AMERICAN UNIVERSITY OF BEIRUT
|
|
- Gregory Newman
- 8 years ago
- Views:
Transcription
1 AMERICAN UNIVERSITY OF BEIRUT HUMAN RESOURCES DEPARTMENT Strategic Planning Committee Report 2005 Submitted on Committee members: - James Albert Radulski - Amal Hamadeh - Samar Diab - Jacques Féghali - Nagib Choueiri - George N. Bitar - Dr. Nadia Shuayto - Mary Jaber 12/29/2005 Page 1 of 17
2 Mission Statement We will deliver increased value to AUB by providing HR resources, (knowledge, support and infrastructure) so that faculty and staff are operating at high professional standards and at a level necessary to achieve institutional objectives. Vision Statement Our HR organization is a dynamic community of responsive professionals who partner with their clients to achieve a progressive and productive work environment that meets the challenges of change. Major Accomplishments in the Previous Three Years o Human Capital re-engineering, and application of EDP program in 2003 had 94 participants, of which 67 were replaced resulting in a net savings of $4.5M over a three year period. o Reduction of HIP deficit by 58% from $4.2M in 03/04 to $2.4M in year 04/05 through reengineering HIP Initiated outsourcing study of HIP activities (2004). o Removal of automatic salary increases (4%), and adoption of merit-based system of salary increases in o Hiring of Deputy VP HR to provide leadership for modernization of HR and start of HR Transformation Process in o Initiated consulting study to rationalize classification and compensation for non-academic employees (2005) o Specialized functional training and certification for AUB HR professionals was initiated in 2004 to support the HR Transformation. (Will be completed by December, 2005) o Initiated consulting study for the rationalization of Plan A and Plan B retirement programs for academic employees and to replace TIAA CREFF as supplier for plan A retirement program. o Devolution of AUBMC Finance function o Integration of career services throughout the Faculties (2005). o Competency based performance management/career development Internet based program has been initiated at AUBMC via specialized software from Competency Assessment Solutions (CAS)(2004). The intent is to pilot the system at AUBMC and then expand it to include Campus in 2005/6 o Improving and increasing the user-friendly character of the HR website o Several client-serving processes were developed on an on-line basis: mechanization and modernization of various HR processes, such as: certificate requests, procedures of retirement plans A and C, registering trainees and tracking training courses o Revision of non-academic policy manual initiated and to be completed in o Initiation of work-load analysis for faculty administrative functions in o At Campus, Training sessions delivered were 293 with total man-hours. Avg Hrs per trainee = 33.2 and Avg hrs per employee = 29.3 o At Hospital, Training sessions delivered were 1212 with total man-hours. Avg Hrs per trainee = 12/29/2005 Page 2 of 17
3 15.9 and Avg hrs per employee = 11.9 o Training has moved from an ad-hoc function to being a solid platform for employee development and performance improvement. Resources have been assigned to ensure that training and development needs are identified and met via internal and external programs. External Trends and Influences o Increasing number of competing universities in Lebanon and reputable universities in the Gulf may cannibalize undergraduate and graduate students as well as provide competition for academic and nonacademic faculty. o Increasing number of hospitals in the Gulf (eight new hospitals being built in Kuwait) competing for qualified talent and potential AUBMC clients. o Unstable political, economic and security situations in Lebanon. o Competitive Gulf labor environment in private industry. o An inefficient NSSF system that provides little in the way of a decent retirement income. 12/29/2005 Page 3 of 17
4 Summary Analysis of Strengths, Weaknesses, Opportunities and Threats S 1 S 2 S 3 S 4 S 5 S 6 S 7 Strengths Senior management willing to transform AUB into a SFO We have an abundance of policies that help in directing our processes and procedures Management is supportive of Service Excellence Experienced, knowledgeable, motivated and dedicated individuals in various positions and departments aligned with current organizational structure. Availability of internal resources for knowledge transfer (faculty, e- learning systems, library facilities) Availability of substantial IT professionals and infrastructure in AUB as a whole. Transferable HR data (Central and peripheral HR systems) W 1 W 2 W 3 W 4 W 5 W 6 W 7 W 8 W 9 Weaknesses Absence of (Competency and Job Family) Management Systems needed to drive SFO transformation. Misalignment between business units. Our remuneration is not aligned with our strategy. Antiquated performance management system. Coordination and knowledge sharing between departments is minimal. Our culture is still characterized by an entitlement mentality.. Many components of present structure are not aligned for strategic growth. Low internalization of mission, vision, core values Underutilization of AUB internal resources for knowledge transfer. Misalignment between resources and T&D plans. W 10 Training is not yet competency-based. W 11 W 12 W 13 W 14 W 15 Absence of career path development process / succession planning. HR professionals competency gap We do not have an integrated Enterprise Resource Program/Process (ERP). Contribution of HR information to Mgt decision process (Strategy development and follow-up etc...) is minimal due to lack of a strategic plan. Lack of clear and concise compensation philosophy for Academics 12/29/2005 Page 4 of 17
