PAST, PRESENT, FUTURE March 3, 2014
HR Mission and Vision Statement Mission Statement: Our mission in the Human Resource Services Division is to recruit, develop, and retain outstanding employees committed to fostering educational excellence. Vision Statement: The vision of the APS Human Resources Division is to be recognized as a world class organization that supports the recruitment and retention of outstanding employees that will enhance the district s vision for student achievement. 1
Today s Objectives 1. Past, Present and Future of Project Thrive Stated Objectives Project Approach Implementation Strategy and Timeframes Benefits Realization Link to USHCA 2. Discuss Roadmap Forward and Next Steps Project Status 2014 and Beyond Roadmap Forward Additional Steps to Consider 3. Discuss the multi-faceted approach to delivering HR services that meets the needs of employees, students, teachers and administration, and positions HR as a significant contributor to organizational success. 2
Project Objectives The district views this Human Capital project as the primary vehicle to refocus the Human Resources organization to deliver services that are operationally sound and, even more importantly, completely aligned with the organization s strategic objectives and the needs of the core business which is effective instruction. The district wishes to develop a best-in-class Human Resources organization that supports its mission by transcending transactional proficiency and adopting supportive, strategic Human Resources activities as outlined below. Transactional Human Resources Reacts to the budget to develop staffing allocations. One size fits all approach. Supports the hiring process with qualificationsbased screening On-boards employees with forms and compliance activities Uses evaluations to dismiss under-performers Balances capacity with leveling and transfers Movement to Strategic Human Resources Proactively collaborates with Finance staff to create the budget Supports hiring managers with competency-based recruiting Supports new employees with mentors and coaching Integrates professional development with evaluations to enrich careers Drives the best teachers to the neediest classrooms Mitigates personnel issues Cultivates culture through dialogue with employees Manual and inefficient processes and procedures Leverage technology to automate and standardize processes for greater efficiency to improve customer service 3
HUMAN RESOURCES PRIOR TO THRIVE
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Project Approach Establish the context December 2012 April 2013 February 2013 September 2013 2014 and Beyond PHASE 1 PHASE 2 Develop HR operating model Design the relevant components Build the infrastructure Implement the future state Establish program management office (PMO) Develop HR function strategy Organization Assess current state benchmarks Conduct stakeholder interviews Analyze findings Develop future state HR operating model (org., talent, process, etc.) Develop and agree recommendations HR Talent Process Governance Technology* Prepare recommendations HR Function Strategy and Capability Requirements HR Operating Model Framework and Implementation Plan Future State Design and Infrastructure New HR Operating Model in Place Project Management, Communication, Change management, Training * Not included in original scope of work for Mercer, but part of the overall transformation efforts. 6
HR Transformation Work Streams* Implementation Strategy and Project Outcomes September 2013 September 2014 ORGANIZATION STRUCTURE AND TALENT HR Leadership Team (HRLT) Fill 62 open positions Move 2 C&I positions (Talent Director and Talent Acquisition) Build COE Fill 5 Principal Mentor positions Fill 4 additional positions in the COE SERVICE CENTER, PROCESS, AND POLICY Centralized HR Service Center for employees Centralized self-service content for employees Future-state processes implemented for: Recruiting Selection On-boarding Position and Budget Mgmt Compensation Administration Improved Tier 0 (self service for both static content and transactions) Continuous improvement of redesigned processes Redesign of additional processes TECHNOLOGY Lawson Global HR go-live Lawson LTM go-live Call and Case Mgmt technologies Additional self-service Additional components of HR technology roadmap 80-90 % of HR Transformation objectives accomplished 100% of HR Transformation objectives accomplished 7
