Strategic Plan SFY Oklahoma Department of Human Services

Size: px
Start display at page:

Download "Strategic Plan SFY 2014-2015. Oklahoma Department of Human Services"

Transcription

1 Strategic Plan SFY Oklahoma Department of Human Services

2 GROWING in a NEW DIRECTION SFY Strategy Map HRM Strategic Plan Page 1 OUR MISSION We improve the quality of life of vulnerable Oklahomans by increasing people s ability to lead safer, healthier, more independent and productive lives. OUR VISION DHS provides help and offers hope to vulnerable Oklahomans through stronger practices, involved communities and a caring and engaged workforce. OUR VALUES Compassion Respect Safety Quality Innovation STRONGER Oklahomans STRONGER Workforce STRONGER Communities STRONGER Practices Oklahomans lead safer, healthier, more independent and productive lives. We will: Reduce the incidence of abuse, neglect and exploitation in Oklahoma Reduce participation barriers for Oklahomans who are eligible to receive DHS services Improve the well-being of Oklahomans Our workforce is informed, supported and engaged. We will: Create and maintain a healthy work environment built on trust, respect and effective communication Increase our work-related skills and knowledge Provide opportunities to improve our physical, emotional and financial health We are engaged with communities to meet the needs of vulnerable Oklahomans. We will: Improve communications with community partners and key stakeholders Build and strengthen community partnerships to provide clients greater access to resources We have a culture of continuous improvement. We will: Increase the number of systematic process improvement projects, across the department, designed to improve and promote excellent service delivery and client satisfaction Maintain a culture of accountability, including fiscal integrity, at all levels of the department Increase the understanding and application of outcome-focused performance and evidence-based practices Figure 1. SFY Strategy Map

3 A Letter from the Director of Human Resource Management What Human Resource Management (HRM) seeks to accomplish as a division and what the agency aims to achieve from our strategic plan is directly linked to the knowledge, skills, abilities and commitment of our staff. For this reason, our employees are our greatest asset. Director Lake has said that as a department we cannot expect to PR our way to success; instead, we have to perform our way to a position of credibility, trust and respect from our customers, the people of the Great State of Oklahoma and a well-qualified staff is essential to this expectation. Our strategic goals are ambitious and the attainment of these objectives advances our mission of continuous improvement. Our strengths are: a state-of-the-art IT system; a well-educated, experienced and diverse professional staff; the agility to respond to changing organizational needs and processes; and an attitude of delivering superior customer service. Our strategic plan is weighted toward partnership with other divisions in achieving their goals and objectives, a robust recruitment and retention program, quality training and development in response to professional needs, and continuous improvement for professionals at all levels in the department. We aim to recruit, hire and retain the best-qualified staff, and to promote responsibility and accountability in the assigned work, and to engage our professional staff in personal growth and development that enables staff to see their tenure at the Department of Human Services not as a job but as a rewarding career. We believe that the quality of a person s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. (Vince Lombardi) Diane Haser-Bennett Director Human Resources Management Page 2 HRM Strategic Plan

4 OUTCOME 1: Oklahomans lead safer, healthier, more independent and productive lives. Goal 1: We will reduce the incidence of abuse, neglect and exploitation in Oklahoma. HRM Strategic Plan Page 3 Objective 1: We will identify and develop qualified staff to increase our ability to reduce the incidence of abuse, neglect and exploitation in Oklahoma by June Beginning February 2014, we will partner with Child Welfare Services to identify a resource for an assessment for child welfare specialist positions. Beginning February 2014, we will partner with divisions to identify contributing factors that increase office stability. Beginning April 2014, we will develop a job-skills mentoring program for employees and identify and train job-skills mentors throughout the department. By May 2014, we will seek legislation to extend the internal transfer employee trial period to 12 months in Child Welfare Services. Beginning July 2014, we will develop standards for training and assessments consistent with adult education standards. Important Results: The number and percentage of training programs that have adopted agency adult education standards Increased understanding of factors contributing to office stability Improved office stability by location The number of job-skills mentors established The number and percentage of staff who participate in the job-skills mentoring program

