Performance Management System Implementation Introductory Presentation. Noel A. Pinnock, BS, CA, MPA, CPM Project Manager Human Resources Department
|
|
|
- Patricia Maryann Harrison
- 8 years ago
- Views:
Transcription
1 Performance Management System Implementation Introductory Presentation Noel A. Pinnock, BS, CA, MPA, CPM Project Manager Human Resources Department
2 AGENDA Introduction & Contextual Framework Background, Mission, Vision, Goals Team and Stakeholders How Do We Get There? 2-Wave Implementation Functional and Technical Milestones Questions and Answers 2
3 3
4 ORGANIZATIONAL DEVELOPMENT (OD) OD is neither "anything done to better an organization" nor is it "the training function of the organization"; it is a particular kind of change process designed to bring about a particular kind of end result. OD involves interventionsin the organization's "processes," using: Behavioral science knowledge; Organizational reflection; System improvement; Planning; and Self-analysis. Kurt Lewin ( ) 4
5 5 5 5
6 The mission of the Performance Management System Project Teamis to implementa citywide performance management processand applicationacross all departments in collaboration with city stakeholders and internal customers, addressing its impact on workforce productivity, efficiency, and service delivery
7 7
8 THE TEST (PAIN POINTS)
9 BACKGROUND The current Employee Performance Evaluation (EPE) system has been used by the City for nearly two decades to evaluate municipal workers job performance. The current system has served its purpose; however, significant process enhancements are needed to support the city in achieving a culture that recognizes and motivates its workforce to meet and/or exceed desired service delivery expectations. 9
10 MISSION The mission of the Performance Management System Project Team is to implement a citywide performance management process and application across all departments in collaboration with city stakeholders and internal customers, addressing its impact on workforce productivity, efficiency, and service delivery. 10
11 Vision The vision for this project is to deploy a Performance Management (PM) System that will: Educate employees on the new process and future application; Establish SMART performance measures, expectations and developmental opportunities; Align performance plans with departmental strategic goals and objectives; Promote ongoing feedback between the employee and supervisor; and Keep the PM process simple and positive. 11
12 GOALS Goal 1 Improve employee performance Objective 1: 1 Improve information related to EE performance Objective 2: Improve communications between EE and supervisor Objective 3: Increase interaction (coaching) between EE and supervisor Goal 2 Improve management efficiency Objective 1: 1 Re-engineer engineer business processes Objective 2: Ensure citywide adoption and utilization of the new performance management system Goal 3 Create a positive City culture Objective 1: 1 Provide timely communication throughout the project lifecycle Objective 2: Deliver effective training to all stakeholders Objective 3: Respond to employees questions and concerns 12
13 PROJECT TEAM 13 13
14 ADOPTION PHILOSOPHY 1414
15 STAKEHOLDERS 1515
16 If you think you can or you can t, then you are right! Henry Ford 16
17 17
18 18 18
19 1919
20 COMMUNICATIONS & CHANGE MGMT The key element to successfully implement a project of this magnitude is proactive communication. Communication will be disseminated top-down with executive leadership and support that will ultimately inform the audiences to accept and embrace the new process and technology. Change Management is essential to maintain employee and stakeholder expectations in order to prevent any negative impact of change on employees and other stakeholders. 20
21 Spiral of Change 21
