PAST, PRESENT, FUTURE March 3, 2014 HR Mission and Vision Statement - - PowerPoint PPT Presentation

PAST, PRESENT, FUTURE

March 3, 2014

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HR Mission and Vision Statement

Mission Statement: Vision Statement: Our mission in the Human Resource Services Division is to recruit, develop, and retain outstanding employees committed to fostering educational excellence. 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.

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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

• rganizational success.

Project Objectives

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Transactional Human Resources Movement to Strategic Human Resources Reacts to the budget to develop staffing

• allocations. One size fits all approach.

Proactively collaborates with Finance staff to create the budget Supports the hiring process with qualifications- based screening Supports hiring managers with competency-based recruiting On-boards employees with forms and compliance activities Supports new employees with mentors and coaching Uses evaluations to dismiss under-performers Integrates professional development with evaluations 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 Manual and inefficient processes and procedures Leverage technology to automate and standardize processes for greater efficiency to improve customer service

The district views this Human Capital project as the primary vehicle to refocus the Human Resources

• rganization 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

• utlined below.

HUMAN RESOURCES PRIOR TO THRIVE

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Implement the future state

Organization HR Talent

New HR Operating Model in Place HR Function Strategy and Capability Requirements HR Operating Model Framework and Implementation Plan Future State Design and Infrastructure

Establish program management office (PMO)

Develop HR

• perating model

Establish the context

Assess current state benchmarks Prepare recommendations Develop and agree recommendations Conduct stakeholder interviews Develop HR function strategy Develop future state HR

• perating model (org.,

talent, process, etc.)

PHASE 1 PHASE 2

Design the relevant components Build the infrastructure

Analyze findings

Process Project Management, Communication, Change management, Training Governance

Project Approach

6 Technology* * Not included in original scope of work for Mercer, but part of the overall transformation efforts.

December 2012 – April 2013 February 2013 – September 2013 2014 and Beyond

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ORGANIZATION STRUCTURE AND TALENT TECHNOLOGY

HR Transformation Work Streams*

SERVICE CENTER, PROCESS, AND POLICY

• Centralized HR Service Center for employees
• Centralized self-service content for employees
• Future-state processes implemented for:
• Recruiting
• Selection
• On-boarding
• Position and Budget Mgmt
• Compensation Administration
• Fill 5 Principal Mentor

positions

• Fill 4 additional positions in

the COE

• Additional self-service
• Additional components of HR

technology roadmap

• Lawson Global HR go-live
• Lawson LTM go-live
• Call and Case Mgmt technologies
• Improved Tier 0 (self service for

both static content and transactions)

• Continuous improvement of

redesigned processes

• Redesign of additional

processes

September 2014 September 2013

Implementation Strategy and Project Outcomes

80-90 % of HR Transformation

• bjectives accomplished

100% of HR Transformation

• bjectives accomplished
• HR Leadership Team (HRLT)
• Fill 62 open positions
• Move 2 C&I positions (Talent Director

and Talent Acquisition) Build COE

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1

Human Resources Strategy Map

1.0 Students, Stakeholders and the Learning Environment 3.0 Financial and Operational Systems and Support 2.0 Leadership and Talent Development

Improve student achievement

HR Operations Excellence Strategically Aligned Partnerships Centers of Expertise

Formalize consultative relationship with customers Improve differentiated support Ensure proactive responses to customer needs Focused Customer Service Create a lasting positive impression Utilize technology to

• ptimize HR processes

Increase Employee Effectiveness Promote a culture of transparency, feedback and accountability Improve employee capacity and leadership Encourage employee engagement Recruit and prepare effective teachers, leaders and support staff Develop and support effective teachers, leaders, and support staff Improve quality assurance and monitoring processes Effective Use of Data to Inform Decisions Effective Communication

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1

1.0 Students,

Stakeholders and the Learning Environment

3.0 Financial and Operational

Systems and Support

2.0

Leadership and Talent Development

Improve student achievement

HR Operations Excellence Strategically Aligned Partnerships Centers of Expertise

• Improved customer

satisfaction survey results

• Percent of employees with

documented feedback on performance and/or with individual development plans

• Percent increase in employee

engagement level

• Percent of HR stakeholders who rate the

HR department as a strong or very strong contributor to district strategic goals

• Percent of calls to the Service Center

with first-call resolution (FYI – this can be counter to self-service goals)

