Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service"

Transcription

1 1 Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service

2 Purpose of Presentation 2 To seek input on the draft document Roadmap for a Human Resources Information System for the Ukrainian civil service To discuss desired course of implementation, including a staged approach To confirm overall direction and next steps

3 What is a human resources 3 management information system? It is an application that supports the delivery of HR management, and automates a number of processes with a view to increase efficiency and standardize HRM processes for the Ukrainian civil service. It is comprised of modules, that are interlinked. Comprehensive HR system is a foundational element of HRM Reform project.

4 Background and Context 1 4 This roadmap was developed on the basis of interviews held with Heads of HR and MDCS officials in the spring of 2009, to gather information on data collection, analysis and reporting, and the level of technological support. A review of the NDCS concept paper was also undertaken; Issues identified during this consultation process include: Current systems (Kadry, Kartka) do not meet the needs of HR departments; limited capacity for analysis at the CEGB and government levels; time consuming process for annual reporting to State Statistics Committee; Inconsistent way of recording and maintaining HR information; multiple manual recording systems, Excel spreadsheets with no connectivity; Limited archival and retrieval capability for employee records; HR specialists spend most of their time processing HR transactions, leaving little time for strategic work; staffing, training and performance evaluations appear to be the most onerous processes;

5 Background and Context 2 5 HR staff eager for new technology and tools, to increase efficiency, improve their capacity to analyze important HR information, and better serve their managers; Compensation function separate from rest of HR and maintained in financial system; Opportunity for collaboration with HR Council and MDCS in the design of a new system.

6 6 Design Principles for new Human Resources Management Information System Alignment with HRM Reform Framework and draft civil service law, best practices in other countries, vision towards the future; Support HR analysis and planning, monitoring and reporting; Official system of record for HR data, and connectivity with other systems (such as finance for compensation) requires accurate and current data; Built according to world-class HR systems: table-driven, fully integrated (links across modules, data entered once), user-friendly; System supports HR processes, and provides HR staff with the tools to be more efficient and effective in their work; Templates for forms, standard letters, official decision documents designed to allow for standardization of procedures and data collection; Allow managers and employees direct access to initiate and approve HR transactions (training, leave, staffing requests) at a future stage;

7 Technical Requirements 7 Kartka would be replaced by a new comprehensive HR system; Status of the National Database of Electronic HR Profiles on Civil Servants and Local Self-Government Bodies in Ukraine (NDCS) project requires clarification; Describe how the system should function to support HR processes, and interface with other applications based on best practices, for example: Single authoritative source of data for HR information, no other systems are maintained; Single data entry: same information not entered twice, continuously build information; Drop down tables: select values vs. free text edits built in for data accuracy; Create and populate templates and form letters and update the system; Integrate with Office Applications and intranet to produce letters, cut and paste and scan documents, general notifications; Track due dates, key steps, turnaround time, flag mandatory fields; Password protected sign on for users access; Produce reports easily and rapidly, using graphics, tables and visual displays; Interface with other systems and data bases: pay, intranet site; User friendly, web look and feel; Foundation to introduce employee and manager s self serve at later stage

8 Consultation 8 Consultations should take place with multiple stakeholders: Main Department of Civil Service Heads of Human Resources Departments and Human Resources Council Human resources specialists Trade unions Technical experts Finance and compensation specialists Managers and employees Other international donors

9 Scope 9 Functional requirements include all HR functions, except for detailed compensation and benefits which are handled separately; Requirements defined in relation to some existing practices in the civil service, but mostly in line with a new vision for the delivery of HR services, based on the draft law and best practices used elsewhere; Inclusion of interfaces between the new HR system and the pay system, intranet/internet sites and other data bases; Identification of reports at different levels: Central Executive Government Bodies and government.

10 Assumptions and Risks 10 System will allow for analysis and reporting at different organizational levels; Staged implementation, starting with basic functionality with enhancements to come at later stage, when financially feasible; pilot test sites will be used to validate the functionality; Dedicated working group(s), reporting to the MDCS will be set up to manage the implementation; Up front and sustained commitment from senior government officials; Heads of HR and their staff will contribute their expertise to the development of the system, and later populate it with current and accurate data on an ongoing basis; Current systems: Kartka and Kadry will be replaced; Delays and/or limited funding will impact implementation; Assessing legislative limitations.

11 11 FUNCTIONAL REQUIREMENTS

12 HR Modules (in order of priority) 12 Employee Staffing Employee Appraisals Professional Training Core Modules Awards and Recognition Compensation and Benefits HR Planning and Reports Disciplinary Management Classification

13 13 Functional Requirements 1

14 Functional Requirements 2 14 Each module describes the requirements to collect data, and support the process, in terms of: What information should be captured; When the data should be entered: following a decision or key step; Who should enter the data: roles and responsibilities Why the information is entered: in accordance with laws and regulations, efficiency, archival of information, analysis, reporting; Each module is linked to an HR function, and represents a building block in the design of the whole system. For example, information is entered once and re-appears on screens as the process evolves to its conclusion.

