VISION, MISSION, VALUES

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "VISION, MISSION, VALUES"

Transcription

1 VISION, MISSION, VALUES Vision Statement: Through a combination of best practices and well established strategic partnerships, the Department of Human Resources will recruit, develop, and support the diverse and talented workforce of Armstrong State University. Mission Statement: Our mission is to establish a work environment that fosters a culture of excellence by providing best in practice Human Resource services. We will focus on the personal and professional growth needed by our faculty and staff to cultivate a learning environment that supports the mission of Armstrong State University. We will provide the highest quality customer service to University faculty, staff, and students by constantly seeking to meet or exceed their service expectations. Values Statement: Armstrong State University Department of Human Resources is committed to: 1. The highest ethical and professional standards 2. Focusing on an institutional culture of excellence 3. Excellence in customer service 4. A diverse talented and engaged workforce 5. A workforce trained to fulfill its potential 6. A philosophy of work/life balance 7. Using technology to promote efficiencies where possible Page 1 05/18/2016

2 GOALS Recruitment and Retention Achieve a talented, diverse, and fully engaged team of faculty, staff, and student employees through recruitment, development, recognition, and retention. Leadership and Development Develop a culture of institutional excellence by focusing on personal, professional and leadership development, stabilization planning, excellence in customer service and an emphasis on the highest standards of ethics and integrity through focused training, multidirectional communications, and mentoring. Reward and Recognition Recognize and reward employees through the development of a total compensation, rewards and recognition programs, and performance management programs. Leverage Technology Opportunities and Partnerships Partner with the University System of Georgia/Shared Services Center, university information technology services and other providers/vendors in an effort to leverage technology in ways that will improve our ability to serve the university community. Human Resource Efficiency and Services Improve human resource services through improved customer service, strategically aligned and defined metrics, established workflow and process improvement. Page 2 05/18/2016

3 GOALS, ACTION STEPS AND METRICS 1. Achieve a talented, diverse, and fully engaged team of faculty, staff, and student employees through recruitment, work/life balance, performance management, development, recognition, and retention. Action Step I: Action Step II: Action Step III: Action Step IV: Action Step V: Create and maintain a recruitment plan that focuses on diversity, talent, and a good fit with Armstrong. Develop hiring and recruiting guidelines that focus on best practices to attract and hire the best employees. Identify and develop plans to remediate work / life balance issues. Develop a comprehensive performance management system with established linkages to professional development and total compensation programs. Coordinate the development of programs that focus on the retention of key employees. Page 3 05/18/2016

4 2. Develop a culture of institutional excellence by focusing on personal, professional and leadership development, stabilization planning, excellence in customer service and an emphasis on the highest standards of ethics and integrity through focused training, multidirectional communications, and mentoring. Action Step I: Action Step II: Action Step III: Action Step IV: Create a professional development plan that focuses developing the knowledge, skills and abilities necessary to accomplish the University s goals. Create an organizational stability plan that will provide for the current and future leadership needs of the organization. Create an Excellence in Customer Service initiative that will develop a culture of customer service across the University. Develop current and future leaders through focused training, multidirectional communications and mentoring. Page 4 05/18/2016

5 3. Recognize and reward employees through the development of a total compensation, rewards and recognition and performance management programs. Action Step I: Action Step II: Action Step III: Action Step IV: Action Step V: Develop training plans that focus on the key skills needed to successfully lead a highly motivated and results oriented workforce. Create a rewards and recognition program that motivates and inspires employees and recognizes Armstrong State University as an employer of choice in the community and southeast region. Develop a total compensation program that supports the acquisition and retention of highly skilled leaders. Implement a performance management program that focuses on improving performance and recognizing top performers. Implement and communicate common frameworks for compensation, position evaluation and performance management that streamline, simplify and automate processes and procedures. Page 5 05/18/2016

6 4. Partner with the Armstrong State University Information Technology Division, University System of Georgia/Shared Services Center and other providers/vendors in an effort to leverage technology in ways that will improve our ability to serve the university community. Action Step I: Action Step II: Action Step III: Action Step IV: Proactively engage with USG/SSC, ASU OIT and other providers on technology related projects. Focus on creating/acquiring web based solutions which will improve the efficiency of all Human Resources related functions. Continue implementing technological solutions that accelerate the transition to paperless transactions. Create training programs for technology solutions that support users throughout implementation of applications. Page 6 05/18/2016