5 W 16 Lack of transparency in the promotional mechanisms of Academics. Opportunities Threats O 1 Learning from the experience of other Institutions in Lebanon & overseas. T 1 Strategy focused and active local, regional & international competitors. O 2 Accreditation requirements driving higher standards T 2 Governmental and syndicate actions increasing the cost of benefits. O 3 Tapping on internal and external resource pools (Human, Systems, Programs...) T 3 Regional political uncertainty makes AUB a less attractive employer to the international community. O 4 Suitable systems available outside. T 4 Retention of key IT resources if local IT market should heat up. O 5 Consolidation of databases. T 5 Systems security & infiltration T6 Inadequacy of NSSF retirement program to meet NA retirement needs. 12/29/2005 Page 5 of 17
6 Human Resources Strategy Map Vision Our HR organization is a dynamic community of responsive professionals who partner with their clients to achieve a progressive and productive work environment that meets the challenges of change. Strategic Themes Organization Capital Human Capital Information Capital Customer Perspective C1- Continually provide for an (internal and external) equitable salary and classification structure C2- Promote HR strategic partnership with Clients C3- Provide for an equitable retirement benefit that maintains and attracts talent C4- Drive organizational behavior so that there is an improved transparency and communication level. C5- Develop qualified, competent, and performing employees. Internal Processes Perspective I1- Improve efficiency, effectiveness and satisfaction with HR processes and services. Learning & Growth Perspective L1- Develop qualified, competent, and performing HR Team. Financial Perspective F1- Human capital cost containment. 12/29/2005 Page 6 of 17
7 Summary of Strategic Initiatives Perspective Customer Objective Ref. Strategic Objectives Strategic Initiatives C1 Continually provide for an (internal and external) equitable salary and classification structure. IC1.1- Update compensation and classification structures. Automate job classification and salary structure management. IC1.2- Facilitate development of career ladders. Promote HR strategic IC2.1- Implementation of phase II of HR C2 C3 C4 partnership with Clients. Provide for an equitable retirement benefit that maintains and attracts talent. Drive organizational behavior so that there is an improved transparency and communication level. Transformation. IC3.1- Review and rationalization of Retirement Plans A&B. IC3.2- Addition of loan provision based on hardship needs for Plans A&B IC3.3- Replace TIAA CREFF as supplier for plan A retirement program IC3.4- Recommend a retirement plan for non-academics supplementary to NSSF End of Service Indemnity. IC4.1- Provide for transparency in Plans and Results. IC4.2- Review and publish the Non- Academic Policies and Procedures Manual. Internal Process Learning & Growth Financial I1 L1(+C5) F1 Improve efficiency, effectiveness and satisfaction with HR processes and services. Develop the Human Capital of AUB. qualified, competent, and performing employees. Human capital cost containment. II1.1- Continue HR Transformation. Build HR Process(es) and Service(s) Teams. II1.2- Plan and launch HR Service Center II1.3- Rationalization of HR systems IL1.1- Provide for a NA employee T&D Curriculum that is aligned with the job competency platform. IL1.2- Drive the development of managers (HR related) competencies; and drive their involvement in developing the competencies of their team members. IL1.3- Certify HR officers. IL1.4- Drive the usage of NETG self learning approach. IF1.1- Rationalization of HIP IF1.2- EDP Reduction of 30 Headcount IF1.3- Rationalization of training expenses 12/29/2005 Page 7 of 17
8 Summary of Key Performance Indicators American University of Beirut Human Resources Department Key Performance Indicators Perspective Strateg ic Objecti ve Ref. Measure Ref. KPIs Actual Results Customer Internal Process MC % of positions reclassified under the new classification C1 project target June 06 MC1.2 30% of positions with specific career ladders by Sep06 MC2.1 60% of Client Segments have direct HR Officer assignment by Sep06 MC2.2 Allocated HR Officers spend minimum 20% of their time on C2 partnering with clients MC2.3 25% improvement in the results of survey on client satisfaction with HR services over OIRA baseline survey conducted in MC3.1 Proposal to generate rationalization of Plans A&B ready by end Jan05 MC3.2 Proposal for Loan Provision Plan presented to senior C3 management by end May06 MC3.4 TIAA CREF Plan A replacement in place by end Jan05 MC3.5 Proposal for retirement plan for non-academics supplementary to NSSF ESI ready by end Sep06 C4 MC4.1 Revised manual ready and distributed/published by June06 MI1.1 A document that demonstrates the Planning, Communication and Implementation of Client focused HR service. I1 MI1.2 MI1.3 Have HR Service Center operational by Apr06 CAS application, TP Framework application and T&D application integrated into AUB HRIS by end June 06 12/29/2005 Page 8 of 17