5 OUTCOME 1: Oklahomans lead safer, healthier, more independent and productive lives. Goal 3: We will improve the well-being of Oklahomans. Objective 1: We will identify staffing needs of the department to equip the agency to achieve desired client outcomes for well-being by June By February 2014, we will request a Blanket Freeze Exception for selected job families, levels and classifications to expedite the hiring process. Beginning July 2014, we will develop metrics through Oracle (HRIS) to identify strengths and weaknesses in the hiring processes. Page 4 HRM Strategic Plan Beginning September 2014, we will seek internal and external partners to develop a systematic approach for implementing a workload study for all DHS divisions and offices. Important Results: Improved alignment of workforce staffing with client needs Increased understanding of the strengths and weaknesses of the hiring process Improved hiring processes

6 OUTCOME 2: Our workforce is informed, supported and engaged. Goal 1: We will create and maintain a healthy work environment built on trust, respect and effective communication. HRM Strategic Plan Page 5 Objective 1: We will increase new employee retention by 5 percent over the next two years. Beginning September 2013, we will conduct regular measurement with employees who are exiting to better understand why Department of Human Services employees are voluntarily separating from the department.* Beginning March 2014, we will enhance the department-wide, coordinated employee engagement initiative, including annual measurement of employee engagement.* Beginning July 2014, we will develop a plan for a face-to-face new employee orientation and evaluation plan for measuring the effectiveness of the new-employee orientation program.* Beginning March 2015, we will determine transferable skills and career development paths for major job families. Important Results: The number and percentage of new employees who remain employed after one year The percentage of employees who report they are satisfied with their jobs The percentage of employees who report being treated with respect at work The percentage of employees who report personal development is encouraged by supervisors The percentage of employees who report being very engaged at work * Where an evaluation plan will be created, we anticipate additional Important Results to be added.

7 OUTCOME 2: Our workforce is informed, supported and engaged. Goal 1: We will create and maintain a healthy work environment built on trust, respect and effective communication. Objective 2: We will increase the number of HRM managers who have leadership training by June Beginning July 2013, we will conduct needs assessments for management staff training needs. Beginning October 2014, we will identify, develop and deliver training to educate employees about appropriately addressing issues in the work environment and communicating with managers before issues escalate. Page 6 HRM Strategic Plan Important Results: The number and percentage of managers who receive leadership training The number and percentage of managers who report gaining understanding and knowledge as a result of leadership training The number and percentage of employees trained on appropriately addressing workplace issues with managers

8 OUTCOME 2: Our workforce is informed, supported and engaged. Goal 1: We will create and maintain a healthy work environment built on trust, respect and effective communication. HRM Strategic Plan Page 7 Objective 3: We will improve our internal, two-way communication beginning July Beginning July 2014, we will utilize technology to improve communication and training with staff. Beginning July 2014, the division director will communicate with all division employees regarding department-specific information at least once per month. Important Results: The percentage of HRM employees who report adequate and quality two-way communication Team members report an overall improvement in HRM communication efforts

9 OUTCOME 2: Our workforce is informed, supported and engaged. Goal 1: We will create and maintain a healthy work environment built on trust, respect and effective communication. Objective 4: We will increase the department s understanding and use of all aspects of the Performance Management Process beginning October Beginning January 2015, we will ensure that all supervisors can effectively use the Performance Management Process. Page 8 HRM Strategic Plan Important Results: The number and percentage of supervisors who have completed training The number and percentage of supervisors who complete the Performance Management Process accurately and timely

10 OUTCOME 2: Our workforce is informed, supported and engaged. Goal 2: We will increase our work-related skills and knowledge. Objective 1: We will improve the quality and effectiveness of trainings offered throughout the agency by June HRM Strategic Plan Page 9 Beginning March 2014, we will establish the DHS Clearing House for training courses, curriculum standards, training effectiveness and training evaluation. Beginning September 2014, we will assemble a cross-divisional work group of training professionals. Beginning June 2015, we will partner with divisions to evaluate training effectiveness.* Important Results: The number and percentage of Department of Human Services training programs who adopt best-practices in measuring training effectiveness The percentage of employees who report increased knowledge post-training The percentage of employees who report behavioral changes after participating in a training event The percentage of employees who report increased knowledge of training availability * Where an evaluation plan will be created, we anticipate additional Important Results to be added.