• Percent decrease in calls to the service

center for an issue that could otherwise be resolved through self-service (6 months post launch)

• Number of days to close Tier 2 issues
• Average wait-time for phone inquiries
• Percent employees fully on boarded

within 30 days of start date, and score of 80% or higher on post-orientation test

• 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 process)

• Percent decrease in employee

grievances

• Percent of employees rated Effective or

Highly Effective

• Percent of Effective and Highly Effective

employees retained

• Percent of vacant instructional positions
• n Day 1
• Days position open (or days to fill) for

key positions

• % applicants (or hires) from non-job fair

sources

• Percent budget variance for

compensation relative to budget

• Number of annual touch-points with

each people manager

• Percent of schools/departments with

documented workforce plans

• Percent of high-need schools with

tailored HC programs

• Teacher/student ratios by school
• Number of days spent on-site in the

instructional environment

• Number of Succession Plans maintained

for HIPOs and Critical Positions

• Percent of employees with 20 hours
• r more of documented learning

activities

Strategy Map-Drill Down

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Chief Human Resources Officer Ronnie Price

Executive Director Centers of Expertise Rick Beaulieu Executive Director HR Operations Jeff Thomas Executive Director Strategic HR Services Directors Nicole Lawson

HR Organization

Administrative Assistant II Leigh Haynes Administrative Assistant I Front Desk TBD

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HR Strategic Services

Administrative Assistant II Program Support Proposed 2015 Administrative Assistant II Shavon Shelton

Executive Director Strategic HR Services Directors Nicole Lawson

Strategic HR Services Director South Region Felicia Freeland Strategic HR Services Director North Region Maya Smith Strategic HR Services Director East Region Kathy Roby Strategic HR Services Director West Region Felicia Collins Strategic HR Services Director Operations LaTonya Wilson

HR Strategic Services

• Serves as consultants to the
• rganization by linking departmental

goals to overall HC capital strategy

• Provides strategic support for each

region in the system as well as

• perations/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

• perations

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The HR Strategic Directors are… HR leader(s) who manages the overall human capital strategy for hiring managers across district departments.

HR Strategic Directors

HR Strategic Services

• Listen. Think. Respond.

Mission Statement: Our mission in the Office of HR Strategic Services is to provide principals and district hiring managers customized human capital solutions to booster: Staffing placements, workforce planning, performance coaching, and succession planning. HR Strategic Services Motto: Listen. Think. Respond. Vision Statement: Our vision in the Office of HR Strategic Services is to be recognized by principals and hiring mangers for delivering value added human capital management solutions in alignment with their school/departmental strategy.

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Strategic Director Assigned Clients

WEST REGION SOUTH REGION EAST REGION NORTH REGION Central Office/Ops Felicia Collins x2344 Felicia Freeland x2349 Kathy Roby x2343 Maya Smith x2302 LaTonya Wilson X2337

(Elementary) (Elementary) (Elementary) (Elementary) Central Office and Operations

Adamsville Cleveland Benteen Bolton Academy Transportation Beecher Hills Dobbs Burgess-Perterson Boyd Communications Bethune Finch Centennial Place -(YR) Brandon Legal Cascade Gideons Dunbar Fain Nutrition Connally Heritage Academy

• D. H. Stanton

F.L. Stanton Security Continental Colony Humphries Hill/Hope Garden Hills Organizational Advancement Deerwood Academy Hutchinson - (YR) Lin Grove Park Internal Compliance Fickett Perkerson Morningside Jackson Board of Education Jones, M. Agnes Slater Parkside Rivers Finance Kimberly Thomasville Springdale Park Scott Information Technology Peyton Forest South Metro Toomer Smith Human Resources Venetian Hills Whitefoord Towns Facilities West Manor Campbell Bldg. Usher/Collier Heights Office of Superintendent and Associate Superintendent North Metro Woodson Deputy Supt. - Ops Finance

(Middle) (Middle) (Middle) (Middle)