1.0 Students, Stakeholders and the Learning Environment 2.0 Leadership and Talent Development 3.0 Financial and Operational Systems and Support Human Resources Strategy Map Improve student achievement Increase Employee Effectiveness Improve employee capacity and leadership Encourage employee engagement Promote a culture of transparency, feedback and accountability Strategically Aligned Partnerships Formalize consultative relationship with customers HR Operations Excellence Focused Customer Service Centers of Expertise Recruit and prepare effective teachers, leaders and support staff Improve differentiated support Ensure proactive responses to customer needs Create a lasting positive impression Utilize technology to optimize HR processes Develop and support effective teachers, leaders, and support staff Improve quality assurance and monitoring processes Effective Use of Data to Inform Decisions Effective Communication 1 8
2.0 Leadership and Talent Development Stakeholders and the Learning Environment Strategy Map-Drill Down Systems and Support 1.0 Students, Improved customer satisfaction survey results Improve student achievement Percent decrease in employee grievances Percent of HR stakeholders who rate the HR department as a strong or very strong contributor to district strategic goals Percent of employees with 20 hours or more of documented learning activities Percent increase in employee engagement level Percent of employees with documented feedback on performance and/or with individual development plans 3.0 Financial and Operational Strategically Aligned Partnerships Number of annual touch-points with each people manager Percent of schools/departments with documented workforce plans Percent of high-need schools with tailored HC programs Teacher/student ratios by school Number of days spent on-site in the instructional environment Number of Succession Plans maintained for HIPOs and Critical Positions HR Operations Excellence Percent of calls to the Service Center with first-call resolution (FYI this can be counter to self-service goals) Percent decrease in calls to the service center for an issue that could otherwise be resolved through self-service (6 months post launch) Number of days to close Tier 2 issues Average wait-time for phone inquiries Percent employees fully on boarded within 30 days of start date, and score of 80% or higher on post-orientation test Percent of HR content maintained fresh within 30 days of change Percent of substitute days rated as effective or highly effective Number of days instruction positions understaffed (this would be measuring the effectiveness of the substitute process) Centers of Expertise Percent of employees rated Effective or Highly Effective Percent of Effective and Highly Effective employees retained Percent of vacant instructional positions on Day 1 Days position open (or days to fill) for key positions % applicants (or hires) from non-job fair sources Percent budget variance for compensation relative to budget 1 9
HR Organization Chief Human Resources Officer Ronnie Price Administrative Assistant II Leigh Haynes Executive Director Strategic HR Services Directors Nicole Lawson Executive Director Centers of Expertise Rick Beaulieu Executive Director HR Operations Jeff Thomas Administrative Assistant I Front Desk TBD 10
HR Strategic Services Executive Director Strategic HR Services Directors Nicole Lawson Administrative Assistant II Shavon Shelton Strategic HR Services Director South Region Felicia Freeland Strategic HR Services Director West Region Felicia Collins Strategic HR Services Director Operations LaTonya Wilson Strategic HR Services Director East Region Kathy Roby Strategic HR Services Director North Region Maya Smith Administrative Assistant II Program Support Proposed 2015 11
HR Strategic Services HR Strategic Directors Serves as consultants to the organization by linking departmental goals to overall HC capital strategy Provides strategic support for each region in the system as well as operations/central office Works closely with hiring managers to better understand and respond to their HC needs Develops differentiated solutions in collaboration with the COE and HR operations The HR Strategic Directors are HR leader(s) who manages the overall human capital strategy for hiring managers across district departments. 12
HR Strategic Services Listen. Think. Respond. Mission Statement: Our mission in the Office of HR Strategic Services is to provide principals and district hiring managers customized human capital solutions to booster: Staffing placements, workforce planning, performance coaching, and succession planning. Vision Statement: HR Strategic Services Motto: Listen. Think. Respond. Our vision in the Office of HR Strategic Services is to be recognized by principals and hiring mangers for delivering value added human capital management solutions in alignment with their school/departmental strategy. 13