7 5. Improve human resource services through increased efficiencies and process improvement. Action Step I: Action Step II: Action Step III: Action Step IV: Action Step V: Develop workflow documentation process for all human resource functions. Develop and maintain communications plan for all human resources initiatives. Create stabilization plans to ensure continuity of business operations. Develop HR dashboards and tracking metrics for all human resources and related operational functions. Actively engage with University System of Georgia leadership, Armstrong leadership, faculty, staff and students as a resource and feedback loop to ensure efficiency and effectiveness of service deliverables. Page 7 05/18/2016

8 Page 8 05/18/2016

Talent Community of Expertise

Talent Community of Expertise Future-State HR Service Delivery Model Operating Model Design IMPACT CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management

More information

GW Human Resources Strategic Plan

GW Human Resources Strategic Plan GW Human Resources Strategic Plan 2017-2021 OUR VISION We aspire to develop a diverse and engaged workforce to lead GW to excellence. OUR MISSION The mission of Human Resources is: to serve as an effective

More information

Talent Community of Expertise

Talent Community of Expertise Future-State HR Service Delivery Model Operating Model Design Service CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management

More information

HRM. Unit 1. Dr. Vinita Pimpale. Dr. Vinita Pimpale R.A.Podar College of Commerce & Economics

HRM. Unit 1. Dr. Vinita Pimpale. Dr. Vinita Pimpale R.A.Podar College of Commerce & Economics HRM Unit 1 1 What Is Human Resource Management? Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people

More information

SEE Enterprise Design and Galbraith Organizational Design Comparison

SEE Enterprise Design and Galbraith Organizational Design Comparison SEE Enterprise Design and Galbraith Organizational Design Comparison The following outline broadly compares the organizational design elements between the SEE framework and Galbraith taxonomy. SEE Framework

More information

Office of Human Resources Courage. Compassion. Commitment.

Office of Human Resources Courage. Compassion. Commitment. Office of Human Resources Michelle Lamb Moone, SPHR Assistant Vice Chancellor and Chief Human Resources Officer mlmoone@uncg.edu; (336) 334-5167 Agenda for Today 90-Day Assessment The Role of the Human

More information

K-State 2025 Strategic Action and Alignment Plan for the Division of Human Capital Services

K-State 2025 Strategic Action and Alignment Plan for the Division of Human Capital Services K-State 2025 Strategic Action and Alignment Plan for the Division of Human Capital Services 1. What are your Major Unit s mission and vision and how does your organization contribute to achieving the University

More information

K-State 2025 Strategic Action and Alignment Plan for the Division of Human Capital Services

K-State 2025 Strategic Action and Alignment Plan for the Division of Human Capital Services K-State 2025 Strategic Action and Alignment Plan for the Division of Human Capital Services 1. What are your College s/major Unit s/department s mission and vision and how does your organization contribute

More information

CERTIFICATIONS IN HUMAN RESOURCES» Senior Professional in Human Resources - International TM. SPHRi EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCES» Senior Professional in Human Resources - International TM. SPHRi EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» SPHRi TM Senior Professional in Human Resources - International TM SPHRi TM EXAM CONTENT OUTLINE SPHRi EXAM CONTENT OUTLINE AT-A-GLANCE SPHRi EXAM WEIGHTING BY FUNCTIONAL

More information

HR Transformation & Strategy Overview. Mahesh Puducheri Vice President Human Resources Halliburton

HR Transformation & Strategy Overview. Mahesh Puducheri Vice President Human Resources Halliburton HR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources Halliburton Halliburton Global Franchise 60,000 employees in approximately 80 countries $18 Billion in Revenues in

More information

CERTIFICATIONS IN HUMAN RESOURCES. SPHRi TM Senior Professional in Human Resources - International TM SPHRi. Exam Content Outline

CERTIFICATIONS IN HUMAN RESOURCES. SPHRi TM Senior Professional in Human Resources - International TM SPHRi. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES SPHRi TM Senior Professional in Human Resources - International TM 2018 SPHRi Exam Content Outline SPHRi Exam Content Outline At-a-Glance: SPHRi Exam Weighting by Functional

More information

HR Strategic Plan

HR Strategic Plan UNIVERSITY OF CALIFORNIA Human Resources HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction

More information

2018 SPHR. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES. SPHR Senior Professional in Human Resources

2018 SPHR. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES. SPHR Senior Professional in Human Resources CERTIFICATIONS IN HUMAN RESOURCES SPHR Senior Professional in Human Resources 2018 SPHR Exam Content Outline NOTE: The 2018 revisions to the SPHR exam content outline go into effect for all SPHR exams