Information Technology Brown Long Coan B.E.S.T. Academy Human Resources Bunche *Parks Inman Coretta Scott King YWLA Facilities *Kennedy Price Martin L. King Harper Archer Young Sylvan Sutton

(High) (High) (High) (High)

Mays Carver - Early College Jackson Douglass Therrell -STEMS Carver - Health Grady North Atlanta Therrell - Health Carver - Arts Crim Open Campus

• C. S. King

Therrell - Law and Gov't Carver - Technology BEST Academy Washington - Banking South Atlanta - CAD Washington - Early College South Atlanta - Health Washington - Health South Atlanta - Law West End Forrest Hills Academy

Departments Departments Departments Departments

Deputy Supt. - Instruction Student Services - (Special Education, Student Support Services) Teaching and Learning -(Professional Learning, Army/JROTC Instruction, Testing and Assessment, Small Learning Communities, Career and Technical Education) Administrative Service - (Curriculum and Instruction, Athletics, Student Discipline/Relations, Federal Grants, Program Compliance) Regional Office - West Regional Office - South Regional Office - East Regional Office - North

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Recruitment Operations Manager Alison Henderson HR Technology Manager Fred Jenkins Call Center Operations Manager Gia Jennings Benefits & Risk Director Rose Jones Credentialing Specialist Kimberly Thomas Employee Benefits Manager Monica Bolden Retirement Benefits Specialist Mai Lan Williams Health Benefits Specialist Sylethia Bryant Absence Management Specialist Keisha Grier Applicant Tracking System Analyst Jackie Daves Risk Management Administrator Marcellus Jones Absence Management Manager Monique Craft Workers Comp / Unemployment Specialist Paiige Pruitt Workers Comp / Unemployment Manager Dennis White HR Process & Content Manager Abner Breban

HR Operations

Credentialing Specialist Nataya Robinson-White Onboarding Specialist Trudy Thomas Onboarding Specialist Brittany Williams Onboarding Specialist Sheronda King Customer Service Rep. Nicole Bankhead Customer Service Rep. Tonya Banks Customer Service Rep. Valeria Richardson Substitute Services Specialist Walter Harris Records Mgmt Specialist Camille Ivey Records Mgmt Specialist Tinika Pelt Records Mgmt Specialist Yvonne Prater Records Mgmt Specialist Jolanda Williams Health Benefits Specialist Jane Weir Absence Management Specialist Comenthia Williams Workers Comp / Unemployment Specialist Melanie Mabry Administrative Assistant Christy Black

Executive Director HR Operations Jeff Thomas

HR Operations

• Delivers HR services to most

employees

• Establishes HR’s first impression with

many employees

• Collaborating across HR functions to

deliver HR services more efficiently

• Provides customer support and self

service offerings

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HR Operations are… Dedicated teams of HR professionals with specialized functional expertise who deliver high-volume, high-value HR services to employees and managers.

HR Operations

HR OPERATIONS

Guiding Principles

• Organize and redesign all

elements of HR customer focus at the fore front

• Reduce HR administration tasks

for C&I leadership

• Standardize, simplify and

automate HR processes to drive efficiency

• Clearly define roles and develop

capability

• Create areas of subject matter

expertise to support key HR programs and needs

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• Develop HR capability that will

proactively collaborate with principals and line managers regarding workforce planning and effectiveness

• Align HR practices and policies to

better meet APS strategic

• bjectives
• Develop talent in the HR
• rganization that can sustain new

HR capabilities

• Develop and support HR

Information Systems and Intranet

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Employee Relations Manager Devetrice Hinton Performance Management & Compensation Director Jadun McCarthy Talent Director (Director, Teacher Quality) Lisa Orr Employee Relations Officer Jessica Smith Talent Acquisition Manager Kendal Amerson Sourcing Analyst Keasha Copeland Teacher Effectiveness Program Administrator Flavia Gordon-Gunter Instructional Mentor Anna Brown Compensation Manager Mary Rhodes Teacher Perf. Analyst Loralee Hill Talent Acquisition Program Analyst (Lead Induction Specialist) Qualyn McIntyre (15 AUTR Teachers) Classification Specialist Siobhan Holston