Strategic Director Assigned Clients WEST REGION SOUTH REGION EAST REGION NORTH REGION Central Office/Ops Felicia Collins x2344 Felicia Freeland x2349 Kathy Roby x2343 Maya Smith x2302 LaTonya Wilson X2337 (Elementary) (Elementary) (Elementary) (Elementary) Central Office and Operations Adamsville Cleveland Benteen Bolton Academy Transportation Beecher Hills Dobbs Burgess-Perterson Boyd Communications Bethune Finch Centennial Place -(YR) Brandon Legal Cascade Gideons Dunbar Fain Nutrition Connally Heritage Academy D. H. Stanton F.L. Stanton Security Continental Colony Humphries Hill/Hope Garden Hills Organizational Advancement Deerwood Academy Hutchinson - (YR) Lin Grove Park Internal Compliance Fickett Perkerson Morningside Jackson Board of Education Jones, M. Agnes Slater Parkside Rivers Finance Kimberly Thomasville Springdale Park Scott Information Technology Peyton Forest South Metro Toomer Smith Human Resources Venetian Hills Whitefoord Towns Facilities West Manor Campbell Bldg. Usher/Collier Heights North Metro Woodson Deputy Supt. - Ops Office of Superintendent and Associate Superintendent (Middle) (Middle) (Middle) (Middle) Information Technology Brown Long Coan B.E.S.T. Academy Human Resources Bunche *Parks Inman Coretta Scott King YWLA Facilities *Kennedy Price Martin L. King Harper Archer Young Sylvan Sutton (High) (High) (High) (High) Mays Carver - Early College Jackson Douglass Therrell -STEMS Carver - Health Grady North Atlanta Therrell - Health Carver - Arts Crim Open Campus C. S. King Therrell - Law and Gov't Carver - Technology BEST Academy Washington - Banking South Atlanta - CAD Washington - Early College Washington - Health West End South Atlanta - Health South Atlanta - Law Forrest Hills Academy Departments Departments Departments Departments Deputy Supt. - Instruction Student Services - (Special Education, Student Support Services) Teaching and Learning -(Professional Learning, Army/JROTC Instruction, Testing and Assessment, Small Learning Communities, Career and Technical Education) Administrative Service - (Curriculum and Instruction, Athletics, Student Discipline/Relations, Federal Grants, Program Compliance) Finance Regional Office - West Regional Office - South Regional Office - East Regional Office - North 14
HR Operations Administrative Assistant Christy Black Executive Director HR Operations Jeff Thomas Recruitment Operations Manager Alison Henderson Call Center Operations Manager Gia Jennings HR Process & Content Manager Abner Breban Benefits & Risk Director Rose Jones HR Technology Manager Fred Jenkins Onboarding Specialist Trudy Thomas Onboarding Specialist Brittany Williams Customer Service Rep. Nicole Bankhead Customer Service Rep. Tonya Banks Employee Benefits Manager Monica Bolden Absence Management Manager Monique Craft Workers Comp / Unemployment Manager Dennis White Risk Management Administrator Marcellus Jones Onboarding Specialist Sheronda King Credentialing Specialist Kimberly Thomas Credentialing Specialist Nataya Robinson-White Applicant Tracking System Analyst Jackie Daves Customer Service Rep. Valeria Richardson Records Mgmt Specialist Camille Ivey Records Mgmt Specialist Tinika Pelt Records Mgmt Specialist Yvonne Prater Records Mgmt Specialist Jolanda Williams Retirement Benefits Specialist Mai Lan Williams Health Benefits Specialist Sylethia Bryant Health Benefits Specialist Jane Weir Absence Management Specialist Keisha Grier Absence Management Specialist Comenthia Williams Workers Comp / Unemployment Specialist Paiige Pruitt Workers Comp / Unemployment Specialist Melanie Mabry Substitute Services Specialist Walter Harris
HR Operations HR Operations Delivers HR services to most employees Establishes HR s first impression with many employees Collaborating across HR functions to deliver HR services more efficiently Provides customer support and self service offerings HR Operations are Dedicated teams of HR professionals with specialized functional expertise who deliver high-volume, high-value HR services to employees and managers. 16
HR OPERATIONS Guiding Principles Organize and redesign all elements of HR customer focus at the fore front Reduce HR administration tasks for C&I leadership Standardize, simplify and automate HR processes to drive efficiency Clearly define roles and develop capability Create areas of subject matter expertise to support key HR programs and needs Develop HR capability that will proactively collaborate with principals and line managers regarding workforce planning and effectiveness Align HR practices and policies to better meet APS strategic objectives Develop talent in the HR organization that can sustain new HR capabilities Develop and support HR Information Systems and Intranet 17
