HR as a Strategic Partner to Health and Human Services. Published by The National Collaborative for Integration of Health and Human Services

Transcription

1 HR as a Strategic Partner to Health and Human Services Published by The National Collaborative for Integration of Health and Human Services

2 Survey Survey Sent to H/HS State and Local Leaders from both state and county administered states Total Respondents 29 Thirteen Findings for Leaders

3 Framework for HR Roles/ Functions Develop Talent Influence Culture Execute HR Admin Functions HR as a Strategic Partner Influence Direction

4 Major Findings Related to the Framework for HR Roles/Functions HR will need to play an even greater strategic role in the future if health and human service CEOs are to have a significant impact on capacity building in their workforce Executing on the Human Resource (HR) Admin Function was universally viewed by survey respondents as the highest rated function of the four identified in the Framework for HR Roles/Functions

5 Results from Survey Framework for HR Roles/Functions INFLUENCING DIRECTION 2.7 INFLUENCING CULTURE 2.7 DEVELOPING TALENT 2.8 EXECUTING ON THE HR FUNCTION

6 Critical Findings Within the Four Functions (Executing the HR Admin Function) HR needs to continue to build trust in the administrative operations of this basic function Human Resources Information Systems (HRIS) Are Needed Throughout H/HS HR Components within Executing the HR Admin Function Data Analysis Compensation Benefits 3.6 Staffing

7 Critical Findings Within the Four Functions (Developing Talent) Developing Talent is Critical to the Retention of the Workforce HR Needs to Use Available Tools Effectively Agencies Have Staff Development Plans, But They Are Not Being Used Effectively Staff Development Plans Also Not Linked To Career Ladders Training Available Supervisory Training Provided Other Topics Not Current No Project Management Training; No Relevant Technology Training Provided Training Not Monitored for ROI

8 General Training Topics General Training Topics Customer Services 52% Manage Professional Boundaries 38% Manage Self 57% Project Management 29% Communications 62% Leadership 71% Teambuilding 62% Supervisory Training 90% Performance Management 85% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

9 Technology Training Topics Technology Training Provided GIS 0% Computer Literacy 29% Social Media 43% PowerPoint 57% Security 71% Operating Systems (Outlook, Instant Messaging, etc.) 71% Word 71% Excel 86% 0% 20% 40% 60% 80% 100%

10 Critical Findings Within the Four Functions (Influencing Culture) HR needs to translate the fundamental values, beliefs, and principles undergirding the H/HS system into activities readily understood and appreciated by the workforce HR should use various communication venues, implement climate surveys, promote change management processes, and the use performance management tools

11 Critical Findings Within the Four Functions (Influencing Direction) HR must be at the table to influence the direction of the H/HS organization.

12 Making the Case The Indiana Experience Develop Talent Influence Culture Execute HR Admin Functions HR as a Strategic Partner Influence Direction

13 Indiana Strengths Non-union environment Centralized HR services New State Agency Strong HR Talent Statewide Approach to Workforce Challenges Performance Management Civil Service Modernization HRIS Training Platform

14 Shared Services Model Field Ops Centers of Excellence Shared Services Delivery Embedded HR Teams Department of Child Services and other state agency embedded HR teams Subject Matter Experts Talent Acquisition Employee Relations Compensation Benefits Shared Service Center Shared Process Support HR Data

15 Lessons Learned Engaging HR throughout the organization Managing culture change Securing statewide buy-in Remaining flexible/adaptable Creating and communicating a shared vision Driving organizational outcomes

16 HR as a Strategic Partner Best

17 HR Administrative Function Best Practices Analysis of HR data Assessing the workforce Analyzing trends Forecasting workforce needs Collecting turnover

18 HR Administrative Function Best Practices Competencybased recruitment and selection Periodic compensation and benefit market

19 Develop Talent Function Best Professional development system Ongoing professional development opportunities Coaching Succession planning Career ladder opportunities Evaluation of all offerings

20 Influence Culture Function Best Assessing your agency s culture/climate Initiating gap-closing strategies Promoting a missiondriven culture Bringing down decisionmaking Promoting Continuous Quality Improvement

21 Influence Direction Seat as the Promote Core Values Promote modern, integrated, outcome focused, and personcentered H/HS

22 NEXT STEPS FOR H/HS LEADERS 1. Engage and Support HR as a Strategic Partner 2. Provide Tools for HR to Be an Effective Partner to Set Direction 3. Support HR to Establish Effective Training 4. Engage HR to Establish Regular Communication Strategies with the Workforce to Advance Organization s Goals 5. Explore Other Sectors for Effective HR Engagement Strategies 6. Provide Tools for HR to Hire, Onboard, and Retain the Workforce 7. Support HR in Establishing Measure of Effectiveness for the Workforce, Training, etc.

23 FOR MORE INFORMATION Contact Anita Light at Or Megan Lape at