11 OUTCOME 4: We have a culture of continuous improvement. Goal 1: We will continue to promote systematic process improvement initiatives designed to improve and promote DHS service delivery excellence and client satisfaction. Objective 1: We will continually improve Human Resource Management s business processes to maximize the quality, effectiveness and efficiency of service delivery and to ensure best practices are utilized by June Beginning May 2014, we will reach new audiences by utilizing social media as recruitment tool. Page 10 HRM Strategic Plan Beginning June 2014, we will improve the internal and external employment application process by utilizing a Web-based recruitment system. Beginning July 2014, we will establish an agency-wide, investigationtraining curriculum for employee and client investigations. Beginning July 2014, we will establish standards and expectations for HRM processes and procedures as needed. Beginning November 2014, we will develop and implement a survey seeking feedback from end users on HRM processes and programs.* Beginning October 2015, we will develop and implement an internal systematic protocol to review all HRM processes and programs for continuous process improvement. * Where an evaluation plan will be created, we anticipate additional Important Results to be added.

12 Important Results: The number of standards adopted agency-wide The number of processes reviewed and/or improved for continuous process improvement The number of process improvement projects initiated and completed HRM Strategic Plan Page 11 The percentage of customer respondents who report being satisfied overall with their customer service experience The percentage of customer respondents who report being treated with courtesy and respect The percentage of customer respondents who report that HRM is friendly The number of days reduced in hiring process The percentage of customer respondents who report their phone calls and s are answered according to standards The number of job vacancies announced via social media

13 OUTCOME 4: We have a culture of continuous improvement. Goal 3: We will increase the understanding and application of outcomefocused performance, and evidence-based practices, at all levels of the department. Objective 1: We will increase the performance awareness of HRM and ensure that goals and objectives of HRM are aligned with the departmentlevel strategic plan. Beginning March 2014, we will provide Performance Management Process training based on outcome-based performance. Beginning May 2014, we will send selected staff to attend outcomebased performance trainings. Page 12 HRM Strategic Plan By March 2015, we will create a division-wide folder set up for tracking purposes. Beginning March 2015, we will create an outcome-focused work environment at all levels of HRM. Beginning March 2015, language used in reports and in communication with staff will connect the division s outputs and outcomes. Important Results: The number and percentage of deadlines met The increased understanding of how individual work performance impacts employee outcomes The increased understanding of how individual work relates to the goals and objectives for both HRM and the agency The increased number of new outcomes measures created and put into use

14 HRM Strategic Plan Page 13

15 S14058 DHS Issued 7/2014 This publication is authorized by Oklahoma Department of Human Services Director Ed Lake and printed by DHS in accordance with state and federal regulations at a cost of $ for 165 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries. Page 14 HRM Strategic Plan

16

Oregon Department of Human Services Central and Shared Service Programs

Oregon Department of Human Services Central and Shared Service Programs Overview DHS Central and Shared Services provide critical leadership and business supports necessary to achieve the mission of the agency: helping Oregonians achieve well-being and independence through

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

CIAC CALL CENTER MANAGEMENT COMPETENCIES

CIAC CALL CENTER MANAGEMENT COMPETENCIES CIAC CALL CENTER MANAGEMENT COMPETENCIES CIAC-Certified Operations Manager (CCOM) These competencies represent the knowledge, skill, and behavioral requirements for professionals pursuing certification

More information

Georgia District Performance Standards

Georgia District Performance Standards Vision and Mission: Purpose and direction for continuous improvement with a commitment to high expectations for learning and teaching VM 1: Creates and communicates a collaboratively-developed district

More information

REE Position Management and Workforce/Succession Planning Checklist

REE Position Management and Workforce/Succession Planning Checklist Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

