1 Program Title: HR Master State: Tennessee Contact Person: Rebecca Hunter Title: Commissioner Agency: TN Dept of Human Resources Telephone: Fax: Address: 505 Deaderick Street, 1 st Floor, Nashville, TN Please provide a brief description of this program. The HR Master Series is based on the competencies designated by both IPMA-HR and SHRM as necessary for successful HR leaders and was designed as a development tool for HR leadership within Tennessee state government. The format is interactive, best practice, experiential learning for raising the understanding of HR leadership in the concepts presented, with an expectation of knowledge transfer on the practical application of these concepts to their daily role. There are approximately 100 individuals in 32 agencies at the HR Director, Assistant Director or HR Program Director level eligible to participate, and the program is offered on an application basis to a maximum of 15 participants per year. Participants meet for full day forums six times during the course of a year, where they are offered presentations and experiential learning opportunities with both qualified, certified DOHR leaders and outside speakers and educators who have relevant expertise in five major topic areas: Continuous Improvement, Leadership, Measurement, Organizational Approaches, and Strategic Business. Each of the topic areas is broken down into distinct competencies with definitions, behaviors and proficiency standards by career level, again based on the IPMA-HR and SHRM Competency Models. Studies of books by recognized thought leaders in the relevant topic areas or individual competencies are used in the alternate months as a significant component of the program. Each book study is one half day and includes a facilitated discussion session. 2. How long has this program been operational (month and year)? The program began in January 2013 with a grant from IPMA and CPS Consulting, and the first class of eleven members graduated in November The second class of fifteen members was selected in December 2013 and began meeting in January 2014.
2 3. Why was this program created? What problems or issues does it address? Human Resources inside Tennessee state government has historically been decentralized, and consisted of purely transactional functions, frequently supervised within the fiscal division of an agency. HR Directors in the agencies understand the rules and guidelines by which to operate, and are relatively proficient in the technology currently used to record transactions. However, transactional HR is no longer enough to help state agencies move toward a more efficient and effective government with a high performing workforce, and agency HR Directors and their management teams need both capacity and capability in the strategic leadership competencies necessary to give direction and provide consultative services to their executives. 4. Why is this program a new and creative method? The HR Master program has several unique features that distinguish it from most other general leadership development programs: 1) it focuses solely on human resources competencies; 2) participants utilize a 360 assessment in the identified competencies at the beginning and conclusion of the 12-month period; 3) the Strengths Deployment Index is used as a tool to help participants with internal relationships; 4) the results of the 360 and the SDI allow participants to focus on specific core competencies supported by one-on-one coaching for each participant, and 5) it includes facilitated book studies that complement the specific competencies being targeted at different times during the year. Employees who participate in HR Master receive the benefit of extensive, cutting edge leadership training and development. Participants who graduate will demonstrate the identified behaviors that exemplify each of the core competencies. State government benefits through higher productivity, increased efficiency, and overall improved organizational performance. Better trained leaders provide clearer direction and guidance to employees, who in turn provide agencies with desired accomplishments and results. Employees are better equipped as public servants to serve the citizens of Tennessee. 5. What was the program s start up cost? (Provide detailed information about specific purchases for the program, staffing needs and other expenditures as well as existing materials, technology and staff already in place.)