More information

The Leadership Model. Executives v2.0

The Leadership Model. Executives v2.0 The Leadership Model Executives v2.0 Our Cultural Levers The activators of our Purpose We share a passion for tasty, healthy and well-sourced food. Throughout our customer experience, we proactively share

More information

Fit for the Future: Innovative Global Talent Transformation

Fit for the Future: Innovative Global Talent Transformation www.pwc.com Fit for the Future: Innovative Global Talent Transformation November 2015 Challenges of today Discussion Outline Talent and performance needs Building a fit for the future talent organisation

More information

Building an Integrated Talent Management Strategy. Stavros Liakakos, VP HCM Strategy Knowledge Infusion

Building an Integrated Talent Management Strategy. Stavros Liakakos, VP HCM Strategy Knowledge Infusion Building an Integrated Talent Management Strategy Stavros Liakakos, VP HCM Strategy Knowledge Infusion 1 Knowledge Infusion: HCM as a Strategy 2 Vicious Cycle 3 Talent Management Strategy Alignment 4 Key

More information

Employer of Choice Diagnostic

Employer of Choice Diagnostic Instructions for Using this Tool The EOC Diagnostic on the following pages can be used to focus your efforts in developing your EOC strategy (and action plans). Place an x in the shaded box if the statement

More information

OUR PEOPLE, OUR STRENGTH

OUR PEOPLE, OUR STRENGTH OUR PEOPLE, OUR STRENGTH 2015-2017 TABLE OF CONTENTS 1. 1. Employee messages... 2 i. Message from CAO ii. Message from Director, Human Resources 2. Executive summary... 3 3. About the Our People, Our Strength

More information

EMPLOYMENT LIFE CYCLE

EMPLOYMENT LIFE CYCLE Engaging and Retaining Employees through the EMPLOYMENT LIFE CYCLE Presented by: Shellie Haroski, SPHR, SHRM-SCP Assessing Engagement 1. List what works well to engage your employees 2. List areas of opportunity

More information

How Often Should Companies Survey Employees?

How Often Should Companies Survey Employees? How Often Should Companies Survey Employees? Emerging Trends and Practical Considerations. 2017 Perceptyx, Inc. 28765 Single Oak Drive, Suite 250, Temecula California 92590 951.676.4414 www.perceptyx.com

More information

POWER YOUR BUSINESS WITH PEOPLE POWER

POWER YOUR BUSINESS WITH PEOPLE POWER POWER YOUR BUSINESS WITH PEOPLE POWER Sage People Power your business with People Power 2 A powerful way to attract, retain and grow talent, at a lower cost and on a global scale The way we do business

More information

The Ins and Outs of Recruiting for Microsoft in Germany. Georg Bachmaier Thursday, November 18 th 2010 HR Manager

The Ins and Outs of Recruiting for Microsoft in Germany. Georg Bachmaier Thursday, November 18 th 2010 HR Manager The Ins and Outs of Recruiting for Microsoft in Germany Georg Bachmaier Thursday, November 18 th 2010 HR Manager Recruitment for Microsoft in Germany Background to Staffing at Microsoft Evolution of the

More information

Certified Human Resources Professional (CHRP) Competency Framework

Certified Human Resources Professional (CHRP) Competency Framework Certified Human Resources Professional (CHRP) Competency Framework 11.15 Table of Contents About the CHRP... 3 Application of the Competency Framework... 3 Path to Obtain the CHRP... 4 Maintaining the

More information

Supply Management Three-Year Strategic Plan

Supply Management Three-Year Strategic Plan Supply Management Three-Year Strategic Plan 2010-2012 Message From the Vice President, Supply Management I am pleased to present our new three-year strategic plan for fiscal years 2010 2012. The plan

More information

H U M A N R E S O U R C E S M A N A G E R

H U M A N R E S O U R C E S M A N A G E R DESCRIPTION OF WORK: H U M A N R E S O U R C E S M A N A G E R Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human

More information

ROLE OF CEO IN AN EDUCATIONAL INSTITUTION ASHOK KUMAR CEO INDIAN HIGH SCHOOL (GROUP OF SCHOOLS) DUBAI

ROLE OF CEO IN AN EDUCATIONAL INSTITUTION ASHOK KUMAR CEO INDIAN HIGH SCHOOL (GROUP OF SCHOOLS) DUBAI ROLE OF CEO IN AN EDUCATIONAL INSTITUTION ASHOK KUMAR CEO INDIAN HIGH SCHOOL (GROUP OF SCHOOLS) DUBAI ROLE OF THE CEO Chief executives play multifarious roles in an educational institution These tasks