Section Three: Ohio Standards for Principals

Section Three: Ohio Standards for Principals Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process

More information

Safety Through Knowledge

Safety Through Knowledge NUREG/BR-0332 JANUARY 2007 UNITED STATES NUCLEAR REGULATORY COMMISSION Protecting People and the Environment NUREG/BR-0164, February 2007 Rev. 5 Training NRC Regulator and Development of Strategic Nuclear

More information

Human Resource Strategic Plan

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

More information

A Day in the Life of a Child Welfare Specialist

A Day in the Life of a Child Welfare Specialist A Day in the Life of a Child Welfare Specialist Oklahoma Department of Human Services The mission of the Oklahoma Department of Human Services is to help individuals and families in need help themselves

More information

Certified Human Resources Professional Competency Framework

Certified Human Resources Professional Competency Framework Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the

More information

Rethinking Leadership Development and Succession Planning in a Lean Government

Rethinking Leadership Development and Succession Planning in a Lean Government Rethinking Leadership Development and Succession Planning in a Lean Government Carrie Wong EXECUTIVE SUMMARY Leadership development refers to the activities involved in enhancing one s ability to establish

More information

Quality Standards. All children will learn, grow and develop to realize their full potential.

Quality Standards. All children will learn, grow and develop to realize their full potential. Quality Standards All children will learn, grow and develop to realize their full potential. Vision > > All children will learn, grow and develop to realize their full potential. Mission > > To provide

More information

*This is a sample only actual evaluations must completed and submitted in PeopleSoft*

*This is a sample only actual evaluations must completed and submitted in PeopleSoft* *This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today

More information

WORKFORCE AND SUCCESSION PLANNING

WORKFORCE AND SUCCESSION PLANNING 2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:

More information

Career Management. Succession Planning. Dr. Oyewole O. Sarumi

Career Management. Succession Planning. Dr. Oyewole O. Sarumi Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development

More information

FLORIDA DEPARTMENT OF CORRECTIONS 2013-2016 STRATEGIC PLAN

FLORIDA DEPARTMENT OF CORRECTIONS 2013-2016 STRATEGIC PLAN FLORIDA DEPARTMENT OF CORRECTIONS 2013-2016 STRATEGIC PLAN Changing Lives To Ensure a Safer Florida FLORIDA DEPARTMENT OF CORRECTIONS 2013-2016 STRATEGIC PLAN TABLE OF CONTENTS Introduction.... 2 Vision,

More information

HRCI Recertification Credits

HRCI Recertification Credits HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates

More information

NUCLEAR REGULATORY COMMISSION COMPREHENSIVE. Diversity Management Plan

NUCLEAR REGULATORY COMMISSION COMPREHENSIVE. Diversity Management Plan U.S. NUCLEAR REGULATORY COMMISSION COMPREHENSIVE Diversity Management Plan Vision Statement: NRC is an agency where all employees are valued and have an equal chance to succeed, thereby increasing organizational

More information

HUMAN SERVICES MANAGEMENT COMPETENCIES

HUMAN SERVICES MANAGEMENT COMPETENCIES HUMAN SERVICES MANAGEMENT COMPETENCIES A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions Prepared by: Anthony Hassan, MSW, Ed.D. William Waldman, MSW Shelly Wimpfheimer,

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

VF Corporate HR Mission

VF Corporate HR Mission VF Corporate HR Mission Human Resources is a Global Strategic Partner committed to achieving VF objectives by Maximizing Talent, Building Leaders, and Advocating a Culture of Integrity and Respect. Talent

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

Internal Program Review Self-Study Report. Program Name Human Resources. Credentials Offered NA. Self-Study Completed by: Matthew Richards

Internal Program Review Self-Study Report. Program Name Human Resources. Credentials Offered NA. Self-Study Completed by: Matthew Richards Internal Program Review Self-Study Report Program Name Human Resources Credentials Offered NA Self-Study Completed by: Matthew Richards Date Completed: October 2, 2015 Page 1 of 5 A. Introduction In support

