Ontario Municipal Human Resources Association Human Resources Strategic Planning Template Strategic Plan Example. Strategy 1

Transcription

1 Ontario Municipal Human Resources Association Human Resources Strategic Planning Template Strategic Plan Example Strategy 1 The Problem What is my Case for Change? Goals: 6 months; 1 year; 2 year; 3 year Tactic A / Tactic B / Tactic C / Tactic D / etc Strategy 2 Goals: 6 months; 1 year; 2 year; 3 year Tactic A / Tactic B / Tactic C / Tactic D / etc The Picture What will the Future State look like? Strategy 3 Goals: 6 months; 1 year; 2 year; 3 year Tactic A / Tactic B / Tactic C / Tactic D / etc Strategies that will move me from The Problem / Case for Change to The Picture / Future State

2 The Problem What is your case for change? My Three External Forces 1. The city is considered an expensive place to live so few retirees will remain once they leave the organization 2. There are many cities around us and there will be even greater competition for talent 3. Many young people are moving to the city My Three Internal Forces A. 39 people in management are eligible to retire in 6 months and 51% have stated their intention to do so B. The organization does not have a demonstrated commitment to professional development (we talk about it but don t do it) C. The budget for new initiatives is limited in 2013 and beyond according to council We need to change because...we won t otherwise have the talent that we need to manage our organization into the future as much of the organizational memory and talent are leaving soon

3 The Picture What does your future state look like? In 3 years time, we will have the management ranks filled with many who are new to management Most of them will have been promoted from within In some cases, we have recruited younger talent to the organization from outside Each manager is well trained to lead and manage in a changing environment well oriented to not just the way of the past but the way of the future These managers are not only effective in performing their roles but also effective in preparing the next generation of leaders

4 Strategy 1 Build professional development structures and programs to support the organization s Goals 1 year 25% of people interested in management / leadership have been assessed and an individual development plan created 3 year 75% of all interested people have been assessed and the remaining 25% are scheduled for assessment 25% of all management group hires are internal leadership needs Tactics A. Conduct an audit of positions that are going to be vacant in next 2-3 years. B. Develop departmental committees who can help articulate what a manager of the future will need to be successful in these roles in terms of skills and strengths and style C. Have all interested individuals be able to access the leadership profile for these positions D. Provide each individual with objective tools or meaningful feedback that will enable them to identify what he / she would best focus on in order to best prepare for future job postings knowing no guarantees E. Ensure each person has a personal development plan created that is meaningful and effective in driving learning on the job

5 Strategy 2 Create a marketing approach for recruitment Goals 1 year Develop a brand for the city as an employer collateral, campaigns, communications, etc in place 3 year Receive 20 external applicant inquiries for managerial employment for every position available Tactics A. Engage a marketing firm to develop a city brand and test with public and with Council B. Coordinate activities between HR recruitment, economic development and corporate communications C. Design a multi-vehicle marketing campaign D. Create an ambassador program where employees talk of the advantages of working at your organization

6 Strategy 3 Develop a culture based on innovation, service and collaboration Goals 1 year Develop / renew the mission, vision, values includes identifying actions, sayings and practices we need to STOP doing in order for us to be effective in aligning with the mission, vision and values. 3 year Achieve an 85% positive rating on how well the new culture has been adopted in the organization Tactics A. Create a corporate culture statement steering committee (director, manager, supervisor level) B. Gather input from all levels of the organization and finalize a set of corporate culture statements (mission, vision, values) and rollout across the corporation C. Design and implement a culture change survey to assess how well the changes have been adopted D. Test in focus groups what are the sayings, behaviours and practices that currently are not aligned with the mission, vision and values. E. Develop an implementation strategy of how to ensure the culture changes and the items in Tactic D stop

7 Implementation Ideas 1. Create and deliver change management workshops for all managers so they have the skills they need to lead and deliver change and transition 2. Ensure elected officials have a role to play, so they feel connected but not in charge of the culture change initiatives 3. Ensure we create PROGRESS metrics now so that they can be used throughout the project as we communicate the 5Ps repeatedly