22 Spiral of Change Cont d Stage Individual Organizational Pre-contemplation Get off my back! We re doing all right. What do you want anyway? Contemplation I want to stop feeling so stuck. What are other agencies doing to produce so much better results? Preparation I ll start tomorrow. Change is best, but I don t know how to start. Counseling/training. Vision, mission, values and process training. Involve all in the organization. Action Here I go! Learn the methods and get the support you need. Plan, do, act, measure, revise, and do and measure. Celebrate small successes. Maintenance Keep moving forward measure progress. Establish standards and measure progress on attaining goals continuous quality improvement. Termination Home free on goal Monitor attainment of standards and modify standards as instructed by customers. Repeat process. 22
23 Spiral of Change Cont d Change Curve measures the V impact on related productivity and/or attitude, which usually follows the implementation of change Productivity New Equilibrium (+) Initial Equilibrium Attitude Control Rate of Change Short-term Low-goals Downturn Ceremonialize Upturn Upturn Form Groups New Equilibrium New Equilibrium (0) (-) Valley of Despair, Despondency, & Dejection 23 23
24 24
25 2-WAVE IMPLEMENTATION FUNCTIONAL TECHNICAL 25 25
26 PHASED-IN APPROACH Phase I Conceptualizing & Planning -(Ongoing) Phase II: Functional Preparation, Training, & Data Gathering (11/31/2012) Phase III: Technical Application Acquisition, Go-live, Support, & Optimization (TBD) 26
27 27
28 FUNCTIONAL MILESTONES Obtain Mayor approval on new Administrative Procedure (AP) Finalize Performance Management Guidelines Complete Branding Campaign Record HR Director s Intro Video Record Mayor s Intro Video Create Project Website w/faqs Train the Trainers (Future PM Administrators) Train All Manager and Supervisors (Wave 1) 28
29 TECHNICAL MILESTONES Compare Performance Management Technologies Select Best Solution Platform Collect and Analyze Data Configure Solution Platform and Prepare for Data Migration Test, Test, Test (Load Balance) Complete User Acceptance and Test Some More Train and Deploy Technology (Possible Phased Approach) Provide Help Desk Support and Track Issues Optimize System 29
30 The mission of the Performance Management System Project Teamis to implementa citywide performance management processand applicationacross all departments in collaboration with city stakeholders and internal customers, addressing its impact on workforce productivity, efficiency, and service delivery
31 Questions & Answers Noel A. Pinnock, BS, CA, MPA, CPM Project Manager Human Resources Department
LEADING AN ORGANIZATION THROUGH CHANGE A DISCUSSION
LEADING AN ORGANIZATION THROUGH CHANGE A DISCUSSION All businesses are faced with ongoing change. Some changes are driven internally as ways are developed to make processes more efficient. Other changes
Wilhelmenia Ravenell IT Manager Eli Lilly and Company
Wilhelmenia Ravenell IT Manager Eli Lilly and Company Agenda Introductions The Service Management Framework Keys of a successful Service management transformation Why transform? ROI and the customer experience
Human Performance & the Role of Human Resources
DEFENSE LOGISTICS AGENCY AMERICA S COMBAT LOGISTICS SUPPORT AGENCY Human Performance & the Role of Human Resources Ms. Cheryl Steptoe-Simon July 20, 2016 Human Performance Functions Human Performance Components
On-boarding. A Process for Retaining the Best Talent. MARCH 2010 Developed by Agency Human Resource Services, DHRM 1
On-boarding A Process for Retaining the Best Talent MARCH 2010 Developed by Agency Human Resource Services, DHRM 1 Introduction to On-boarding On-boarding is a major tool in successful talent management
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
Strategic Planning & Change Management 3 DAYS
Imsimbi Training proudly presents Strategic Planning & Change Management 3 DAYS Imsimbi Training is a fully accredited training provider with the Services Seta, number 2147, as well as a Level 2 Contributor
The Seven-S S Model. A framework to guide and evaluate organization development to achieve vision and produce desired performance results.
