Working The Plan 5 STEPS TO CREATING AN ACTION-BASED STRATEGIC PLAN 10/30/15
Learning Objectives 1. Understand the Five Phases of the HRD Strategic Planning Processes 2. Know and understand the GTHs (got to have) 3. Develop and implement an action-based strategic plan
Agenda • The HRD Journey • The HRD Strategic Plan 1. Grasp the Situation 2. Alignment 3. Development 4. Deployment 5. Implementation • Q & A
“I saw that leaders placed too much emphasis on what some call high-level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it.” — Larry Bossidy & Ram Charan Execution: The Discipline of Getting Things Done
Square peg in a round Performance Excellence hole Where do you Strategy want to be? We’ve always done it Wandering aimlessly this way! Operations
Agenda • The HRD Journey • The HRD Strategic Plan 1. Grasp the Situation 2. Alignment 3. Development 4. Deployment 5. Implementation • Q & A
THE HRD JOURNEY • 2010-11: FOCUSED ON THE CUSTOMER • 2011-12: FOCUSED ON THE EMPLOYEE • 2012-13: FOCUSED ON LEADERSHIP • 2013-14: FOCUSED ON OPERATIONS • 2014-15: FOCUSED ON STRATEGIC PLANNING • 2015-16: CONTINUOUS IMPROVEMENT 2010-11 2012-13 2014-15 2011-12 2013-14 2015-16
HRD SCORECARD KEY PERFORMANCE INDICATOR Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun YTD 11-12 Target 19.8 22.4 21.0 20.2 20.9 30 D Ave Days Fill Admin (qtrly) 28.3 32.1 30.0 30.6 30 30 D Ave Days Fill Non-School Based Admin (qtrly) 99.7 99.4 99.6 100 Instructional Vacancies (twice a year) 98.8 98.8 > State Avg % Highly Qualified Teachers 99.9 99.9 99.9 99.1 99.8 99.3 99.3 99.4 99.4 99.7 99.57 98.00 % Substitute Teacher Fill Rate 82.30 82.30 80.00 % Senior Interns Apply Position (Yearly)
HRD LEADERSHIP MODEL
Agenda • The HRD Journey • The HRD Strategic Plan 1. Grasp the Situation 2. Alignment 3. Development 4. Deployment 5. Implementation • Q & A
HRD Strategic Planning Process GTH… • Leadership commitment • Action based • Everyone participating
PHASE ACTIVITY PARTICIPANTS HRLT SWOT Analysis HRD Team 1. GRASP THE Environmental Scan Members SITUATION Customers Performance Reviews Suppliers Work System Inputs Partners
HRD Environmental Scan GTH… • Internal and External • Capacity and Capability • Budget
PHASE ACTIVITY PARTICIPANTS District VMV Confirmation District and HRD VMV Alignment HRLT 2. ALIGNMENT HRD Core Values & Competencies Confirmation HRD Team District Strategic Goals Review Members Goal Champions Selection
HRD’s VALUES/PURPOSE STRATEGIC GOALS HELPFUL 1. Intense Focus on Student Achievement • Consistent 2. High Performing and Dedicated Team • Knowledgeable 3. Safe Learning and Working Environment • Courteous 4. Efficient Operations 5. Sustained Community Engagement RESPONSIVE • Accountable CORE COMPETENCIES • Responsive • Accurate 1. Building Relationships • Available 2. Employee Development 3. Continuous Improvement & Innovation GTH… 4. Stellar Customer Service • Alignment • All team members knowledgeable
PHASE ACTIVITY PARTICIPANTS Improvement and Innovation HRLT Opportunities Prioritization 3. DEVELOPMENT Objectives Development HRD Team Members Budget Reviews
HRD Opportunity Selection Matrix HRLT TOTAL Methdology Who Owns Champion Need to Overall Opportunity Customer/Stakeholder Impact X Improve = Score 5 X 5 = 25 Hiring Projections OCPS HA, Administration 71 PIlgrim DMAIC HR 5 X 5 = 25 71 Heron Reappointment Timeline Process Administrators and Staff PDCA ES 5 X 5 = 25 Increasing retention through: Onboarding and Exit/Stay Interviews OCPS HA, Administration 63 Azzarito JDI TAC Administrative Hiring Process (School Based) Electonicize the required HR, COS, Deputy Supt. & 5 X 5 = 25 59 Pilgrim steps and approval process. LC DMAIC HR Instructional/Administrative 4 X 4 = 16 58 Heron Expiring Certificates Reminder letters (Oct. 1st) through the Portal Staff JDI ES 5 X 5 = 25 55 Heron Summer School Hiring (Temporary & ESY) Administrators and Staff PDCA ES New Hires and Hiring 4 X 5 = 20 54 Heron Classified Time to Fill Authorities DMAIC ES 4 X 5 = 20 50 Blackmore Improve/Update ER Cases Database including document management ER/Administrators DMAIC ER Public, employees, 5 X 4 = 20 50 McNabb To make website more user friendly and informational researchers JDI HRSP Track success/failure of communication efforts - i.e. less follow-up 3 X 3 = 9 questions Employees 47 Pilgrim DMAIC HR