More information

Core Values and Concepts

Core Values and Concepts Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented

More information

PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY

PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY January 2013 Overview Portland Public School District (the District or PPS) contracted with AKT to create a new vision and values for their

More information

STRATEGIC PLAN One College - Committed to Continuous Improvement

STRATEGIC PLAN One College - Committed to Continuous Improvement STRATEGIC PLAN 2017-2020 One College - Committed to Continuous Improvement During my first year at St. Louis Community College, I have had a fantastic experience in meeting and working with community leaders,

More information

UC Core Competency Model

UC Core Competency Model UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication

More information

Align your people strategy to your business strategy

Align your people strategy to your business strategy Align your people strategy to your business strategy ADP Vantage HCM HCM technology + human insight for real business results Cultivating a workforce that can truly transform your business requires your

More information

HR's Role in Organizational Development

HR's Role in Organizational Development University of San Diego Digital USD Human Resource and Volunteer Management Best Practice Library 6-3-2011 HR's Role in Organizational Development Lisa Brown Morton Follow this and additional works at:

More information

Future-state HR Service Delivery Model Talent Position Descriptions

Future-state HR Service Delivery Model Talent Position Descriptions Future-state HR Service Delivery Model Talent Position Descriptions Note: Position descriptions are draft and not yet final. Position descriptions are subject to change. 1 P a g e Table of Contents Talent:

More information

Annual Report on Compensation Board of Regents Faculty and Staff Affairs Committee

Annual Report on Compensation Board of Regents Faculty and Staff Affairs Committee Annual Report on Compensation Board of Regents Faculty and Staff Affairs Committee Kathryn F. Brown, Vice President, Office of Human Resources Lori Lamb, Director, OHR Operations September 12, 2013 1 Strategic

More information

Leadership Competencies. Level 3. Self-Assessment Tool

Leadership Competencies. Level 3. Self-Assessment Tool Leadership Competencies Level 3 Self-Assessment Tool August 2006 August 2006 Page 2 UVIC Competency Self-Assessment Guide This competency self-assessment is designed to help you identify your strengths

More information

CERTIFICATIONS IN HUMAN RESOURCES. PHRi TM Professional in Human Resources - International TM PHRi. Exam Content Outline

CERTIFICATIONS IN HUMAN RESOURCES. PHRi TM Professional in Human Resources - International TM PHRi. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES PHRi TM Professional in Human Resources - International TM 2018 PHRi Exam Content Outline PHRi Exam Content Outline At-a-Glance: PHRi Exam Weighting by Functional Area:

More information

IBM SmartCloud Solutions

IBM SmartCloud Solutions Sonny Fulkerson, CTO IBM WW SaaS Operations, October 21, 2013 IBM SmartCloud Solutions Cloud Based Mission Solutions Sponsored by IBM Cloud is reinventing business.. and government Collaboration within

More information

Highways England People Strategy

Highways England People Strategy Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all

More information

Informing Collaborative Design

Informing Collaborative Design Informing Collaborative Design 1 Systemwide Activity Analysis Results by Function # Administrative Assessment Functions Sum of FTE % of FTE Sum of Gross Salary (m) 1 Facilities 1529.4 12.9% $59.9 2 Information

More information

The Value of Employee Engagement. A Guide to Discovering the Business Impact of High-Engagement Employees

The Value of Employee Engagement. A Guide to Discovering the Business Impact of High-Engagement Employees A Guide to Discovering the Business Impact of High-Engagement Employees Introduction Today s business leaders are faced with many challenges brought on by recent economic, technological, demographic, and

More information

Visionary Leadership. Systems Perspective. Student-Centered Excellence

Visionary Leadership. Systems Perspective. Student-Centered Excellence Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented

More information

OPPORTUNITY PROFILE. Chief Human Resources Officer

OPPORTUNITY PROFILE. Chief Human Resources Officer OPPORTUNITY PROFILE Chief Human Resources Officer THE ORGANIZATION CALGARY POLICE SERVICE The Calgary Police Service (CPS) supports the vision for Calgary to be a great place to make a living, a great

More information

ACCENTURE & SAP SUCCESS FACTORS INVESTIGATE CAPABILITIES WORKBOOK. Imagine where we will go together...