9 Learning & Growth Financial L1 F1 ML1.1 ML1.2 ML1.3 ML1.4 ML1.5 ML1.6 MF1.1 MF1.2 MF1.3 Number of quarterly training calendar posted on web one month prior to beginning of each quarter; per year.(2 by Sep06) Average training hours per employee delivered to AUB employees = 14 hrs 50% Managers trained on assessing and developing organization standard competencies of their team members by end June05 20% of AUB NA population using NETG self learning application. All MS Office related applications training done through NETG. Complete first wave of HR certification program by end Dec05 Second wave of HR certification completed by end Dec06 Reduction of 30 employee count via EDP, by end Nov Reduction by 15% of overall university subsidy of HIP expenses over levels Percent of sessions delivered by External resources to total sessions, <= 20% 12/29/2005 Page 9 of 17
10 Initiative Common Planning Template Initiative Statement No: Total cost of Initiative II1 Criticality Rating: X $ Initiative Statement: II1.1- Continue HR Transformation. Build HR Process(es) and Service(s) Teams. Initiative Owner James Radulski II1.2- Plan and launch HR Service Center II1.3- Rationalization of HR systems Key Implementation Step Implementing Work Unit / Owner Act. S/L/O Start End 1.1 Centralize HR services in Campus organization JR 06/03 06/09 (all personnel files, and information relating to same) 1.2 Review various HR Systems NC/WN/MK 05/12 06/03 Structures/Features 1.3 Set Plan to rationalize HR Systems NC/WN/MK 05/12 06/ Rationalize HR Systems WN/MK 06/04 06/ Identify HR Service gaps in relation to Client NC 05/12 06/01 needs. Provide and align services to close gaps. 1.6 Develop tool to manage and measure NC/WN 06/01 06/03 deliverables of HR services to Clients. 1.7 Develop tool to relate Training Data to CAS & NC/WN* CNS 06/01 06/06 TP Workshop Notes / Comments / Explanations *Requires Coordination with CNS Exp. C/O Increment to Current Year Funding Levels FTE Year1 Year2 Year3 S/L/O: S= Short term, L= Long term, O= Ongoing C/O: C= Capital Expenditure, O= Operating Cost 12/29/2005 Page 10 of 17
11 Initiative Common Planning Template Initiative Statement No: Total cost of Initiative IC1 Criticality Rating: X Initiative Statement: IC1.1- Update compensation and classification structures. Automate job classification and salary structure Initiative Owner Samar Diab management. IC1.2- Facilitate development of career ladders. Key Implementation Step Implementing Work Unit / Owner Act. S/L/O Start End 1.1 Initiate project, name Project Team S. Diab 05/10 05/ Complete classification phase W.Abiad/ 05/11 06/02 S.Diab/ G. Bitar/ J. Feghali 1.3 Complete compensation phase W.Abiad/ 05/11 06/02 S.Diab 1.4 Develop/launch communication program to G.Bitar/ 05/11 06/03 organization Z. Tomey/ M. Jaber 1.5 Preparing for implementation S. Diab 06/02 06/ Install TP Framework software, link to AUB W.Najal 05/11 06/01 HRIS / CAS R.Haddad 1.7 Train user community on TP Framework S.Diab/W.Naja 06/01 06/ Notes / Comments / Explanations Exp. C/O Increment to Current Year Funding Levels FTE Year1 Year2 Year3 S/L/O: S= Short term, L= Long term, O= Ongoing C/O: C= Capital Expenditure, O= Operating Cost 12/29/2005 Page 11 of 17
12 Initiative Common Planning Template Initiative Statement No: Total cost of Initiative IF1 Criticality Rating: X $ Initiative Statement: IF1.1- Rationalization of HIP Initiative Owner James Radulski IF1.2- EDP Reduction of 30 Headcount IF1.3- Rationalization of training expenses Key Implementation Step Implementing Work Unit / Owner Act. S/L/O Start End 1.1 Outsourcing RFP JR 05/07 05/ Evaluation of responses to RFP JR 05/09 05/ Negotiation with supplier JR 05/09 05/ Go/NoGo decision to outsource JR 05/10 05/ If NOGO on outsourcing restructure employee JR/HIP 05/11 05/12 contributions and co-payments. Committee 1.6 Complete "Wellness Program" proposal, S.Diab 06/03 06/05 integrate with health & Safety proposal 1.7 Secure approval of Wellness program(selffunding) S. Diab 05/11 06/ Implement program upon approval A. Hamade 06/03 06/ Monitor and evaluate results of Wellness A. Hamade 06/03 06/12 Program 1.10 Identification of candidates for EDP Reduction A. Hamadeh 05/06 05/ Complete processing of EDP. A. Hamadeh 05/09 05/ Develop and launch 05/06 training program G. Bitar/N. 05/10 06/09 based on realistic internal/external suppliers Choueri Notes / Comments / Explanations Exp. C/O Increment to Current Year Funding Levels FTE Year1 Year2 Year3 S/L/O: S= Short term, L= Long term, O= Ongoing C/O: C= Capital Expenditure, O= Operating Cost 12/29/2005 Page 12 of 17
13 Initiative Common Planning Template Initiative Statement No: Total cost of Initiative IC2 Criticality Rating: X Initiative Statement: Initiative Owner IC2.1- Implementation of phase II of HR Transformation James Radulski Key Implementation Step Implementing Work Unit / Owner Act. S/L/O Start End 1.1 Name HR Officers at AUBMC, communicate AUBMC 05/04 05/04 and implement service to client base 1.2 Name HR Officers at AUB Campus, Amal Hamadeh 05/09 05/10 communicate and implement service to client base 1.3 Complete certification of HR Officers N.Choueiri 04/10 05/ Develop follow up program on HR Certification N.Choueiri 05/10 06/ Communicate HR Transformation program to JR 04/10 05/12 end-users on monthly basis Notes / Comments / Explanations Exp. C/O Increment to Current Year Funding Levels FTE Year1 Year2 Year3 S/L/O: S= Short term, L= Long term, O= Ongoing C/O: C= Capital Expenditure, O= Operating Cost 12/29/2005 Page 13 of 17
