Working The Plan 5 STEPS TO CREATING AN ACTION-BASED STRATEGIC PLAN - - PowerPoint PPT Presentation

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Working The Plan 5 STEPS TO CREATING AN ACTION-BASED STRATEGIC PLAN - - PowerPoint PPT Presentation

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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

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5 STEPS TO CREATING AN ACTION-BASED STRATEGIC PLAN

10/30/15

Working The Plan

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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

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Agenda

  • The HRD Journey
  • The HRD Strategic Plan
  • 1. Grasp the Situation
  • 2. Alignment
  • 3. Development
  • 4. Deployment
  • 5. Implementation
  • Q & A
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“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

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Square peg in a round hole Performance Excellence Wandering aimlessly We’ve always done it this way! Where do you want to be?

Strategy Operations

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Agenda

  • The HRD Journey
  • The HRD Strategic Plan
  • 1. Grasp the Situation
  • 2. Alignment
  • 3. Development
  • 4. Deployment
  • 5. Implementation
  • Q & A
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SLIDE 7

2010-11 2011-12 2012-13 2013-14 2014-15 2015-16

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
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SLIDE 8

HRD SCORECARD

KEY PERFORMANCE INDICATOR Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun YTD 11-12 Target

Ave Days Fill Admin (qtrly)

19.8 22.4 21.0 20.2 20.9 30 D

Ave Days Fill Non-School Based Admin (qtrly)

28.3 32.1 30.0 30.6 30 30 D

Instructional Vacancies (twice a year)

99.7 99.4 99.6 100

% Highly Qualified Teachers

98.8 98.8 > State Avg

% Substitute Teacher Fill Rate 99.9 99.9 99.9 99.1 99.8 99.3 99.3 99.4 99.4 99.7 99.57

98.00

% Senior Interns Apply Position (Yearly) 82.30 82.30

80.00

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HRD LEADERSHIP MODEL

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Agenda

  • The HRD Journey
  • The HRD Strategic Plan
  • 1. Grasp the Situation
  • 2. Alignment
  • 3. Development
  • 4. Deployment
  • 5. Implementation
  • Q & A
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SLIDE 11

HRD Strategic Planning Process

GTH…

  • Leadership commitment
  • Action based
  • Everyone participating
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PHASE ACTIVITY PARTICIPANTS 1. GRASP THE SITUATION  SWOT Analysis  Environmental Scan  Performance Reviews  Work System Inputs  HRLT  HRD Team Members  Customers  Suppliers  Partners

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HRD Environmental Scan

GTH…

  • Internal and

External

  • Capacity and

Capability

  • Budget
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PHASE ACTIVITY PARTICIPANTS

  • 2. ALIGNMENT

 District VMV Confirmation  District and HRD VMV Alignment  HRD Core Values & Competencies Confirmation  District Strategic Goals Review  Goal Champions Selection  HRLT  HRD Team Members

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HRD’s VALUES/PURPOSE

HELPFUL

  • Consistent
  • Knowledgeable
  • Courteous

RESPONSIVE

  • Accountable
  • Responsive
  • Accurate
  • Available

STRATEGIC GOALS

  • 1. Intense Focus on Student Achievement
  • 2. High Performing and Dedicated Team
  • 3. Safe Learning and Working Environment
  • 4. Efficient Operations
  • 5. Sustained Community Engagement

CORE COMPETENCIES

  • 1. Building Relationships
  • 2. Employee Development
  • 3. Continuous Improvement & Innovation
  • 4. Stellar Customer Service

GTH…

  • Alignment
  • All team members

knowledgeable

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PHASE ACTIVITY PARTICIPANTS

  • 3. DEVELOPMENT

 Improvement and Innovation Opportunities Prioritization  Objectives Development  Budget Reviews  HRLT  HRD Team Members

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Opportunity Customer/Stakeholder Impact X Need to Improve = Overall Score Hiring Projections OCPS HA, Administration 5 X 5 = 25

71 PIlgrim

DMAIC HR

Reappointment Timeline Process Administrators and Staff 5 X 5 = 25

71 Heron

PDCA ES

Increasing retention through: Onboarding and Exit/Stay Interviews OCPS HA, Administration 5 X 5 = 25

63 Azzarito

JDI TAC

Administrative Hiring Process (School Based) Electonicize the required steps and approval process. HR, COS, Deputy Supt. & LC 5 X 5 = 25

59 Pilgrim

DMAIC HR

Expiring Certificates Reminder letters (Oct. 1st) through the Portal Instructional/Administrative Staff 4 X 4 = 16

58 Heron

JDI ES

Summer School Hiring (Temporary & ESY) Administrators and Staff 5 X 5 = 25

55 Heron

PDCA ES

Classified Time to Fill New Hires and Hiring Authorities 4 X 5 = 20

54 Heron

DMAIC ES

Improve/Update ER Cases Database including document management ER/Administrators 4 X 5 = 20

50 Blackmore

DMAIC ER

To make website more user friendly and informational Public, employees, researchers 5 X 4 = 20

50 McNabb

JDI HRSP

Track success/failure of communication efforts - i.e. less follow-up questions Employees 3 X 3 = 9