15 15 HUMAN RESOURCES INFORMATION SYSTEM MODULES

16 Employee Module 16 Maintenance of personal files and employment records in electronic and paper format, and its easy retrieval are essential for HR management; Employee module is a repository of all pertinent data on an employee from initial hiring to movement across the civil service up to termination of employment. It is an archival record of decisions/actions taken when a job is classified, an employee is hired and paid, training and leave are taken or disciplinary action is administered; Kartka system tracks some of that information now, which is used for annual reporting purposes; Proposal that the module tracks all mandatory elements listed in the draft law (Article 40), in addition to the following: System generated employee identifier for each employee in the civil service; Capture or link to salary, benefits and years of service information; Demographic data; Temporary assignments, emergency contacts, leave records; Disciplinary actions, employment terminations ( restricted access)

17 Staffing 1 17 Staffing involves the administration of processes to fill vacant positions, promote employees or deploy staff laterally. It is a major HR activity and consumes a significant amount of time and resources; Very limited use of technology/tools to support existing process labor intensive and paper driven; competitions are handled manually from start to finish; Limited ability to analyze competition results and effectiveness of process, make additional appointments from a single process, and increase efficiency; Requirements include vision for the future beyond existing and new civil service law; Proposed new data elements and functionality require prioritization: Single intranet site for job posting, creation and use of on-line application forms, electronic screening and tracking of applicants status and data; Creation of electronic templates for standard forms, populated by HR and used to execute an action and update the system; e.g., request to staff a vacancy, job posting, application forms, screening report, notification of assessment results, and others;

18 Staffing 2 18 Proposed new data elements and functionality (cont d): System generated selection process number to track status of process and future appointments; Notification to candidates of screening and selection results via password protected web site or ; Creation of electronic files for job applicants; Administration of tests and assessments on line; Using lists of qualified candidates for multiple appointments, and sharing of lists within and across CEGB, to maximize usage of competition results; Track start and end dates of selection process to calculate turnaround time; Track due dates (appeals, probation), delays; Reports on patterns and types of staffing activity, assessment results, sources of candidates, types of appointments for analysis purposes;

19 Employee Appraisals 19 This process is under current review, with a proposal for improvements. The design of this module would have to be in line with the new vision; A new appraisal form and process will be developed; Proposed requirements: Design of an electronic template for the appraisal, work plan, training plan ( see Training module), which would be completed by the employee, approved by the manager, and uploaded to the system; Capture of narrative evaluation, rating, date of completion and other details in the system; Capture employees career goals and identify employees with high potential Ideal opportunity to align the system requirements with the design of the new process even if limited to the development of forms, simple data bases and standardized processes

20 Professional Training 1 20 Upgrading of professional qualifications required to upgrade job performance. Training is delivered through Central Executive Government Bodies, National Academy of Public Administration and external organizations; Linked to job duties, performance evaluation, and priorities of the organization; HR Departments are responsible for the administration of training activities, records are kept on file, and limited reporting and analysis is done; Proposed new requirements should enable the management and reporting of training priorities and activities at the CEGB and government levels, the completion of training plans, the analysis of training requirements, and support the HR Departments in the administration of training; The new school for senior leaders would provide ideal opportunity to test new system requirements and processes;

21 Professional Training 2 21 Proposed data elements and functionality- require prioritization: Type of training and priority (mandatory, job specific, developmental, academic); Produce course calendar with all necessary details, and publish on intranet site; Create «training request» template to enable employees to apply for training on line, and managers to approve electronically; Track course participants, evaluations and other information to facilitate course administration and maintain up to date employee files; Create a training plan template, track completion rate, costs of training; Link to service providers (internal/external), allowing for on-line registration ; Identify and capture special training and development programs, track progress of its members up to completion; All training related information would be maintained under the Employee Module of the system;

22 Training Process Map 22 Ukrainian version of presentation illustrates a sample process map in graphic format.

23 Awards and Recognition 23 A number of awards are given out to civil servants every year. The process is administered by HR Departments, and records are kept manually; Seems to be a labor intensive process for HR specialists; Proposed new requirements: Recording the type of award (certificate, monetary bonus, medal, plaque); Creating templates of forms, letters to recipients, etc. and tracking the process from beginning to end; Pertinent details would be recorded in the Employee module and constitute part of the file; This module may not feature as a first priority for development; however, consideration should be given to establishing standard forms and procedures and using and/or the intranet as a way of communication.

24 Compensation and Benefits 24 This function, which provides wages and benefits to civil servants, is administered separately from HR, and its information is maintained in the financial system; Compensation and benefits directly impacts employees, and as such, should be recorded in the employee s file; There is limited ability to analyze compensation data, and only average salaries are reported annually; also, leave records and balances are maintained manually; Proposed new requirements- require prioritization: Recording and tracking all types of leave, and flagging over usage, portability of leave records across CEGB; Track hours of work for part time employees and pro-rate leave; Employees request and managers approve leave on line; Recording or link to the pay/financial system for paid overtime, base pay and bonuses, salary increments and other pay related information An analysis of which system should track this information should be conducted, either way, there should be an interface between the two systems

25 Human Resources Planning 1 25 Supports the achievement of business objectives, by assessing current and future needs of the workforce, and preparing a plan to meet the needs; This includes the analysis of: demographic data (gender, age) and employment characteristics (years of service, absenteeism, reasons for departure, average age of retirement, etc.); the identification of skills and competencies (education, training, performance evaluation); and internal workforce trends (eligibility for retirement, vacancy and turnover rates, staff mobility, etc.) The analysis is normally done by similar work functions (lawyers, accountants, engineers) Currently, statistical tables are produced and published annually on the internet site - limited capacity for analysis at the CEGB and government levels: insufficient information, difficult to manipulate data; Proposal: set of reports be produced on a regular basis and provided to managers with an analysis, at the CEGB and government levels;

26 Human Resources Planning 2 26 In the short term, investigate the possibility of maximizing the use of Kartka to enable reporting and analysis at the CEGB level; Example of a reporting model (dashboard (assessment report)): Employee distributions/demographics grouped by similar work functions; Employee mobility: source of appointment, reasons for departures supported by exit interviews (new requirement), turnover rate; People management: vacancies (number,type, class level), sick leave usage, appeals, disciplinary cases, awards, performance appraisals; Training: training plans, training priorities, courses taken, costs Any data element captured may be reported; an analysis of reporting requirements for different groups: MDCS, Deputy Heads, Heads of HR and line managers needs to be undertaken.