14 Initiative Common Planning Template Initiative Statement No: Total cost of Initiative IC3 Criticality Rating: X $ Initiative Statement: IC3.1- Review and rationalization of Retirement Plans A&B Initiative Owner James Radulski IC3.2- Addition of loan provision based on hardship needs for Plans A&B IC3.3- Replace TIAA CREFF as supplier for plan A retirement program IC3.4 - Recommend a retirement plan for non-academics supplementary to NSSF End of Service Indemnity. Key Implementation Step Implementing Work Unit / Owner Act. S/L/O Start End 1.1 Initiate consulting study -Plans A&B JR 05/07 05/ Review consulting study and select best JR 05/10 05/12 alternatives - Plans A&B 1.3 Develop RFP f/plan A. Negotiate with vendors, JR 05/12 06/01 secure contracts 1.4 Develop communication plan for participants JR 05/12 06/01 Plan A 1.5 Launch Revised plan A JR 06/02 06/ Evaluate plan B alternatives. Make JR 05/12 06/03 recommendations 1.7 Conduct a feasibility study on establishing a JR 06/01 06/03 retirement plan for non-academics supplementary to NSSF ESI Notes / Comments / Explanations Exp. C/O Increment to Current Year Funding Levels FTE Year1 Year2 Year3 S/L/O: S= Short term, L= Long term, O= Ongoing C/O: C= Capital Expenditure, O= Operating Cost 12/29/2005 Page 14 of 17
15 Initiative Common Planning Template Initiative Statement No: Total cost of Initiative IC4 Criticality Rating: X Initiative Statement: IC4.1- Provide for transparency in Plans and Results Initiative Owner Amal Hamadeh IC4.2- Review and publish the Non- Academic Policies and Procedures Manual. Key Implementation Step Implementing Act. Work Unit / S/L/O Owner 1.1 Provide revised manual for legal approval and then for presidential approval Notes / Comments / Explanations Start End JR 05/04 05/12 Exp. C/O Increment to Current Year Funding Levels FTE Year1 Year2 Year3 S/L/O: S= Short term, L= Long term, O= Ongoing C/O: C= Capital Expenditure, O= Operating Cost 12/29/2005 Page 15 of 17
16 Initiative Common Planning Template Initiative Statement No: Total cost of Initiative IL1(+C5) Criticality Rating: X Initiative Statement: IL1.1- Provide for a NA employee T&D Curriculum that is aligned with the job competency platform. IL1.2- Drive the development of managers (HR related) competencies; and drive their involvement in developing the competencies of their team members. IL1.3- Certify HR officers. IL1.4- Drive the usage of NETG self learning approach. Key Implementation Step Implementing Work Unit / Owner Act. S/L/O Start End 1.1 Develop programs list, calendar and budget. GB/NC 05/09 05/10 -(Priority to Organization Standard Competencies). 1.2 Post training calendar quarterly on web WN/EA 05/12 06/ Develop Manager s ability to evaluate their GB/NC 05/10 06/06 direct reports organization standards competencies. 1.4 Drive the usage of NETG in closing competency NC 05/09 06/09 gaps. 1.5 Complete 1 st wave of certification NC 05/10 05/ Negotiate deal for new wave of certification NC 05/10 06/ Conduct new wave of certification NC 06/02 06/ Notes / Comments / Explanations Exp. C/O Initiative Owner George Bitar-Ghanem & Nagib Choueiri Increment to Current Year Funding Levels FTE Year1 Year2 Year3 S/L/O: S= Short term, L= Long term, O= Ongoing C/O: C= Capital Expenditure, O= Operating Cost 12/29/2005 Page 16 of 17
17 Mechanisms and Activities to Secure/ Staff input to the Planning Process - Formation of Planning Committee - Planning committee sets the broad lines of the strategic plan. - Formation of subcommittees that develop blue print documents as per the IPPI process. o Subcommittee 1: Mission Statement, Vision Statement, Major Accomplishments, External Trends. o Subcommittee 2: SWOT analysis. o Subcommittee 3: Initiatives. - Plan blue prints are reviewed by the Planning Committee intermittently, and adjustments are made accordingly by the concerned subcommittee. - Beta version of Plan is reviewed by Planning Committee plus all Initiatives Owners. - Adjustments are made accordingly and final version of plan is published. - A DB application (under development) allows sharing the plan documents among all those authorized to do so. - Same application allows entering progress made in implementing plan by owners of each initiative step. Mechanisms and Activities to Foster Interdisciplinary, Cross-University, Cross-unit and Cross- Functional Programs - Same application allows generating documents that show the specific step(s) where input, communication, coordination or assistance are required from other functional units. - Document is shared with other units and reviewed. - Adjustments to plan in specific initiative steps are made accordingly. Schedule of Strategic Performance Reviews - Continuous review of progress made on initiatives steps delivery is available to the initiative owners via the DB application. - Planning committee reviews progress on plan implementation on the last Thursday of the month following the end of each quarter. - Preparations for Quarterly Review are made by planning process owner. - Plan documents are adjusted according to the review results. - Meet with stakeholders once a year to review performance against plan. 12/29/2005 Page 17 of 17
07/18/2011. sodexousa.com
07/18/2011 sodexousa.com Overview Sodexo Who We Are Talent Management of Olde Competency Model Going Online Performance Cycle Online Process 2004-2011 Benefits Realized Succession Planning Data 2009 Decision
More information0 Are you doing it for doing sake? Government pressure? Accreditation? 0 or you MEAN it?
