human resources strategic plan 2007-2012. 2 presentation author, 2006 hr staff drives the plan...
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Human Resources Strategic Plan2007-2012
2 Presentation Author, 2006
HR Staff drives the plan
• Idealized Design (visioning)
• Graphical planning sequence
• Retreat format
• Small working group
• Full staff review, revision, acceptance
3 Presentation Author, 2006
Group’s vision (steps)
• Develop a Story
• Create a Vision
• Plan the Journey
• Develop a Game plan
• Construct Roadmap
4 Presentation Author, 2006
Timeline• Choose working group December 2006
• Retreat first week of January, 2007
• HR Staff review second week of January
• Campus review last two weeks of January
• Start date February 1, 2007
5 Presentation Author, 2006
AGENDA Day 1 ROLES
RULES
OUTCOMES
Karl Sparks: Facilitator
Laura Purifoy: Event Coord.
David: Notes recorder
Linda: Template recorder
Shannon: Chart recorder
Angela: Timekeeper
• Respect other opinions
• Present alternatives
• Speak freely
• Let people finish thoughts
• Don’t take things personally
• Consensus
• Absolute confidentiality
• Humor encouraged
• Keep an open mind
• DEFINE OUR MISSION
• DEFINE OUR CORE VALUES
• DEFINE OUR FUTURE VISION
• DEFINE PRIMARY AND OTHER OBJECTIVES
• DEFINE SUPPORTS AND CHALLENGES
8:00 Housekeeping
8:15 Expectations
8:30 Methodology overview
9:00 Roles and rules
9:45 Break
10:00 Context Discussion
11:00 Visioning presentation
12:00 Lunch
1:00 Visioning
3:00 Break
3:15 Visioning
4:30 End
6 Presentation Author, 2006
AGENDA Day 2 ROLES
RULES
OUTCOMES
Karl Sparks: Facilitator
Laura Purifoy: Event Coord.
David: Notes recorder
Linda: Template recorder
Shannon: Chart recorder
Angela: Timekeeper
• Respect other opinions• Present alternatives• Speak freely• Let people finish
thoughts• Don’t take things
personally• Consensus• Absolute confidentiality• Humor encouraged• Keep an open mind
• DEVELOP A DETAILED SCHEDULE TO ACHIEVE THE FUTURE VISION
• DEVELOP A DETAILED PLAN TO ACHIEVE THE FUTURE VISION
• ASSIGN/TAKE RESPONSIBILITY FOR THE PLAN
• PLAN OUR COMMUNICATIONS
8:30 Review Day 1
9:00 Identify/set project schedules
9:45 Break
10:00 Identify/set project schedules
12:00 Lunch/discussion
1:00 Develop project plans
3:00 Break
3:15 Develop project plans
4:00 Develop communication plan
7 Presentation Author, 2006
UWM Mission
“…the University of Wisconsin-Milwaukee must provide a wide array of degree programs, a balanced program of applied and basic research, and a faculty who are active in public service.”
9 Presentation Author, 2006
Chancellor SantiagoThis year (2006/7):
• Improve student retention/graduation
• Renew State investment in budget
• Comprehensive campaign
• Improve UWM image
• Research Growth Initiative
10 Presentation Author, 2006
IMAGES
HEADLINE
QUOTES
BIG HEADLINES SIDEBARS
COVER
HEADLINE
• Metrics Prove Most Effective & Efficient UW Campus
• BOR Adopts UWM Comp Recommendation
• HR and Lubar Partnerships Reap Big Grants
HEADLINE HEADLINE
• BOR Publishes UWM Best Practices
• $10 Million in Savings Back to Instruction
• Work/life Balance Improves Diversity
• Top WI Employer of Choice
• SHRM Award Goes to UWM HR
• CUPA-HR Award Goes to UWM HR
• Sen Kanavas “UWM proves good steward of state funds”
• Chancellor Santiago “ The HR Dept continues on its journey of innovaqtion…”
UWM Report
• UWM Leads HR/Payroll Implementation
•Improved Campus Climate Attracts & Retains Students, Faculty and Staff
BOR NAMES
UWM
CENTER OF
EXCELLENCE!