Centers of Expertise

2013 - 2014

Performance Based Leadership Consultant Catalina Sibilsky Principal Mentor Amy Alderman Project Facilitator II Marlene Parker Administrativ e Assistant Altamese Morris

Executive Director Centers of Expertise Rick Beaulieu

Sourcing Analyst Sheinika Lewis Principal Mentor Tony L. Burks Principal Mentor Dawn Parker Principal Mentor Instructional Mentor David Jakana Instructional Mentor Kenya Nelson Instructional Mentor Kim Turner Instructional Mentor Kenny Kraus Teacher Perf. Analyst Tonya Shannon Teacher Perf. Analyst Jatisha Marsh Teacher Quality Coordinator Melissa St. Joy Teacher Quality Coordinator Felicia Lester Teacher Quality Coordinator Robin Anderson-Davis

• Prof. Learning Specialist

LaShain Blake

• Prof. Learning Specialist

Janean Lewis

• Prof. Learning Specialist

Simone Wells-Heard

• Prof. Learning Specialist

Katrina Brinker

Administrative Assistant Laurie Hickey

= RT3 Funded Employees =$951, 182

= Title II Funded Employees= $305,968

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Employee Relations Manager Devetrice Hinton Performance Management & Compensation Director Jadun McCarthy Talent Director (Director, Teacher Quality) Lisa Orr Employee Relations Officer Jessica Smith Talent Acquisition Manager Kendal Amerson Sourcing Analyst Keasha Copeland Teacher Effectiveness Program Administrator Flavia Gordon-Gunter Instructional Mentor Anna Brown Compensation Manager Mary Rhodes Teacher Perf. Analyst Loralee Hill Talent Acquisition Program Analyst (Lead Induction Specialist) Qualyn McIntyre (15 AUTR Teachers) Classification Specialist Siobhan Holston

Centers of Expertise

Changes: 2014 - 2015

Principal Mentor Amy Alderman Administrative Assistant Altamese Morris

Executive Director Centers of Expertise Rick Beaulieu

Sourcing Analyst Sheinika Lewis Principal Mentor Tony Burks Principal Mentor Dawn Parker Instructional Mentor David Jakana Instructional Mentor Kenya Nelson Instructional Mentor Kim Turner Instructional Mentor Kenny Kraus Teacher Perf. Analyst Tonya Shannon Teacher Perf. Analyst Jatisha Marsh Recruitment Quality & Measurment Analyst TBD Recruitment Quality & Measurment Analyst TBD Principal/Leader Effectiveness Program Administrator TBD Trainer TBD Talent Development Program Analyst TBD

Administrative Assistant Laurie Hickey

Performance Based Leadership Consultant Catalina Sibilsky

• Prof. Learning Specialist

LaShain Blake

• Prof. Learning Specialist

Janean Lewis

• Prof. Learning Specialist

Simone Wells-Heard

• Prof. Learning Specialist

Katrina Brinker

Employee Relations Specialist

HR Centers of Expertise (COE)

• Develops a talent management

function that sources, recruits and retains the best talent for the

• rganization.
• Develops and implements a

comprehensive plan for addressing talent needs across the organization.

• Drives a comprehensive talent agenda

for the organization

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COEs are… Architects of HR programs with deep expertise in strategy and design of programs in support of the employee lifecycle.

HR Centers of Expertise

Future Benefits Realization

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Reduced Cost for the District Clear Performance Expectations Focused Talent Development Efficient and Effective Services Streamlined and Automated Processes Improved Sourcing of Talent

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Urban Schools Human Capital Academy is the first initiative of its kind in the field of Human Resources reform and is dedicated to the development of central office leaders with Human Resources/Human Capital responsibilities. The Academy works with teams from Human Resources/Human Capital divisions of public school urban districts. The focus on best practices and research supports the implementation of a range of functions targeted at improving teacher and principal quality and advancing educational reform.

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• Two annual meetings (April and October each year) of three days each over a three-

year period for a team of four district participants. The Academy sessions immerse the participants in ongoing high-level interaction with other urban districts and Human Resources/Human Capital experts.

• Participants receive a comprehensive toolkit with practical materials and concepts to

apply in their home district setting.

• Each participating district is assigned a Human Capital Partner who will work with the

team during and between Academy sessions to support the implementation of best

• practices. The Partners will make a minimum of four site visits per year to provide

coaching and additional forms of support.