27 Disciplinary Management 27 This would include disciplinary measures ranging from reprimand to termination; Confidentiality and restricted access of the information are important; Information is currently kept on paper files, not reported through the State Statistics Committee; Data elements that could be tracked: Grounds for disciplinary offence; Name of investigator, dates, results of investigation; Type of disciplinary measure part of employee historical file Dates for purging information Information kept in the system and part of employee s electronic file; Suggest that this module be developed at a later stage, once the core system is in place; however, standard procedures for handling disciplinary measures and reporting on them, manually could be developed;

28 Classification 28 The requirements for this module will be dictated by the Classification Reform project; however, key data elements should be recorded regardless of the future Classification system; Classification deals with organization structures, positions, job descriptions, categories and ranks; it is the initial step or building block necessary for subsequent processes, such as: hiring, compensation, performance evaluations and training plans; Proposed new data elements, and functionality: System generated position numbers, linking to employees and reporting structure; Organizational description: CEGB, department, section, location; Descriptive position title and/or generic title; Type of action (e.g.,new, reclassification, deletion) and effective date; Classification level and group, in accordance with Classification Reform; Link to job description (intranet), base pay, mandatory training requirements; Generate visual org charts, classification decisions, and produce reports

29 29 NEXT STEPS/PROPOSED ACTION PLAN

30 Change Management and 30 Communications Important part of the design and implementation of a new system strategy and plans need to be developed at beginning; Closely linked to the training component, requires dedicated resource; Multiple stakeholders need to be engaged: Heads of HR, MDCS, Technical Experts, Statistical Analysts and others who will be interacting with the system; Engagement of HR community is very important they need to be involved at each phase of implementation; Objectives: Create awareness and understanding of what system is supposed to achieve; Generate interest and support at all levels, including senior ranks; Manage expectations and communicate benefits; Ensure system provides capacity for analysis, monitoring and reporting; Ensure HR staff keeps the system updated;

31 Training 31 Delivery of high quality training to users of the system is critical to success; Use actual HR processes to illustrate how data is entered, how it connects to other modules, and how the information is used; Best practice designate an employee from each HR Department, as a power user who becomes expert on system and provides assistance to colleagues; Central organization delivers the training prior to implementation and on an ongoing basis, as part of maintenance; Dedicated resources are needed to fulfill this role;

32 Information Management 32 Requirement to develop a strategy at the outset, and follow through during implementation; Defines how information is entered, protected, defined, archived, used, and safeguarded; Accurate and timely data entry is of paramount importance to ensure the integrity of information the system is only as good as the data it contains; Specialists in data management would be dedicated to this task;

33 Governance 33 A strong governance model is required to oversee the implementation and maintenance of the system; Benefits of a governance model: Maintain visibility and sustain leadership; Provide clear direction, manage risks, and resolve problems expeditiously; Sustain the engagement of stakeholders (HR, IT) and foster communications; Obtain buy-in of the HR community primary users of the system; A project charter outlining governance model, roles and responsibilities, stakeholders, scope, issues, risks, costs, timeframes, and high level project plan would be developed at the outset; There is normally a senior level steering committee providing strategic direction to the implementation team, charged with the execution of the project. The implementation team reports to an organization (MDCS) responsible for leading the project. Linkages to existing committees, such as the HR Council and others, would be articulated in the governance model; Resources need to be allocated for the maintenance of the new system

34 34 Governance

35 Recommendations and 35 Next Steps (1) Develop a work plan, with input from the UCS-HRM Project, including the technology component, and define: Key activities and tasks by implementation stage; Initial working group with specific accountabilities and responsibilities of members; Identify priority modules for development; Define essential design requirements for the entire system; Timeframes; and Process for communicating and reporting.

36 Recommendations and 36 Next Steps (2) Proceed with a staged approach for the design and implementation of the new HR system: Use existing projects such as the launch of a new Performance Appraisal process, as pilot for early design and development; Identify legislative and regulatory constraints; Develop process maps, standard operating procedures and templates for key forms and reports

37 Recommendations and 37 Next Steps (3) Develop a consultation strategy and plan for the next 9 months, including: Distribution of the road map to key staff in the Main Department December 2009 Consultation with a sub-set of the HR Council in February 2010 Presentation to full HR Council March 2010 Conduct focus groups with HR specialists for each priority module- April to September 2010

ROADMAP. for the Development of a Human Resources Information System for the Ukrainian Civil Service DRAFT FOR DISCUSSION

ROADMAP. for the Development of a Human Resources Information System for the Ukrainian Civil Service DRAFT FOR DISCUSSION ROADMAP for the Development of a Human Resources Information System for the Ukrainian Civil Service DRAFT FOR DISCUSSION November, 2009 Table of Contents 1. Introduction... 3 2. Objectives... 4 3. Context...

More information

SECTION 2 HUMAN RESOURCE STRATEGY 2.02 DEPARTMENTAL HR PLANNING GOVERNMENT DEPARTMENTS / AGENCIES

SECTION 2 HUMAN RESOURCE STRATEGY 2.02 DEPARTMENTAL HR PLANNING GOVERNMENT DEPARTMENTS / AGENCIES SECTION 2 HUMAN RESOURCE STRATEGY 2.02 DEPARTMENTAL HR PLANNING AUTHORITY: ADMINISTRATION: CIVIL SERVICE ACT PEI PUBLIC SERVICE COMMISSION GOVERNMENT DEPARTMENTS / AGENCIES 1 of 16 1. PURPOSE 1.01 The

More information

Internal Audit. Audit of HRIS: A Human Resources Management Enabler

Internal Audit. Audit of HRIS: A Human Resources Management Enabler Internal Audit Audit of HRIS: A Human Resources Management Enabler November 2010 Table of Contents EXECUTIVE SUMMARY... 5 1. INTRODUCTION... 8 1.1 BACKGROUND... 8 1.2 OBJECTIVES... 9 1.3 SCOPE... 9 1.4

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

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION 1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority

More information

Overview. Why EffectiveStaff

Overview. Why EffectiveStaff Overview Lanteria is a SharePoint based HRM solution that facilitates and automates the entire HR management cycle in a company. The organizes the central storage of all HR information, guides and supports

More information

HUMAN RESOURCES ANALYST 3 1322

HUMAN RESOURCES ANALYST 3 1322 HUMAN RESOURCES ANALYST 3 1322 GENERAL DESCRIPTION OF CLASS Human Resource Analysts do strategic and operational management activities related to the performance of Human Resource in State agencies. Human

More information

Training and Human Resources Manager

Training and Human Resources Manager UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF CALIFORNIA Training and Human Resources Manager Job Summary This position is located in the Administrative Section of the United States Bankruptcy Court

More information

This page was left intentionally blank.

