PAST, PRESENT, FUTURE March 3, 2014

Size: px
Start display at page:

Download "PAST, PRESENT, FUTURE March 3, 2014"

Transcription

1 PAST, PRESENT, FUTURE March 3, 2014

2 HR Mission and Vision Statement Mission Statement: Our mission in the Human Resource Services Division is to recruit, develop, and retain outstanding employees committed to fostering educational excellence. Vision Statement: 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. 1

3 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 organizational success. 2

4 Project Objectives The district views this Human Capital project as the primary vehicle to refocus the Human Resources organization 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 outlined below. Transactional Human Resources Reacts to the budget to develop staffing allocations. One size fits all approach. Supports the hiring process with qualificationsbased screening On-boards employees with forms and compliance activities Uses evaluations to dismiss under-performers Balances capacity with leveling and transfers Movement to Strategic Human Resources Proactively collaborates with Finance staff to create the budget Supports hiring managers with competency-based recruiting Supports new employees with mentors and coaching Integrates professional development with evaluations to enrich careers 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 3

5 HUMAN RESOURCES PRIOR TO THRIVE

6 5

7 Project Approach Establish the context December 2012 April 2013 February 2013 September and Beyond PHASE 1 PHASE 2 Develop HR operating model Design the relevant components Build the infrastructure Implement the future state Establish program management office (PMO) Develop HR function strategy Organization Assess current state benchmarks Conduct stakeholder interviews Analyze findings Develop future state HR operating model (org., talent, process, etc.) Develop and agree recommendations HR Talent Process Governance Technology* Prepare recommendations HR Function Strategy and Capability Requirements HR Operating Model Framework and Implementation Plan Future State Design and Infrastructure New HR Operating Model in Place Project Management, Communication, Change management, Training * Not included in original scope of work for Mercer, but part of the overall transformation efforts. 6

8 HR Transformation Work Streams* Implementation Strategy and Project Outcomes September 2013 September 2014 ORGANIZATION STRUCTURE AND TALENT HR Leadership Team (HRLT) Fill 62 open positions Move 2 C&I positions (Talent Director and Talent Acquisition) Build COE Fill 5 Principal Mentor positions Fill 4 additional positions in the COE 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 Improved Tier 0 (self service for both static content and transactions) Continuous improvement of redesigned processes Redesign of additional processes TECHNOLOGY Lawson Global HR go-live Lawson LTM go-live Call and Case Mgmt technologies Additional self-service Additional components of HR technology roadmap % of HR Transformation objectives accomplished 100% of HR Transformation objectives accomplished 7

9 1.0 Students, Stakeholders and the Learning Environment 2.0 Leadership and Talent Development 3.0 Financial and Operational Systems and Support Human Resources Strategy Map Improve student achievement Increase Employee Effectiveness Improve employee capacity and leadership Encourage employee engagement Promote a culture of transparency, feedback and accountability Strategically Aligned Partnerships Formalize consultative relationship with customers HR Operations Excellence Focused Customer Service Centers of Expertise Recruit and prepare effective teachers, leaders and support staff Improve differentiated support Ensure proactive responses to customer needs Create a lasting positive impression Utilize technology to optimize HR processes Develop and support effective teachers, leaders, and support staff Improve quality assurance and monitoring processes Effective Use of Data to Inform Decisions Effective Communication 1 8

10 2.0 Leadership and Talent Development Stakeholders and the Learning Environment Strategy Map-Drill Down Systems and Support 1.0 Students, Improved customer satisfaction survey results Improve student achievement Percent decrease in employee grievances Percent of HR stakeholders who rate the HR department as a strong or very strong contributor to district strategic goals Percent of employees with 20 hours or more of documented learning activities Percent increase in employee engagement level Percent of employees with documented feedback on performance and/or with individual development plans 3.0 Financial and Operational Strategically Aligned Partnerships 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 HR Operations Excellence 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) Centers of Expertise Percent of employees rated Effective or Highly Effective Percent of Effective and Highly Effective employees retained Percent of vacant instructional positions on 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 1 9

11 HR Organization Chief Human Resources Officer Ronnie Price Administrative Assistant II Leigh Haynes Executive Director Strategic HR Services Directors Nicole Lawson Executive Director Centers of Expertise Rick Beaulieu Executive Director HR Operations Jeff Thomas Administrative Assistant I Front Desk TBD 10

12 HR Strategic Services Executive Director Strategic HR Services Directors Nicole Lawson Administrative Assistant II Shavon Shelton Strategic HR Services Director South Region Felicia Freeland Strategic HR Services Director West Region Felicia Collins Strategic HR Services Director Operations LaTonya Wilson Strategic HR Services Director East Region Kathy Roby Strategic HR Services Director North Region Maya Smith Administrative Assistant II Program Support Proposed

13 HR Strategic Services HR Strategic Directors Serves as consultants to the organization by linking departmental goals to overall HC capital strategy Provides strategic support for each region in the system as well as operations/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 operations The HR Strategic Directors are HR leader(s) who manages the overall human capital strategy for hiring managers across district departments. 12

14 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. Vision Statement: HR Strategic Services Motto: Listen. Think. Respond. 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. 13