Why should we do it? 0 Discussions, Directions, Decisions 0 Facilitates assessment, QA, accreditation, resource allocation 0 Helps cross organizational silos 0 Why are YOU doing it? 0 Are you doing it
More informationOverview. 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 informationDepartment 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 informationHuman 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 informationHUMAN 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 informationState 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 informationRecruitment and Selection
Recruitment and Selection The recruitment and selection belongs to value added HR Processes. The recruitment is about: the ability of the organization to source new employees, to keep the organization
More informationDepartment of Human Resources DCHR (BE)
DCHR (BE) MISSION The mission of the DC (DCHR) is to strengthen individual and organizational performance and enable the District government to attract, develop, and retain a highly qualified, diverse
More informationStrategic Plan 2010-2014
UNIVERSITY OF CALIFORNIA Human Resources Strategic Plan 2010-2014 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction
More informationHuman Resources Department 203.6 FTE s
27 Human Resources Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation,
More informationThe Integration of Strategic Planning and Portfolio Management
The Integration of Strategic Planning and Portfolio Management Bank of Canada Management Offices (PMO s) International Summit Brasilia, Brazil, April 9-10, 2014 Presented by: Sheila Vokey, Chief Financial
More informationGENERAL FUND TAX SUPPORT 97% 97%
HUMAN RESOURCES The Human Resources Department provides a central personnel servicing function for the following Appointing Authorities: Board of County Commissioners, Clerk of the Circuit Court, Property
More informationOrganization and Operations. Metric Name Formula Description
Metric List Organization and Operations *Revenue Factor Revenue / Regular FTE Revenue per FTE. Workforce s Revenue Factor Revenue / Workforce On Payroll FTE Revenue per FTE (including all regular employees
More informationCareer Development and Succession Planning. Changing Landscape of HR 2012 Conference
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
More informationState 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 informationHUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT
HUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT ACI-NA Airport Board Members & Commissioners Conference June 9, 2014 Jeanette Saunders Ricky Smith Cleveland Airport System Are you prepared to replace
More informationDivision of Human Resources. Strategic Plan For a Culture of Excellence
Division of Human Resources Strategic Plan For a Culture of Excellence TABLE OF CONTENTS INTRODUCTION... 2 DEPARTMENTAL MISSION STATEMENT ALIGNMENT... 4 HUMAN RESOURCES STRATEGIC DIRECTIONS... 5 HR STRATEGIC
More informationBusiness Plan-Human Resource Component
RiskID Phone 0403369295 Fax 08 94466487 hemsm@riskid.com.au ABN 256 145 86627 Business Plan-Human Resource Component Mid West Group of Councils August 2010 1.1 People Current State The four Shires are
More informationReport on Improvements Made and Gaps Identified in the Prior Year
Human Resources Department Annual Unit Plan for Academic Year 2016-2017 October 2015 Describe Department/Unit Mission/Connection to College Mission Human Resources at Cerro Coso Community College contributes
More informationReleased December 18 th, 2007
THE TEXAS A&M UNIVERSITY SYSTEM OFFICE STRATEGIC PLAN FY 2008-2012 Released December 18 th, 2007 (Updated as of June 16 th, 2008) Table of Contents Mission and Vision 3 Imperative 1: Customer Satisfaction
More informationEnterprise Risk Management VCU Process
VCU Process What is Enterprise Risk Management? An organization-wide systematic approach to identify and tactically manage risk. A best practice to prioritize risk and implement processes to monitor risk.
More informationPima Community College District. Vice Chancellor of Human Resources
Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationCollege of Charleston Assessment Template. Please copy completed form into Compliance Assist. Thank You.
College of Charleston Assessment Template Please copy completed form into Compliance Assist. Thank You. Date form Completed: 10-27-11 Program Name and Type: Division of Enrollment Planning (Admissions,
More informationEnterprise Business Systems Change Management Coordinator
Announcing an Outstanding Career Opportunity Enterprise Business Systems Change Management Coordinator Application Deadline: September 22, 2013 A national search is underway for highly qualified candidates
More informationSchool of Accounting Florida International University Strategic Plan 2012-2017
School of Accounting Florida International University Strategic Plan 2012-2017 As Florida International University implements its Worlds Ahead strategic plan, the School of Accounting (SOA) will pursue
More information- 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 informationOrganizational Development Plan
Commonwealth of Massachusetts Consolidation Planning Project Plan Version 11.0 05/03/2009 Revision History The table below serves to track the key revisions made to this document for change control purposes.