ACCENTURE & SAP SUCCESS FACTORS INVESTIGATE CAPABILITIES WORKBOOK. Imagine where we will go together... ACCENTURE & SAP SUCCESS FACTORS INVESTIGATE CAPABILITIES WORKBOOK Imagine where we will go together... Imagine where we will go together... AGENDA TUESDAY APRIL 19TH 12:00 PM Lunch (outside Ali Conference

More information

Committee Chair Permanent Members Additional Members Meets

Committee Chair Permanent Members Additional Members Meets President's Leadership Team - The President's Leadership Team serves as the executive management team for the President to provide effective leadership for the College meeting regularly to discuss, plan,

More information

Chief Operating Officer (COO) circa 80,0000 per annum

Chief Operating Officer (COO) circa 80,0000 per annum JOB DESCRIPTION Job Title Reporting to: Department/Team Director of People Chief Operating Officer (COO) People Location Unicef House, 30a Great Sutton Street, London, EC1V 0DU 1 Hours Salary Band/Grade

More information

The Singapore HR Awards

The Singapore HR Awards The Singapore HR Awards INFORMATION FORM Organised yearly by Singapore Human Resources Institute (SHRI), The Singapore HR Awards celebrates leading organisations and HR practitioners in their drive for

More information

Developing a Succession Plan

Developing a Succession Plan Introduction Developing a Succession Plan provided by Rose Miller, SPHR Pinnacle Human Resources, LLC 1 2 3 4 5 6 7 Covered in Part I Succession planning at Agencies can be a high-stakes endeavor. The

More information

MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY

MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY HEALTH WEALTH CAREER MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY PERFORMANCE & REWARDS MERCER LEARNING M E R C E R L E A R N I N G O N L I N E Mercer Learning Online was established with one

More information

MANAGER PERFORMANCE MANAGEMENT AND DEVELOPMENT INSTRUMENT

MANAGER PERFORMANCE MANAGEMENT AND DEVELOPMENT INSTRUMENT MANAGER PERFORMANCE MANAGEMENT AND DEVELOPMENT INSTRUMENT Name: University ID #: (HR Use) Position Title/Department: Position #: (HR Use) Division: Period Covered From: GENERAL INSTRUCTIONS To: Reviewer/Title:

More information

Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES

Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES Chartered Professionals in Human Resources Alberta Suite 990, 105 12 Ave SE Calgary, AB T2G 1A1 Tel. 800-668-6125 Email. info@cphrab.ca

More information

Office of the Director of National Intelligence. IC Annual Employee Climate Survey. April Summary Results

Office of the Director of National Intelligence. IC Annual Employee Climate Survey. April Summary Results April 2006 Summary Results 1 Background In October 2005, the Director of National Intelligence conducted the first-ever Intelligence Community (IC) Employee Climate Survey to gauge the state of the IC

More information

How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare

How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor

More information

CORPORATE LEADERSHIP COUNCIL JULY LITERATURE KEY FINDINGS Selecting HR Metrics

CORPORATE LEADERSHIP COUNCIL JULY LITERATURE KEY FINDINGS Selecting HR Metrics CORPORATE LEADERSHIP COUNCIL JULY 2006 www.clc.executiveboard.com LITERATURE Selecting HR Metrics HR s increasing responsibility as a business partner requires it to quantify performance in key HR functions

More information

Selecting Candidates for Engagement and Retention. Presented by Shannon Vincent Principal Consultant 2013 Avatar Solutions

Selecting Candidates for Engagement and Retention. Presented by Shannon Vincent Principal Consultant 2013 Avatar Solutions Selecting Candidates for Engagement and Retention Presented by Shannon Vincent Principal Consultant Avatar Solutions Agenda What is Engagement? Dispelling Recruitment Myths. Engagement Best Practices.

More information

Talent Community of Expertise

Talent Community of Expertise Future-State HR Service Delivery Model Operating Model Design Talent CoE HR Leadership Communications Change Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Employee Relations

More information

POSITION NUMBER: LOCATION: Vancouver. DATE: January 2013

POSITION NUMBER: LOCATION: Vancouver. DATE: January 2013 POSITION TITLE: Human Resources Consultant REGION: CLBC Headquarters CURRENT CLASSIFICATION LEVEL: Management SUPERVISOR POSITION NUMBER: POSITION NUMBER: LOCATION: Vancouver DATE: January 2013 SUPERVISOR

More information

Qatar s Government Resource Planning Program

Qatar s Government Resource Planning Program Qatar s Government Resource Planning Program Government Resource Planning (GRP) Program The Government Resource Planning (GRP) program (Mawared) was created to be part of the strategic plan of the Integrated

More information

Talent Management: A Business First Approach. HR Plays a Key Role in the Development of Strategy. Some Myths about HR and Business