47 Pilgrim

DMAIC HR HRLT Champion Who Owns

HRD Opportunity Selection Matrix

TOTAL

Methdology

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GTH…

  • Clearly defined objective
  • Owner

Strategic Objective Summary ry

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PHASE ACTIVITY PARTICIPANTS

  • 4. DEPLOYMENT

 Departmental Alignment  Action Plan Development  Measures and Targets Establishment  Capability and Capacity Determination  Communication Planning  HRLT  HRD Team Members

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GTH…

  • Measures
  • Targets
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HRD 2014 STRATEGIC ACTION PLAN

Strategic Objective No.: 4.1 Project No. B Department: TAC Project Title: Reduce cycle time on Key Work Processes (KWP) Owner: Keith Card # Phase / Deliverable Schedule (Month) Who Comments / Cost J F M A M J J A S O N D

  • 1. The required criminal history evaluation cycle time is

seven days. Currently, we average 4.56-days – well below the KPI; however, OFI’s exist. Build a reminder for the team to look at all fingerprint results with criminal history by a certain day of the month to ensure all cases up to that point are acted upon. X Manager (Similar to a tickler file – this is a courtesy alert.) Sends a calendar notice to each team member to post data on everyone with criminal history by the 22nd of each month. Cost: The team may have to dedicate a day to exclusively evaluating criminal history in

  • rder to catch up.
  • Completed. Functioning and

remaining at or below target.

  • 2. Monthly – Cull all results received from the FDLE by

file size. Ensure all of them appear on the team’s file tracker spreadsheet. X X X X X X X X X X X X Manager Critical component. Recently it was discovered that we could organize FDLE results in the certified delivery member center by file size, segregating those with criminal history from all

  • thers.

Completed, on target.

  • 3. Convert item # 2 to a weekly process.

X Manager July 2015. Summer hiring volume may prevent this from being a year-round weekly process. Completed.

GTH…

  • Owner
  • Updates!
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SLIDE 23

GTH…

  • Strategic fit
  • Cost effectiveness

Capacity and Capability Determinations

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PHASE ACTIVITY PARTICIPANTS

  • 5. IMPLEMENTATION

 Plan Execution  Progress Monitoring  Feedback, Rewards, Recognition  Stakeholder Feedback  Performance Evaluations  Lessons Learned Documentation  HRLT  HRD Team Members  Customers  Suppliers  Partners

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However beautiful the strategy, you should occasionally look at the results.

  • Winston Churchill
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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 candidates.

73% 83% 84% 85% 87% 90%

Percentage of recruited teachers who achieve an instructional practice score

  • f 3.0 or higher.

63% 64% 65% 66% 68% 70% Increase retention rate of high performing staff. 82% 84% 87% 90% 91% 92% Increase onboarding engagement results. 90% 92% 93% 94% 95% 96% % of team members that achieve effective

  • n all evaluation categories

100% 99% 100% 100% 100% 100% $ Technology expenditure per HRD team member $414 $460 $500 $500 $550 $550 % Response to Q #2 93% 95% 95% 95% 95% 95% Hours of professional development/training per HRD team member 52 50 60 65 70 70 % Response to Q #6 94% 95% 95% 95% 95% 95% % Response to Q #13 98% 100% 100% 100% 100% 100% % Response to Q #14 98% 100% 100% 100% 100% 100% 4.1 Reduce cycle time on Key Work Processes (KWPs) % of KWPs that have a reduction in cycle time (cumulative) 7% 38% 63% 100% 100% 100% % of HRD work processes with Process Control Systems (FY 2015 was only KWP) 100% 100% 100% 100% 100% 100% Improvement projects completed 2 4 6 8 8 8 Sustained Community Engagement 5.1 Increase Division community involvement Number of volunteer hours NA 5000 5050 5100 5150 5200 Intense Focus on Student Achievement

Goals Objectives Measures

2015-2016 HRD STRATEGIC PLAN SCORECARD

1.1 Increase the percentage of high performing instructional candidates

PERFORMANCE

1.2 Improve retention rates of high performing instructional staff 2.1 Increase team member effectiveness through technology and professional development Safe Learning and Working Environment 3.1 Increase team member awareness in safety and ethics Efficient Operations 4.2 Systematically manage all work processes. High Performing and Dedicated Team

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GTH…

  • Continuous Review
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Stakeholder Feedback

GTH…

  • Targets
  • Benchmarks

Certification Renewals Overall Satisfaction Team Member Satisfaction by Category

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GTH…

  • The Golden

Thread

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GTH…

  • Continuous

Improvement

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2013-14 Strategic Plan 5 Goals – 28 Objectives

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2014-15 Strategic Plan 5 Goals – 7 Objectives

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Agenda

  • The HRD Journey
  • The HRD Strategic Plan
  • 1. Grasp the Situation
  • 2. Alignment
  • 3. Development
  • 4. Deployment
  • 5. Implementation
  • Q & A
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Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.

― Sun Tzu

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THANK YOU!

David Azzarito david.azzarito@ocps.net 407.317.3200 ext. 2002510 Ron Pilgrim ronald.pilgrim@ocps.net 407.317.3200 ext. 2002353