11 Presentation Author, 2006
SUPPORTSCHALLENGES• Budget
VALUES
B O L D S T E P S
2. Strategic partnering
1. HR leads enabling technology
3. Develop WLB and diversity
4. Comprehensive training
5. Process reengineering
• Integrity Equity Consistency Collaboration
Professionalism Generosity of Spirit
Foster a campus culture thatattracts/inspires individualexcellence, success andalignment with UWM mission/initiatives
• Leadership• Openness to change
• Goodwill• HR enthusiasm
• Talented HR staff
• Highly regulated
• Decentralization • Inertia/ resistance• Responsibility Without Authority
• Diversity
• Campus climate
• Best practices
• Process simplification
• Right organization
• Space utilization
• Campus/UWS
• Community
• Work/life balance
• Compensation
• Training and Development
• Self-service
EmployerOf
Choice
StrategicPartnerships
Center ofExcellence
Innovation/Continuous
Improvement
InclusivenessAnd retention
Empoweredstakeholders
12 Presentation Author, 2006
AGENDA Day 2 ROLES
RULES
OUTCOMES
Karl Sparks: Facilitator
Laura Purifoy: Event Coord.
David: Notes recorder
Linda: Template recorder
Shannon: Chart recorder
Angela: Timekeeper
• Respect other opinions• Present alternatives• Speak freely• Let people finish
thoughts• Don’t take things
personally• Consensus• Absolute confidentiality• Humor encouraged• Keep an open mind
• DEVELOP A DETAILED SCHEDULE TO ACHIEVE THE FUTURE VISION
• DEVELOP A DETAILED PLAN TO ACHIEVE THE FUTURE VISION
• ASSIGN/TAKE RESPONSIBILITY FOR THE PLAN
• PLAN OUR COMMUNICATIONS
8:30 Review Day 1
9:00 Identify/set project schedules
9:45 Break
10:00 Identify/set project schedules
12:00 Lunch/discussion
1:00 Develop project plans
3:00 Break
3:15 Develop project plans
4:00 Develop communication plan
13 Presentation Author, 2006
MISSION
FUTURECHALLENGES
CRITICAL
ISSUES
ORGANIZATION
CORE
COMPETENCIES
ENVIRONMENT
HISTORY
• Integrity• Equity• Consistency• Professionalism• Collaboration• Generosity of
Spirit
• Need for external validation• Dedicated to doing a great
job• Better than outsourcing• Follow best practices
• Need to reorganize
• HR cross functional collaboration
• Align with Payroll, E
D, and EDS
• Stay in Academic Affairs
• Education culture slow to act
• Talented HR staff
• Enthusiastic
HR
staff/adaptable
• Dedication to
excellence
• Understand universit
y
environment
• Exceptional knowledge
base
• Good people skills
• PeopleSoft implementation
• Budget
• Stakeholder support
• Communication
• Training and development
• Diversity/inclusiv
eness
• Space efficiency
• Press/media exposures
• Governance rights
• Budget
• Graying of faculty/staff
• Health care/insurance costs
• HRIS dedicated resources
• Internal Reporting Relationships
• Relatively short-tenured staff
• Prior strategic plans failed
• FTE/budget reductions
• Stalled technology projects
VALUES GUIDING PRINCIPLES EmpoweredStakeholders
EmployerOf Choice
StrategicPartnerships
Retention/Inclusiveness
ContinuousImprovement
Innovation
Center of Excellence
Foster a campus culture that attracts and inspires individual excellence, success and alignment with UWM mission and initiatives.
14 Presentation Author, 2006
TEAM/RESOURCES
• Linda
• Shannon
• David
SUCCESSFACTORS
CHALLENGES
STAGES/TASKS
Feb-Jul07 Aug-Jan08Feb-Jul08
Aug-Jan09
• PS scoping and timeline complete
• Estab UWM Leadership in PS project
• Present consistent UWM view
• Conduct BPR for SCAC
• Perform UWM/PS gap analysis
• Develop UWM gap tech plan
• Implement new HR website
• Adopt campus standards
• Develop and implement UWM gap technology plan
• Develop and implement UWM gap technology plan
• Responsibility without authority
• Budget (lack thereof)
• Decentralized environment
• Highly regulated • Inertia/resistance
• Laura
• Carla
• Stacy
TARGETFebruary 1, 2009
•
S&L training established
Effective communication
Leading UWSA PS
MISSION
Metrics established
•Influence PS
scoping
•Accepted into project leadership
• Asked to expand BPR trng
•Resources provided for UWM gap plan
• Gap tech plan goes live
• AngelaProcess imp
complete
New orientation
NCBI Training
Expanded base of ops
FMLA game plan
Reorganized HR
Effective use of space
Work/life bal program
WC costs reduced
Monthly HR Newsletter
Updated website
Improved diversity
Work/life committee
Community goodwill
Improved UWM image
BOLD STEP 1: HR LEADS ENABLING TECHNOLOGY
Foster a campus culture that attracts and inspires individual excellence, success and alignment with UWM mission and
initiatives.