Talent Management: A Business First Approach. HR Plays a Key Role in the Development of Strategy. Some Myths about HR and Business Talent Management: A Business First Approach Jim Michaud President, Human Resources Strategies Middle Tennessee Society For Human Resources Management August 21, 2015 Nashville, TN HR Plays a Key Role

More information

CGMA Competency Framework

CGMA Competency Framework CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes

More information

MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY

MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY HEALTH WEALTH CAREER MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY TALENT MANAGEMENT MERCER LEARNING M E R C E R L E A R N I N G O N L I N E Mercer Learning Online was establish with one goal

More information

TALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers

TALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers TALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers An icims Guide to Attracting and Retaining the Best Hourly Talent 2016 icims, Inc. All rights reserved. TABLE OF Contents 3-4 5 6-13 14-19

More information

WHITEPAPER. Sirota Dynamic Alignment Model Competency Alignment

WHITEPAPER. Sirota Dynamic Alignment Model Competency Alignment WHITEPAPER Sirota Dynamic Alignment Model Competency Alignment Introduction Although competency models invariably differ across organizations, similarities often exist. Hogan developed the Model to capture

More information

National Defense University. Strategic Plan 2012/2013 to 2017/18 One University Evolution

National Defense University. Strategic Plan 2012/2013 to 2017/18 One University Evolution National Defense University The Chairman s University: Inspiring Creative, Critical and Collaborative Thinkers For Leadership Through Academic Excellence Strategic Plan 2012/2013 to 2017/18 One University

More information

DEFENSE LOGISTICS AGENCY

DEFENSE LOGISTICS AGENCY DEFENSE LOGISTICS AGENCY The Nation s Combat Logistics Support Agency PEOPLE AND CULTURE PLAN Human Capital Management in the Defense Logistics Agency DEFENSE LOGISTICS AGENCY MESSAGE FROM THE DIRECTOR

More information

Competency Model & Performance Behaviors

Competency Model & Performance Behaviors Model & Background Information The Multnomah County Model is a customized tool developed through the crossdepartmental, collaborative work of employees, HR Managers, and Directors. This model will anchor

More information

Human Resource Management (HRM)

Human Resource Management (HRM) Human Resource Management (HRM) 1 Human Resource Management (HRM) Courses HRM 5051. Human Resources Management Strategies. 3 Credit Hours. The effective management of HR practices has an enormous effect

More information

Michael Crowley EQUASS Consultant Brighton November 2017

Michael Crowley EQUASS Consultant Brighton November 2017 Michael Crowley EQUASS Consultant Brighton November 2017 Recognition Training Consultancy Awareness raising To enhance the social service sector by engaging social service providers in quality, continuous

More information

HRIS & Talent Management Evolution

HRIS & Talent Management Evolution HRIS & Talent Evolution ACI-NA Business of Airports 2016 April 2016 Info-Tech Research Group, Inc. is a global leader in providing IT research and advice. Info-Tech s products and services combine actionable

More information

HR Design Information Sessions December 2015

HR Design Information Sessions December 2015 HR Design Information Sessions December 2015 Vision Benefits Where We ve Been Update Summary Where We re Going Questions Agenda 1 HR Design Vision University Vision A model public university in the 21st

More information

AGC Leadership Competencies

AGC Leadership Competencies Revised in 2015 Oct. AGC Group Corporate HR 1 What AGC Ask Leaders to Accomplish - The Concept of - AGC considers that an effective leader is the person who: Has the courage to challenge the existing order

More information

SECTOR PARTNERSHIP SELF-ASSESSMENT: IMPLEMENTATION AND EXECUTION PHASE

SECTOR PARTNERSHIP SELF-ASSESSMENT: IMPLEMENTATION AND EXECUTION PHASE SECTOR PARTNERSHIP SELF-ASSESSMENT: IMPLEMENTATION AND EXECUTION PHASE This self-assessment is designed for manufacturing sector partnerships, as well as manufacturers considering a sector partnership,

More information

Compliance Culture in Global Operations Cedric Mulfinger- Global Business Compliance Program Manager

Compliance Culture in Global Operations Cedric Mulfinger- Global Business Compliance Program Manager If you can read this Click on the icon to choose a picture or Reset the slide. To Reset: Right click on the slide thumbnail and select reset slide or choose the Reset button on the Home ribbon (next to

More information

Strategic Workforce Planning An Operational View. From Planning to Execution

Strategic Workforce Planning An Operational View. From Planning to Execution Strategic Workforce Planning An Operational View From Planning to Execution Strategic Direction Tactical Execution Mission Challenges Risks Impact Actions/Deliverables - Strategic Recruitment - IDP s -