More informationMOKENA SCHOOL DISTRICT 159 BOARD OF EDUCATION POLICY MANUAL TABLE OF CONTENTS SECTION 3- GENERAL SCHOOL ADMINISTRATION
MOKENA SCHOOL DISTRICT 159 BOARD OF EDUCATION POLICY MANUAL TABLE OF CONTENTS SECTION 3- GENERAL SCHOOL ADMINISTRATION 3:10 Goals and Objectives 3:20 Strategic Planning 3:30 Chain of Command 3:30-AP Administrative
More informationHR Strategic Plan 2015-2019
HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction Set of steps triggered by an
More informationSuccession 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 informationA reinventing of a Student Employment Program with the development of Career Pathing Paula McLain Northwest Missouri State University
A reinventing of a Student Employment Program with the development of Career Pathing Paula McLain Northwest Missouri State University ABSTRACT The Career Pathing Program is an enhanced Student Employment
More informationHR 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 informationTransforming Succession Planning, Leadership Development, and New-Employee Selection
Transforming Succession Planning, Leadership Development, and New-Employee Selection WuXi AppTec partners with Haiwen United for dramatic improvements in human resources programs and employee training
More informationIdaho State University Strategic Plan. Mapping Our Future: Leading in Opportunity and Innovation. 2012-2015 Executive Summary
Idaho State University Strategic Plan Mapping Our Future: Leading in Opportunity and Innovation 2012-2015 Executive Summary 1 Idaho State University 2011-2015 Strategic Plan Vision Idaho State University
More informationHuman Resources & Labor Relations Committee
University of Maine System Board of Trustees at the University of Maine System May 4, 2015 Human Resources & Labor Relations Committee Present: Committee Members: Marjorie Medd, Chair; Sam Collins (at
More informationACADEMY ADMINISTRATION PRACTICE: EXECUTIVE OVERVIEW
1101 Connecticut Ave. NW, Suite 300, Washington, DC 20036 P 202.756.2971 F 866.808.6585 www.hanoverresearch.com ACADEMY ADMINISTRATION PRACTICE: EXECUTIVE OVERVIEW Hanover Research is a strategic research
More informationHR Design Vision. Thoughtful Design. Efficient Each process, step or rule adds value and can be accomplished in a timely way
HR Design Overview What is HR Design? HR Design is a campus-wide effort to build a more efficient and effective UW-Madison human resource system that best serves the needs of a 21st century public research
More information2015-16 Program Review
Page 1 of 16 2015-16 Program Review Name of Program: Grant Development and Management Name of Unit: Grant Development and Management Name of Area: Academic Affairs Date Completed: 10/24/2014 Program's
More informationHuman Resources Annual Report
Human Resources Annual Report Division of Administration & Finance 2013 14 1 Human Resources Mission Statement HR supports and upholds UCF s goals by fostering a positive and engaging work environment
More informationDepartment 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 informationUniversity of Wisconsin System New Personnel Systems Work Group Recommendations
Work Group Name: Compensation Date: March 16, 2012 Work Group Lead(s): Karen Massetti-Moran, UW-Milwaukee Work Group Iddi Adam UW Colleges Members: Sasha Showsh UW-Eau Claire Jane Marquardt UW-Extension
More informationSharePoint 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 informationBOARD OF GOVERNORS STATE UNIVERSITY SYSTEM OF FLORIDA NEW DOCTORAL DEGREE PROPOSAL STAFF ANALYSIS
BOARD OF GOVERRS STATE UNIVERSITY SYSTEM OF FLORIDA NEW DOCTORAL DEGREE PROPOSAL STAFF ANALYSIS Program: Ph.D. in Computer Science CIP Code: 11.0101 Institution: University of Florida Proposed Implementation
More informationWorkforce Planning & Development Model
Workforce Planning & Development Model Overview what is workforce planning? Workforce planning is an organised process for: Identifying the number of employees and the types of employee skill sets required
More informationDepartment 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 informationHuman Resources FY 2014-16 Performance Plan
Contents I. Mission Statement... 1 II. Department Overview... 1 III. Program Description and Responsibilities... 2 Administration... 2 Organization Development and Training... 2 Staffing and Recruitment...
More informationCHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011
CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...