15 Presentation Author, 2006
TEAM/RESOURCES
• Linda
• Shannon
• David
SUCCESSFACTORS
CHALLENGES
STAGES/TASKS
Feb-Jul07 Aug-Jan08Feb-Jul08
Aug-Jan09
• LA/BFS regular mtgs
• ID community resources
• Form trng strg comm
• Estab UW UWSA contacts
•Joint projects
• Make contacts
• Coord programs
• Offer RD BPR trng
• Align payroll
• Make contracts
• Develop TA RD
• Align EDS
• Dev review method
• Align w/ ED
• Responsibility without authority
• Budget (lack thereof)
• Decentralized environment
• Highly regulated • Inertia/resistance
• Laura
• Carla
• Stacy
TARGETFebruary 1, 2009
•
S&L training established
Effective communication
Leading USWA PS
MISSION
Metrics established
•HR and Payroll align
•Communityties pay mutual gains
•HR and ED align w/ providers
• HR and EDS align
• One-stop dev. site
• AngelaProcess imp
complete
New orientation
NCBI Training
Expanded base of ops
FMLA game plan
Reorganized HR
Effective use of space
Work/life bal program
WC costs reduced
Monthly HR Newsletter
Updated website
Improved diversity
Work/life committee
Community goodwill
Improved UWM image
BOLD STEP 2: STRATEGIC PARTNERING
Foster a campus culture that attracts and inspires individual excellence, success and alignment with UWM mission and
initiatives.
16 Presentation Author, 2006
TEAM/RESOURCES
• Linda
• Shannon
• David
SUCCESSFACTORS
CHALLENGES
STAGES/TASKS
Feb-Jul07 Aug-Jan08Feb-Jul08
Aug-Jan09
• Identify issues
•Communicate with units
•Prioritize•Hire Metrics Analyst
•Identify resources
•Establish partnerships
•Establish NCBI trng
•Establish FMLA game plan
•Train units in NCBI
•Communicate programs & actions
•Finalize FMLA game plan
•Units schedule NCBI training
•Implement FMLA plan
•Measure results
• Responsibility without authority
• Budget (lack thereof)
• Decentralized environment
• Highly regulated • Inertia/resistance
• Laura
• Carla
• Stacy
TARGETFebruary 1, 2009
•
S&L training established
Effective communication
Leading USWA PS
MISSION
Metrics established
• Metric Analyst hired
• Issues & resources identified
• NCBI training in place
•Unit personnel trained
• Metric analysis completed
• AngelaProcess imp
complete
New orientation
NCBI Training
Expanded base of ops
FMLA game plan
Reorganized HR
Effective use of space
Work/life bal program
WC costs reduced
Monthly HR Newsletter
Updated website
Improved diversity
Work/life committee
Community goodwill
Improved UWM image
BOLD STEP 3: DEVELOP WLB AND DIVERSITY
Foster a campus culture that attracts and inspires individual excellence, success and alignment with UWM mission and
initiatives.
17 Presentation Author, 2006
TEAM/RESOURCES
• Linda
• Shannon
• David
SUCCESSFACTORS
CHALLENGES
STAGES/TASKS
Feb-Jul07 Aug-Jan08Feb-Jul08
Aug-Jan09
• Solicit input• Identify needs• Identify budget
• Design & develop orientation
• Align with ED for enrollment management
• Design supervisory training
•Deliver responsive orientation
•Design and develop leadership training
•Implement supervisory training
•Implement leadership training
•Research and explore executive training
• Schedule exec-level training
• Implement feedback & suggestions for modifications
• Responsibility without authority
• Budget (lack thereof)
• Decentralized environment
• Highly regulated • Inertia/resistance
• Laura
• Carla
• Stacy
TARGETFebruary 1, 2009
•
S&L training established
Effective communication
Leading USWA PS
MISSION
Metrics established
• Align with ED
•Supervisory training in place
•Leadership training in place
•Comprehensive orientation delivered
•Continuous improvement process in place
• AngelaProcess imp
complete
New orientation
NCBI Training
Expanded base of ops
FMLA game plan
Reorganized HR
Effective use of space
Work/life bal program
WC costs reduced
Monthly HR Newsletter
Updated website
Improved diversity
Work/life committee
Community goodwill
Improved UWM image
BOLD STEP 4: COMPREHENSIVE TRAINING
Foster a campus culture that attracts and inspires individual excellence, success and alignment with UWM mission and
initiatives.
