The University currently has no learning management system. The management of training needs, training booking, learning outcomes, succession planning and related Management Information is delivered through non-integrated and largely manual processes. The processes used to manage these are highly resource intensive, inefficient and potentially prone to error.
The proposed project will progress the recommendations from HR’s Learning Management Readiness and Business Case project. It is expected that this will entail procuring/developing and implementing Learning Management System(s) (including an Annual Review system) for all staff across the university.
Failure to deliver this project will mean there will continue to be a significant administrative overhead for recording the Learning and Development information and the producing related MI. In the event that this project cannot be funded, individual business units will continue to purchase and implement their own systems independently. This approach is unlikely to deliver the best value for money for the University and will not fulfil the institutional requirements for service excellence delivered through integrated efficient process and complete, accurate and actionable learning and development management information.
The requirement for systems to support these key processes have been identified by Corporate Service Group: HR for Support groups, Health & Safety, Finance, Health & Safety, Centre for Sport & Exercise and Procurement; CMVM, SCE and IAD. Recommendations to improve systems to manage these processes have been made in the maxxim service excellence review and by the University BI/MI project.
This Business Case project will be the first of three as part of a Major Initiative in the HRS Programme, This subsequent projects will procure and then implement a learning and development system which is anticipated to have the functionality to:
Manage training activities, including course management, a self-service booking system with line manager approval, capacity of courses and waiting lists, and if required, attendee screening.
Produce reports to support decision-making at an operational and a strategic level. At an operational level the system will be capable of recording data on training needs, evaluation of courses, annual reviews and employee information such as personal development record & plan and qualifications. At a strategic level reports supporting planning of activities, success of the L&D function and activity across the University.
The system will also be required to either support web based e-learning provision or link with existing web based e-learning provision.
Provide cost analysis on an employee, course and University basis (to assist with budget setting).
Develop and measure employees against competency frameworks.
Allow transfer of information to portable and mobile devices
Ability to map and review career progression, and competencies to allow succession planning
System that can easily interface with existing HR system
Other contributors:
Martyn Peggie, Susan McLaren, Gillian Henderson, Anne Finnan, Mike McMonagle, Susan McKeown
What would happen if the project did not take place?:
There will continue to be demand from School, College and Support Group HR teams to deliver local systems for staff training and development
There will continue to be an administrative overhead for recording the Learning and Development information and the overhead for producing L&D MI.
Additional information:
CSE portfolio, E&B,HR Support Groups, Health and Safety are all proposing work in this area
Who does it affect?:
The following areas would need to contribute to the Business case:
UHRS
All devolved HR teams
All staff, primarily through representatives
Why is it needed/What are the benefits?:
Assuming a successful outcome of this Major Initiative, including this Business case project, a Learning management system would deliver the following:
A system is critical in providing the ability to record, administer, manage and report on the learning and development activities of the University.
Reduced administrative time for recording learning and development courses (estimated savings £17,247 pa based on 2843 bookings between 2009 and 2011)
Reduced administrative time for gathering and producing management reports. (estimated saving £2,827 pa)
HR Resources can be targeted to ensure best value for strategic and operational planning of Learning and Development resources
Compliance with Equality and Diversity and Learning and Development legislation and policies.
User focused system will ensure the relevance of learning to business needs is focused. Targeted development through use of annual review and transparency of impact of spend from local and central areas
Use of competencies in succession planningwill assist in targeting workforce development planning and talent management activities.
Fulfils MI need identified by the University’s BI/MI project
Removes need for locally developed and supported systems, provides consistent recording of information and enable operational and strategic MI for L&D and is expected to reduce costs.
Procurement activity required?
N/A for this year but expected to be required in 18/19 and 19/20
BI/MI requirement?:
Yes, ability to produce operational and strategic MI is a key benefit
External costs?:
N/A
Fit with University strategy:
The University’s HR Information Systems are central to the delivery of the University Strategy and the People Strategy – providing systems to help us to attract, reward and retain the best people from around the world.
This is reflected in our directional statement “To achieve our strategic aims we will:
Identify and articulate the optimal service delivery models for the University.
Identify and deliver Business Process enhancements to improve the quality and efficiency of HR services for the University.
Ensure the University is compliant with statutory requirements
Improve the University’s ability to recruit, develop and retain the best people
Enable the production of people domain related management information to support the University in making informed decisions to deliver the University strategy. This work will be aligned with the University’s BI agenda.”
Enablers - People
The People Strategy also states that we will “Ensure that our services are always delivered in a timely, responsive, flexible and solutions focused way. “
Enablers - Finance
Deliver best value in all our activities.
Enablers – Infrastructure
Ensure that we have the information we need to support learning, teaching, research and effective decision-making.