Human Resources Strategic Update. Presented by Stephen Trncak October 28, 2011

Transcription

1 Human Resources Strategic Update Presented by Stephen Trncak October 28, 2011

2 Agenda Past and Future for the College The End Game (Elevating the Human and Organizational Capabilities and Capacity of the College) What is EVP? Why does it Matter? Understand how the College is leveraging it s response through its annual priorities for Our People Human Capital Philosophy Implementing Strategy With and Through People

3 San Jacinto College Past Major Paradigm Shift Changing Business Landscape Highly Competitive Environment Future Good Small college mentality State funding Balanced budget-get it / spend it Be everything for everyone Strategic plan-shotgun approach Non compete mindset Rewarded for effort and length of service COLA (same increase for all) Not change ready Little or no focus HC productivity / capacity building / competitive advantage Great Top 7 largest in Texas, 1250 ee s / 1200 pt s 30,000 students Shrinking revenues Controlling costs Repurpose and focused allocations Higher accountability for student success outcomes by state Annual priority and strategic plan rifle approach Alignment of efforts Institutional results / management systems / technology Alliances / Partnerships Results rewarded-merit pay Driving major change initiatives Seek competitive advantage through people by building engagement Building HC capability / productivity / succession planinng Static culture / little change/perception that we are changing greatly Increased pace of change

4 The End Game (Elevating the Human and Organizational Capabilities and Capacity of the College) It is a continuous improvement process spanning many years to achieve: The compensation system rewards desired behaviors and core values. The benefits package promotes and encourages wellness and wise medical consumerism. The HR information system is user friendly and serves as the foundation for capturing, maintaining, and reporting on all employee data and metrics. Learning and development programs have real business and personal impact. Staffing processes result in attracting, hiring, and retaining the right talent in short amount of time at the lowest cost per hire. HR business partners add value to all discussions related to strategy, structure, and business issues. Great talent stays with the college and employee satisfaction ratings are high. HR supports change management initiatives and helps to define desired end states. Leaders are promoted from within and are extremely successful in achieving business results. All employees have contribution and capability plans written and reviewed. Employees are inspired by the vision and direction. HR is easy to do business with; processes are smooth and efficient. The college acts as one team and leverages it collaborative processing capabilities. There is significant diversity of talent in all organizations at all levels. 4

5 What is EVP? What is EVP? Why Does it Matter? Defined as the Employee Value Proposition EVP represents the five components that employees value. Each element and aspects of it are more important to some employees than others. EVP aids organizations to determine what employees truly value at their jobs and can enable organizations to develop a unique total package of rewards and recognition. Why does it matter? All five elements have been shown to influence employee engagement, attraction, retention, and motivation. Employee engagement is about connection. Connection has three tenets: rational, emotional and motivational. That is connecting at the head, heart and hand. An engaged employee understands what he or she must do to add value to the college, has a sense of pride, feels connection to the college mission, and is willing to put those thoughts and feelings discretionary effort into action. EVP aids in the relationship between employee attitudes and employee outcomes which ultimately drive organizational effectiveness. EVP can have a significant impact on attainment of key institutional outcomes.

6 Employee Value Proposition (Financial and non-financial components) Direct Financial All the monetary rewards you receive Base salary Performance based compensation Cash recognition Pay process Affiliation The feeling of belonging to an admirable organization (a winner) that shares your values Organization Reputation Organization commitment Organization support Understanding of Vision Trust in Leadership Organizational Culture and Climate Organization citizenship Work Content The satisfaction that comes from the work you do Variety Challenge Autonomy Leader holds me accountable Satisfaction with Leader Leader concern Feedback from Leader Work design (flexible work arrangements, flex-time) Meaningfulness Continuous improvement Career Your long-term opportunities for development and advancement in the organization Advancement Personal growth Educational assistance Training and Development Indirect Financial Your benefits Benefits Traditional(health, retirement) Non-traditional (work/life) Non-cash recognition Employability

7 HR Strategic Levers of Change Recruitment /on-boarding-right talent in place and fully trained Performance management enhancements-360, IDP (individual development plan), competency development Leadership development-creation of good leaders resulting in high performing teams, less employee relations issues, lower attrition, lower absences, higher productivity, better student success results Cultural change/change management-development of organizational norms that support engagement, productivity, and results Organization, team and job design to maximize effectiveness and efficiency Continuity and succession planning-grow leaders from within Rewards and recognition plans-enhance retention and satisfaction Individual and team development-build team capacity, relationship building, RASI development Business process improvement-continuous improvement of process and systems 7

