Strategic Plan SFY 2014-2015 Oklahoma Department of Human Services
GROWING in a NEW DIRECTION SFY 2014-2015 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 2014-2015 Strategy Map
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
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 2015. 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
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 2015. 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
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.
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 2015. 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
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 2013. 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
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 2014. 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
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 2015. 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.
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 2015. 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.
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 emails are answered according to standards The number of job vacancies announced via social media
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
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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 $227.92 for 165 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries. Page 14 HRM Strategic Plan