3 DOHR is a support agency of state government, and internal service fund monies make up the largest part of our budget. These funds cover the salary and benefits of most of our employees and give us the ability to provide services to all agencies of the state in the areas of classification/compensation, employee relations, technical services and recruiting management, as well as required training for compliance. The Strategic Learning Solutions division, which has the responsibility for learning and development programs, utilizes a fee for service model for programs and services that are not required for employees (leadership development, talent management, etc.). An initial grant of $25,000 was utilized to fund a portion of the development costs for the first year. Subsequent year budgets will not contain development costs. Program Development Curriculum Development Books Material Design 73 hours x $375 per hour development cost $27, hours x $100 per hour $7,300 development cost 6 books x 20 x $35 = $ hours x $100 per hour design cost = $7,300 6 sessions x $100 = $600 $8,775 Printing Staffing 146 hours x 2 x $39 per hour $11,388 Meals and Incidentals for 6 classes 6 x 20 x $29 per person $3,480 Total Program Cost $58,318 Grant Funds ( $25,000) Adjusted Program Cost $33,318 Cost per Participant $1,000 $15,000 Cost Funded by DOHR ($18,318) 6. What are the program s operational costs? Operational costs each year include the 360 Assessment (created and administered in-house), the SDI, catering, the cost of books and printed materials, and any outside speakers that may be asked to facilitate certain competency sessions. The Department of Human Resources partners in this program with the Executive Learning Center at Belmont University, so space for the classes and the instructor for one competency area are provided at no cost. Total operational costs for the 2013 class in addition to initial setup were $7,700, and the anticipated operating cost for 2014 is $33,200.
4 7. How is this program funded? The Department of Human Resources philosophy on leadership development is that participants are more invested in the program if they know their agency had to invest in them. Currently, agencies contribute $1,000 per participant over the twelve month development period. Remaining costs are absorbed by the Department of Human Resources. There are fourteen participants for 2014, at $1,000 per participant, so the Department of Human Resources will absorb $19,200 of the total operational cost for the year. 8. Did this program originate in your state? Yes. 9. Are you aware of similar programs in other states? No. If yes, how does this program differ? 10. How do you measure the success of this program? Program participants complete survey information after each forum and again at the end of the program. 11. How has the program grown or changed since its inception? As part of the continuous improvement process, the Department of Human Resources evaluates all programs annually to determine whether changes or updates are necessary. Considering participant feedback and the nature of the program, a significant change to the book study portion of the program was made for the 2014 class rather than have the instructors facilitate each book study, participants will gradually increase their participation in that process, and will be expected to facilitate the final study themselves after intensive out of class work in small groups.
5 HR Master Series-at-a-Glance All Book Studies and Forums will be located at Belmont University Center for Executive Education Room 400 Book Study Times: 8:00-12:00 P.M. Forum Times: 8:00-4:30 P.M. Forum Format: 7:30 A.M. Continental Breakfast/Networking 8:00 A.M. Welcome, Forum Overview, Community Builder 8:30 A.M. Competency Presentation and Keynote 11:00 A.M. Group Work 12:00 P.M. Lunch 1:00 P.M. Group Work Continues 3:00 P.M. Integration Strategy 4:30 P.M. Adjourn January 8, 2014 Orientation and Self Assessment Day Program Orientation Forum & Book Study learning format Review of 360 Assessment, SDI Individual Development Plan February 7, 2014 Book Study One SWITCH Chip Heath and Dan Heath April 4, 2014 Book Study Two Managing Transitions William Bridges June 20, 2014 Book Study Three Blink Malcolm Gladwell August 8, 2014 Book Study Four Change the Culture, Change the Game Roger Conners and Tom Smith October 10, 2014 Book Study Five Winning Jack Welch March 7, 2014 Forum One Organizational Approaches Communication Consultation Relationship Management May 2, 2014 Forum Two Continuous Improvement Change Agent System Model July 25, 2014 Forum Three Measurement Critical Evaluation September 12, 2014 Forum Four Leadership Ethical Practice Cultural Effectiveness Organizational Leadership and Navigation November 7, 2014 Forum Five Strategic Business Business Acumen Human Resources Technical Expertise & Practice December 3, 2014 Graduation
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?