This page was left intentionally blank. This page was left intentionally blank. Workforce Planning Model Steps What This Step Accomplishes 1. Define the Scope Determines our focus could be long or short term could be a specific business unit

More information

SIMPLE HRM SOLUTION FOR THE MOST COMPLEX HR PRACTICES

SIMPLE HRM SOLUTION FOR THE MOST COMPLEX HR PRACTICES SIMPLE HRM SOLUTION FOR THE MOST COMPLEX HR PRACTICES GlobalHR Management System offers a wealth of modules to suit the needs of your business. This widely-used system is feature-rich, intuitive and provides

More information

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 3rd edition . Human Resource Management Rapid Assessment Tool Copyright 2005, renewed

More information

SharePoint HR and Financial Software

SharePoint HR and Financial Software SharePoint HR and Financial Software Lanteria is the world s leader in developing HR software for SharePoint. We deliver high-quality solutions that help our customers to improve the efficiency of their

More information

HR Capacity Check. Overview of the Capacity Assessment Tool

HR Capacity Check. Overview of the Capacity Assessment Tool HR Capacity Check Overview of the Capacity Assessment Tool Objectives The e-government of the Human Capacity Resources Check Capacity Check A diagnostic tool to assess the current and future (desired)

More information

DEPARTMENT OF EDUCATION STATE OF HAWAII

DEPARTMENT OF EDUCATION STATE OF HAWAII Class code: 56716 DEPARTMENT OF EDUCATION STATE OF HAWAII PERSONNEL SPECIALIST II, E0-07 DUTIES SUMMARY: Has immediate responsibility for providing the full range of technical services on a statewide level

More information

Revised Body of Knowledge And Required Professional Capabilities (RPCs)

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

More information

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3

More information

Strategic Principles on Human Resources Management

Strategic Principles on Human Resources Management 1 Strategic Principles on Human Resources Management Page 12 1. GENERAL INTRODUCTION 2. The STRATEGIC role OF HRM Page 13 2.1. The Changing Human Resources Role 2.2. New HR Role 2.3. HR Role: A Strategic

More information

SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL

SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL AUTHORITY: CIVIL SERVICE ACT ADMINISTRATION: P.E.I. PUBLIC SERVICE COMMISSION Sub-Section 1.01 Purpose and Use of Manual 01 October 2002 1 of 3 1.

More information

Office of the Auditor General AUDIT OF IT GOVERNANCE. Tabled at Audit Committee March 12, 2015

Office of the Auditor General AUDIT OF IT GOVERNANCE. Tabled at Audit Committee March 12, 2015 Office of the Auditor General AUDIT OF IT GOVERNANCE Tabled at Audit Committee March 12, 2015 This page has intentionally been left blank Table of Contents Executive Summary... 1 Introduction... 1 Background...

More information

SQS The service unit/agency has induction policy and procedures for new staff.

SQS The service unit/agency has induction policy and procedures for new staff. SQS 5 The service unit/agency implements effective staff recruitment, contracting, development, training, assessment, deployment and disciplinary practices. 5.1 The service unit/agency has policies and

More information

Policies of the University of North Texas Health Science Center

Policies of the University of North Texas Health Science Center Policies of the University of North Texas Health Science Center 05.306 Salary Administration Chapter 05 Human Resources Policy Statement. The University of North Texas Health Science Center strives to

More information

: BLENDED MODEL OF HUMAN RESOURCES FUNCTIONS

: BLENDED MODEL OF HUMAN RESOURCES FUNCTIONS HR SCOPE OF WORK FUNCTION TASKS HR CENTRAL FIELD HR DEPT NON-HR STAFF HR Department Conceptual Framework > Participates as a strategic business partner in achieving the County's Mission, Vision, Goals

More information

Sample Position Model Human Resources Head

Sample Position Model Human Resources Head KAW KAW Consulting Consultants in Human Resources Sample Position Model Human Resources Head KAW Consulting Wilmington, DE 19803 302-479-7855 e-mail:kawconsulting@compuserve.com KAW Consulting Wilmington,

More information

BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE. Head of Human Resources & Organisational Development

BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE. Head of Human Resources & Organisational Development BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE POST: Head of Human Resources & Organisational Development SALARY SCALE: Service Area Head Scale Points 14-18 RESPONSIBLE TO: RESPONSIBLE FOR: Director

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

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT UNITED STATES OFFICE OF PERSONNEL MANAGEMENT STATEMENT OF STEPHEN T. SHIH DEPUTY ASSOCIATE DIRECTOR SENIOR EXECUTIVE SERVICES AND PERFORMANCE MANAGEMENT U.S. OFFICE OF PERSONNEL MANAGEMENT before the SUBCOMMITTEE

More information

ARTICLE 3 COMPENSATION

ARTICLE 3 COMPENSATION ARTICLE 3 COMPENSATION Section 3.1 COMPOSITION The Human Resources Classification and Compensation Plan shall consist of four salary schedules for the following groups of employees: public safety sworn

