PAST, PRESENT, FUTURE March 3, 2014
HR Mission and Vision Statement Mission Statement: Our mission in the Human Resource Services Division is to recruit, develop, and retain outstanding employees committed to fostering educational excellence. Vision Statement: The vision of the APS Human Resources Division is to be recognized as a world class organization that supports the recruitment and retention of outstanding employees that will enhance the district’s vision for student achievement. 1
Today’s Objectives 1. Past, Present and Future of Project Thrive • Stated Objectives • Project Approach • Implementation Strategy and Timeframes • Benefits Realization • Link to USHCA 2. Discuss Roadmap Forward and Next Steps • Project Status • 2014 and Beyond Roadmap Forward • Additional Steps to Consider 3. Discuss the multi-faceted approach to delivering HR services that meets the needs of employees, students, teachers and administration, and positions HR as a significant contributor to organizational success. 2
Project Objectives The district views this Human Capital project as the primary vehicle to refocus the Human Resources organization to deliver services that are operationally sound and, even more importantly, completely aligned with the organization’s strategic objectives and the needs of the core business which is effective instruction. The district wishes to develop a best-in-class Human Resources organization that supports its mission by transcending transactional proficiency and adopting supportive, strategic Human Resources activities as outlined below. Transactional Human Resources Movement to Strategic Human Resources Reacts to the budget to develop staffing Proactively collaborates with Finance staff to create the allocations. One size fits all approach. budget Supports the hiring process with qualifications- Supports hiring managers with competency-based based screening recruiting On-boards employees with forms and compliance Supports new employees with mentors and coaching activities Integrates professional development with evaluations Uses evaluations to dismiss under-performers to enrich careers Balances capacity with leveling and transfers Drives the best teachers to the neediest classrooms Mitigates personnel issues Cultivates culture through dialogue with employees Leverage technology to automate and standardize Manual and inefficient processes and procedures processes for greater efficiency to improve customer service 3
HUMAN RESOURCES PRIOR TO THRIVE
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Project Approach December 2012 – April 2013 February 2013 – September 2013 2014 and Beyond PHASE 1 PHASE 2 Design the Implement the Establish Develop HR Build the relevant the context future state operating model infrastructure components Establish program Organization Develop HR function management office (PMO) strategy Assess current state HR Talent Develop future state HR benchmarks operating model (org., talent, process, etc.) Process Conduct stakeholder interviews Develop and agree recommendations Governance Analyze findings Technolog y* Prepare recommendations HR Operating HR Function Model Strategy and Framework and New HR Operating Capability Implementation Future State Design and Infrastructure Model in Place Requirements Plan Project Management, Communication, Change management, Training 6 * Not included in original scope of work for Mercer, but part of the overall transformation efforts.
Implementation Strategy and Project Outcomes September 2013 September 2014 • • HR Leadership Team (HRLT) Fill 5 Principal Mentor ORGANIZATION HR Transformation Work Streams* • Fill 62 open positions positions STRUCTURE • • Move 2 C&I positions (Talent Director Fill 4 additional positions in AND TALENT and Talent Acquisition) Build COE the COE • Centralized HR Service Center for employees • Improved Tier 0 (self service for SERVICE • Centralized self-service content for employees both static content and CENTER, • Future-state processes implemented for: transactions) PROCESS, AND • Recruiting • Continuous improvement of POLICY • Selection redesigned processes • On-boarding • Redesign of additional • Position and Budget Mgmt processes • Compensation Administration • Lawson Global HR go-live • Additional self-service TECHNOLOGY • Lawson LTM go-live • Additional components of HR • Call and Case Mgmt technologies technology roadmap 80-90 % of HR Transformation 100% of HR Transformation objectives accomplished objectives accomplished 7
Human Resources Strategy Map Learning Environment Improve student achievement Stakeholders 1.0 Students, and the Increase Employee Effectiveness 2.0 Leadership Development and Talent Promote a culture of Improve employee capacity and Encourage employee transparency, feedback and leadership engagement accountability HR Operations Excellence Centers of Expertise Strategically Aligned Partnerships Formalize consultative Recruit and prepare 3.0 Financial and Operational Focused Customer relationship with effective teachers, leaders Service Systems and Support customers and support staff Develop and support Improve differentiated Create a lasting positive effective teachers, support impression leaders, and support staff Ensure proactive Improve quality Utilize technology to responses to customer assurance and optimize HR processes needs monitoring processes Effective Use of Data to Inform Decisions 1 Effective Communication 8
Strategy Map-Drill Down Improve student achievement Stakeholders 1.0 Students, Environment Learning and the • Percent of HR stakeholders who rate the • Improved customer • Percent decrease in employee grievances HR department as a strong or very strong satisfaction survey results contributor to district strategic goals Development Leadership • Percent of employees with and Talent • Percent increase in employee • Percent of employees with 20 hours documented feedback on 2.0 performance and/or with individual engagement level or more of documented learning development plans activities Centers of Expertise HR Operations Excellence Strategically Aligned Partnerships • Percent of calls to the Service Center • Number of annual touch-points with • Percent of employees rated Effective or 3.0 Financial and Operational with first-call resolution (FYI – this can each people manager Highly Effective be counter to self-service goals) • Percent of schools/departments with • Percent of Effective and Highly Effective Systems and Support • Percent decrease in calls to the service documented workforce plans employees retained center for an issue that could otherwise • Percent of high-need schools with • Percent of vacant instructional positions be resolved through self-service (6 tailored HC programs on Day 1 months post launch) • Teacher/student ratios by school • Days position open (or days to fill) for • Number of days to close Tier 2 issues • Number of days spent on-site in the key positions • Average wait-time for phone inquiries • % applicants (or hires) from non-job fair instructional environment • Percent employees fully on boarded • Number of Succession Plans maintained sources within 30 days of start date, and score of • Percent budget variance for for HIPOs and Critical Positions 80% or higher on post-orientation test compensation relative to budget • Percent of HR content maintained ‘fresh’ within 30 days of change • Percent of substitute ‘days’ rated as effective or highly effective • Number of days instruction positions understaffed (this would be measuring the effectiveness of the substitute 1 process) 9
HR Organization Chief Human Resources Officer Ronnie Price Administrative Assistant II Leigh Haynes Executive Director Executive Director Executive Director Strategic HR Services HR Operations Centers of Expertise Directors Jeff Thomas Rick Beaulieu Nicole Lawson Administrative Assistant I Front Desk TBD 10
HR Strategic Services Executive Director Strategic HR Services Administrative Assistant II Directors Shavon Shelton Nicole Lawson Strategic HR Services Director Strategic HR Services Director Strategic HR Services Director Strategic HR Services Director Strategic HR Services Director South Region North Region West Region Operations East Region Felicia Freeland LaTonya Wilson Kathy Roby Maya Smith Felicia Collins Administrative Assistant II Program Support Proposed 2015 11
HR Strategic Services • Serves as consultants to the organization by linking departmental goals to overall HC capital strategy • Provides strategic support for each HR Strategic region in the system as well as Directors operations/central office • Works closely with hiring managers to better understand and respond to their HC needs • Develops differentiated solutions in collaboration with the COE and HR operations The HR Strategic Directors are… HR leader(s) who manages the overall human capital strategy for hiring managers across district departments. 12
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