More information

POSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas

POSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011

More information

Career Map for HR Information Systems Specialist (HRIS)

Career Map for HR Information Systems Specialist (HRIS) Career Map for HR Information Systems Specialist (HRIS) General Information This document provides the recommendations within each of the career models for each of the identified HR functions. This includes

More information

Strategic Plan 2014 2018

Strategic Plan 2014 2018 DEPARTMENT OF HEALTH Strategic Plan 2014 2018 We focus on improving internal systems and processes in the Vermont Department of Health s Strategic Plan. By successfully implementing the Plan s objectives,

More information

Human Capital Management Challenge: Fostering Employee Mentoring, Engagement, and Development in a Limited Budget Environment

Human Capital Management Challenge: Fostering Employee Mentoring, Engagement, and Development in a Limited Budget Environment Human Capital Management Challenge: Fostering Employee Mentoring, Engagement, and Development in a Limited Budget Environment By Carolyn M. Taylor Chief Human Capital Officer, Government Accountability

More information

U.S. Department of Justice. Mission First...Linking Strategy to Success

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

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

- 143 - Human Resources

- 143 - Human Resources Mission The mission of is to serve our community by attracting and retaining a highly qualified workforce and creating a work environment for them that supports their commitment to public service, reflects

More information

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE HHS MENTORING PROGRAM Partnering for Excellence MENTORING PROGRAM GUIDE November 17, 2008 TABLE OF CONTENTS Page I. VISION STATEMENT.... 2 II. MISSION STATEMENT. 2 III. INTRODUCTION...2 IV. PROGRAM OBJECTIVES.

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

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

Education Leadership (ISLLC) Standards Comparison of Old (2007) and New Standards (2015)

Education Leadership (ISLLC) Standards Comparison of Old (2007) and New Standards (2015) Education Leadership (ISLLC) Standards Comparison of Old (2007) and New Standards (2015) 2007 Standards 2015 Standards Standard 1: Vision and Mission Standard 1: Vision and Mission An education leader

More information

Mississippi Statewide Implementation of a Family Centered Practice Model: Increasing Readiness and Managing Change

Mississippi Statewide Implementation of a Family Centered Practice Model: Increasing Readiness and Managing Change Mississippi Statewide Implementation of a Family Centered Practice Model: Increasing Readiness and Managing Change Presenters: Mike Gallarno and Lori Woodruff ACCWIC Forum 2010 Project Overview The Mississippi

More information

Project Manager Job Descriptions

Project Manager Job Descriptions Promotion Criteria Position Overview Statement Principal Duties and Responsibilities PROJECT MANAGER Admin Level 4 Typically >8 years in increasing responsible IT leadership role; typically managed one

More information

HIRING MANAGER ONBOARDING GUIDE

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

More information

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I SEARCH PROFILE Executive Director Policy, Planning and Legislative Services Alberta Seniors and Housing Executive Manager I Salary Range: $125,318 - $164,691 ($4,801.47 $6,310.03 bi-weekly) Limited Competition

More information

STRATEGIC PLAN. American Veterinary Medical Association 2015-2017

STRATEGIC PLAN. American Veterinary Medical Association 2015-2017 STRATEGIC PLAN American Veterinary Medical Association 2015-2017 Adopted: January 9, 2015 Introduction Excellence is a continuous process and doesn t come by accident. For more than 150 years, the American

More information

STRATEGIC PLAN FY 2016 FY Office of Minority and Women Inclusion. Page Footer

STRATEGIC PLAN FY 2016 FY Office of Minority and Women Inclusion. Page Footer STRATEGIC PLAN FY 2016 FY 2018 Page Footer Office of Minority and Women Inclusion A Message from the Director, Office of Minority and Women Inclusion I am pleased to present the first Federal Housing Finance

More information

Job Description. Created Date: June 3, 2015 Version: 1.0

Job Description. Created Date: June 3, 2015 Version: 1.0 Job Description Title: Fleet Manager Reporting To: VP Patient Services Department: Location: FLSA Classification: Exempt Salary Grade: Created Date: June 3, 2015 Version: 1.0 Position Summary Manages,