More information

SANTA PAULA UNIFIED SCHOOL DISTRICT

SANTA PAULA UNIFIED SCHOOL DISTRICT SANTA PAULA UNIFIED SCHOOL DISTRICT CLASS TITLE: DIRECTOR-HUMAN RESOURCES-CLASSIFIED BASIC FUNCTION: Under the direction of the Personnel Commission, plan, organize, control and direct the Classified Human

More information

Stanislaus County Supervisor Training Academy Training Catalog 2016

Stanislaus County Supervisor Training Academy Training Catalog 2016 Stanislaus County Supervisor Training Academy Training Catalog 2016 Training Courses Budgeting/Financial Overview Compliance/Payroll Regulations Conducting a Recruitment Disability Management Employee

More information

HRM. Human Resource. Health Organizations. A Guide for Strengthening HRM Systems. Management Rapid Assessment Tool for

HRM. Human Resource. Health Organizations. A Guide for Strengthening HRM Systems. Management Rapid Assessment Tool for HRM Human Resource Management Rapid Assessment Tool for Public- and Private-Sector Health Organizations A Guide for Strengthening HRM Systems All rights reserved. Management Sciences for Health Telephone:

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

HUMAN RESOURCES (1140)

HUMAN RESOURCES (1140) HUMAN RESOURCES (1140) Pension Board County Executive Civil Service Commission Department of Human Resources Director's Office HR Partners Employment & Staffing Employee Relations, Training & Diversity

More information

Position Description

Position Description Position Description Position Title Human Resources Officer Position No 5023 Directorate Department Unit Appointment Type Chief Executive Officer Organisational Development Human Resources Permanent Full

More information

Human Resources Process. From: Town Government Study Committee. Date: September 8, 2015. 1 - Executive Summary

Human Resources Process. From: Town Government Study Committee. Date: September 8, 2015. 1 - Executive Summary FINAL MEMORANDUM Re: Human Resources Process From: Town Government Study Committee Date: September 8, 2015 1 - Executive Summary The Town Government Study Committee ( TGSC ) recommends clarification of

More information

DEPT: Human Resources UNIT NO. 1140 FUND: General - 0001. Budget Summary

DEPT: Human Resources UNIT NO. 1140 FUND: General - 0001. Budget Summary Budget Summary Category 2014 Budget 2014 Actual 2015 Budget 2016 Budget 2016/2015 Variance Expenditures Personnel Costs $5,710,284 $5,581,227 $5,982,709 $6,342,873 $360,164 Operation Costs $284,245 $256,846

More information

Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu

Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu Table of Contents INTRODUCTION... - 3 - SECTION I - EXTERNAL COMPETITIVENESS...

More information

Compensation Manual: Non-Represented Pay Practices

Compensation Manual: Non-Represented Pay Practices SEATTLE PUBLIC SCHOOLS Table of Contents 1. Introduction 2. Compensation Philosophy 3. Roles and Responsibilities for Compensation The Classification and Compensation Work Group Executive Director of Talent

More information

Nothing in this job description restricts management's right to assign or reassign duties and responsibilities to this job at any time.

Nothing in this job description restricts management's right to assign or reassign duties and responsibilities to this job at any time. H99951, page 1 Nothing in this job description restricts management's right to assign or reassign duties and responsibilities to this job at any time. DUTIES This is a term position at the Metropolitan

More information

Joanna Garay and Jeff Dintelman, HR Consultants, VHA Workforce Management & Consulting, Policy and Programs

Joanna Garay and Jeff Dintelman, HR Consultants, VHA Workforce Management & Consulting, Policy and Programs 2016 EPS Training Event Joanna Garay and Jeff Dintelman, HR Consultants, VHA Workforce Management & Consulting, Policy and Programs Classification Overview Recruitment and Staffing Challenges 2016 EPS

More information

Organizational Capacity Assessment for Community-Based Organizations. New Partners Initiative Technical Assistance (NuPITA) Project

Organizational Capacity Assessment for Community-Based Organizations. New Partners Initiative Technical Assistance (NuPITA) Project Organizational Capacity Assessment for Community-Based Organizations New Partners Initiative Technical Assistance (NuPITA) Project June 2012 The New Partners Initiative Technical Assistance (NuPITA) project

More information

Senior Executive Service (SES) Question Answer OPM URL 1 What is the basis for the Senior Executive Service?

Senior Executive Service (SES) Question Answer OPM URL 1 What is the basis for the Senior Executive Service? Senior Executive Service (SES) Question Answer OPM URL 1 What is the basis for the Senior Executive Service? 2 What are the different types of SES positions? 3 What are the different types of SES appointments?

More information

Human Resource Consultant Series

Human Resource Consultant Series HR Sustainability Initiative Information sheet for Human Resources Human Resource Consultant Series The HR Sustainability Initiative is expected to promote the concept of one unified human resource community

More information

Symbiosis Institute of Business Management (SIBM) - Pune. Research Conference on Innovative Business Strategies. Research Paper on

Symbiosis Institute of Business Management (SIBM) - Pune. Research Conference on Innovative Business Strategies. Research Paper on Symbiosis Institute of Business Management (SIBM) - Pune Research Conference on Innovative Business Strategies Research Paper on Innovation in Human Resource Management, Policies & Practices Submitted

More information

CLASS SPECIFICATION Human Resources Director. Nonrepresented/All Bureau Directors hired after December 31, 2000 are exempt from Civil Service

CLASS SPECIFICATION Human Resources Director. Nonrepresented/All Bureau Directors hired after December 31, 2000 are exempt from Civil Service City of Portland Job Code: 30000409 CLASS SPECIFICATION Human Resources Director FLSA Status: Union Representation: Exempt Nonrepresented/All Bureau Directors hired after December 31, 2000 are exempt from

More information

ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process

ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process Business Process Description The recruiting and hiring process refers to the steps to identify, screen, select and hire people