The Seven-S S Model A framework to guide and evaluate organization development to achieve vision and produce desired performance results. Framework The 7 S model has its origins from the classic, 'The
EXECUTIVE BEHAVIORAL INTERVIEW GUIDE
EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the
itrak - Change Management
itrak - Change Management An Agency Adapting to Change B&O Committee May 2015 Contents itrak Change Management Strategy Call To Action! Change Management, Communication and Training Activities Lessons
How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation
How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation January Paulk Director of Client Services Organizational Change and Business Process Management Services Agenda
Human Resource Strategic Plan
Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and
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
Retention Practices: AGENDA. Hire to Retire (H2R): Program Background. 1. Hire to Retire (H2R): Program Background
Retention Practices: Setting Expectations and Managing Performance Sharon Harris CIS Senior Human Resource Consultant AGENDA 1. Hire to Retire (H2R): Program Background 2. Performance Management - Benefits,
Draft Document STATE OF MICHIGAN. SACWIS Planning Department of Human Services Strategic Implementation Plan: Project Staffing
STATE OF MICHIGAN SACWIS Planning Department of Human Services Strategic Implementation Plan: Project Staffing Executive Summary The State of Michigan has dedicated integrated team of resources for the
CHANGE MANAGEMENT for Continuous Improvement. Guidance Document
CHANGE MANAGEMENT for Continuous Improvement Guidance Document Change Management for Continuous Improvement Table of Contents Purpose...page 2 An Overview...page 3 Process Chart...page 4 Process Flowchart...page
City of Conway Information Technology Strategic Plan - Executive Summary
City of Conway Information Technology Strategic Plan 2013 2015 Mission Provide top level technical support and cost saving technology solutions for the needs of the City of Conway while providing city-wide
Employee Onboarding. Susan Ward, PhD. Human Resources Association of Central Connecticut February 27, 2014. Presented by
Employee Onboarding Presented by Susan Ward, PhD Human Resources Association of Central Connecticut February 27, 2014 Tonight s Discussion Why invest in Onboarding Onboarding vs. Orientation What to consider
PUT TITLE HERE Attendance Support Project Update
PUT TITLE HERE Attendance Support Project Update Presentation to COSBO October 2008 1 Status Update Project Objectives Our Approach Overview of Key Tools Developed Key Findings Attendance Support Implementation
DEFINE YOUR STRATEGY
CHANGE MANAGEMENT List the steps for preparing a change strategy Describe the WIFM the individual motivators Relate the five dimensions of the ADKAR model Develop a change management/communications plan
SAMPLE JOB DESCRIPTIONS
SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant
Aligning workforce and vendor culture to deliver positive customer experience and engagement Performance Excellence Network Fall Conference
Aligning workforce and vendor culture to deliver positive customer experience and engagement Performance Excellence Network Fall Conference The Rev. Jeffrey Thiemann Portico Benefit Services President
PROGRAM MANAGEMENT IN DEFENSE SYSTEMS
Seminar s Title : PROGRAM MANAGEMENT IN DEFENSE SYSTEMS Purpose and Background : Program Management is one of the most important aspects of the entire defense acquisition process. It is the application
Revised Body of Knowledge And Required Professional Capabilities (RPCs)
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
ORGANIZATIONAL CHANGE TACTICS IN HUMAN SERVICES ORGANIZATIONS: AN EVIDENCE-BASED PRACTICE MODEL
ORGANIZATIONAL CHANGE TACTICS IN HUMAN SERVICES ORGANIZATIONS: AN EVIDENCE-BASED PRACTICE MODEL Tom Packard, D.S.W. School of Social Work San Diego State University tpackard@mail.sdsu.edu http://socialwork.sdsu.edu/faculty-profiles/current-faculty/tompackard/