Centers of Expertise 2013-2014 Executive Director Centers of Expertise Rick Beaulieu Administrative Assistant Laurie Hickey Employee Relations Manager Devetrice Hinton Employee Relations Officer Jessica Smith Administrativ e Assistant Altamese Morris Talent Director (Director, Teacher Quality) Lisa Orr Project Facilitator II Marlene Parker Performance Management & Compensation Director Jadun McCarthy Compensation Manager Mary Rhodes Classification Specialist Siobhan Holston Talent Acquisition Manager Kendal Amerson Sourcing Analyst Keasha Copeland Sourcing Analyst Sheinika Lewis Talent Acquisition Program Analyst (Lead Induction Specialist) Qualyn McIntyre (15 AUTR Teachers) Performance Based Leadership Consultant Catalina Sibilsky Principal Mentor Amy Alderman Principal Mentor Tony L. Burks Principal Mentor Dawn Parker Principal Mentor Teacher Effectiveness Program Administrator Flavia Gordon-Gunter Instructional Mentor Anna Brown Instructional Mentor David Jakana Instructional Mentor Kenya Nelson Instructional Mentor Kim Turner Teacher Quality Coordinator Melissa St. Joy Teacher Quality Coordinator Felicia Lester Teacher Quality Coordinator Robin Anderson-Davis Prof. Learning Specialist LaShain Blake Prof. Learning Specialist Janean Lewis Prof. Learning Specialist Simone Wells-Heard Teacher Perf. Analyst Loralee Hill Teacher Perf. Analyst Tonya Shannon Teacher Perf. Analyst Jatisha Marsh = RT3 Funded Employees =$951, 182 Instructional Mentor Kenny Kraus Prof. Learning Specialist Katrina Brinker = Title II Funded Employees= $305,968 18
Centers of Expertise Changes: 2014-2015 Executive Director Centers of Expertise Rick Beaulieu Administrative Assistant Laurie Hickey Employee Relations Manager Devetrice Hinton Employee Relations Specialist Performance Management & Compensation Director Jadun McCarthy Employee Relations Officer Jessica Smith Administrative Assistant Altamese Morris Talent Director (Director, Teacher Quality) Lisa Orr Compensation Manager Mary Rhodes Classification Specialist Siobhan Holston Talent Acquisition Manager Kendal Amerson Talent Development Program Analyst TBD Trainer TBD Principal/Leader Effectiveness Program Administrator TBD Teacher Effectiveness Program Administrator Flavia Gordon-Gunter Teacher Perf. Analyst Loralee Hill Teacher Perf. Analyst Tonya Shannon Sourcing Analyst Keasha Copeland Principal Mentor Amy Alderman Instructional Mentor Anna Brown Teacher Perf. Analyst Jatisha Marsh Sourcing Analyst Sheinika Lewis Recruitment Quality & Measurment Analyst TBD Recruitment Quality & Measurment Analyst TBD Performance Based Leadership Consultant Catalina Sibilsky Principal Mentor Tony Burks Principal Mentor Dawn Parker Instructional Mentor David Jakana Instructional Mentor Kenya Nelson Instructional Mentor Kim Turner Prof. Learning Specialist LaShain Blake Prof. Learning Specialist Janean Lewis Prof. Learning Specialist Simone Wells-Heard Talent Acquisition Program Analyst (Lead Induction Specialist) Qualyn McIntyre Instructional Mentor Kenny Kraus Prof. Learning Specialist Katrina Brinker (15 AUTR Teachers) 19
HR Centers of Expertise (COE) HR Centers of Expertise Develops a talent management function that sources, recruits and retains the best talent for the organization. Develops and implements a comprehensive plan for addressing talent needs across the organization. Drives a comprehensive talent agenda for the organization COEs are Architects of HR programs with deep expertise in strategy and design of programs in support of the employee lifecycle. 20
Future Benefits Realization Reduced Cost for the District Improved Sourcing of Talent Efficient and Effective Services Streamlined and Automated Processes Clear Performance Expectations Focused Talent Development 21
Urban Schools Human Capital Academy is the first initiative of its kind in the field of Human Resources reform and is dedicated to the development of central office leaders with Human Resources/Human Capital responsibilities. The Academy works with teams from Human Resources/Human Capital divisions of public school urban districts. The focus on best practices and research supports the implementation of a range of functions targeted at improving teacher and principal quality and advancing educational reform. 22