More information

STATE OF SOUTH DAKOTA CLASS SPECIFICATION. Class Title: Human Resource Specialist I Class Code: 11321 Pay Grade: GG

STATE OF SOUTH DAKOTA CLASS SPECIFICATION. Class Title: Human Resource Specialist I Class Code: 11321 Pay Grade: GG STATE OF SOUTH DAKOTA CLASS SPECIFICATION Class Title: Human Resource Specialist I Class Code: 11321 Pay Grade: GG A. Purpose: Provides human resource services in one or more areas, which may include benefits,

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

Position Title: Management Info Chief. Working Title: Technical Project Management Section Chief

Position Title: Management Info Chief. Working Title: Technical Project Management Section Chief Position Title: Management Info Chief Working Title: Technical Project Management Section Chief This management position directs the operational activities of the Project Management Office whose mission

More information

Building a Global Payroll Model. Charlotte N. Hodges, CPP

Building a Global Payroll Model. Charlotte N. Hodges, CPP Building a Global Payroll Model Charlotte N. Hodges, CPP Virginia Statewide Payroll Conference October 9-10, 2014 Agenda Challenges Strategic Factors Global Payroll Strategy Global Payroll Model Key Partnerships

More information

QUALITY MANAGEMENT SYSTEM MANUAL

QUALITY MANAGEMENT SYSTEM MANUAL The online version of this document is controlled. Therefore, all printed versions of this document are unofficial copies. QUALITY MANAGEMENT SYSTEM MANUAL 6901 Charles Street Towson, Maryland 21204 Manual

More information

Audit of UNESCO s Recruitment Process for International Staff

Audit of UNESCO s Recruitment Process for International Staff Internal Oversight Service Audit Section IOS/AUD/2015/07 Original: English Audit of UNESCO s Recruitment Process for International Staff September 2015 Auditors: Tuyet-Mai Grabiel Dawn Clemitson EXECUTIVE

More information

Project Portfolio Management (PPM) IT Project and Portfolio Management. State: New York. Department of Taxation and Finance

Project Portfolio Management (PPM) IT Project and Portfolio Management. State: New York. Department of Taxation and Finance Project Portfolio Management (PPM) IT Project and Portfolio Management State: New York Department of Taxation and Finance Section B - Executive Summary In the spring of 2003, formal Project Portfolio Management

More information

MS 620 Direct Hire Merit Selection and Promotion

MS 620 Direct Hire Merit Selection and Promotion MS 620 Direct Hire Merit Selection and Promotion Effective Date: January 7, 2013 Responsible Office: Human Resource Management Supersedes: 2/2/11; 07/05/95; MS 620-1/9/84, 11/22/76 MS261-8/4/87 Related

More information

Frequently Asked Questions (Updated 09/10/2008)

Frequently Asked Questions (Updated 09/10/2008) Frequently Asked Questions (Updated 09/10/2008) Introduction: This document serves to provide answers to frequently asked questions on the use and functionality of the on-line performance appraisal system

More information

Resources for Implementing the WWF Project & Programme Standards. Step 3.3 Building Project Capacity

Resources for Implementing the WWF Project & Programme Standards. Step 3.3 Building Project Capacity Resources for Implementing the WWF Project & Programme Standards Step 3.3 Building Project Capacity May 2006 Step 3.3 Building Project Capacity Contents What Is Building Project Capacity?... 3 Why Is Building

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

CLASS SPECIFICATION DIRECTOR OF HUMAN RESOURCES/LABOR RELATIONS

CLASS SPECIFICATION DIRECTOR OF HUMAN RESOURCES/LABOR RELATIONS CLASS SPECIFICATION Class Code: 17225 Date Est: 10/2011 Last Rev: Last Title Chg: FLSA: Exempt DIRECTOR OF HUMAN RESOURCES/LABOR RELATIONS DEFINITION Under administrative direction, plans, directs and

More information

HR WSQ Qualifications. Certified HR Professional Programmes

HR WSQ Qualifications. Certified HR Professional Programmes Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevant

More information

2015-2018 Human Resources Strategic Plan

2015-2018 Human Resources Strategic Plan 2015-2018 Human Resources Strategic Plan Welcome to the 2015-2018 Human Resources Strategic Plan. The purpose of this plan is to stabilize and modernize the Human Resources system (people, processes, organization)

More information

DISTINGUISHING CHARACTERISTICS:

DISTINGUISHING CHARACTERISTICS: OCCUPATIONAL GROUP: Human Resources CLASS FAMILY: Central Human Resources CLASS FAMILY DESCRIPTION: This family of positions include those positions which are located in the Division of Personnel. They

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

HUD Hired Employees in Accordance With Office of Personnel Management Guidelines for Streamlining the Federal Hiring Process HIGHLIGHTS

HUD Hired Employees in Accordance With Office of Personnel Management Guidelines for Streamlining the Federal Hiring Process HIGHLIGHTS Issue Date January 25, 2011 Audit Report Number 2011-PH-0001 TO: FROM: SUBJECT: Janie Payne, General Deputy Assistant Secretary/Chief Human Capital Officer, A //signed// John P. Buck, Regional Inspector

More information

East Tennessee State University PPP-32

East Tennessee State University PPP-32 1 East Tennessee State University PPP-32 Compensation Plan Table of Contents Overview I. Daily Operation of the Compensation Plan II. Salary Schedules Classified Salary Schedule Administrative/Professional

More information

PERSONNEL RECORDS. Unit: Subject: Sarbanes-Oxley Act Review - Human Resources and Payroll Title: Risk and Control Identification Year end: OBJECTIVE

PERSONNEL RECORDS. Unit: Subject: Sarbanes-Oxley Act Review - Human Resources and Payroll Title: Risk and Control Identification Year end: OBJECTIVE Unit: Subject: Sarbanes-Oxley Act Review - Human Resources and Payroll Title: Risk and Control Identification Year end: POTENTIAL PERSONNEL RECORDS Personnel files contain accurate, valid and complete