15 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 North Metro Woodson Deputy Supt. - Ops Office of Superintendent and Associate Superintendent (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 Washington - Health West End South Atlanta - Health South Atlanta - Law 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) Finance Regional Office - West Regional Office - South Regional Office - East Regional Office - North 14

16 HR Operations Administrative Assistant Christy Black Executive Director HR Operations Jeff Thomas Recruitment Operations Manager Alison Henderson Call Center Operations Manager Gia Jennings HR Process & Content Manager Abner Breban Benefits & Risk Director Rose Jones HR Technology Manager Fred Jenkins Onboarding Specialist Trudy Thomas Onboarding Specialist Brittany Williams Customer Service Rep. Nicole Bankhead Customer Service Rep. Tonya Banks Employee Benefits Manager Monica Bolden Absence Management Manager Monique Craft Workers Comp / Unemployment Manager Dennis White Risk Management Administrator Marcellus Jones Onboarding Specialist Sheronda King Credentialing Specialist Kimberly Thomas Credentialing Specialist Nataya Robinson-White Applicant Tracking System Analyst Jackie Daves Customer Service Rep. Valeria Richardson Records Mgmt Specialist Camille Ivey Records Mgmt Specialist Tinika Pelt Records Mgmt Specialist Yvonne Prater Records Mgmt Specialist Jolanda Williams Retirement Benefits Specialist Mai Lan Williams Health Benefits Specialist Sylethia Bryant Health Benefits Specialist Jane Weir Absence Management Specialist Keisha Grier Absence Management Specialist Comenthia Williams Workers Comp / Unemployment Specialist Paiige Pruitt Workers Comp / Unemployment Specialist Melanie Mabry Substitute Services Specialist Walter Harris

17 HR Operations 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 HR Operations are Dedicated teams of HR professionals with specialized functional expertise who deliver high-volume, high-value HR services to employees and managers. 16

18 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 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 objectives Develop talent in the HR organization that can sustain new HR capabilities Develop and support HR Information Systems and Intranet 17

19 Centers of Expertise Executive Director Centers of Expertise Rick Beaulieu Administrative Assistant Laurie Hickey Employee Relations Manager Devetrice Hinton Employee Relations Officer Jessica Smith Administrativ e Assistant Altamese Morris Talent Director (Director, Teacher Quality) Lisa Orr Project Facilitator II Marlene Parker Performance Management & Compensation Director Jadun McCarthy Compensation Manager Mary Rhodes Classification Specialist Siobhan Holston Talent Acquisition Manager Kendal Amerson Sourcing Analyst Keasha Copeland Sourcing Analyst Sheinika Lewis Talent Acquisition Program Analyst (Lead Induction Specialist) Qualyn McIntyre (15 AUTR Teachers) Performance Based Leadership Consultant Catalina Sibilsky Principal Mentor Amy Alderman Principal Mentor Tony L. Burks Principal Mentor Dawn Parker Principal Mentor Teacher Effectiveness Program Administrator Flavia Gordon-Gunter Instructional Mentor Anna Brown Instructional Mentor David Jakana Instructional Mentor Kenya Nelson Instructional Mentor Kim Turner 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 Teacher Perf. Analyst Loralee Hill Teacher Perf. Analyst Tonya Shannon Teacher Perf. Analyst Jatisha Marsh = RT3 Funded Employees =$951, 182 Instructional Mentor Kenny Kraus Prof. Learning Specialist Katrina Brinker = Title II Funded Employees= $305,968 18

20 Centers of Expertise Changes: Executive Director Centers of Expertise Rick Beaulieu Administrative Assistant Laurie Hickey Employee Relations Manager Devetrice Hinton Employee Relations Specialist Performance Management & Compensation Director Jadun McCarthy Employee Relations Officer Jessica Smith Administrative Assistant Altamese Morris Talent Director (Director, Teacher Quality) Lisa Orr Compensation Manager Mary Rhodes Classification Specialist Siobhan Holston Talent Acquisition Manager Kendal Amerson Talent Development Program Analyst TBD Trainer TBD Principal/Leader Effectiveness Program Administrator TBD Teacher Effectiveness Program Administrator Flavia Gordon-Gunter Teacher Perf. Analyst Loralee Hill Teacher Perf. Analyst Tonya Shannon Sourcing Analyst Keasha Copeland Principal Mentor Amy Alderman Instructional Mentor Anna Brown Teacher Perf. Analyst Jatisha Marsh Sourcing Analyst Sheinika Lewis Recruitment Quality & Measurment Analyst TBD Recruitment Quality & Measurment Analyst TBD Performance Based Leadership Consultant Catalina Sibilsky Principal Mentor Tony Burks Principal Mentor Dawn Parker Instructional Mentor David Jakana Instructional Mentor Kenya Nelson Instructional Mentor Kim Turner Prof. Learning Specialist LaShain Blake Prof. Learning Specialist Janean Lewis Prof. Learning Specialist Simone Wells-Heard Talent Acquisition Program Analyst (Lead Induction Specialist) Qualyn McIntyre Instructional Mentor Kenny Kraus Prof. Learning Specialist Katrina Brinker (15 AUTR Teachers) 19

21 HR Centers of Expertise (COE) HR Centers of Expertise Develops a talent management function that sources, recruits and retains the best talent for the organization. Develops and implements a comprehensive plan for addressing talent needs across the organization. Drives a comprehensive talent agenda for the organization COEs are Architects of HR programs with deep expertise in strategy and design of programs in support of the employee lifecycle. 20