• An online Academy Learning Community is created for Academy participants to

interact with other professionals between sessions. The Learning Community will be dynamic, tailored to the unique needs of participants, and geared to finding solutions to specific problems.

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USHCA Levers HR Transformation Enablers

• 1. Teacher Prep & Recruitment
• Talent COE for relationships with schools, program design, tracking and analyzing

sources

• Recruitment process improvements (screening tools, etc.)
• 2. Hiring & Selection
• Talent COE for sourcing candidates and designing annual staffing process
• Strategic HR Services Directors to support Principals with selection
• Hiring process improvements
• 3. Induction & New Teacher

Assignment

• Recruitment operations and redesigned processes to efficiently onboard
• Instructional Mentors to support teacher effectiveness
• Talent COE tracking new teacher effectiveness
• 4. Staffing & Deployment
• Strategic HR Services Directors partnering with Principals to improve placement
• Talent COE designing programs and policies
• 5. Compensation & Benefits
• Establishment of Compensation Department, Compensation Manager role
• Leave tracking in HR Operations
• Implement Position Control Solutions
• 6. Performance Management
• Talent COE monitors and analyzes teacher performance
• Strategic HR Services Directors coach Principals on managing performance
• Develop District Wide Performance Management process for non-instructional

employees

• 7. Linking Professional Development

to HR/HC Functions

• Talent COE designs programs for teacher effectiveness, Instructional Mentors

coach/train teachers

• 8. Career Management
• Talent COE designs career programs and tracks teacher effectiveness
• Strategic HR Services Directors partner with Principals to focus on retention
• 9. Principals as Human Capital

Managers

• Talent COE designs programs for principal/leader effectiveness, Principal mentors

coach/train Principals

• Strategic HR Services Directors to coach Principals on people management

Critical Partner and Link to USHCA

ADDITIONAL STEPS

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• Finish establishment of positions
• Review, refine and simplify

processes

• Align and develop human capital

talent

• Cross train teams
• Eliminate duplicate processes

and data entry

• Establish deadlines for processes
• Manage expectations
• Investment in PHR/ SPHR
• Checks and Balances
• New Compensation system
• Create new performance

management system

• Training-Administrative

Assistants, Managers, Supervisors and Executives

• Create Temp Services Executive

Recruiting Center

• Align information systems with

processes

Human Resource Information Systems 2012

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Payroll

S3 Financials S3 HRM

“Taleo” Talent Acquisition Retiring

Human Resource Information Systems

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APS Purchased: 1. Talent Acquisition

Additional cost for training 50k

2. Performance Management 3. Incentive Compensation Management 4. SaaS licenses for Onboarding 1. Global HR Endwisen On – Off Boarding (SaaS)

Inc Incen enti tive ve Comp Compensa sation Manageme ment Succession ssion Manageme ment Learning and Dev Developme ment Talent Acq Acquisi sition Perfo forma mance Manageme ment Wo Workfo force Plan anning ning

LTM LTM

S3 Financials

Organization & Talent Services, Process and Content HR Technology

Nov January – September ‘14 Dec Oct

Roadmap Forward

Leadership and Communications

Continue Process Redesign and Implementation Optimize HR Service Center Confirm HR Budget w/Finance Secure HR Budget Review Project Success with Program Sponsors (Superintendent, BOE, Gates, Sr. Cabinet, Steering Committee) Introduce new CHRO Launch Lawson TA Launch IPCM Fill remaining open positions Improve ESS Capabilities Engage in APS IT/ Procurement Plans re: Enterprise solution Continue discussion re: Global HR/ Endwise Optimize COE Optimize HR Strategic Services Optimize COE Structure Fill remaining open positions Complete Facilities Relocation Complete HRCB Actions Launch Lawson PM Complete Remaining Communications (employees, managers, etc.) Design & Implement HR Program Governance Optimize HEAT implementation Transition Work between old/new roles Participate in Call Center Tour Finalize HR Measures Launch for Employees & Managers

* The above represents high level tasks/milestones, general timeframes and preferred sequences of events

Continued Training Continued Training

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Cross Training Professional Development

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