Human Capital Management Organizational Transformation. February 2013

Transcription

1 Human Capital Management Organizational Transformation February 2013

2 HCM Assessment Themes & 60 Days Observation HCM strategy and vision are not aligned HCM organization lacks leadership and subject matter experts HCM organizational structure is ineffective and inefficiently designed to serve the business unit s needs Talent Acquisition and Workforce Planning functions are improperly staffed Training Programs and Development Solutions are not aligned with organizational business needs and strategy A significant gap exists between HCM s valuation of services provided versus the organization s valuation of services received Technology standardization and integration is lacking Communications lack common vision and are not disseminated through communication channels effectively Lack of innovation and inability to effectively challenge existing practices stifles organizational learning and growth HCM viewed as necessary evil as opposed to valued internal business consultant sought out by employees and managers Confront the most brutal facts of your current reality, whatever they might be. 2

3 Current HCM Organization Structure HCM Admin HR OD & Training Bus Analytics Total HCM 2 FTE 33 FTE 21 FTE 7 FTE 63 FTE *Total HCM FTE is inclusive of budgeted vacancies. 3

4 HCM Imperative: Need for Change What the Company needs from HCM: Subject matter expertise in all core functional areas Strategic partners to the business Ability to hire the best talent quickly Effective and efficient policies and procedures Responsive support and accountability How to Bridge the Gap: (It starts with us!) Be open to change Understand the needs of our customers Break down department silos Learn what each of us can do to improve Collaborate and encourage your HCM colleagues to achieve success 4

5 Current HCM Functional Structure 5

6 Vision for 2013 HCM Define Reality and Provide Hope 6

7 HCM New Functional Structure Retain the faith that you will prevail in the end, regardless of the difficulties 7

8 HCM Functional Structure New Leaders Retain the faith that you will prevail in the end, regardless of the difficulties 8

9 HCM Functional Structure Realigned Leaders Retain the faith that you will prevail in the end, regardless of the difficulties 9

10 2013 HCM Organization Transformation Realign HCM functional structure based on business unit needs Hire 3 new Directors, Senior Project Manager, and a Staffing Manager to lead key HCM functions Centralize training functions throughout the organization to align with business objectives Implement HR Business Partner support structure Determine new HCM functional staffing needs and assess existing HCM staff to fill new functional roles Develop Talent Acquisition branding strategy Improve employee communications and engagement Streamline and automate inefficient processes Establish an engaged, excited, and empowered HCM organization Foster an environment within HCM that encourages learning, ongoing development, innovation, intelligent risks, and embraces Citizens Core Values 10

11 Process, Criteria & Options for Impacted Employees Criteria for Reductions in Force: Selection Process When To Use Notes Job Elimination Job elimination results when a position is no longer required or The same or similar role should not be reinstated eliminated based on current business needs. Employee(s) will be displaced and offered severance or separation pay consideration. without consulting with HR. Eliminated roles should remain vacant a minimum of 90 days. Multiple Incumbent Process 50% Change in Role The Multiple Incumbent Process is utilized when there are multiple employees in the same or similar jobs and the business needs to reduce headcount in the similar job or role. The Multiple Incumbent Process looks at performance, both current and historical, tenure and other components to identify which employee(s) are to be displaced and offered severance or separation pay consideration. If the primary responsibilities of a job are altered >50% as a result of business reorganization, or to meet changing business needs, the employee(s) in the position(s) are displaced and offered severance or separation pay consideration. The job(s) need to be the same, or very similar in nature, and within the same work group i.e. same job title/job code regardless if the job functions are performed at a different work site. A detailed job analysis needs to be conducted to identify if the change in the job(s) will result in a >50% change in position. Benefits and Options to Impacted Employees: Post for other open positions throughout the company Transition training with resume writing, effective interviewing skills, change management and related support Coordinate time off with leaders to interview with other companies Final paycheck, payout of unused vacation time and sick leave in accordance with company plan Severance or Separation pay and benefits continuation in accordance with company plan Other Transition Support: EmployeeAssistance Program Services Employee Benefits Contact Information Verification of Employment History 11

12 Next Steps & Timeline February 18: February 19: February 20: ELT Update HCM Management Team Notification HCM Town Hall (All HCM Employees) February 21: Follow up HCM department meetings with Directors and staff February 25: March 15 April 26: May 31: June 3: Start active search for new roles Notice Period Last Day Worked Implementation of New Teams and Structure 12