22 Future Benefits Realization Reduced Cost for the District Improved Sourcing of Talent Efficient and Effective Services Streamlined and Automated Processes Clear Performance Expectations Focused Talent Development 21

23 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. 22

24 Two annual meetings (April and October each year) of three days each over a threeyear 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. 23

25 Critical Partner and Link to USHCA USHCA Levers 1. Teacher Prep & Recruitment 2. Hiring & Selection 3. Induction & New Teacher Assignment 4. Staffing & Deployment 5. Compensation & Benefits 6. Performance Management 7. Linking Professional Development to HR/HC Functions HR Transformation Enablers Talent COE for relationships with schools, program design, tracking and analyzing sources Recruitment process improvements (screening tools, etc.) Talent COE for sourcing candidates and designing annual staffing process Strategic HR Services Directors to support Principals with selection Hiring process improvements Recruitment operations and redesigned processes to efficiently onboard Instructional Mentors to support teacher effectiveness Talent COE tracking new teacher effectiveness Strategic HR Services Directors partnering with Principals to improve placement Talent COE designing programs and policies Establishment of Compensation Department, Compensation Manager role Leave tracking in HR Operations Implement Position Control Solutions 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 Talent COE designs programs for teacher effectiveness, Instructional Mentors coach/train teachers 8. Career Management 9. Principals as Human Capital Managers Talent COE designs career programs and tracks teacher effectiveness Strategic HR Services Directors partner with Principals to focus on retention Talent COE designs programs for principal/leader effectiveness, Principal mentors coach/train Principals Strategic HR Services Directors to coach Principals on people management 24

26 ADDITIONAL STEPS 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 25

27 Human Resource Information Systems 2012 S3 HRM Taleo Talent Acquisition Retiring Payroll S3 Financials 26

28 Human Resource Information Systems APS Purchased: Incentive Compensation Management Succession Management 1. Talent Acquisition Additional cost for training 50k Performance Management Learning and Development 2. Performance Management Talent Acquisition Workforce Planning 3. Incentive Compensation Management 4. SaaS licenses for Onboarding LTM LTM Endwisen On Off Boarding (SaaS) 1. Global HR S3 Financials 27

29 Roadmap Forward Oct Nov Dec January September 14 Leadership and Communications Confirm HR Budget w/finance Launch for Employees & Managers Complete Remaining Communications (employees, managers, etc.) Design & Implement HR Program Governance Review Project Success with Program Sponsors (Superintendent, BOE, Gates, Sr. Cabinet, Steering Committee) Continued Training Finalize HR Measures Secure HR Budget Cross Training Professional Development Continued Training Organization & Talent Transition Work between old/new roles Complete HRCB Actions Complete Facilities Relocation Fill remaining open positions Introduce new CHRO Optimize COE Optimize HR Strategic Services Fill remaining open positions Optimize COE Structure Services, Process and Content Participate in Call Center Tour Optimize HR Service Center Continue Process Redesign and Implementation Improve ESS Capabilities HR Technology Launch IPCM Optimize HEAT implementation Launch Lawson PM Engage in APS IT/ Procurement Plans re: Enterprise solution Continue discussion re: Global HR/ Endwise Launch Lawson TA * The above represents high level tasks/milestones, general timeframes and preferred sequences of events 28

30 29

Human Resources 2014 2015 REORGANIZATION

Human Resources 2014 2015 REORGANIZATION Human Resources 2014 2015 REORGANIZATION 1 Table of Contents I. Our Focus 3 II. How We Get There 4 III. Organizational Charts 5-9* IV. Summary of Reorganization 10-12 V. Reorganization Updates 13* VI.

More information

2009-2011 District-focused Mathematics and Science Professional Learning (DFMSPL)

2009-2011 District-focused Mathematics and Science Professional Learning (DFMSPL) Georgia Tech Center for Education Integrating Science, Mathematics, and Computing Partnership (CEISMC) Project Title: Atlanta Public Schools Georgia Tech CEISMC Partnership Project Number: 39068C3 - Lab/School/Department/Center:

More information

nstructional Technology APS Learning Space for Every Student mybackpack Integration 21st Century Promethean s ActivInspire WHAT S INSIDE

nstructional Technology APS Learning Space for Every Student mybackpack Integration 21st Century Promethean s ActivInspire WHAT S INSIDE WHAT S INSIDE ActivInspire, mybackpack, ipad and Resources APS nstructional Inform. Inspire. Innovate. Technology 21st Century Learning Space for Every Student P3 Promethean s ActivInspire P5 mybackpack

More information

Atlanta Public Schools, Pest Control Services, #021414-01 Price Proposal Form

Atlanta Public Schools, Pest Control Services, #021414-01 Price Proposal Form NORTH REGION S TYPE ADDRESS 1 BOLTON ACADEMY ELEM 2268 Adams Dr., NW 30318 ü ü 83,653 4.0 2 BOYD ELEM 1891 Johnson Rd., NW 30318 ü ü 72,405 19.7 3 BRANDON ELEM 2741 Howell Mill Rd., NW 30327 ü ü 86,138

