Human Resources Strategic Update Presented by Stephen Trncak October 28, 2011
Agenda Past and Future for the College The End Game (Elevating the Human and Organizational Capabilities and Capacity of the College) What is EVP? Why does it Matter? Understand how the College is leveraging it’s response through its annual priorities for “ Our People ” Human Capital Philosophy Implementing Strategy With and Through People
San Jacinto College Major Paradigm Shift Changing Business Landscape Past Future Highly Competitive Environment • Great • Good • Top 7 largest in Texas, • Small college mentality • 1250 ee’s / 1200 pt’s • 30,000 students • Shrinking revenues • State funding • Controlling costs • Balanced budget-get it / spend it • Repurpose and focused allocations • Higher accountability for student success outcomes by state • Be everything for everyone • Annual priority and strategic plan – rifle approach • Strategic plan-shotgun approach • Alignment of efforts • Institutional results / management systems / technology • Alliances / Partnerships • Non compete mindset • Results rewarded-Merit pay • Rewarded for effort and length of service • COLA (same increase for all) • Driving major change initiatives • Not change ready • Seek competitive advantage through people by building • Little or no focus HC productivity / capacity building / competitive engagement advantage • Building HC capability / productivity / succession planinng • Increased pace of change • Static culture / little change/perception that we are changing greatly
The End Game (Elevating the Human and Organizational Capabilities and Capacity of the College) It is a continuous improvement process spanning many years to achieve: • The compensation system rewards desired behaviors and core values. • The benefits package promotes and encourages wellness and wise medical consumerism. • The HR information system is user friendly and serves as the foundation for capturing, maintaining, and reporting on all employee data and metrics. • Learning and development programs have real business and personal impact. • Staffing processes result in attracting, hiring, and retaining the right talent in short amount of time at the lowest cost per hire. • HR business partners add value to all discussions related to strategy, structure, and business issues. • Great talent stays with the college and employee satisfaction ratings are high. • HR supports change management initiatives and helps to define desired end states. • Leaders are promoted from within and are extremely successful in achieving business results. • All employees have contribution and capability plans written and reviewed. • Employees are inspired by the vision and direction. • HR is easy to do business with; processes are smooth and efficient. • The college acts as one team and leverages it collaborative processing capabilities. • There is significant diversity of talent in all organizations at all levels. 4
What is EVP? Why Does it Matter? • What is EVP? • Defined as the Employee Value Proposition • EVP represents the five components that employees value. • Each element and aspects of it are more important to some employees than others. • EVP aids organizations to determine what employees truly value at their jobs and can enable organizations to develop a unique total package of rewards and recognition. • Why does it matter? • All five elements have been shown to influence employee engagement, attraction, retention, and motivation. • Employee engagement is about connection. Connection has three tenets: rational, emotional and motivational. That is connecting at the head, heart and hand. • An engaged employee understands what he or she must do to add value to the college, has a sense of pride, feels connection to the college mission, and is willing to put those thoughts and feelings — discretionary effort — into action. • EVP aids in the relationship between employee attitudes and employee outcomes which ultimately drive organizational effectiveness. • EVP can have a significant impact on attainment of key institutional outcomes.
Employee Value Proposition (Financial and non-financial components) Affiliation Direct Financial Work Content The feeling of belonging to an admirable organization (a winner) that shares your values All the monetary rewards you receive The satisfaction that comes from the work Organization Reputation you do Base salary Organization commitment Variety Performance based compensation Organization support Challenge Cash recognition Understanding of Vision Autonomy Pay process Trust in Leadership Leader holds me accountable Organizational Culture and Climate Satisfaction with Leader Organization citizenship Leader concern Feedback from Leader Work design (flexible work arrangements, flex-time) Meaningfulness Continuous improvement Career Your long-term opportunities for development and Indirect Financial advancement in the organization Your benefits Advancement Benefits Personal growth • Traditional(health, retirement) • Non-traditional (work/life) Educational assistance Non-cash recognition Training and Development Employability
HR Strategic Levers of Change — • Recruitment /on-boarding -right talent in place and fully trained • Performance management enhancements -360, IDP (individual development plan), competency development • Leadership development -creation of good leaders resulting in high performing teams, less employee relations issues, lower attrition, lower absences, higher productivity, better student success results • Cultural change/Change management -development of organizational norms that support engagement, productivity, and results • Organization, team and job design – to maximize effectiveness and efficiency • Continuity and succession planning -grow leaders from within • Rewards and recognition plans -enhance retention and satisfaction • Individual and team development -build team capacity, relationship building, RASI development • Business process improvement -continuous improvement of process and systems 7
STRATEGIC GOAL: OUR PEOPLE Vision to Action to Results
Strategy 1: Implement meaningful recognition, reward, and benefit programs that support the highest level of affiliation by employees to the College. Action Items (Year 2) Utilize a common third party advisor to improve the 403(b) investment provider process including lower fee structures and paperless customer service. (Benefit plan enhancement) Determine impact and implementation plan for the information obtained from the compensation study. (Compensation plan refinement) Gather and assess information surrounding current individual and team recognition programs in use at the College . (One College recognition plan development)
Strategy 2: Attract, select, and retain high-performing and diverse talent. Action Items (Year 2) Form a taskforce of key stakeholders and map the entire recruitment and interview process for full-time, part-time, and temporary personnel and optimize the systems. (Continuous improvement) Develop a New Employee On-Boarding Program for staff and administrators. (Expedite integration and support) Implement the college-wide diversity and inclusivity plan. (Raise awareness and inclusion) Action Items (Year 3) Align recruitment, interviewing, and hiring processes with the task force recommendations. Develop practices and processes to attract and retain a multi-generational workforce which provides for flextime, alternate work schedules, telecommuting, social media tools, and mobility.
Strategy 3: Create a culture that embraces change readiness, high performance, teamwork, and increased individual and organizational productivity. Action Items: (Year 2) Continue the policy review and update process with a focus on high priority human resource and fiscal policies. (Build organizational culture and climate) Conduct an organizational wellness assessment and interpret and communicate the findings and the relationship with the previous assessment. (Culture support) Continue the Student Success (On Course) Program as required professional development for all faculty, staff, and administrators in order to develop a shared philosophy and commitment to student success, high performance, teamwork, and accountability. (Alignment) Assess use of new standard faculty key performance indicator (KPI) for analysis, discussion, and interpretation of Student Success Measures relative to teaching assignments, including how information and data will be used to improve teaching and learning. (Institutional outcomes) Action Items (Year 3) Implement team development workshops including emotional intelligence program, team role assessments, team development and leadership development.
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