Two annual meetings (April and October each year) of three days each over a threeyear period for a team of four district participants. The Academy sessions immerse the participants in ongoing high-level interaction with other urban districts and Human Resources/Human Capital experts. Participants receive a comprehensive toolkit with practical materials and concepts to apply in their home district setting. Each participating district is assigned a Human Capital Partner who will work with the team during and between Academy sessions to support the implementation of best practices. The Partners will make a minimum of four site visits per year to provide coaching and additional forms of support. An online Academy Learning Community is created for Academy participants to interact with other professionals between sessions. The Learning Community will be dynamic, tailored to the unique needs of participants, and geared to finding solutions to specific problems. 23
Critical Partner and Link to USHCA USHCA Levers 1. Teacher Prep & Recruitment 2. Hiring & Selection 3. Induction & New Teacher Assignment 4. Staffing & Deployment 5. Compensation & Benefits 6. Performance Management 7. Linking Professional Development to HR/HC Functions HR Transformation Enablers Talent COE for relationships with schools, program design, tracking and analyzing sources Recruitment process improvements (screening tools, etc.) Talent COE for sourcing candidates and designing annual staffing process Strategic HR Services Directors to support Principals with selection Hiring process improvements Recruitment operations and redesigned processes to efficiently onboard Instructional Mentors to support teacher effectiveness Talent COE tracking new teacher effectiveness Strategic HR Services Directors partnering with Principals to improve placement Talent COE designing programs and policies Establishment of Compensation Department, Compensation Manager role Leave tracking in HR Operations Implement Position Control Solutions Talent COE monitors and analyzes teacher performance Strategic HR Services Directors coach Principals on managing performance Develop District Wide Performance Management process for non-instructional employees Talent COE designs programs for teacher effectiveness, Instructional Mentors coach/train teachers 8. Career Management 9. Principals as Human Capital Managers Talent COE designs career programs and tracks teacher effectiveness Strategic HR Services Directors partner with Principals to focus on retention Talent COE designs programs for principal/leader effectiveness, Principal mentors coach/train Principals Strategic HR Services Directors to coach Principals on people management 24
ADDITIONAL STEPS Finish establishment of positions Review, refine and simplify processes Align and develop human capital talent Cross train teams Eliminate duplicate processes and data entry Establish deadlines for processes Manage expectations Investment in PHR/ SPHR Checks and Balances New Compensation system Create new performance management system Training-Administrative Assistants, Managers, Supervisors and Executives Create Temp Services Executive Recruiting Center Align information systems with processes 25
Human Resource Information Systems 2012 S3 HRM Taleo Talent Acquisition Retiring Payroll S3 Financials 26
Human Resource Information Systems APS Purchased: Incentive Compensation Management Succession Management 1. Talent Acquisition Additional cost for training 50k Performance Management Learning and Development 2. Performance Management Talent Acquisition Workforce Planning 3. Incentive Compensation Management 4. SaaS licenses for Onboarding LTM LTM Endwisen On Off Boarding (SaaS) 1. Global HR S3 Financials 27
Roadmap Forward Oct Nov Dec January September 14 Leadership and Communications Confirm HR Budget w/finance Launch for Employees & Managers Complete Remaining Communications (employees, managers, etc.) Design & Implement HR Program Governance Review Project Success with Program Sponsors (Superintendent, BOE, Gates, Sr. Cabinet, Steering Committee) Continued Training Finalize HR Measures Secure HR Budget Cross Training Professional Development Continued Training Organization & Talent Transition Work between old/new roles Complete HRCB Actions Complete Facilities Relocation Fill remaining open positions Introduce new CHRO Optimize COE Optimize HR Strategic Services Fill remaining open positions Optimize COE Structure Services, Process and Content Participate in Call Center Tour Optimize HR Service Center Continue Process Redesign and Implementation Improve ESS Capabilities HR Technology Launch IPCM Optimize HEAT implementation Launch Lawson PM Engage in APS IT/ Procurement Plans re: Enterprise solution Continue discussion re: Global HR/ Endwise Launch Lawson TA * The above represents high level tasks/milestones, general timeframes and preferred sequences of events 28
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