More information

Atlanta Public Schools Equity Audit Report

Atlanta Public Schools Equity Audit Report APS Equity Audit 1 Atlanta Public Schools Equity Audit Report Authors: C. Kevin Fortner Anita Faust-Berryman Gabriel T. Keehn The authors thank the following individuals from Atlanta Public Schools and

More information

Human Resources 2014 2015 REORGANIZATION 1

Human Resources 2014 2015 REORGANIZATION 1 Human Resources 2014 2015 REORGANIZATION 1 Table of Contents I. Our Focus 3 II. How We Get There 4 III. Organizational Charts 5-9 IV. Summary of Reorganization 10-13 V. Buckets of Work for 2014-2015 13

More information

HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are

HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Human Capital Management Human Resources Department Personnel Department Levers: Differentiated Pay Career Ladders Distribution of

More information

Student Support Services

Student Support Services Student Support Services Student Discipline (Extension of January Presentation on Progressive Discipline) Across the country, school discipline has been: Repeatedly described as a priority concern for

More information

Acknowledgements. Atlanta Public Schools Board of Education

Acknowledgements. Atlanta Public Schools Board of Education DEMOGRAPHIC STUDY 2010 Acknowledgements Bleakly Advisory Group, McKibben Demographic Research and Cropper GIS Consulting extend our appreciation to the Atlanta Public Schools Board of Education for allowing

More information

Positioning Pima County Community College District s Human Capital Management for the Future

Positioning Pima County Community College District s Human Capital Management for the Future Positioning Pima County Community College District s Human Capital Management for the Future February 4, 2015 Baker Tilly refers to Baker Tilly Virchow Krause, LLP, an independently owned and managed member

More information

CONSULTANT REPORT HUMAN RESOURCES ASSESSMENT

CONSULTANT REPORT HUMAN RESOURCES ASSESSMENT CHARLOTTE-MECKLENBURG SCHOOLS CONSULTANT REPORT HUMAN RESOURCES ASSESSMENT Elizabeth Arons AronsConsulting, LLC 2012 1 CHARLOTTE-MECKLENBURG PUBLIC SCHOOLS REPORT 2012 Focus: A. Introduction and Theory

More information

Best Practice: Strengthening Human Resources in Public School Systems

Best Practice: Strengthening Human Resources in Public School Systems REPORT UPDATED: MARCH 29, 2010 CITY: NEW YORK CITY POLICY AREA: EDUCATION BEST PRACTICE Project Home Run was a two-year initiative undertaken by the New York City Department of Education (DOE) to transform

More information

Public Hearing for Consolidation of the Small Schools Model for Improved Quality and Efficiency

Public Hearing for Consolidation of the Small Schools Model for Improved Quality and Efficiency (Updated on March 27, 2015 based upon community feedback) Public Hearing for Consolidation of the Small Schools Model for Improved Quality and Efficiency B.E.S.T. & Coretta Scott King YWLA Community Presentation

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

Special Purpose Local- Option Sales Tax IV

Special Purpose Local- Option Sales Tax IV Special Purpose Local- Option Sales Tax IV and Positioning APS for Continued Success in the Future August 13, 2012 1 Background Passage of SPLOST Referenda Referendum 1: 1997-2002 Referendum 2: 2002-2007

More information

Cross-Functional Action Team Final Report. Records Management

Cross-Functional Action Team Final Report. Records Management Cross-Functional Action Team Final Report Records Management March 10, 2010 Team Charge The team will evaluate current records management policies and procedures and recommend strategies to address areas

More information

Payroll Operations and Information Management and Payroll Services Alliance Management Office Annual Report. November 2007

Payroll Operations and Information Management and Payroll Services Alliance Management Office Annual Report. November 2007 Payroll Operations and Information Management and Payroll Services Alliance Management Office Annual Report November 2007 1. Initiative Overview 2. Status Update 3. Appendix A: Contract Objectives 4. Appendix

More information

HR Transformation Update. HR Community Town Hall June 18, 2013

HR Transformation Update. HR Community Town Hall June 18, 2013 HR Transformation Update HR Community Town Hall June 18, 2013 1 Today s agenda Review HR Transformation initiative Discuss results of HR Online Survey Review guiding principles and HR Vision Share leading

More information

HUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT

HUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT HUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT ACI-NA Airport Board Members & Commissioners Conference June 9, 2014 Jeanette Saunders Ricky Smith Cleveland Airport System Are you prepared to replace

More information

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business

More information

Pima Community College District. Vice Chancellor of Human Resources

Pima Community College District. Vice Chancellor of Human Resources Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima

More information

A guide to our schools, programs and services 2014-2015. atlantapublicschools.us. Welcome to

A guide to our schools, programs and services 2014-2015. atlantapublicschools.us. Welcome to A guide to our schools, programs and services 2014-2015 atlantapublicschools.us Welcome to Dear Students and Families of Atlanta Public Schools, Welcome to the 2014-15 school year! As your new superintendent,

More information

Creating HR Service Delivery Success

Creating HR Service Delivery Success Creating HR Service Delivery Success HRO Today Forum Europe 2012 By Brad McCaw, Senior Consultant, London 2012 Towers Watson. All rights reserved. Setting the context Businesses are going through significant

More information

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making

More information

Human Resources FY 2014-16 Performance Plan

Human Resources FY 2014-16 Performance Plan Contents I. Mission Statement... 1 II. Department Overview... 1 III. Program Description and Responsibilities... 2 Administration... 2 Organization Development and Training... 2 Staffing and Recruitment...