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5

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

More information

Strategic Action Planning for Diversity & EEO

Strategic Action Planning for Diversity & EEO Strategic Action Planning for Diversity & EEO Presented by Georgia Coffey Deputy Assistant Secretary for Diversity and Inclusion U.S. Department of Veterans Affairs 1 Purpose To share lessons learned and

More information

Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice. Authors:

Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice. Authors: Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice Authors: Karen Pallansch General Manager Alexandria Sanitation Authority 1500 Eisenhower

More information

VISION, GOALS and OBJECTIVES

VISION, GOALS and OBJECTIVES VISION, GOALS and OBJECTIVES The Oregon Department of Human Services has embarked on several initiatives that are focused on broad systems improvement. Those initiatives include Oregon s Program Improvement

More information

H U M A N R E S O U R C E S F R A M E W O R K

H U M A N R E S O U R C E S F R A M E W O R K HALIFAX REGIONAL MUNICIPALITY Planning for Change Seizing Opportunities Safeguarding Our Future H U M A N R E S O U R C E S F R A M E W O R K Why Are We Here Today? To inform Council about our greatest

More information

Mental Health at Work. Champion of Excellence for Mental Health at Work

Mental Health at Work. Champion of Excellence for Mental Health at Work Champion of Excellence for Mental Health at Work Introduction to Mental Health at Work Excellence Canada s Mental Health at Work program serves as a roadmap for organizations in any sector that wish to

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

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

Employee Engagement Survey 2015. Nova Scotia Government-wide Report

Employee Engagement Survey 2015. Nova Scotia Government-wide Report Employee Engagement Survey 2015 Nova Scotia Government-wide Report Employee Engagement Survey 2015 This summary report provides information on the state of employee engagement in the Nova Scotia public

More information

STATEMENT OF WORK FOR SUPPORT SERVICES FOR THE OFFICE OF HUMAN CAPITAL MANAGEMENT AT THE GODDARD SPACE FLIGHT CENTER DECEMBER 2012

STATEMENT OF WORK FOR SUPPORT SERVICES FOR THE OFFICE OF HUMAN CAPITAL MANAGEMENT AT THE GODDARD SPACE FLIGHT CENTER DECEMBER 2012 Contract # NNG13VB30B Attachment #1: Office of Human Capital Management Statement of Work for Support 1 STATEMENT OF WORK FOR SUPPORT SERVICES FOR THE OFFICE OF HUMAN CAPITAL MANAGEMENT AT THE GODDARD

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

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

More information

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making

More information

National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016

National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 September 30, 2011 Strategic Human Capital Plan National Transportation Safety Board Fiscal Years 2011 through 2016 Prepared

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

Nationa nal Science Foundation

Nationa nal Science Foundation Nationa nal Science Foundation Hiring Reform Action Plan FY 2010 FY 2011 Contents Introduction... 3 Presidential Hiring Reform Memorandum... 3 Action Plan: Initiatives and Barriers... 4 Initiative 1: Eliminate

More information

Strategic Plan FY 2015 - FY 2019. July 10, 2014

Strategic Plan FY 2015 - FY 2019. July 10, 2014 Strategic Plan FY 2015 - FY 2019 July 10, 2014 Michigan Department of Technology, Management and Budget A great strategy meeting is a meeting of minds. Max McKeown Page 2 Strategic Plan FY 2015-2019 A

More information

SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT

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?

