(1031)AN ENDORSEMENT PLAN FOR THE DEVELOPMENT OF HUMANRESOURCES OF THE QUALITY UNITS IN SAUDI HIGHEREDUCATION INSTITUTES

摘要

A proposal to improve the productivity and excel the human capabilities of Quality Unit staff membersin Saudi Universities, the plan suggests a progression program that embarks on a thoroughassessment and rearrangement of the staff through the deployment of a mixture of internal recruitmentactivities, succession planning, and leadership development (Gordon 2009). This will require aqualified work teams filtered as follows;1. Saudi universities goals congruence: study the university’s strategic goals to bring forth therequired objectives of the departments (Cappelli 2009, McCauley & Wakefield 2006).2. Set departmental Goals: based on the previous step, the establishment of a set of SMART;short and long goals for the year (Action Plans) (Gakovic & Yardley 2007).3. Create Roles: Goals are set for the department, therefore roles must be created to achievethese objectives;;monitored by KPIs, balance scorecard, including any other measureablegoals (France,Leahy &Parsons 2009).4. Employees profiling: by having employees upload their profiles or resumes online in theinstitute’s internal system (Jacobs 2005, McCauley & Wakefield 2006).5. Sorting and grouping: group employees by specialisations, education, qualifications, previousexperiences and skills (Jacobs 2005, Sharma & Bhatnagar 2009).6. Profiles verification and refinements: by preparing a mix of psychometrics and technical tests,skills assessments and measurement and semi-structured interviews to test the culture fitnessto thoroughly learn the employee’s skills, abilities, knowledge and most of all the potential toharness their full capacity to achieve proposed goals (Jacobs 2005, McCauley & Wakefield2006, Sharma & Bhatnagar 2009).7. Successors profiling: categorize employees into four main categories: A, B, C, or passive:a. (A’s) are those whom are top performers and have the ability to lead, plan, makedecisions and execute those decisions. Usually they become mentor to those lesssignificant. Always fortify the system with acquired training (Conner 2000, Earle2003).b. (B’s) are those who have the potential to be good successors of category (A’s), theyare best fit for deputies, assistance, mentoring and executers. With the properengagement and training, they will be (A’s) (Conner 2000, Earle 2003, Hills 2009).c. (C’s) are those who are the slow learners (lagers), or have adequate skills but havedifficulty in further development. Those can be given specific roles where they wouldperform best (Conner 2000,Earle 2003,Hills 2009).d. “Passives” are those who do not have the required education, skills, abilities nor thewillingness to develop. These should be set to transfer to less important roles awayfrom sensitive roles that affect the quality or outputs of the teams. It is important toisolate them completely from prior groups;;by occupying them with different tasks thanthat of A, B or C’s categories which in turn will promote a healthy cooperative culture(Conner 2000, Earle 2003).8. Best-Fit Matching: match results to best-fit roles. This aims to list three to five best-fit roles foreach person, which means constant monitoring and assessment (Hills 2009, McCauley &Wakefield 2006).9. Engage employees: after foreseeing the plan, all employees should be involved byparticipating in opinion and decision making for minor decisions. This is important to get theirreflection early to accept this type of endorsement program (Sharma & Bhatnagar 2009).10. Mentor Performances: to assure the goals are been achieved. The role of PerformanceImprovement Unit/Centre (PIU or PIC) should be established. The core responsibility of thePIU is to meet with each employee on a regular basis and set objectives, suggest tasks,provide guidance, and training. While promoting a mentor rich environment that will facilitateemployees and staff to develop and prosper (Hills 2009, Pilenzo 2009). Measurements ofperformance against benchmarks are imperative.11. Reward achievements through Total Reward System (TRS) opti