Organizational Change Management Methodology. Tools and Techniques to aid Project Implementation
Organizational Change Management Methodology Tools and Techniques to aid Project Implementation Today s Objectives Discuss the Organizational Change Management team and explore ways Organizational Change
WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started
7 Keys to successful Organizational Change Management Why Your CRM Program Needs Change Management and Tips for Getting Started CONTENTS 2 Executive Summary 3 7 Keys to a Comprehensive Change Management
Human Resources Department
Human Resources Department Mission Hire, develop and retain a competent, committed and diverse workforce to provide high quality and cost-effective services to Scottsdale citizens. Cultivate an environment
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:
The 10-minute primer on change management
The 10-minute primer on change management An executive overview by Prosci and the Change Management Learning Center Change management is a structured process and set of tools for managing the people side
Appendix G: Organizational Change Management Plan. DRAFT (Pending approval) April 2007
Appendix G: Organizational Change Management Plan DRAFT (Pending approval) April 2007 Table of Contents TABLE OF CONTENTS... 1 INTRODUCTION:... 2 ABT ORGANIZATIONAL CHANGE MANAGEMENT SCOPE... 2 PEOPLESOFT
Agenda. Strategic Succession Planning: Building Your Bench Strength. The Numbers say. SP Defined* The Art of Choosing Positions
Agenda Strategic Succession Planning: Building Your Bench Strength The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership Development Top 10 Ideas for Building Your
Multi Business WAT Grant Training Courses at. NTC s Center for Business and Industry in Wausau (September 2015 August 2016)
Multi Business WAT Grant Training Courses at NTC s Center for Business and Industry in Wausau (September 2015 August 2016) To register, please email Maggie Coakley: coakley@ntc.edu Email Subject Line:
Advanced Topics for TOGAF Integrated Management Framework
Instructor: Robert Weisman MSc, PEng, PMP CD Robert.weisman@buildthevision.ca Advanced Topics for TOGAF Integrated Management Framework ROBERT WEISMAN CEO BUILD THE VISION, INC. WWW.BUILDTHEVISION.CA EMAIL:
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
UCPath Change Management Strategy for UC San Diego. July 2013
UCPath Change Management Strategy for UC San Diego July 2013 Overview Background Key Components Approach & Methodology Change Network Framework For Action Challenges Resources & Tools Summary Table of
EMPLOYEE INFORMATION
Catholic Diocese of Raleigh Annual Performance Review EMPLOYEE INFORMATION EMPLOYEE NAME JOB TITLE SUPERVISOR/MANAGER PERIOD COVERED BY THIS APPRAISAL TYPE OF REVIEW Annual SIGNATURE OF REVIEWING MANAGER
Driving Change through Clinical Informatics Dorothy DuSold, MA 1
Driving Change through Clinical Informatics Dorothy DuSold, MA 1 Conflict of Interest Disclosure Dorothy DuSold, Master of Arts Has no real or apparent conflicts of interest to report. 2 Session Objectives
Digital Marketing Specialist
Digital Marketing Specialist Financial Controller Our Vision To be the best company our employees ever work for, the best bank our customers ever do business with and the best investment for our shareholder.
e-training Transition Project
e-training Transition Project Phase II e-training Communications Guide August 24, 2005 National Aeronautics and Space Administration Communications Guide for the Phase II e-training Transition August 24,
4 PERFORMANCE MEASURES
4 PERFORMANCE MEASURES Objective Strategic, performance measurement-based management systems allow an organization to align its business activitities to its strategy, and to monitor performance toward
Information Technology Master Plan Update: IMTech February 28, 2011
Information Technology Master Plan Update: IMTech February 28, 2011 Information Technology Master Plan Update: Agenda Background City of Georgetown s Vision Technology Transformation Approach Assessment
Context. An aging population and workforce as the first wave of baby boomers turn 65 in 2011.