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

Texas State University University Library Strategic Plan 2012 2017

Texas State University University Library Strategic Plan 2012 2017 Texas State University University Library Strategic Plan 2012 2017 Mission The University Library advances the teaching and research mission of the University and supports students, faculty, and other

More information

Competency Requirements for Executive Director Candidates

Competency Requirements for Executive Director Candidates Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives

More information

Catawba County Government

Catawba County Government Catawba County Government Human Resources 11.00 FTEs $836,054 Administration Recruitment 9.00 FTEs 1.00 FTEs $593,789 $88,593 Risk Management 2.00 FTEs $153,672 Human Resources Reinventing Department Summary

More information

2011-2016 Strategic Plan. Creating a healthier world through bold innovation

2011-2016 Strategic Plan. Creating a healthier world through bold innovation 2011-2016 Strategic Plan Creating a healthier world through bold innovation 2011-2016 STRATEGIC PLAN Table of contents I. Global direction 1 Mission and vision statements 2 Guiding principles 3 Organizational

More information

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 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

More information

GOALS AND OBJECTIVES HUMAN RESOURCES DEPARTMENT OF 2015-2018. February 3, 2015 UPDATE AS OF 4:30 PM

GOALS AND OBJECTIVES HUMAN RESOURCES DEPARTMENT OF 2015-2018. February 3, 2015 UPDATE AS OF 4:30 PM GOALS AND DEPARTMENT OF OBJECTIVES HUMAN RESOURCES 2015-2018 February 3, 2015 UPDATE AS OF 4:30 PM HR MISSION AND VISION Human Resources Mission We provide a positive HR service experience for applicants,

More information

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW October 2010 Closing the Gap Between Vision and Reality: Strengthening Accountability, Adaptability and Continuous Improvement in Alberta s Child

More information

RECRUITMENT PLAN 2009-2011

RECRUITMENT PLAN 2009-2011 RECRUITMENT PLAN 2009-2011 PREPARED BY: BEV AUGUSTINE, DEPUTY DIRECTOR STRATEGIC ORGANIZATION, LEADERSHIP, AND INDIVIDUAL DEVELOPMENT (SOLID) KRISTINE GRANGAARD, ANALYST SOLID TRAINING SOLUTIONS Recruitment

More information

Human Resource Management

Human Resource Management Human Resource Management Module 18 Participate in this seminar to learn more about the board of education s role as an employer. Module 18 workshop and resource materials include these important topics:

More information

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business

More information

Evaluate. Execute. Excel. Facilities Management Evaluation Program

Evaluate. Execute. Excel. Facilities Management Evaluation Program E Evaluate. Execute. Excel. Facilities Management Evaluation Program Why consider the FMEP? The Facilities Management Evaluation Program (FMEP) is a highly customized, personally tailored evaluation process

More information

Human Resources and Organizational Services

Human Resources and Organizational Services Human Resources and Organizational Services Martha Wilson - Director FY 13/14 FY 14/15 Adopted CAO 101-0300 Budget Recommended Change EXPENDITURES Salaries and Benefits 817,457 927,591 110,134 Services

More information

Prepared by: Kate Tarrant Prepared February 3, 2015

Prepared by: Kate Tarrant Prepared February 3, 2015 STATE POLICY TO PROMOTE EFFECTIVE TEACHING AND LEARNING Discussion Guide: In What Ways do Teaching Condition Support Effective Teachers? Prepared by: Kate Tarrant Prepared February 3, 2015 Please note

More information

www.pwc.com/workforce-analytics City and County of Denver 2015 Employee Engagement Survey

www.pwc.com/workforce-analytics City and County of Denver 2015 Employee Engagement Survey www.pwc.com/workforce-analytics City and County of Denver 2015 Employee Engagement Survey Prepared for and Presented to the City and County of Denver August 28, 2015 Overview Background Survey Objectives

More information

PRO-NET 2000. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2002

PRO-NET 2000. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2002 Professional Development Coordinator Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators

More information

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing

More information

Human Capital Management Plan 2004 2008. United States Copyright Office

Human Capital Management Plan 2004 2008. United States Copyright Office Human Capital Management Plan 2004 2008 United States Copyright Office Contents 1 Message from the Register of Copyrights s 3 Introduction Human Capital Framework 3 Our Mission 4 Copyright Office Strategic

More information

Human Capital Update

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:

More information

Nomination for NASPE Eugene H. Rooney Jr. Award Innovative State Human Resource Management Program

Nomination for NASPE Eugene H. Rooney Jr. Award Innovative State Human Resource Management Program Nomination for NASPE Eugene H. Rooney Jr. Award Innovative State Human Resource Management Program Program Title Performance and Talent Management Initiative (Performance Matters Initiative) State Florida