More informationHuman Resource Secretariat Business Plan 2011-12 to 2013-14
Human Resource Secretariat Business Plan 2011-12 to 2013-14 September 2012 I II Message from the Minister As the Minister of Finance, President of Treasury Board and Minister responsible for the newly
More informationHuman Resources. General Government 209. Prince William County FY 2014 Budget MISSION STATEMENT. Human Resources; 3.7%
Prince William Self- Insurance Group; 8.6% General Registrar; 2.5% Unemployment Insurance Reserve; 0.1% Board of County Supervisors; 4.4% Executive Management; 3.9% Audit Services; 1.0% County Attorney;
More informationExecutive Branch IT Reorganization Project Plan
Office of Information Resource Management Executive Branch Project Plan Work Program Funded by for IT Appropriations Reorganization 2007, 2009 and Five Small Projects Date: August 2009 Version: 1.3 Revision
More informationCERTIFICATIONS 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 informationEnterprise Projects Fiscal Year 2009/2010 Third Quarter Report
Enterprise Projects Fiscal Year 2009/2010 Third Quarter Report Enterprise Projects Fiscal Year 2009/2010 - Third Quarter Report The Enterprise Program Investment Council (EPIC) is responsible for governance
More informationREE 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 informationStrategic 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 informationSupervisor s Introduction to the Performance Management Process: Pre-Class Study Materials
Supervisor s Introduction to the Performance Management Process: Pre-Class Study Materials 1 Welcome to the Performance Management Process Overview This brief overview of the Performance Management Planning
More informationA Master Plan for Nursing Education In Washington State
A Master Plan for Nursing Education In Washington State Implementation Recommendations Washington Center for Nursing www.wacenterfornursing.org December 2009 This work was funded by Grant N14191 from the
More informationBakersfield College Program Review Annual Update
Bakersfield College Program Review Annual Update I. Program Information: Program Name: Counseling and Advising Department Program Type: Instructional Non Instructional Program Mission Statement: Academic
More informationTerms of Reference for carrying out a Comprehensive Job Evaluation Exercise for Nile Basin Initiative (NBI)
Terms of Reference for carrying out a Comprehensive Job Evaluation Exercise for Nile Basin Initiative (NBI) 1. Background The Nile Basin Initiative (NBI) was established on 22 February 1999 by the Nile
More informationCertified 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 informationGuidance for Applicants
Charter School Business Plan Guidance for Applicants Charter Schools Institute The State University of New York Charter School National Authorizing Leader Business Plan Guidance Introduction As part of
More informationSTRATEGIC PLAN 2013 2018
STRATEGIC PLAN 2013 2018 September 2013 STATE PERSONNEL BOARD STRATEGIC PLAN 2013-2018 HIRING (SPB, CALHR, DEPTS) RESOLUTION/ DECISIONS (SPB) DEMYSTIFY PERFORMANCE MANAGEMENT Performance, Communication,
More informationCompetency 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 informationVice President, Lottery and Gaming Talent Management
Vice President, Lottery and Gaming Talent Management Job Title Vice President Lottery and Gaming Talent Management Type of Position Contract Contract Length Up to 3 years Location Sault Ste. Marie Reporting
More informationHuman Resources. Be a strategic leader and partner, promoting organizational and individual effectiveness.
Human Resources Be a strategic leader and partner, promoting organizational and individual effectiveness. Administration Budget, Accounting and Purchasing HRIS and RMIS Payroll Audit 4.5 FTE Civil Service
More informationCURRICULUM STRUCTURE FOR. IAOP Certified Outsourcing Specialist (COS) Human Resources
CURRICULUM STRUCTURE FOR IAOP Certified Outsourcing Specialist (COS) Human Resources BACKGROUND In line with the Government s effort to assist unemployed graduates to gain employment through the Graduate
More informationFY 2014 PERFORMANCE PLAN Department of Human Resources
FY 2014 PERFORMANCE PLAN MISSION The mission of the DC (DCHR) is to strengthen individual and organizational performance and enable the District government to attract, develop, and retain a highly qualified,
More informationGuidelines for the Review of Graduate Programs
Guidelines for the Review of Graduate Programs Spring 2011 The Council of Graduate Schools is the only national organization in the United States that is dedicated solely to the advancement of graduate
More informationProgram Management Professional (PgMP) Examination Content Outline
Program Management Professional (PgMP) Examination Content Outline Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published by: Project Management
More informationSAMPLE JOB DESCRIPTIONS
SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant
More informationA Strategic Vision for Human Resources
DISCUSSION DOCUMENT A Strategic Vision for Human Resources Organizational Possibilities Fitting the Pieces Together November 7, 2007 Costa Mesa, CA Framework Systems Theory Strategic Vision for Human Resources
More informationOLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY
OLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY INTRODUCTION The purpose of the pay practices for administrative and professional faculty (AP faculty) is to explain the criteria and
More informationHuman 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 informationThe Barry Kaye. College of Business. Review of Programs. April 25, 2007. Barry Kaye. College of Business. Florida Atlantic University
The Review of Programs April 25, 2007 1 Outline Vision, Mission and Values Key Statistics SWOT Analysis Accreditation Department Highlights 2 Vision, Mission and Values Vision To powerfully impact our