More information

HRSD Position Description: Organizational Development/Training Manager

HRSD Position Description: Organizational Development/Training Manager HRSD Position Description: Organizational Development/Training Manager The selected candidate must be able to obtain and maintain TWIC (Transportation Worker Identification Credential) card requirements.

More information

Identifying Key Initiatives as Funding Priorities

Identifying Key Initiatives as Funding Priorities Identifying Key Initiatives as Funding Priorities With the district s overarching mission and vision in mind, district leadership has identified initiatives to advance students on their path to improved

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Human Capital Update

Human Capital Update Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:

More information

Douglas County School District. Human Resources. Strategic Plan 2014-17

Douglas County School District. Human Resources. Strategic Plan 2014-17 Douglas County School District Human Resources Strategic Plan 2014-17 Introduction About the Strategic Plan About the Department Human Resources is passionately dedicated to those who are impacting the

More information

DPS Transformation Our Mission

DPS Transformation Our Mission DPS Transformation Our Mission In partnership with parents and our community, Detroit Public Schools exists to provide a comprehensive educational experience that is high quality, challenging, and inspires

More information

HRCI Recertification Credits

HRCI Recertification Credits HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates

More information

Developing a Workforce Plan: Setting the Foundation

Developing a Workforce Plan: Setting the Foundation Developing a Workforce Plan: Setting the Foundation Presented by Stacie Abbott, Workforce Planning Coordinator Brandon Littlejohn, Statewide Recruiter Erica Salinas, Analyst Danielle Metzinger, Analyst

More information

Talent Management: Benchmarks, Trends, & Best Practices

Talent Management: Benchmarks, Trends, & Best Practices Talent Management: Benchmarks, Trends, & Best Practices Karen O Leonard Principal Analyst June, 2010 Copyright 2010 Bersin & Associates. All rights reserved. About Us Who We Are Premier research and advisory

More information

Research over the past twenty

Research over the past twenty Human Capital Management: A New Approach for Districts David Sigler and Marla Ucelli Kashyap Developing human capital strengthening the talent level of the teaching workforce will require districts to

More information

Human Resources Department 203.6 FTE s

Human Resources Department 203.6 FTE s 27 Human Resources Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation,

More information

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014 Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area

More information

HR Function Optimization

HR Function Optimization HR Function Optimization People & Change Advisory Services kpmg.com/in Unlocking the value of human capital Human Resources function is now recognized as a strategic enabler, aimed at delivering sustainable

More information

GOALS AND OBJECTIVES HUMAN RESOURCES DEPARTMENT OF 2015-2018. February 3, 2015 UPDATE AS OF 4:30 PM

GOALS AND OBJECTIVES HUMAN RESOURCES DEPARTMENT OF 2015-2018. February 3, 2015 UPDATE AS OF 4:30 PM GOALS AND DEPARTMENT OF OBJECTIVES HUMAN RESOURCES 2015-2018 February 3, 2015 UPDATE AS OF 4:30 PM HR MISSION AND VISION Human Resources Mission We provide a positive HR service experience for applicants,

More information

HR Professionals Building Human Capital

HR Professionals Building Human Capital Human Resource WSQ 1 Marina Boulevard #16-01 One Marina Boulevard Singapore 018989 Tel: 6883 5885 Fax: 6512 1111 Email: http://portal.wda.gov.sg/feedback Website: www.wda.gov.sg Printed in Feb 2015 HR

More information

Cathy Hasenpflug, SPHR

Cathy Hasenpflug, SPHR Cathy Hasenpflug, SPHR Summary. Seasoned HR executive interested in leading HR transformation initiatives within higher education, leveraging an extensive background in human resources and change management

More information

HR Professional Competency Model: A Road Map for Success

HR Professional Competency Model: A Road Map for Success HR Professional Competency Model: A Road Map for Success Presented by Scott D. Ferrin, SPHR, PMP HR05 11/3/2014 4:15 PM - 5:30 PM The handouts and presentations attached are copyright and trademark protected

More information

Superintendent Effectiveness Rubric*

Superintendent Effectiveness Rubric* Public Document 3 Purpose: Outlines the standards that are the foundation for the evaluation. Name of Superintendent: Date: Performance Rating Scale: Distinguished (4) Accomplished (3) standards for most

More information

Chapter 2: Creating a coaching program

Chapter 2: Creating a coaching program Tool 2.1 Framework for successful coaching programs 2.2 Instructional coaching model charge statement Purpose Use this tool as a checklist of the components of effective coaching programs. Guide the steering

More information

Job Family Modeling. Tools to Support Job Evaluation and Career Development October 21, 2009. Vincent Milich

Job Family Modeling. Tools to Support Job Evaluation and Career Development October 21, 2009. Vincent Milich Job Family Modeling Tools to Support Job Evaluation and Career Development October 21, 2009 Vincent Milich Agenda What is job family modeling? What can job family modeling do for an organization? Unique

More information

GROWTH COMPANY S. Supporting Your. TriNet Strategic Services: PERFORMANCE MANAGEMENT TALENT ACQUISITION LEADERSHIP TRAINING CAREER TRANSITIONS