More information

MINISTRY OF HIGHER EDUCATION, OMAN COLLEGES OF APPLIED SCIENCES STRATEGIC PLAN-PHASE 2 2015-2019

MINISTRY OF HIGHER EDUCATION, OMAN COLLEGES OF APPLIED SCIENCES STRATEGIC PLAN-PHASE 2 2015-2019 MINISTRY OF HIGHER EDUCATION, OMAN COLLEGES OF APPLIED SCIENCES STRATEGIC PLAN-PHASE 2 2015-2019 Vision CAS aspires to gain national recognition as an applied sciences hub, providing practical and innovative

More information

IOWA DEPARTMENT OF EDUCATION

IOWA DEPARTMENT OF EDUCATION IOWA DEPARTMENT OF EDUCATION Guidance on the Iowa Teacher Leadership and Compensation System July 15, 2013 Overview Division VII of House File 215 establishes the Teacher Leadership and Compensation System,

More information

Superintendent Effectiveness Rubric*

Superintendent Effectiveness Rubric* Public Document 3 Purpose: Outlines the standards that are the foundation for the evaluation. Name of Superintendent: Date: Performance Rating Scale: Distinguished (4) Accomplished (3) standards for most

More information

Succession Management/Planning Talent Management

Succession Management/Planning Talent Management Succession Management/Planning Talent Management Objectives Upon completing this workshop you will be able to: Utilize a basic framework for building a comprehensive succession plan. Understand the need

More information

A guide to strategic human resource planning

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

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

IT Service Desk Health Check & Action Plan

IT Service Desk Health Check & Action Plan IT Service Desk Health Check & Action Plan Version: 1.0 Date: April, 2003 Authors: Fatima Cabral, Gary Case, David Ratcliffe Pink Elephant Leading the Way in IT Management Best Practices www.pinkelephant.com

More information

THE CORPORATION OF THE CITY OF WINDSOR POLICY

THE CORPORATION OF THE CITY OF WINDSOR POLICY THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the City Clerk Policy No.: HRDEV POL - 0001 Department: Human Resources Approval Date: March 23, 2015 Division: Organizational Development

More information

Integrated Workforce Planning A Facilitation Guide for Office Directors. Office of the Chief Human Capital Officer

Integrated Workforce Planning A Facilitation Guide for Office Directors. Office of the Chief Human Capital Officer Integrated Workforce Planning A Facilitation Guide for Office Directors Office of the Chief Human Capital Officer 1 Table of Contents Executive Summary 1 I. Identifying the Strategic Direction 2 II. Aligning

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

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 Pillar

Human Resources Pillar Human Resources Pillar Policy No. 5.0 Date Approved: Dec. 2012 Projected Review Date: Dec. 2016 PURPOSE: Hamilton-Wentworth District School Board (HWDSB) believes that attracting, recruiting and retaining

More information

Creating Tomorrow s Public Service. May, 2009. A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service

Creating Tomorrow s Public Service. May, 2009. A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service Creating Tomorrow s Public Service May, 2009 A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service 1 The Role of Public Service Employees As professionals,

More information

LEADERSHIP DEVELOPMENT FRAMEWORK

LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,

More information

NEW YORK STATE TEACHER CERTIFICATION EXAMINATIONS

NEW YORK STATE TEACHER CERTIFICATION EXAMINATIONS NEW YORK STATE TEACHER CERTIFICATION EXAMINATIONS ASSESSMENT DESIGN AND FRAMEWORK March 2014 Authorized for Distribution by the New York State Education Department NYSTCE, New York State Teacher Certification

More information

MINIMUM QUALIFICATIONS

MINIMUM QUALIFICATIONS CALIFORNIA STATE PERSONNEL BOARD SPECIFICATION RECEIVER S NURSE EXECUTIVE (SAFETY) SCOPE Schematic Code: TN05 Class Code: 8241 Established: Revised: -- Title Changed: -- This specification describes nurse

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