STRATEGIC WORKFORCE PLANNING IF YOU ONLY LOOK AT WHAT IS, YOU MIGHT NEVER ATTAIN WHAT COULD BE. - ANONYMOUS August, 2003 TABLE OF CONTENTS INTRODUCTION... 2 WORKFORCE PLANNING WHAT IS IT?... 3 WORKFORCE
ACBSP STANDARDS AND CRITERIA FOR DEMONSTRATING EXCELLENCE IN BACCALAUREATE/GRADUATE DEGREE ACCOUNTING PROGRAMS Approved by the Baccalaureate/Graduate Degree Board of Commissioners January 2013 Accreditation
OFFICE OF INSPECTOR GENERAL UNITED STATES POSTAL SERVICE Corporate Succession Planning Program Management Advisory Report April 23, 2014 Report Number April 23, 2014 Corporate Succession Planning Program
The Ripple Effect of Baby Boomer Retirements By Neil E. Reichenberg According to the Pew Research Center, approximately 10,000 Americans per day will turn 65 between 2011 and 2030. These baby boomers comprise
Start-Up Manual HIPPY USA 1221 Bishop Street Little Rock, Arkansas 72202 Phone 501.537.7726 Fax 501.537.7716 www.hippyusa.org TABLE OF CONTENTS Contents Page Introduction 1 Support Available from HIPPY
MASTER OF PUBLIC ADMINISTRATION You are tomorrow s leader. Prepare today. MPA Southern Utah University Master of Public Administration Student Handbook Revised: August 13, 2014 Southern Utah University
North Carolina TEACHER EVALUATION PROCESS 2009 McREL Developed in collaboration with the NC State Board of Education Revised September 2012 1 STATE BOARD OF EDUCATION The guiding mission of the North Carolina
San Mateo County Workforce and Succession Management Program September 2008 Table of Contents Introduction...4 The Impact of Retirement at the County of San Mateo...4 The County s History of Succession
M.S. Degree Program in Human Resources (MSHR) Human Services Department College of Education & Allied Professions 2015 ACADEMIC PROGRAM REVIEW: RESPONSE TO PROGRAM REVIEW STANDARDS Program Director: Dr.
DISTINGUISHED CLUB PROGRAM AND CLUB SUCCESS PLAN How to Be a Distinguished Club Rev. 4/2014 WHERE LEADERS ARE MADE DISTINGUISHED CLUB PROGRAM AND CLUB SUCCESS PLAN How to be a Distinguished Club TOASTMASTERS
University of North Carolina Wilmington Master of Public Administration (MPA) Program MPA Program Assessment Plan: 2012-2017 Our Mission: Advancing effective public governance in southeastern North Carolina
4 Guide to Developing a Quality Improvement Plan September 2013 Copyright The details of the relevant licence conditions are available on the Creative Commons website (accessible using the links provided)
Master of Business Administration The Master of Business Administration program is specifically designed for experienced business professionals and managers seeking upward career mobility or professionals
The Children's Museum of Memphis SUCCESSION PLAN Introduction The Children s Museum of Memphis recognizes the importance of planning for the future success of the organization including a smooth transition
NC STATE UNIVERSITY SCHOOL OF PUBLIC & INTERNATIONAL AFFAIRS DEPARTMENT OF PUBLIC ADMINISTRATION MPA POLICIES AND PROCEDURES (Revised Fall 2013) CONTENTS I. MPA Program Mission and Goals II. III. IV. Advising
USAID S LEADERSHIP IN PUBLIC FINANCIAL MANAGEMENT Detailed Guidelines for Improved Tax Administration in Latin America and the Caribbean Chapter 13. Human Resource Management and Organizational Development
FROM GRADUATE CATALOG 2013-2015 COLLEGE OF PUBLIC SERVICE AND URBAN AFFAIRS Michael Harris, Ph.D., Dean Office: Suite, F-400, Avon William Campus (615) 963-7201 email@example.com DEPARTMENT OF PUBLIC
. VA Office of Inspector General OFFICE OF AUDITS & EVALUATIONS Department of Veterans Affairs Review of Alleged Improper Program Management within the FLITE Strategic Asset Management Pilot Project September
MASTER OF EDUCATION IN INSTRUCTIONAL TECHNOLOGY Student Handbook Overview The Graduate School Department of Education Online Student Handbook is intended to serve as a general guide for current and prospective
2014-2015 Academic Catalog Master of Science in Managing Human Capital Program Master of Science in Managing Human Capital Program Erivan K. Haub School of Business Claire Simmers, Ph.D., Chair, Management