More information

White Paper Onboarding

White Paper Onboarding White Paper Onboarding Best Practices to Combat an Increasingly Expensive Turnover Rate What Is Onboarding? Onboarding is the initial process of assimilating new hires into an organization. In addition

More information

Organizational Excellence Forum. Wednesday, June 8, 2016

Organizational Excellence Forum. Wednesday, June 8, 2016 Organizational Excellence Forum Wednesday, June 8, 2016 AGENDA Transforming Administration Program Update Cultivating a Culture of Service Organizational Roadmap 2 TRANSFORMING ADMINISTRATION PROGRAM https://tap.uw.edu

More information

State IT Workforce: Recruiting and Retaining Tech Talent

State IT Workforce: Recruiting and Retaining Tech Talent State IT Workforce: Recruiting and Retaining Tech Talent NCSL Legislative Summit Minneapolis, MN August 19, 2014 Doug Robinson, Executive Director National Association of State Chief Information Officers

More information

Talent Review and Development Process: A Step-by-Step Guide

Talent Review and Development Process: A Step-by-Step Guide Talent Review and Development Process: A Step-by-Step Guide Context and introduction Developing leadership in the home office is one of the most important and valuable things you do as an organization.

More information

Zurich Financial Services & AMS. An evolving partnership. April Samulewicz. Mark Smith. Global Head of Talent Attraction & Recruitment CoE

Zurich Financial Services & AMS. An evolving partnership. April Samulewicz. Mark Smith. Global Head of Talent Attraction & Recruitment CoE Zurich Financial Services & AMS An evolving partnership April Samulewicz Global Head of Talent Attraction & Recruitment CoE Zurich Mark Smith Client Relationship Director Alexander Mann Solutions Alexander

More information

COMPETENCIES AND SKILLS REQUIRED FOR CERTIFICATION IN EDUCATIONAL LEADERSHIP IN FLORIDA, Fourth Edition 2012

COMPETENCIES AND SKILLS REQUIRED FOR CERTIFICATION IN EDUCATIONAL LEADERSHIP IN FLORIDA, Fourth Edition 2012 COMPETENCIES AND SKILLS REQUIRED FOR CERTIFICATION IN EDUCATIONAL LEADERSHIP IN FLORIDA, Fourth Edition 2012 Florida Department of Education http://www.fldoe.org/asp/fele/default.asp Developed, produced,

More information

SAP SuccessFactors Talent Management

SAP SuccessFactors Talent Management SAP SuccessFactors Talent Management Organizations today face a heightened battle for talent and the changing dynamics of a more diverse workforce. They need new talent approaches to be more agile and

More information

The Next Frontier in HR Analytics

The Next Frontier in HR Analytics BUSINESS ANALYTICS The Next Frontier in HR Analytics Oracle Transactional Business Intelligence Enterprise for HCM Cloud Service Copyright 2014 Oracle Corporation. All Rights Reserved. 2 Analytics are

More information

Workforce Planning to Meet Critical Business Needs

Workforce Planning to Meet Critical Business Needs Workforce Planning to Meet Critical Business Needs TEXAS PUBLIC POWER ASSOCIATION 2016 Annual Conference July 26, 2016 - Austin, TX Presented by: Yvonne Morales Pelayo, CPS Energy Patricia Cruz, Leidos

More information

Make engaging performance conversations a reality

Make engaging performance conversations a reality Make engaging performance conversations a reality Ranked #1 in Customer Satisfaction by Performance Management COACH Halogen is a natural fit in terms of making performance management more powerful for

More information

People & Culture (HR) Director

People & Culture (HR) Director People & Culture (HR) Director Location: [Africa] [Rwanda] Town/City: Kigali Category: Human Resources Job Type: Fixed term, Full-time JOB OPPORTUNITY PEOPLE & CULTURE (HR) DIRECTOR World Vision International

More information

Assist in the creation of internal marketing materials to promote the Executive Recruiting function partnership-wide.