Strategic Objective Summary ry GTH… • Clearly defined objective • Owner
PHASE ACTIVITY PARTICIPANTS Departmental Alignment Action Plan Development HRLT 4. DEPLOYMENT Measures and Targets Establishment HRD Team Capability and Capacity Determination Members Communication Planning
GTH… • Measures • Targets
HRD 2014 STRATEGIC ACTION PLAN Strategic Objective No.: 4.1 Project No. B Department: TAC GTH… Project Title: Reduce cycle time on Key Work Processes (KWP) Owner: Keith Card • Owner Schedule (Month) # Phase / Deliverable J F M A M J J A S O N D Who Comments / Cost • (Similar to a tickler file – this 1. The required criminal history evaluation cycle time is Updates! seven days. Currently, we average 4.56-days – well is a courtesy alert.) Sends a below the KPI; however, OFI’s exist . calendar notice to each team member to post data on Build a reminder for the team to look at all fingerprint everyone with criminal history by the 22 nd of each month. results with criminal history by a certain day of the month to ensure all cases up to that point are acted X Manager upon. Cost: The team may have to dedicate a day to exclusively evaluating criminal history in order to catch up. Completed. Functioning and remaining at or below target. 2. Monthly – Cull all results received from the FDLE by Critical component. file size. Ensure all of them appear on the team’s file Recently it was discovered tracker spreadsheet. that we could organize FDLE results in the certified delivery X X X X X X X X X X X X Manager member center by file size, segregating those with criminal history from all others. Completed, on target. 3. Convert item # 2 to a weekly process. July 2015. Summer hiring volume may prevent this from X Manager being a year-round weekly process. Completed.
Capacity and Capability Determinations GTH… • Strategic fit • Cost effectiveness
PHASE ACTIVITY PARTICIPANTS Plan Execution HRLT Progress Monitoring HRD Team Feedback, Rewards, Recognition Members 5. IMPLEMENTATION Stakeholder Feedback Customers Suppliers Performance Evaluations Partners Lessons Learned Documentation
However beautiful the strategy, you should occasionally look at the results. - Winston Churchill
2015-2016 HRD STRATEGIC PLAN SCORECARD PERFORMANCE Goals Objectives Measures 2015 2016 2016 2017 2017 2018 2018 2019 2019 2020 2020 ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL Increase placement rate of recruited 73% 83% 84% 85% 87% 90% candidates. 1.1 Increase the percentage of high performing Percentage of recruited teachers who instructional candidates Intense Focus on Student achieve an instructional practice score 63% 64% 65% 66% 68% 70% Achievement of 3.0 or higher. Increase retention rate of high performing 1.2 Improve retention rates of high performing 82% 84% 87% 90% 91% 92% staff. instructional staff Increase onboarding engagement results. 90% 92% 93% 94% 95% 96% % of team members that achieve effective 100% 99% 100% 100% 100% 100% on all evaluation categories $ Technology expenditure per HRD team $414 $460 $500 $500 $550 $550 member High Performing and 2.1 Increase team member effectiveness through % Response to Q #2 93% 95% 95% 95% 95% 95% Dedicated Team technology and professional development Hours of professional development/training 52 50 60 65 70 70 per HRD team member % Response to Q #6 94% 95% 95% 95% 95% 95% Safe Learning and Working 3.1 Increase team member awareness in safety and % Response to Q #13 98% 100% 100% 100% 100% 100% Environment ethics % Response to Q #14 98% 100% 100% 100% 100% 100% 4.1 Reduce cycle time on Key Work Processes % of KWPs that have a reduction in cycle 7% 38% 63% 100% 100% 100% (KWPs) time (cumulative) Efficient Operations % of HRD work processes with Process 100% 100% 100% 100% 100% 100% 4.2 Systematically manage all work processes. Control Systems (FY 2015 was only KWP) Improvement projects completed 2 4 6 8 8 8 Sustained Community 5.1 Increase Division community involvement Number of volunteer hours NA 5000 5050 5100 5150 5200 Engagement
GTH… • Continuous Review
GTH… Stakeholder Feedback • Targets • Benchmarks Team Member Satisfaction by Category Certification Renewals Overall Satisfaction
GTH… • The Golden Thread
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