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The Challenges Facing Human Resources in Higher Education

Dan BerrymanVice Chancellor for Human Resources

ACES General MeetingSeptember 16, 2015

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Session Agenda

• How Challenges Facing Human Resources in Higher Education Can Affect You

• Discussion on the Importance of Managing Change

• Discussion on the Current PCC Administrative Reorganization

• Comments/Questions

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Human Resources Related Challenges in Higher Education Today

• Managing Change/Transitions

• Continuous Improvement of Operational Efficiency

• Creating a “Culture of Shared Accountability”

• Attracting/Retaining/Replacing Top Performers

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Change/Transitions

“If you don’t like change, you’re going to like irrelevance even less.”

-General Eric Shinseki,Chief of Staff, U.S. Army

“I am convinced that life is 10% what happens to me and 90% how I react to it.”

- Charles Swindoll, Author

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Strategies for Effective Change Management

• All levels of leadership communicate the “Why” of the change

• Lay out a clear path forward• Acknowledge the losses with empathy

and respect the past• Move from Endings to New

Beginnings as quickly as possible while monitoring the responses of employees

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Reactions to Transitions

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Phases of Transition (William Bridges Model)

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Strategies for Continuous Improvement of Operational Efficiency

• Continually assessing the capabilities of the existing automated and manual systems, organizational structures, and employees given the current demands of the higher education environment

• Involve as broad a group of employees as possible in conducting assessments and Return-on-Investment studies

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Strategies for Creating a “Culture of Shared Accountability"

• Receive senior leadership commitment to better insure each employee’s commitment to enhance their personal accountability

• Top to bottom, there must be a clear understanding of organizational and individual goals and the methods of communicating progress on completion

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Strategies for Attracting/Retaining/ReplacingTop Performers

• Intentional focus on branding and marketing each distinct area of the College

• Nurturing communities of practice that effectively hold one another accountable

• Organizational commitment to succession planning that supports developmental rotations

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The Importance of Organizational Structure Review

• According to McKinsey & Company (2015)– Today organizational redesign involves the

integration of structure, processes, strategies, and people to support the implementation of new strategies; it’s not just tinkering with lines and boxes.

– It involves the:• Processes that people follow• Management of individual performance• Recruitment of talent• Development of employees’ skills

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The Nine Secrets for Success

• McKinsey & Company’s research found there are 9 keys for success:1) Focus on the longer-term strategic

aspirations

2) Take time to survey the scene

3) Be structured about selecting the right blueprint

4) Go beyond lines and boxes

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The Nine Secrets for Success (cont.)

5) Be rigorous about drafting talent

6) Identify the necessary mind-set shifts and change those mind-sets

7) Establish metrics that measure short and long term success

8) Make sure leaders communicate

9) Manage the transitional risks

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College Reorganization Update

Board of GovernorsStudy Session

August 31, 2015

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Reorganization: Guiding Elements

Future State

Mission

Vision

Values

Strategic Plan

College Priorities

Budget and Financial Plans•Budget Planning Criteria•FY16 Budget•Expenditure Limit Plan

Educational and Facilities Master

PlansMission

Vision

ValuesCo

llege

Prio

rities

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Our Leaders Role in Managing ChangeThoughtful Leadership

– Be Fair, Reasonable, and Consistent– Follow processes wisely– Listen to those who will be impacted– Look for indicators of what is happening (use all your

senses)– Hold ourselves and others accountable– Limit black/white thinking (gray areas are the norm)

(situational leadership)– Don't be afraid to take risks - inaction is more dangerous

• Mistakes happen. Learning and improvement are what matters– Make sure you have the right people in the right positions

with the knowledge skills and abilities

Slide Adapted from 8/25/15 Presentation: Creating a Culture of Change

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Continuing Reorganization Efforts

• Successful colleges need to focus on continuous improvement of our outcomes in service to our students and community – not on minimal compliance

• This change in focus will require more “organic” organizational structures and not traditional command and control

• This leaner organization structure will require individuals with the knowledge, skills and abilities to be successful in their roles

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Continuing Reorganization Efforts

• Areas of responsibility must be clearly defined and individuals must be allowed to have the authority to operate in their position and be accountable for their work

• This autonomy must begin with establishing the organizational structure by having leaders collaborate with those impacted by changes to define new structures

• Different parts of the college will be “ripe” for restructuring/change at varying times

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Continuing Reorganization Efforts • When an area is restructured all individuals

qualifications for new positions will be examined using processes developed to ensure that we have appropriately skilled individuals

• The college will attempt to assist any individuals that are displaced by restructuring in finding a position in or out of the college that appropriately aligns with their knowledge and skills

• The timeline for any restructuring will be developed to allow individuals to make appropriate preparations for the upcoming change

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Parting Thoughts How Do You React to Failures?

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Parting ThoughtsWe are facing some very challenging times. Don’t let any failures you experience get you down. Try to Remember:

• Walt Disney was fired from the Kansas City Star because he "lacked imagination and had no good ideas”

• Oprah Winfrey was fired from her job as a TV anchor in Baltimore for being "too emotionally invested in her stories"

• Henry Ford had two failed car companies prior to succeeding with Ford Motor Company

• Steven Spielberg was rejected by USC's Cinematic Arts School multiple times.

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