Assist in the creation of internal marketing materials to promote the Executive Recruiting function partnership-wide. Executive Recruiter Location: [North America] [United States] Category: Human Resources PURPOSE OF POSITION: Leads the executive recruitment process for senior leadership roles for World Vision International;

More information

SECTION 2 HUMAN RESOURCE STRATEGY 2.01 CORPORATE HR PLANNING

SECTION 2 HUMAN RESOURCE STRATEGY 2.01 CORPORATE HR PLANNING SECTION 2 HUMAN RESOURCE STRATEGY 2.01 CORPORATE HR PLANNING AUTHORITY: CIVIL SERVICE ACT ADMINISTRATION: P.E.I. PUBLIC SERVICE COMMISSION GOVERNMENT DEPARTMENTS / AGENCIES 1 of 7 1. PURPOSE 1:01 The purpose

More information

Human Resources Job Family: Human Generalist Progression

Human Resources Job Family: Human Generalist Progression Cornell University Staff Compensation Program Generic Job Profile Summaries Compensation Services 353 Pine Tree Road, East Hill Plaza, Ithaca, NY 14850 (607) 254-8355 compensation@cornell.edu www.hr.cornell.edu

More information

Case Study. Technical Talent Management

Case Study. Technical Talent Management Case Study Technical Talent Management Best practices from Lockheed Martin A global security company headquartered in Bethesda, MD., Lockheed Martin employs 126,000 people worldwide. Primarily engaged

More information

Developing a new model of HR Services

Developing a new model of HR Services Developing a new model of HR Services Claire Macconnell Associate Director of Business Services arvato Cheshire HR Service Cheshire HR Service Overview Established in 2006, experienced in supporting NHS

More information

Description. Award Categories. Customer Service. Engagement

Description. Award Categories. Customer Service. Engagement Description The Rowan Recognition program recognizes and rewards faculty and staff for work and behaviors that support the mission, goals, values and initiatives of Rowan University. The work and behavior

More information

INDIAN WOMEN S LEADERSHIP COUNCIL. IBM India initiative towards Advancement of Women. Presented by Chitra Iyengar Page 1

INDIAN WOMEN S LEADERSHIP COUNCIL. IBM India initiative towards Advancement of Women. Presented by Chitra Iyengar Page 1 INDIAN WOMEN S LEADERSHIP COUNCIL IBM India initiative towards Advancement of Women Presented by Chitra Iyengar Page 1 chitra.iyengar@in.ibm.com Index Page # Preface 3 IBM India 3 IWLC Overview 4 Mission

More information

Competing through People: Building a Strategy-Capable Organization

Competing through People: Building a Strategy-Capable Organization Competing through People: Building a Strategy-Capable Organization People are your most valuable asset Michael Couch & Associates Inc. 2010 All Rights Reserved. www.mcassociatesinc.com 2 Most Valuable

More information

The word ventures is replaced by initiatives. Collaborative initiatives is the term more often used in social services.

The word ventures is replaced by initiatives. Collaborative initiatives is the term more often used in social services. Lutheran Services of Georgia Strategic Plan Goals and Objectives Goal 1: Provide high quality services and programs that meet the needs of individuals and families Objective #1: Develop at least two collaborative

More information

Automating the Onboarding Process to Realize Significant Return on Investment

Automating the Onboarding Process to Realize Significant Return on Investment White Paper Automating the Process to Realize Significant Return on Investment White Paper Automating the Process to Realize Significant Return on Investment Studies by SHRM have proven the value of implementing

More information

BUSINESS ACUMEN Integrates business, organizational and industry knowledge to one s own job performance. Cooperative Principles and Practices

BUSINESS ACUMEN Integrates business, organizational and industry knowledge to one s own job performance. Cooperative Principles and Practices The knowledge, skills, and abilities that support successful performance for ALL cooperative employees, regardless of the individual s role or expertise. BUSINESS ACUMEN Integrates business, organizational

More information

Business Intelligence: Aligning People & Business Strategies. Bobbi Stedman, Director Human Resources April 21, 2015

Business Intelligence: Aligning People & Business Strategies. Bobbi Stedman, Director Human Resources April 21, 2015 Business Intelligence: Aligning People & Business Strategies Bobbi Stedman, Director Human Resources April 21, 2015 Human Resources must become more integrated to the business and add value to our organization.

More information

D R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016

D R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016 D R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016 PRESENTATION GOAL 1. Create awareness of what employee engagement is, how it is

More information

Finance Division. Strategic Plan

Finance Division. Strategic Plan Finance Division Strategic Plan 2014-2019 Introduction FINANCE DIVISION The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support

More information

Employee engagement is promoted by a myriad of

Employee engagement is promoted by a myriad of SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really

More information

SOLUTIONS TO HELP YOU THRIVE

SOLUTIONS TO HELP YOU THRIVE SOLUTIONS TO HELP YOU THRIVE SOLUTIONS TO HELP YOUR BUSINESS THRIVE TRADITIONAL ACCOUNTING CORPORATE ADVISORY SERVICES TECHNOLOGY AND RISK SOLUTIONS HR SOLUTIONS We often begin relationships with traditional

More information