More information

Staff Wage and Salary Guidelines

Staff Wage and Salary Guidelines Staff Wage and Salary Guidelines Preface These procedures apply to staff employed by the University of Southern California. In the event of a discrepancy between these procedures and guidelines and a collective

More information

CITY OF STOCKTON INTERNAL AUDIT OF PAYROLL OPERATIONS FINAL REPORT FOR. April 4, Prepared by: Moss Adams LLP

CITY OF STOCKTON INTERNAL AUDIT OF PAYROLL OPERATIONS FINAL REPORT FOR. April 4, Prepared by: Moss Adams LLP FINAL REPORT FOR CITY OF STOCKTON INTERNAL AUDIT OF PAYROLL OPERATIONS April 4, 2014 Prepared by: Moss Adams LLP 3121 West March Lane Suite 100 Stockton, CA 95219 (209) 955 6100 TABLE OF CONTENTS I. EXECUTIVE

More information

FY CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT

FY CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT FY 14-15 CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT multco.us/thisworkmatters CENTRAL HR MISSION, VISION AND VALUES OUR MISSION Through leadership and collaborative partnerships, we foster

More information

Human Resources Strategy Update

Human Resources Strategy Update Jessie Saintcyr, Esq., CAO for MassDOT & Assistant Secretary of Human Resources August 01, 2016 This update includes information on: Payroll Reduction Program Time to Hire Absence Management Overtime Management

More information

SUCCESSION PLANNING AND MANAGEMENT GUIDE

SUCCESSION PLANNING AND MANAGEMENT GUIDE SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland

More information

Four Valuable Performance Evaluation Tools for Employees

Four Valuable Performance Evaluation Tools for Employees Four Valuable Performance Evaluation Tools for Employees Nancy Hager EXECUTIVE SUMMARY This case study describes four Santa Cruz County (SCC) Human Services Department s (HSD) Performance Evaluation tools

More information

COLORADO DEPARTMENT OF LABOR AND EMPLOYMENT STANDARD POLICY AND PROCEDURE

COLORADO DEPARTMENT OF LABOR AND EMPLOYMENT STANDARD POLICY AND PROCEDURE COLORADO DEPARTMENT OF LABOR AND EMPLOYMENT STANDARD POLICY AND PROCEDURE SUPERSEDES: _SP-177 SPP NUMBER: SPP-0045 DATE: 01/19/99 DATE: 02/26/07 Donald J. Mares Executive Director EXECUTIVE DIRECTOR'S

More information

US Geological Survey. Office of Human Resources Customer Service Plan

US Geological Survey. Office of Human Resources Customer Service Plan US Geological Survey Office of Human Resources Customer Service Plan Table of Contents Human Resources Customer Service Plan... 3 Introduction - Vision and Mission Statements... 3 Codes of Conduct... 3

More information

JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver

JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB GOAL: The Director, Human Resources & Communications plans, directs and

More information

ASSISTANT HUMAN RESOURCES MANAGER

ASSISTANT HUMAN RESOURCES MANAGER CITY OF URBANA Human Resources Division ASSISTANT HUMAN RESOURCES MANAGER JOB DESCRIPTION Department: Executive Division: Human Resources Work Location: Urbana City Building Percent Time: 100% ( Full-time)

More information

Human Resources: Compensation/Rewards

Human Resources: Compensation/Rewards MANAGEMENT OBJECTIVE Return to Table of Contents BACKGROUND Ensure that compensation systems effectively control labor costs, improve employee productivity, and boost quality of services. Rewards and recognition

More information

Subj: MANAGEMENT OF SENIOR EXECUTIVE SERVICE (SES) AND OTHER SENIOR EXECUTIVE POSITIONS IN THE MARINE CORPS

Subj: MANAGEMENT OF SENIOR EXECUTIVE SERVICE (SES) AND OTHER SENIOR EXECUTIVE POSITIONS IN THE MARINE CORPS MPC-10 MARINE CORPS ORDER 12920.1B From: Commandant of the Marine Corps To: Distribution List Subj: MANAGEMENT OF SENIOR EXECUTIVE SERVICE (SES) AND OTHER SENIOR EXECUTIVE POSITIONS IN THE MARINE CORPS

More information

Efficient, Effective Government. Business & Organizational Efficiencies. Mission: To help county managers

Efficient, Effective Government. Business & Organizational Efficiencies. Mission: To help county managers 2011 Business Plan St. Louis County Employee Relations Department Efficient, Effective Government Business & Organizational Efficiencies Mission: To help county managers improve St. Louis County operations

More information

3.7 Human Resource Management Information System

3.7 Human Resource Management Information System Introduction The payment of salaries and benefits for public employees is Government s largest expenditure. Total salaries and benefits, including government departments and Crown agencies, totalled $1.3

More information

Missouri Department of Natural Resources Administrative Policies and Procedures

Missouri Department of Natural Resources Administrative Policies and Procedures The Department of strives to be consistent and equitable in salary compensation for our employees. REFERENCES Personnel Selection, Appointment, Evaluation and Separation: 1 CSR 20-3 Related DNR Policies

More information

Organizational Model and Key Roles for an ITIL Implementation Program

Organizational Model and Key Roles for an ITIL Implementation Program White Paper Organizational Model and Key Roles for an ITIL Implementation Program Overview Introduction This paper describes a recommended approach for how to organize an ITIL Implementation Program. It

More information

Senior Project Manager

Senior Project Manager Senior Project Manager Applications are invited for the position of a Senior Project Manager for UCL Consultants Ltd. The following application information is enclosed: 1. Information on UCL Consultants