GROWTH COMPANY S. Supporting Your. TriNet Strategic Services: PERFORMANCE MANAGEMENT TALENT ACQUISITION LEADERSHIP TRAINING CAREER TRANSITIONS TriNet Strategic Services: Supporting Your COMPANY S GROWTH PERFORMANCE MANAGEMENT TALENT ACQUISITION LEADERSHIP TRAINING CAREER TRANSITIONS CORPORATE ETHICS PROGRAM TEAM ACCELERATOR COMPENSATION CONSULTING

More information

The Performance of Elementary Schools in AHA s Revitalized Mixed-Income Communities

The Performance of Elementary Schools in AHA s Revitalized Mixed-Income Communities The Performance of Elementary Schools in AHA s Revitalized Mixed-Income Communities By: Thomas D. Boston, Ph.D. December 2004 Boston Research Group, Inc. 100 Galleria Parkway SE Suite 1540 Atlanta, GA

More information

Leveraging State Longitudinal Data Systems To Inform Teacher Preparation and Continuous Improvement

Leveraging State Longitudinal Data Systems To Inform Teacher Preparation and Continuous Improvement Rasterized 300 dpi Rasterized 300 dpi Leveraging State Longitudinal Data Systems To Inform Teacher Preparation and Continuous Improvement A Data-Sharing Template To Prompt Discussion and Strategic Planning

More information

SHRM s HR Professional Competency Model: A Road Map for Success

SHRM s HR Professional Competency Model: A Road Map for Success SHRM s HR Professional Competency Model: A Road Map for Success 1 Texas Higher Education HR Association (THEHRA) January 26, 2015 :: San Antonio, TX Sherry Johnson, SHRM-SCP, CAE SHRM Field Services Director

More information

Strategic Objective: Recruit, employ, develop, and retain a workforce that achieves the mission and goals of the organization.

Strategic Objective: Recruit, employ, develop, and retain a workforce that achieves the mission and goals of the organization. Division of Human Resources and Talent Management Dr. Frances E. Davis, Associate Superintendent 678-301-6100 / fax: 678-301-6105 Dr. Frances E. Davis, Associate Superintendent Vision: The Division of

More information

Finance & Administration Committee Information Item IV-B May 9, 2013 Human Capital Plan

Finance & Administration Committee Information Item IV-B May 9, 2013 Human Capital Plan Finance & Administration Committee Information Item IV-B May 9, 2013 Human Capital Plan Page 56 of 71 Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information

More information

Strategic Employee Onboarding: First Impressions Are Everything

Strategic Employee Onboarding: First Impressions Are Everything ONBOARDING Strategic Employee Onboarding: First Impressions Are Everything Cornerstone OnDemand Whitepaper Series 2007 Cornerstone OnDemand, Inc. All Rights Reserved. Table of Contents Onboarding: More

More information

Technical Review Coversheet

Technical Review Coversheet Status: Submitted Last Updated: 8/6/1 4:17 PM Technical Review Coversheet Applicant: Seattle Public Schools -- Strategic Planning and Alliances, (S385A1135) Reader #1: ********** Questions Evaluation Criteria

More information

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008 State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic

More information

7+ years in Human Capital Management Consulting. Industries: Telecom; Media; Automotive; Energy; Airline; Banking

7+ years in Human Capital Management Consulting. Industries: Telecom; Media; Automotive; Energy; Airline; Banking 2 years at Cox Enterprises 7+ years in Human Capital Management Consulting Industries: Telecom; Media; Automotive; Energy; Airline; Banking Previous Employers: Wipro Consulting Services, Buck Consultants,

More information

Classified Performance Management. Advisory Committee Meeting May 23, 2011

Classified Performance Management. Advisory Committee Meeting May 23, 2011 Classified Performance Management Advisory Committee Meeting May 23, 2011 Classified Performance Management Page 2 Overview of all the pieces For LAUSD Inspirational Vision Every LAUSD student will receive

More information

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company

More information

The Balanced Scorecard

The Balanced Scorecard The Balanced Scorecard The School Administrator February 2010 Number 2, Vol. 67 For a strategy-focused school district, it s a route for driving systemwide performance measurements, as Atlanta s experience

More information

Division of Human Resources. Strategic Plan For a Culture of Excellence

Division of Human Resources. Strategic Plan For a Culture of Excellence Division of Human Resources Strategic Plan For a Culture of Excellence TABLE OF CONTENTS INTRODUCTION... 2 DEPARTMENTAL MISSION STATEMENT ALIGNMENT... 4 HUMAN RESOURCES STRATEGIC DIRECTIONS... 5 HR STRATEGIC

More information

Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud

Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud D R A F T Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud April 5, 2012 Oracle is currently reviewing the existing Taleo product roadmap

More information

San Jacinto College District Annual Priorities for 2014-2015 Human Resources

San Jacinto College District Annual Priorities for 2014-2015 Human Resources I Our People Accountable Department 1 Positioning for the Future Implement Work-Life Balance Program Steve Trncak Susan Temple (design) Sandra Ramirez (implementation) San Jacinto College District Annual

More information

NORTH CAROLINA COMMUNITY COLLEGE SYSTEM SALARY INCREASE GREATER THAN 10% - FY 2014-15. Requested Salary. Requested Effective Date. % Change.