OHA Provincial Health Human Resources Work Plan 2011-2013 Context The OHA Provincial Health Human Resources Work Plan 2011-2013 sets out the direction that the Ontario Hospital Association (OHA) will take
Leadership & People Management WSQ
Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to
My IA Career Develop Self Develop Others
PREPARE for your long-term career at IA by establishing career goals based on your work interests and work environment preferences. EXPLORE the jobs that match your personal profile and find additional
The Johns Hopkins University Human Resources Competency Dictionary
The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision
Strategic Training and Employee Development Plan FY2013-2015
EXECUTIVE OVERVIEW Training on policies, processes, and systems is an essential part of the success of the OCFO organization for both departmental and lab-wide employees. Development of leadership skills
2015 Marketing Trends Survey
2015 Marketing Trends Survey Email marketing budgets continue to rise as marketers strive to improve automation, relevancy and data access A new StrongView industry survey conducted with SENSORPRO from
Build a Better Workplace: Engagement Edition
Build a Better Workplace: Employee Engagement Edition Employee engagement, that willingness of each employee to strive to do their best work on a daily basis, has become the leading indicator of performance
Chapter 4 Performance Appraisal Process
Chapter 4 Performance Appraisal Process Section 1 Performance Appraisal Process A. Purpose: Provide feedback to an employee regarding their job performance, develop performance and career development goals,
Project Management Change Management Procedure
Change Management Procedure Procedure # Description: Overview Outlines the steps for a Project Manager to manage change in an organization Objective To ensure that organizational change is managed in a
CRM Budgeting & Planning
This document has been put together to support clients with their budgeting and planning for implementing CRM for a Phase 1. No matter what your budget, Cloud9 Insight have designed three different first
Dartmouth LEADS Information Packet
Dartmouth LEADS Information Packet Program Description Page 2 Curriculum Overview Page 3 Role of Participant s Supervisor Page 4 Program Details Page 5-6 Dates for Dartmouth LEADS Sessions 2015 2016 Kickoff
The Fundamentals of Modern Talent Management for Business and HR Professionals
BersinBasics The Modern Talent for Business and HR Professionals Copyright 2012 Bersin & Associates. All rights reserved. M A I N T O P I C S A N D T R A C K S & Succession Leadership Fundamentals Competencies
Organization Change Management (OCM) in an ERP Project
Organization Change Management (OCM) in an ERP Project By Tommy Krohn Business Area Manager Citec Engineering OY, Finland Agenda 1. Reason to start an ERP project? 2. Tasks in an ERP project 3. Valley
Developing Talent Management Plans (example from Statistics Canada)
Developing Talent Management Plans (example from Statistics Canada) What is talent management? Talent management is the application of integrated people management practices that enable an organization
Information Technology Master Plan. Information Technology Master Plan
Passion for Improving Performance Information Technology Master Plan Update: GGAF Subcommittee February 8, 2010 Information Technology Master Plan Update: Agenda Background City s Vision Master Plan Assessment
PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE
PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE Please, place cellular phone & pagers on silent mode. Thank You! Module 1 Aligning Job Performance with the Strategic Plan Agenda 1. Performance
Administrative Instruction
Administrative Instruction Date: To: From: 26 July 2011 All UNOPS Personnel Pierre Moreau-Peron, Director, HRPG J 1-r AI Reference: Subject: AUHRPG/2011/04 Performance Management and Appraisal for staff
Business Succession Planning
Business Succession Planning Dr. Younes Khataybeh President of Arab Trainers Union www.arabtrainers.org ! what is succession planning and how will it address these human resource i s s u e s?! How does
ASSESS PERFORMANCE EFFICIENTLY AND EFFECTIVELY
ASSESS PERFORMANCE EFFICIENTLY EFFECTIVELY Performance evaluations can be used effectively to recognize, reward, develop, redirect, and document the performance of your employees. Included with this Participant
THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT
THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT Analysis of Performance Management System Using Key Result Areas: A Comparative Study of New and Traditional Performance Management of a Power Sector
A guide to strategic human resource planning
A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall
Project Management Career Path Plan