More informationDIRECTIVE TRANSMITTAL
U.S. NUCLEAR REGULATORY COMMISSION DIRECTIVE TRANSMITTAL TN: DT-04-10 To: Subject: NRC Management Directives Custodians Transmittal of Management Directive 9.25, Organization and Functions, Purpose: Directive
More informationHUMAN 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 informationYork Catholic District School Board
Ministry of Education York Catholic District School Board Follow-up Report to the Operational Review August 2012 TABLE OF CONTENTS 1. INTRODUCTION... 1 2. STATUS AND IMPLEMENTATION UPDATE... 3 3. GOVERNANCE
More informationU.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 informationIowa State University Proposal for HR-01 ISU HR Operating Model
Iowa State University Proposal for HR-01 ISU HR Operating Model Overview: Iowa State University proposes undertaking the HR-01 ISU HR Operating Model business case to transform the quality, manner and
More informationHuman Resources Forum
Human Resources Forum Dwaine Duckett Vice President Human Resources Office of the President November 2010 1 Forum Agenda HR Mission HR Structure HR Strategy HR Q and A 2 UCOP Human Resources Mission To
More informationThis 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 informationUniversity of Wisconsin System Strategic Initiatives
University of Wisconsin System Strategic Initiatives April 27,2015 Sasi K. Pillay UWSA CIO 1 Principles Mission Enablement Reduction of Risk Cost-effective Operations 2 The Four Tenets A. Elevate the Professionalism
More informationActivity Guide Innovation & Growth Nova Scotia Public Service Commission
TALENT MANAGEMENT Activity Guide This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. Innovation & Growth Nova Scotia Public Service Commission
More informationEmployee Satisfaction <100 100-500 >500. IT Support. Budget/Finance EPAFs/Payroll IT Governance Employee Relations. Ongoing Annual Cost Benefits
OpenMSU Shared Services Model PROPOSAL OVERVIEW Primary Contact Anne Milkovich STAGE Prioritization Email anne.milkovich@montana.edu Title/Department Problem Statement Proposed Solution Key Performance
More informationWORKFORCE 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 informationASSAM POWER GENERATION CORPORATION LIMITED
ASSAM POWER GENERATION CORPORATION LIMITED Notice Inviting Expression of Interest for Consultancy in connection of Assam Power Sector Investment Program financed by ADB NIT No. NIT/PMU/05 of 2014-15 Director
More informationEmployed Physicians: Leadership Strategies for a Winning Organization
Employed Physicians: Leadership Strategies for a Winning Organization Ray Chorey Southeastern Ohio Regional Medical Center President and CEO Thomas Ferkovic SS&G Healthcare Managing Director Practice Comparison
More informationSTRATEGIC ENROLLMENT PLANNING
STRATEGIC ENROLLMENT PLANNING Dr. Hyla Winters, Associate Vice President, Academic Affairs Mr. James McCoy, Associate Vice President, Academic Success May 7, 2015 WHAT IS STRATEGIC ENROLLMENT PLANNING?
More informationHuman Capital Management Mapping a Blueprint to the Cloud. June 25 th, 2 3pm EST
Human Capital Management Mapping a Blueprint to the Cloud June 25 th, 2 3pm EST Today s Presenters Stacey Harris VP Research & Analytics @StaceyHarrisHR www.linkedin.com/in/staceyharris/ Richard George
More informationSouthern University College of Business Strategic Plan
Southern University College of Business Strategic Plan 2012-2017 Baton Rouge, Louisiana February 24, 2012 This document is the draft Strategic Plan of the College of Business for the period 2012 2017.
More informationBUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors
BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate
More informationAddressing HIT Worker Shortages Through Operational Excellence in Workforce Planning
Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning Allen Kriete Vice President, Healthcare Services; TEKsystems Sanja Licina Senior Director, Talent Intelligence and Consulting;
More informationIntegrated Performance & Risk Management -
www.pwc.nl Integrated Performance & Risk Management - How Leading Enterprises Manage Performance and Risk D&B Seminar Agenda 1. Introduction and objectives of today s session 2. Insights from the Annual
More informationOccidental Petroleum Corporation Texas A&M University SHRM. Brittany Billon April 23, 2013
Occidental Petroleum Corporation Texas A&M University SHRM Brittany Billon April 23, 2013 Introductions Brittany Billon Texas A&M University Human Resource Development BHP Billiton - Training & Development,
More informationA Collaborative Approach to Creating an Agile Workforce
A Collaborative Approach to Creating an Agile Workforce In periods of economic uncertainty, every company strives to increase its agility. During past economic downturns, companies employed tighten your
More informationStep 1: Program Director Skills and Knowledge
Step 1: Program Director Skills and Knowledge Instructions: The following tool is for your use in preparing your PD plan. Your self-assessment will help identify areas of strength and areas that need improvement.
More informationHow To Understand Organizational Power And Politics
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 informationWorkday Human Capital Management Suite
Workday Human Capital Management Suite Modern businesses operate in highly competitive, complex global environments. An organization must thoroughly understand its global workforce in order to make quick
More informationCARLETON UNIVERSITY POSITION DESCRIPTION. Position Title: Manager, HR Systems Position No.: 298879. Approved by:
CARLETON UNIVERSITY POSITION DESCRIPTION Position Title: Manager, HR Systems Position No.: 298879 Reports to: Department: Assistant Director HR, Talent Programs Human Resources Approved by: (Incumbent/Date)
More information