8 STRATEGIC GOAL: OUR PEOPLE Vision to Action to Results

9 Strategy 1: Implement meaningful recognition, reward, and benefit programs that support the highest level of affiliation by employees to the College. Action Items (Year 2) Utilize a common third party advisor to improve the 403(b) investment provider process including lower fee structures and paperless customer service. (Benefit plan enhancement) Determine impact and implementation plan for the information obtained from the compensation study. (Compensation plan refinement) Gather and assess information surrounding current individual and team recognition programs in use at the College. (One College recognition plan development)

10 Strategy 2: Attract, select, and retain high-performing and diverse talent. Action Items (Year 2) Form a taskforce of key stakeholders and map the entire recruitment and interview process for full-time, part-time, and temporary personnel and optimize the systems. (Continuous improvement) Develop a New Employee On-Boarding Program for staff and administrators. (Expedite integration and support) Implement the college-wide diversity and inclusivity plan. (Raise awareness and inclusion) Action Items (Year 3) Align recruitment, interviewing, and hiring processes with the task force recommendations. Develop practices and processes to attract and retain a multi-generational workforce which provides for flextime, alternate work schedules, telecommuting, social media tools, and mobility.

11 Strategy 3: Create a culture that embraces change readiness, high performance, teamwork, and increased individual and organizational productivity. Action Items: (Year 2) Continue the policy review and update process with a focus on high priority human resource and fiscal policies. (Build organizational culture and climate) Conduct an organizational wellness assessment and interpret and communicate the findings and the relationship with the previous assessment. (Culture support) Continue the Student Success (On Course) Program as required professional development for all faculty, staff, and administrators in order to develop a shared philosophy and commitment to student success, high performance, teamwork, and accountability. (Alignment) Assess use of new standard faculty key performance indicator (KPI) for analysis, discussion, and interpretation of Student Success Measures relative to teaching assignments, including how information and data will be used to improve teaching and learning. (Institutional outcomes) Action Items (Year 3) Implement team development workshops including emotional intelligence program, team role assessments, team development and leadership development.

12 Strategy 4: Build an agile organization to ensure successful execution of the College s strategic plan. Action Items (Year 2) Ensure college-wide organizational structure and staff loading is aligned and optimized to support the College s mission. (Resource deployment) Review all task forces, councils, and committee charters for team composition and to ensure alignment to the annual priorities. (Member rotation) Improve performance of the call center and improve alignment between the call center services and the needs of the College. (Continuous improvement) Begin prioritized improvements to Banner and its related supporting systems to improve work practice efficiencies and access to information. (Process improvement) Action Items (Year 3) Continue an on-going, multi-year college-wide systemic realignment of business processes to better support college infrastructure and instructional services.

13 Strategy 5: Create a learning organization to build competitive advantage through long-term opportunities for development and advancement within the College. Action Items (Year 2) Assess needs and design a comprehensive leadership development program that includes training and interventions for building leadership capacity and capability. (Building trust in leadership) Conduct training for all leaders on human resource policies and guidelines. (Organizational culture and climate) Acquire and begin implementation of a Human Resources technology platform to replace the current performance management system; with desired additional functionality of 360 reviews, individual development plans, and upward feedback. (Alignment, performance and reward) Develop a plan to align the CETL, Educational Technology, Continuing and Professional Development, and Human Resources departments in order to create and develop college-wide professional development for all full-time and part-time personnel based on strategic priorities and responsibilities and duties of specific positions. (Training and development and personal growth) Action Items (Year 3) Pilot the leadership development program. Roll out Human Resources technology platform and system modules for performance and goal management, IDP (individual development plan) capabilities, organizational structure development, and ATS (applicant tracking system) along with robust metrics and reporting capabilities. Design and develop a continuity and succession planning system to retain top talent, and to create promotional opportunities.

14 Human Capital Philosophy Senior Leadership at San Jacinto College believe: All employees are prime amongst all our assets Our greatest improvements come from process improvements Employees are key in improving our processes Our human talent are measured & valued against the best Our human talent will develop to sustain our competitive advantage We grow tomorrow s competence today Our college, students, customers, and stakeholders are directly impacted by our human capital initiatives Our collective success is a result of our employees contributions

15 Implementing Strategy With and Through People Hire great people with great attitudes (COMPETENCE/COURAGE/CONFIDENCE) Give them a chance to succeed, grow and build their personal future within the college (PROFESSIONAL DEVELOPMENT AND CAREER ADVANCEMENT) Give them a unifying mission (COLLEGE S VISION AND MISSION) Build a culture based on integrity, trust, and respect (COLLEGE S VALUES) The results will take care of themselves (INSTITUTIONAL OUTCOMES)