Agency Name Project Management Plan Start Introduction This tool was designed to provide individuals with the information they need to develop along the Project Management track within the Agency. This
HR Strategy Survey Instrument for Key Leaders
HR Strategy Survey Instrument for Key Leaders INTRODUCTION Human Resources as Strategic Partner is one of the critical success factors in the Strategic Alignment system. This critical success factor is
Managing to Change: A Model of Cultural Transformation for the Accountable Care Organization
anaging to Change: A odel of Cultural ransformation for the Accountable Care Organization By James. Levett,.D., FACS, Jeff Hannah, ABD,.A., and Peter W. Roberts,.H.A.,.H.. As pressure on the healthcare
State of Tennessee Division of Health Care Finance and Administration. Tennessee Technical Advisory Services (TN TAS)
State of Tennessee Division of Health Care Finance and Administration Tennessee Technical Advisory Services (TN TAS) Deliverable Document Deliverable A.46 Organizational Change Management and Training
Digital Marketing Specialist
v Digital Marketing Specialist Our Vision To be the best company our employees ever work for, the best bank our customers ever do business with and the best investment for our shareholder. Our Mission
HR COMPETENCY DEVELOPMENT OFFERINGS
HR COMPETENCY DEVELOPMENT OFFERINGS HR COMPETENCY DEVELOPMENT We offer a variety of learning experiences designed to build skill, performance, and selfawareness in HR professionals. We have workshops designed
MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS
Overview MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Building on research and work with literally thousands of managers over the past thirty years, Management Systems has developed
Managing Performance An Introduction/Refresher. March 15, 2000
Managing Performance An Introduction/Refresher March 15, 2000 Agenda The process is a resource to help measure and improve performance. The Performance Management Process & Form Performance Planning Integrating
CHANGE MANAGEMENT and COMMUNICATIONS. Presentation to the Board May 23, 2012 Katie Cronin-Wood, Communications Lead
CHANGE MANAGEMENT and COMMUNICATIONS Presentation to the Board May 23, 2012 Katie Cronin-Wood, Communications Lead Change Today... Change... is a common thread that runs through organizations, communities,
Opportunity overview
Opportunity overview Organizational change-capability development resource info@tbointl.com phone: 713.821.1555 v3tbo 1 Challenges to Organizational Change CHANGE IMPLEMENTATION High failure rate of change
Talent Management A Holistic Approach to Managing your Workforce
Talent Management A Holistic Approach to Managing your Workforce Robyn Warren and Stacy Edwards-Adrian Los Angeles Unified School District Successful organizations, both public and private, are recognizing
Certification Information
Certification Information Section III - Organizational Learning, Training & Development ORGANIZATIONAL LEARNING, TRAINING & DEVELOPMENT Organizational Performance RPC:144 Aligns OLDT with business objectives
Cloud Computing Competence Development. Case
Computing Competence Development Case Study Case Study: ING Building Competences ING s Company Profile ING, a global financial organization: ING - banking, investments, life insurance and retirement services
Competency-Based Performance Management
Competency-Based Performance Management 2014 Supervisor/Manager Training Sessions Agenda Intro and ice breaker activity Competency overview Core competencies overview and activities Performance management
Korn Ferry Leadership Principles. Strengthening your organization's leadership base.
Korn Ferry Leadership Principles Strengthening your organization's leadership base. How secure is your leadership base? Moving from being an individual contributor to a first leadership role is one of
The Customer Service Revolution
The Customer Service Revolution A City of Markham Innovation +IPAC Award for Innovative Management Finalist 2014 +Backgrounder May 7 2014 CUSTOMER SERVICE REVOLUTION 21 st Century Challenges for the Public
SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT
SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?
Texas Tech University Human Resources. Strategic Plan. January 1, 2014 - December 31, 2016
Texas Tech University Human Resources Strategic Plan January 1, 2014 - December 31, 2016 Mission Texas Tech University is recognized as a premier institution and a workplace of choice. This work environment
HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5
HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5 VISION We stand proudly on the leading edge of innovative HR practices to make a real difference in the success of our people. MISSION Using the Guiding Beliefs
Social Media Strategies for Learning & Development and Talent Acquisition
Social Media Strategies for Learning & Development and Talent Acquisition Valerie Collado, Director of Corporate Communications & Karen Clay Toren, Director of Talent Management Agenda VWR Business Overview
