement

• f

the

• rganization’s

strategic objectives.

• Requires abandoning the mindset and practices of

“personnel management” and focusing on strategic issues than operational issues.

8

Introduction/Overview of SHRM Cont’d

Traditional vs Strategic HR

9

Introduction/Overview of SHRM Cont’d

Barriers to Strategic HR

10

• Globalization
• Profitability through Growth
• Technology
• Intellectual Capital
• Change, Change, and More Change

Critical Business Changes

Introduction/Overview of SHRM Cont’d

Outcomes of Strategic HR

11

Introduction/Overview of SHRM Cont’d

Strategic HRM Model

12

21st Century HEIs – Global Perspectives

13

21st Century HEIs – Global Perspectives

• HEIs/University in the 21st Century?

✓A HEI is a degree awarding institution of higher learning that has:

• a conducive and serene environment for learning;
• well-equipped (state-of-the-art) laboratories and studios for Teaching

& Research;

• regular supply of electricity & Internet 24/7;
• qualified and experienced faculty and staff; and
• comfortable accommodation for students and staff amongst others.

14

21st Century HEIs – Global Perspectives Cont’d

15

S/N Name Purpose/Ownership Moto Date Estab. 2014 Rankg 2017 Rankg 2018 Rankg 2019 Rankg 1 Harvard University Protestant Church Truth 1636 1 6 6 6 2 Cambridge University Anglican, Church of St. Mary the Great From this Place we Gain Enlightenment & Precious Knowledge 1209 4 4 2 2 3 Oxford University Catholic Church of St. Mary the Virgin The Lord is My Light 1096 5 1 1 1 4

• Univ. of

Calif, Berkeley Offering Curriculum in Latin and Greek “The Pervading Influence & the Spirit of Christian Religion Let There Be Light 1868 6 10 18 5 5 Princeton University Presbyterian Under God’s Power She Flourishes 1746 7 7 7 7 6 Yale University Training of Ministers Light and Truth 1701 8 12 12 8

21st Century HEIs – Global Perspectives Cont’d

Features of the average top 200 university ✓Has a total annual income of $751,139 per academic ✓Has a student-to-staff ratio of 11.7:1 ✓Hires 20 per cent of its staff from abroad ✓Has a total research income of $229,109 per academic ✓Publishes 43 per cent of all its research papers with at least one international co-author ✓Has a student body made up of 19 per cent international students (Our Guide Toward SHRM)

16

Drivers for SHRM in Private Institutions

Drivers for SHRM in Private Institutions “To create the future, we will need a huge shift in thinking, values, and action.”

• Albert Einstein

Drivers for SHRM in Private Institutions Cont’d

• Ranking and Benchmarking are the greatest drivers for Change.

The Ranking Bodies include:

• 1. Times Higher Education (THE) World University Ranking
• 2. Shanghai Jiao Tong University Ranking (SJTUR)/WARR
• 3. Cybermetrics Lab. (Webometrics Ranking)
• 4. Cybermetrics Lab. (Repositories Ranking)

Drivers for SHRM in Private Institutions Cont’d

The Ranking Bodies include:

• 1. THEWUR
• a. Teaching (30%) [Smart boards, LMS, Broadband, Tablets, etc.]
• b. Research (30%) [Digital Libraries, Databases, Broadband,

Plagiarism test, etc.]

• c. Citation (30%) [OERs, Research quality, Web presence, etc.]
• d. International Outlook (7.5%) [Foreign presence – Staff & Students]
• e. Industry Income (2.5%) [Research productivity & Community Impact]

Above all, Specific Faculty must be Identified for Specific Assignments

20

Drivers for SHRM in Private Institutions Cont’d

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• 2. SJTUR Parameters

Drivers for SHRM in Private Institutions Cont’d

22

Indicators Description Source Weight Presence Size (number

• f

webpages)

• f

the main subdomain of the institution. All subdomains sharing the same (Main and Central) webdomain and all the rich files (pdf, ps, doc, pptx, etc) documents. Google 5% Visibility (Impact) Number

• f

external networks (subnets)

• riginating

backlinks to the institution’s webpages. Ahrefs Majestics 50% Transparency (Openness) Number of citations from top authors according to the source. Google Scholar Citations 10% Excellence (Scholar) Number of papers among top 10% most cited in 26 disciplines. Data for the five year period (2011-2015) for 2018 ranking. Scimago 35%

• 3. Webometrics Ranking Parameters

Drivers for SHRM in Private Institutions Cont’d

• 4. Repositories

Objectives are to:

• Support Open Access Initiatives.
• Grant free Access to Scientific and Academic publications to

Researchers and Institutions in the developing countries in particular.

• Motivate Scholars and Institutions to create Web presence to reflect their

Academic endeavours.

• Measure Global Visibility and Impact of Scientific Repositories.

23

Drivers for SHRM in Private Institutions Cont’d

24

S/N Indicators Description Weight (%) 1. Size Total number of pages provided 20 2. Visibility Number of external links received 50 3. Rich Files Number

• f

documents in pdf format from Google 15 4. Scholar Total number of entries in Google Scholar 15

• 4. Repositories Ranking Parameters

Matching SHRM with Organisational Goals

Matching SHRM with Organisational Goals

About Caleb University

➢Our Vision: To be leader in producing manpower in commerce, technology and environment; with due regard to relevance to societal needs. ➢Our Mission: To provide opportunities for respectable, qualitative and relevant university education for regular and mature students, with due recognition of gender sensitivity for good and balanced societal development. ➢Motto: For God and Humanity ➢Core Values: → Godliness → Innovation → Service → Integrity → Teamwork → Excellence → Creativity ➢Ranking (WEBO July, 2019): Nigeria – 124 Over 225 World – 16027 Over 28284

Matching SHRM with Organisational Goals Cont’d

• About Caleb University
• Fact Sheet – NA
• NT – 105
• TS – ??
• Senate – 19
• OER - ??
• Colleges – 6
• (COPAS-16p, CASMAS-14p (Acct. Rep), COPOS -2p Dean Same as COPAS),

COLENSMA – 8p Same Dean, COLED – 4p

Let’s Visit the Website of Caleb University- DAPU/DCC

Matching SHRM with Organisational Goals Cont’d

• Every Organisation is governed by the Institutional Vision and Goal
• Short and Long-term Goals
• Strategic Plan
• SHRM should revolve around:
• Driving Excellence in Teaching (Teaching Facilities & Staff:Student)
• Driving Excellence in Research (Quality Research & Publications)
• Driving Excellence in all Facets of the University Operations

Matching SHRM with Organisational Goals Cont’d

Fish-bone Diagram of Higher Education Operations

Matching SHRM with Organisational Goals Cont’d

30

S/N Operations Unit(s) in Charge 1 Curriculum DAPU- Curriculum Committee 2 Research DoR/Research Committee 3 Teaching/Learning DAP&QA-Academic Planning, Quality Assurance & Registry 4 Infrastructure DPP/DCC/DLS-IT, Physical Planning (Structures, Power, Water, etc), Library 5 Students Support DMC/DoC/DoS-Medical, Counselling, Sports, & Bursary 6 Organization and Management Reg/DoF-Registry, Students Affairs & Bursary 7. Best Practice DAP&QA/DoR-Academic Standards & Quality Assurance, Innovation

Operations of Higher Education & Units in Charge

Matching SHRM with Organisational Goals Cont’d

Driving Excellence within the various units of the University

✓Effectiveness – working on the right things ✓Efficiency – doing things right ✓Excellence – doing the right things right

31

Matching SHRM with Organisational Goals Cont’d

S/N Institution ACE S/N Institution ACE 1 RUN, Ede Genomics of Infectious Diseases, ACEGID 9 BENSU, Makurdi Food Technology and Research, (CEFTER) 2 AUST, Abuja PAN African Materials Institute, PAMI 10 LASU, Lagos Innovative and Transformative STEM Education 3 FUNAAB, Abekuta Agricultural Development & Sustainable Environment, CEADESE 11 CU, Ota Applied Informatics and Communication 4 ABU, Zaria Neglected Tropical Diseases and Forensic Biotechnology, ACENTDFB 12 UNIPORT Public Health and Toxicological Research (PUTOR) 5 UNIJOS Phytomedicine Research & Development, ACEPRD 13 UNN, Nsuka Sustainable Power and Energy Development 6 UNIBEN Reproductive Health and Innovation, CERHI 14 NOUN Technology Enhanced Learning (ACETEL) 7 UNIPORT (2) Oil Field Chemicals,(CEFOR) 15 FUTO, Oweri Future Energies and Electrochemical Systems (ACE-FUELS) 8 OAU, Ile- Ife ICT-Driven Knowledge Park 16 ABU, Zaria New Pedagogies in Engineering Education (ACENPEE)

African Centres of Excellence

Matching SHRM with Organisational Goals Cont’d

S/N Institution ACE S/N Institution ACE 17/ 18 BUK, Kano (2) ACE in Dryland Agriculture, CDA & Centre for Population Health and Policy (ACEPHAP) 19 UNILAG Drug Research, Herbal Medicine Development and Regulatory Science (ACEDRHMDRS) Other African Countries 1 Ethiopia (4) Climate Smart Agriculture and Biodiversity Conservation (Climate SABC) Kenya Centre of Excellence in Phytochemicals Textiles and Renewable Energy (PTRE) Centre for Innovative Drug Development & Therapeutic Trials for Africa (CDT- Africa) 3 Malawi (2) Aquaculture and Fisheries Science (Aquafish) Centre of Excellence ACE for Water Management (ACEWM) Centre for Public Health and Herbal Medicine (CEPHEW) African Railway Education & Research Institute (ARERI) Mozambique Center of Studies in Oil and Gas Engineering and Technology (CS-OGET) 2 Kenya (3) Centre of Excellence in Sustainable Agriculture & Agribusiness Management (CESAAM) 4 Rwanda (4) Energy for Sustainable Development (ACEESD) & Data Sciences (ACE-DS) & Internet of Things (ACEIoT) Sustainable Use of Insects as Food and Feeds (INSEFOODS) Teaching and Learning Mathematics and Science(ACEITLMS)

Matching SHRM with Organisational Goals Cont’d

S/N Institution ACE S/N Institution ACE Other African Countries 5 Tanzania (4) Innovative Rodent Pest Management & Biosensor Technology Development (IRPM&BTD) 7 Uganda (4) Makerere University Centre for Crop Improvement (MaCCI) Southern African Centre for Infectious Disease Surveillance (SACIDS) Centre of Materials, Product Development & Nanotechnology (MAPRONANO) Water Infrastructure & Sustainable Energy Centre for the Futures (WISE) Agro-ecology & Livelihood Systems (ACALISE) Collaborating Centre for Research, Evidence, Agricultural Advancement & Teaching Excellence & Sustainability (CREATES) Pharm-Biotechnology & Traditional Medicine Centre (PHARMTRAC) 6 Zambia (2) Emerging and Zoonotic Diseases (ACEEZD) 8 Benin ACE in Applied Mathematics The Copperbelt University Africa Centre

• f Excellence for Sustainable Mining

9 Cameroon ACE in Application of Information Technology

Matching SHRM with Organisational Goals Cont’d

S/N Institution ACE Other African Countries 10 Burkino Faso

ACE in Environment and Water Engineering with Agro-business elements

11 Ghana (3)

ACE in Water and Environmental Engineering and Sciences ACE in Crop Science and Plant Breeders ACE in Cell Biology of Infectious Diseases

12 Senegal

ACE in Mathematics and ICT ACE in Maternal and Child Health

13 Togo

ACE in Poultry Sciences

Matching SHRM with Organisational Goals Cont’d

Strategic HR needs of Caleb University:

• 1. Improve on Staff/Student ratio prescribed by NUC
• 2. More Teaching & Technical Staff (Teaching, Research & Lab Work)
• 3. Carve a Research Niche for the University (Built Environment –

Archy, Town Planning, Pollution, etc.) – Identify a gap in ACE

• 4. Introduce a Reward System
• 5. Seek International Collaboration and Partnership
• 6. Motivate Faculty and Staff for enhanced Output

Recommendations and Conclusion

Recommendations and Conclusion

Every Strategic move of an Organisation requires a Paradigm Shift in her Modus Operandi (Change) When introducing Change, follow these steps:

• State the change
• Listen to feedback
• Acknowledge the feedback
• Maintain emotions
• Gain support
• Develop clear roles
• Provide training
• Reward the acceptance

Recommendations and Conclusion

• Before you implement strategic human resource management, you will

need to create a strategic HR planning process using the steps below:

• Develop a thorough understanding of your company’s objectives
• Evaluate your HR capability
• Analyze your current HR capacity in light of your goals
• Estimate your company’s future HR requirements
• Determine the tools required for employees to complete the job
• Implement the human resource management strategy
• Evaluation and corrective action

Recommendations and Conclusion

• Every Change comes with some consequences on the workforce (HR)
• Some will embrace the change others will revolt and leave the
• rganisation
• The Covenant Example:
• At Inception:
• Automatic Accommodation
• Automatic Car Loan
• 2005 PG Programme Revolt
• About 50 Faculty resigned same day
• Conference Support (One International Yearly)

Recommendations and Conclusion

• Staff Motivation
• Duty Value Allowance (DUVA)
• Cash Reward for High Impact Publications & Patents
• Academic Productivity Task Allowance (APTA)
• Collaboration with Foreign Faculty & Institutions
• MoUs Signed
• Appointment of Visiting Professors
• 2012 – 16: My Tenure as VC (Birth of Vision 10:2022)
• Unlimited Conference Support (Google Scholar & Scopus Indexed)
• Publications Payment Support (Scopus Indexed)
• Establishment of Research Clusters (From 4 to 22)
• Nurtured Research Cluster to Research Centres
• Nurtured Research Centres to ACE
• Hired Foreign Faculty for Teaching & Research during Summer

Recommendations and Conclusion Strategies for Hiring the Quality Workforce

• Hiring is Needs-based
• Research-endowed Faculty are giving priority:
• Quality Publications
• Quality Teaching (Not in all cases)
• Quality Patents
• Provides the Hard Currency needs for the Institution (2 or 3 Staff)
• Enjoy the best of both worlds
• Enjoy preferential treatment
• Travel wide and improve the reputation of the University and self.

Recommendations and Conclusion

Strategies for HR is largely informed by: ➢Ensuring Quality of Service across the Operations of the University (Fish-bone diagram) ➢Hire Strategic Faculty/Staff for Research ➢Ensure Collaboration via:

➢Joint Research ➢Joint Publications

➢Ensure regular capacity building in:

➢Research ➢Teaching Pedagogy (PBL/RIT) ➢Engage experienced Foreign Faculty as Visiting Professors

Recommendations and Conclusion

• The perspective of Nigerians about Private Universities is just Changing
• Private universities cannot maintain the bogus Admin. staff found in the

public institutions. In terms of Teaching Methods and Research follow:

• RUN Example
• CU Example
• PAU Example

Recommendations and Conclusion

Research should Target National, Continental and Global Relevance

Recommendations and Conclusion

• GOAL 1: No Poverty
• GOAL 2: Zero Hunger
• GOAL 3: Good Health and Well-being
• GOAL 4: Quality Education
• GOAL 5: Gender Equality
• GOAL 6: Clean Water and Sanitation
• GOAL 7: Affordable and Clean Energy
• GOAL 8: Decent Work and Economic Growth
• GOAL 9: Industry, Innovation and Infrastructure
• GOAL 10: Reduced Inequality
• GOAL 11: Sustainable Cities and Communities
• GOAL 12: Responsible Consumption and Production
• GOAL 13: Climate Action
• GOAL 14: Life Below Water
• GOAL 15: Life on Land
• GOAL 16: Peace and Justice Strong Institutions
• GOAL 17: Partnerships to achieve the Goal

Recommendations and Conclusion

Bibliographies

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