More information

HUMAN RESOURCE AND INFORMATION SYSTEM (HRIS): FEATURES OF CURRENT SITUATION

HUMAN RESOURCE AND INFORMATION SYSTEM (HRIS): FEATURES OF CURRENT SITUATION HUMAN RESOURCE AND INFORMATION SYSTEM (HRIS): FEATURES OF CURRENT SITUATION Shabnam, Natasha Sahu ABSTRACT An information system is a computer - based system that provides both database processing and

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

KING COUNTY LIBRARY SYSTEM Job Description. Grade Number: 17, Non-represented. FLSA Status: Exempt

KING COUNTY LIBRARY SYSTEM Job Description. Grade Number: 17, Non-represented. FLSA Status: Exempt Title: Human Resources Analyst KING COUNTY LIBRARY SYSTEM Job Description Dept.: Human Resources Job Code Number: 10806 Reports to: Director of HR Effective Date: Grade Number: 17, Non-represented FLSA

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

Financial Management TRANSACTION CONTROL AND APPROVAL

Financial Management TRANSACTION CONTROL AND APPROVAL Financial Management In today s complex, global, and regulated environment, organizations face numerous challenges in trying to meet deadlines, comply with local regulations and multiple reporting requirements,

More information

Human Resources and Education Functional Leadership Plan

Human Resources and Education Functional Leadership Plan Human Resources and Education Functional Leadership Plan SIGNED Vicki A. Novak Associate Administrator for Human Resources and Education 5/5/00 Date SIGNED Dr. Daniel R. Mulville Associate Deputy Administrator

More information

PAY POLICY. Contents. Reviewed Spring We want our pupils to:

PAY POLICY. Contents. Reviewed Spring We want our pupils to: Page 1 of 13 We want our pupils to: PAY POLICY Be eager, excited, curious and engaged in learning. Have a sense of self and are happy, confident and emotionally healthy. Be able to co-operate and communicate

More information

Seattle Public Schools The Office of Internal Audit

Seattle Public Schools The Office of Internal Audit only Seattle Public Schools The Office of Internal Audit Internal Audit Report September 1, 2010 through June 30, 2012 Issue Date: September 11, 2012 Executive Summary Background Information Objectives

More information

OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services. FACS Organisational Design Program May 2015 V1.

OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services. FACS Organisational Design Program May 2015 V1. OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services FACS Organisational Design Program May 2015 V1.1 Table of contents 1 Background... 3 1.1 The purpose of

More information

13 06 Colorado Springs Utilities Payroll Audit

13 06 Colorado Springs Utilities Payroll Audit O FFICE O F T HE C ITY A UDITOR C OLORADO S PRINGS, C OLORADO 13 06 Colorado Springs Utilities Payroll Audit April 2013 O FFICE O F T HE C ITY A UDITOR C OLORADO S PRINGS, C OLORADO 13 06 Colorado Springs

More information

Talent Management & Succession Planning. Finding, Developing and Selecting the Next Generation of Leaders in Public Service

Talent Management & Succession Planning. Finding, Developing and Selecting the Next Generation of Leaders in Public Service Talent Management & Succession Planning Finding, Developing and Selecting the Next Generation of Leaders in Public Service Contents Executive Talent Management is Critical Challenges and Keys to success

More information

BUSINESS POLICY. TO: All Members of the University Community 2014:08. Budget Management Policy (Supersedes 2009:02; 2011:02)

BUSINESS POLICY. TO: All Members of the University Community 2014:08. Budget Management Policy (Supersedes 2009:02; 2011:02) BUSINESS POLICY TO: All Members of the University Community 2014:08 DATE: February 2014 Budget Management Policy (Supersedes 2009:02; 2011:02) Table of Contents Section 1 Policy Statement... 2 Budget control

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

AUSTIN INDEPENDENT SCHOOL DISTRICT INTERNAL AUDIT DEPARTMENT HUMAN RESOURCE AUDIT PROGRAM

AUSTIN INDEPENDENT SCHOOL DISTRICT INTERNAL AUDIT DEPARTMENT HUMAN RESOURCE AUDIT PROGRAM GENERAL: The Human Resources (HR) Department deals with the management of people within the organization. This includes responsibility for the process of hiring staff, recruiting and advertising positions

More information

Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001. This policy is suitable for Public Disclosure

Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001. This policy is suitable for Public Disclosure Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001 This policy is suitable for Public Disclosure Owner of Doc: Head of Department, Human Resources Date Approved:

More information

AGENCY TRAINING ACTIVITIES REVIEW

AGENCY TRAINING ACTIVITIES REVIEW AGENCY TRAINING ACTIVITIES REVIEW Audit Report # 2011-007 By: The Office of Injured Employee Counsel INTERNAL AUDIT DIVISION April 4, 2011 Table of Contents I. Internal Audit Report 1 II. Scope and Methodology

More information

Workforce Management Office (WFMO) Functional Statements

Workforce Management Office (WFMO) Functional Statements Workforce Management Office (WFMO) Functional Statements WORKFORCE MANAGEMENT OFFICE The Workforce Management Office (WFMO) is the servicing Human Resource Organization for NOAA and is the principal contact

More information

Information Technology Classifications Special Compensation Plan for FY 2017

Information Technology Classifications Special Compensation Plan for FY 2017 Information Technology Classifications Special Compensation Plan for FY 2017 ITCSCP17 TO: FROM: Elected Officials, Agency Directors, and Personnel Officers State Government Agencies Deanne Mosley Executive

More information

OFFICE OF THE PRIVACY COMMISSIONER OF CANADA. Audit of Human Resource Management

OFFICE OF THE PRIVACY COMMISSIONER OF CANADA. Audit of Human Resource Management OFFICE OF THE PRIVACY COMMISSIONER OF CANADA Audit of Human Resource Management May 13, 2010 Prepared by the Centre for Public Management Inc. TABLE OF CONTENTS 1.0 Executive Summary... 2 2.0 Background...

More information