Information Technology Strategic Plan Final Presentation
City of Boise, ID Information Technology Strategic Plan Final Presentation August 28, 2012 Pacific Technologies, Inc. Practical planning. Positive change. City of Boise, ID IT Strategic Plan Final Presentation
HUMAN RESOURCES & RISK MANAGEMENT Alma Carmicle
HUMAN RESOURCES & RISK MANAGEMENT Alma Carmicle Mission Statement: Collaborate and partner with our internal and external customers to develop a diverse workforce committed to delivering the highest quality
FY 2010 Annual Action Plan
Focus Area: Develop a workforce that allows the City to meet strategic initiatives and run its business. Detail Objective Increase employee participation in the City training opportunities. Implement a
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
IT Portfolio Management
IT Portfolio Management The Critical Step to Continually Optimizing Your Data Center Consolidation and Migration Initiatives Christopher Steel Digital Government Institute s Cloud Computing & Data Center
Implementing an HRMS Where Do You Begin. Dino Nosella, PMP
Implementing an HRMS Where Do You Begin Dino Nosella, PMP Thursday Agenda Introduction Definition of HRMS/HRIS The life cycle of Implementing an HRMS/HRIS Questions 1 Definition of HRMS/HRIS? A Human Resources
DEPARTMENT OF POLICE AND EMERGENCY MANAGEMENT
DEPARTMENT OF POLICE AND EMERGENCY MANAGEMENT CHANGE MANAGEMENT PROGRAM Background Mid 1990s Substantial reengineering of departmental processes and systems Realisation that a more consultative approach
Understanding and Improving Customer Focus
Understanding and Improving Customer Focus How customer focus can help sustain and grow your organisation Module 1: Introduction to Customer Focus Last updated: December 2013 For more information and details
Change Management. SAP Consulting & Thaibev IT Department
Change Management SAP Consulting & Thaibev IT Department The process of change and adjustment Source: based on Kubler-Ross (1969) Source: based on Satir et al (1991) Critical Points in the Change Process
University of Hawaii Information Technology Services Strategic Plan May 22, 2015. Looking Forward to 2020 and Beyond [V15-1]
![University of Hawaii Information Technology Services Strategic Plan May 22, 2015. Looking Forward to 2020 and Beyond [V15-1]](/thumbs/31/14987753.jpg "University of Hawaii Information Technology Services Strategic Plan May 22, 2015. Looking Forward to 2020 and Beyond [V15-1]")
University of Hawaii Information Technology Services Strategic Plan May 22, 2015 [V15-1] I. Introduction This Information Technology Services (ITS) Strategic Plan, Looking Forward to 2020 and Beyond, updates
This alignment chart was designed specifically for the use of Red River College. These alignments have not been verified or endorsed by the IIBA.
Red River College Course Learning Outcome Alignment with BABOK Version 2 This alignment chart was designed specifically for the use of Red River College. These alignments have not been verified or endorsed
ITIL V3 differences from V2
ITIL V3 differences from V2 Stuart Rance FISM, CISSP 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice Agenda Overall differences Brief
Organisational Change Management
Organisational Change Management The only thing that is constant is change in your business, your market, your competitors, and your technology. Remaining competitive and responsive to your customers and
PERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT S E C O N D E D I T I O N Hermann Agninmins The Busines School University of Colorado Denver (PI Pearson Education International BRIEF CONTENTS PART I: STRATEGIC AND GENERAL CONSIDERATIONS
Lower Hutt Campus. The Open Polytechnic operates nation-wide as the specialist provider of vocational open and distance learning.
POSITION DESCRIPTION Position Title: Responsible To: Position Purpose: Location: Employment Agreement: Direct Marketing Manager Marketing Manager, Marketing and Communications The Direct Marketing Manager
HIRING MANAGER ONBOARDING GUIDE
HIRING MANAGER ONBOARDING GUIDE Helping a new employee feel comfortable and welcome not only on the first day, but also through the first three - five months of their employment, is one of the keys to
Contents. 3 Overview. 4 Snapshot of the Future. 4 Vision. 4 Guiding Principles. 5 The Strategy. 6 What Will We Do? 6 Create a Customer-Centred Culture
CUSTOMER SERVICE STRATEGY 2013 Contents 3 Overview 4 Snapshot of the Future 4 Vision 4 Guiding Principles 5 The Strategy 6 What Will We Do? 6 Create a Customer-Centred Culture 6 Update Corporate Customer
Succession Planning: Developing Your Bench Strength. Presented By: Michelle McCall, Managing Principal, IMG
Succession Planning: Developing Your Bench Strength Presented By: Michelle McCall, Managing Principal, IMG Agenda The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership