University of Calgary's Labour Relations Strategy: Effective Framework, Lecture notes of Innovation

Download University of Calgary's Labour Relations Strategy: Effective Framework and more Lecture notes Innovation in PDF only on Docsity!

Labour Relations Strategy

A framework for moving forward

Effective Date: December 3, 2014

Table of Contents

1. Introduction & Background

a) Vision & Mission

b) Institutional Priorities

c) Environmental Factors

2. Key Strategic Labour Relations Themes

3. Achieving Results

a) Focus Area #1: Growing Labour Relations Capacity across the

University

b) Focus Area #2: Proactive and Strategic Labour Relations

c) Focus Area #3: Strengthening the “One University” Approach

to Employee/Labour Relations

Academic Plan Priorities

Research Plan

Priorities

Foundational Plan

Priorities

• Talent Attraction, Development and Retention
• Sustainability
• Connection with Community
• Internationalization
• Leadership
• Inter-disciplinary
• Teaching and Research Integration - Match Strengths with Opportunities - Increase Research Capacity - Create a Dynamic Environment to Promote Research Excellence - Enabling Excellent Learning and Research - Operate with Excellence - Be a Critical Part of the University Family - Identify and Mitigate Risk to the University

Together, these priorities form the roadmap that will lead us to our Eyes High objectives.

c) Environmental Factors

There are a number of different external elements that have a direct and significant impact on the University’s approach to labour relations.

Specifically, the Alberta economy is vulnerable to any set of circumstances that could reduce the demand for Alberta’s resources. This creates uncertainty and directly impacts government and private sector funding and investment in post-secondary institutions.

In addition to the macroeconomic factors, additional factors influence the priority setting environment, including:

• Changing student population and demand
• Competitive climate for talent within support staff, management and academic roles
• Competition amongst post-secondary institutions
• Increased specialization
• Economic pressures due to population growth and rising employee costs such as pension and long term disability (LTD) premiums
• Change of provincial government direction

KEY STRATEGIC LABOUR RELATIONS THEMES

The University has identified four key long-term labour relations themes. These themes recognize the relationship between our foundational strategies and building a collaborative work environment to achieve Eyes High.

Our work encourages excellence when we successfully align our labour relations/people management strategies with institutional priorities.

Our work responds to change with flexibility, creativity and innovation when we proactively identify opportunities and challenges.

Our work nurtures respect and enables employees, managers and leaders by applying our skills and knowledge to ensure effective and informed decisions.

Our work supports education and development when we commit to ongoing improvement and development of employees, managers and leaders.

Each theme aligns labour relations activities with the University’s core values and institutional plans. In turn, these themes provide the ability to focus on operational actions that drive organizational excellence.

I. STRIVING FOR EXCELLENCE

II. CREATING A FLEXIBLE AND RESILENT CULTURE

III. ENCOURAGING A RESPECTFUL, ENGAGED AND ENABLED WORKFORCE

IV. EXPANDING EDUCATION AND DEVELOPMENT OPPORTUNITIES

f) Foster internal engagement and practice effective change management.

Focus Area #3: Strengthening the “One University” Approach to

Employee/Labour Relations

This Focus Area means building an engaged workforce that enables all leaders and employees to align with the University’s vision and goals. This will be achieved through the following strategies:

a) Enhance collaborative and consistent labour relations approaches across employee groups.

b) Prioritize and resource effective collective bargaining.

c) Ensure the University is able to recruit, engage, retain, and develop management staff and senior leaders required to support the achievement of organizational goals.

d) Strengthen focus on HR Policy Development.