18 Presentation Author, 2006
TEAM/RESOURCES
• Linda
• Shannon
• David
SUCCESSFACTORS
CHALLENGES
STAGES/TASKS
Feb-Jul07 Aug-Jan08Feb-Jul08
Aug-Jan09
• Develop BPR training
• Identify campus participants
• Review APBS processes
• Convene core team
• Begin BPR training
•Train core team
• Add to existing BPR list
• Identify future BPR possibilities
•Prioritize existing BPR
•Assemble sub-teams
•Assign processes to subteams
•Analyze & document processes
•ID future PS requirements
• Analyze and document processes
• Begin process improve-
ments
• Responsibility without authority
• Budget (lack thereof)
• Decentralized environment
• Highly regulated • Inertia/resistance
• Laura
• Carla
• Stacy
TARGETFebruary 1, 2009
•
S&L training established
Effective communication
Leading USWA PS
MISSION
Metrics established
• Successful implementatio
n of PS
•Commitment by HR. & Campus to
BPR
•Leveraging existing technical & personnel resources
• •
• AngelaProcess imp
complete
New orientation
NCBI Training
Expanded base of ops
FMLA game plan
Reorganized HR
Effective use of space
Work/life bal program
WC costs reduced
Monthly HR Newsletter
Updated website
Improved diversity
Work/life committee
Community goodwill
Improved UWM image
BOLD STEP 5: PROCESS REENGINEERING
Foster a campus culture that attracts and inspires individual excellence, success and alignment with UWM mission and
initiatives.
19 Presentation Author, 2006
Living the Strategic Plan
• Model new behaviors
• Create early wins
• Support continuous improvement
• Review, revise and re-communicate
• Celebrate milestones
20 Presentation Author, 2006
MISSION
• UWM Strategic
• Work/live Balance
• Center of Excellence• Best Practices Leader• Award
Winning
Foster a campus culture that attracts and inspires individual excellence, success and alignment with UWM mission and initiatives.
Feb07-Apr07 May07-Jul07 Aug07-Oct07 Nov07-Jan08 Feb08-Apr08 May08-Jul08 Aug08-Oct08 Nov08-Jan09Develop procedures. Re-eng training, ID units, review APBS processes
Convene core team, set mtg schedule, conduct BPR trng
Review/expand existing BP list
Prioritize BPR, convene and determine subteams
Assign processes to subteams, analyze & doc, ID future BPR
Continue analysis and documentation
Improve processes, reeng existing processes
Continue process improvements for future and existing
Present BPR trng to SCAC. Estab project leadership
Develop PS scope. Build UWM consensus
Analyze UWM gaps. Adopt campus stds. Implement web.
Complete UWM gap planning.
Write requirements for UWM gap plan.
Write high level design for UWM gap plan.
Build UWM gap plan.
Launch UWM gap plan.
Attend BFS regular mtgs. Estab UWSA contacts
ID community resources. Form training steering committee
Make contacts. Coordinate program.
Offer RD/BPR training. Implement joint projects.
Make contacts. Develop TA Requirements documentation.
Align with Payroll.
Align with ED. Develop review method.
Align with EDS.
ID issues. Hire metrics analyst.
Communicate with units. Prioritize.
ID campus & community resources. Estab partnerships.
Establish NCBI train the trainer class.
Communicate programs and actions. Train units.
Maintain updated listing. Schedule/start NCBI training.
Schedule and start NCBI training.
Schedule and start NCBI training. Measure results.
Solidify $, ID needs, meet w/ Preps, review existing NHO, ED info, Lubar
Eval SCE plan, NHO contacts, ED needs, design & develop NHO
Present NHO, design Supv trng, make lead trng contacts.
Ongoing trng admin, deliver supv trng, one on one supv trng.
Eval SCE trng, research lead trng, continue trng admin.
Design/develop lead trng, explore exec trng
Schedule Exec trng, design based on ED input, coord trng
Eval/improve exec trng, align with ED, eval and use feedback
ProcessReengineering
ComprehensiveTraining
Develop WLB And Diversity
StrategicPartnering
EnablingTechnology
21 Presentation Author, 2006
Stakeholders Judge Us
• Who are the stakeholders?
• How do we engage them?
• Does the HR plan make sense to them?
• Does the HR plan work for them?
• Is the plan “EFFECTIVE”?
Job well done!