NORTH CAROLINA COMMUNITY COLLEGE SYSTEM SALARY INCREASE GREATER THAN 10% - FY 2014-15. Requested Salary. Requested Effective Date. % Change. SALARY INCREASE GREATER THAN 10 - FY 2014-15 Asheville-Buncombe Technical Community Cape Fear Community Catawba Valley Community Coastal Carolina Community on July Darryl Rhymes $40,044 $49,008 $8,964

More information

Top Tier Staffing, LLC. General Information

Top Tier Staffing, LLC. General Information 36 General Information What s In It For You Introduction Staffing Services Managed Services Consulting Services RPO FAQs Contact Info Top Tier Staffing, LLC ASA Member American Staffing Association MWBE

More information

ATLANTA PUBLIC SCHOOLS

ATLANTA PUBLIC SCHOOLS West Region (Formerly SRT 1) (Mays, Therrell & Washington Clusters) Mr. Clay Hunter, Regional K-12 Executive Director of Schools 225 James P. Brawley Drive, NW - Atlanta, GA 30314 404-802-3667 Adamsville

More information

Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice. Authors:

Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice. Authors: Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice Authors: Karen Pallansch General Manager Alexandria Sanitation Authority 1500 Eisenhower

More information

Recruitment & Hiring. How a disciplined hiring process can help schools choose the right team.

Recruitment & Hiring. How a disciplined hiring process can help schools choose the right team. Recruitment & Hiring How a disciplined hiring process can help schools choose the right team. MARCH 2012 The first step is choosing the right team. Recruitment and hiring can bring in strong teachers and

More information

Branch Human Resources

Branch Human Resources Introduction The Human Resources Branch provides strategies, programs, services and consultation to attract and retain a diverse, engaged, innovative and skilled workforce to build a great city. Recruitment

More information

UPDATE ON HUMAN RESOURCES ADMINISTRATIVE REVIEW

UPDATE ON HUMAN RESOURCES ADMINISTRATIVE REVIEW UPDATE ON HUMAN RESOURCES ADMINISTRATIVE REVIEW Report to the UMS Chancellor & Board of Trustees September 2014 Prepared by Lynda Dec, CHRO Introduction The HR Administrative Review On June 23, 2013, the

More information

Employee Brief: Your Self-Assessment

Employee Brief: Your Self-Assessment Employee Performance Management Process August 2012 Employee Brief: Your Self-Assessment This brief is provided to help document your self-assessment and think about your 2011-12 performance. 1 The purpose

More information

Workday Leadership Summit

Workday Leadership Summit Workday Leadership Summit February 29, 2016 Welcome Agenda Project Overview and Timeline Role of Change Management Governance Committee Demo of Workday System and Examples of Key Changes Summit Review

More information

HUMAN RESOURCES. Management & Employee Services Organizational Development

HUMAN RESOURCES. Management & Employee Services Organizational Development Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner

More information

DoDEA Personnel Center HR Competency Definitions

DoDEA Personnel Center HR Competency Definitions DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer

More information

The Virginia Reading Assessment: A Case Study in Review

The Virginia Reading Assessment: A Case Study in Review The Virginia Reading Assessment: A Case Study in Review Thomas A. Elliott When you attend a conference organized around the theme of alignment, you begin to realize how complex this seemingly simple concept

More information

What is Quality Schools Development? Why are we doing this?

What is Quality Schools Development? Why are we doing this? What is Quality Schools Development? Why are we doing this? All students deserve quality schools in their neighborhoods that help them thrive academically, socially, and emotionally. Right now, several

More information

Agenda for Reform. Summary Briefing December 14, 2009

Agenda for Reform. Summary Briefing December 14, 2009 Summary Briefing December 14, 2009 The Vision The Board of Regents envisions a New York where all students are prepared for college, the global economy, 21 st century citizenship, and continued learning

More information

Building A Talent Culture at Key

Building A Talent Culture at Key Building A Culture at Key Brian Fishel SVP, Head of Acquisition and Management Brian_L_Fishel@keybank.com Today Objective 1. Review Key s game plan for developing leaders capable of successfully executing

More information

T3: Turnaround Teacher Teams

T3: Turnaround Teacher Teams T3: Turnaround Teacher Teams T3 Program History The T3 Initiative began in 2009 as a policy proposal from Teach Plus s first cohort of 16 Teaching Policy Fellows, all teachers in urban public schools in

More information

U.S. Department of Justice. Mission First...Linking Strategy to Success

U.S. Department of Justice. Mission First...Linking Strategy to Success U.S. Department of Justice Mission First...Linking Strategy to Success Department of Justice Human Capital Strategic Plan 2007-2012 Table of Contents Foreword.......................................................................1

More information

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire

More information

MANAGING THE EMPLOYEE LIFECYCLE

MANAGING THE EMPLOYEE LIFECYCLE MANAGING THE EMPLOYEE LIFECYCLE Current Position Jose Laurel Experience & Expertise 16 years experience in management, operations, marketing and international commerce Prior to G&A, served as country manager

More information

Department of Human Resources Strategic Plan

Department of Human Resources Strategic Plan Department of Human Resources Strategic Plan Planning Period: 2011-2015 State of Vermont Department Strategic Plan Page 1 Table of Contents Message from the Commissioner... 3 Department Overview... 3 Department

More information

FY 2014-2019. Claiborne County Schools Five Year Plan

FY 2014-2019. Claiborne County Schools Five Year Plan FY 2014-2019 Claiborne County Schools Five Year Plan Vision Statement: Academic, social, and emotional growth for every student to be college and/or career ready. VISION for CLAIBORNE COUNTY STUDENTS Academic,

More information

THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE

THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE SAP Executive Insight It s no secret that implementing HR shared services can help organizations generate significant

More information

UNIVERSITY OF ST. THOMAS OFFICE OF HUMAN RESOURCES ANNUAL REPORT

UNIVERSITY OF ST. THOMAS OFFICE OF HUMAN RESOURCES ANNUAL REPORT UNIVERSITY OF ST. THOMAS OFFICE OF HUMAN RESOURCES ANNUAL REPORT FY 2015 TO OUR STAKEHOLDERS A MESSAGE FROM OUR ASSOCIATE VICE PRESIDENT Welcome to our first-ever annual report! In an effort to improve

More information

DON Executive Onboarding Overview. Regan Anderson Executive Management Program Office June 14, 2011

DON Executive Onboarding Overview. Regan Anderson Executive Management Program Office June 14, 2011 DON Executive Onboarding Overview Regan Anderson Executive Management Program Office June 14, 2011 Background 2 Executive Onboarding Program Strategic Objectives Establish and implement onboarding program

More information

The Talent Management Framework

The Talent Management Framework The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The

More information

DATE: December 11, 2013 REPORT NO. CS2013-145 1.0 TYPE OF REPORT CONSENT ITEM [ ] ITEM FOR CONSIDERATION [ X ]

DATE: December 11, 2013 REPORT NO. CS2013-145 1.0 TYPE OF REPORT CONSENT ITEM [ ] ITEM FOR CONSIDERATION [ X ] CORPORATE SERVICES COMMISSION DATE: December 11, 2013 REPORT NO. CS2013-145 TO: FROM: Chair and Members Human Resources Committee Darryl Lee, General Manager Corporate Services 1.0 TYPE OF REPORT CONSENT

More information

Helping Midsize Businesses Grow Through HR Technology

Helping Midsize Businesses Grow Through HR Technology Helping Midsize Businesses Grow Through HR Technology As a business grows, the goal of streamlining operations is increasingly important. By maximizing efficiencies across the board, employee by employee,

More information

organizational structure abridged version

organizational structure abridged version 2 organizational structure abridged version central services team core leadership team (clt) core leadership (9) public relations division (7) academic division (13) operations division (7) finance division

More information

Allen ISD District Effectiveness Reports. August 27, 2007

Allen ISD District Effectiveness Reports. August 27, 2007 Allen ISD District Effectiveness Reports August 27, 2007 Human Resources (HR) Program General Function "To provide the highest quality applicant to applicable campuses/departments in a way that easily

More information

REVIEW OF CORPORATE SERVICES HR BUSINESS CASE

REVIEW OF CORPORATE SERVICES HR BUSINESS CASE REVIEW OF CORPORATE SERVICES HR BUSINESS CASE 1. The Strategic Case for Integration The alignment with Council strategies 1.1 The Lewes Change Management Programme (CMP) outlines the need to redesign the

More information

Fridley Alternative Compensation Plan Executive Summary

Fridley Alternative Compensation Plan Executive Summary Fridley Alternative Compensation Plan Executive Summary Fridley School District Alternative Compensation Plan is a district wide program that is approved by the Minnesota Department of Education and was

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Human Resources Department Strategic Plan

Human Resources Department Strategic Plan Human Resources Department Strategic Plan 2010-2014 Human Resources Department Table of Contents Executive Summary... 3 Strategic Context University of Regina Planning Framework... 4 Strategic Planning

More information

January 2014. City of Brantford Human Resources Master Plan

January 2014. City of Brantford Human Resources Master Plan January 2014 City of Brantford Human Resources Master Plan The roadmap below represents approximate timing associated with implementation of key initiatives and activities over the life of the plan Time

More information

2013 Business Plan. Kenneth Poe Director

2013 Business Plan. Kenneth Poe Director 2013 Business Plan Kenneth Poe Director Mission To provide quality programs and services to attract, develop, motivate and retain a strategically aligned workforce within a supportive work environment

More information

Division of Human Resources and Talent Management December 2015

Division of Human Resources and Talent Management December 2015 Division of Human Resources and Talent Management Dr. Frances E. Davis, Associate Superintendent 678-301-6100 / fax: 678-301-6105 Division of Human Resources and Talent Management Associate Superintendent

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

USHCA POWER METRICS. Urban Schools Human Capital Academy Power Metrics Tool URBAN SCHOOLS HUMAN CAPITAL ACADEMY. Best People Best Results

USHCA POWER METRICS. Urban Schools Human Capital Academy Power Metrics Tool URBAN SCHOOLS HUMAN CAPITAL ACADEMY. Best People Best Results POWER METRICS USHCA Why did USHCA create Power Metrics? The USHCA s Assess, Breakthrough, and Change (ABC) Tools for teachers and principals represent powerful HR/HC assessments that measure 56 components

More information