Human Resources Strategic Plan 2007-2012. 2 Presentation Author, 2006 HR Staff drives the plan Idealized Design (visioning) Graphical planning sequence

Human Resources Strategic Plan2007-2012

2 Presentation Author, 2006

HR Staff drives the plan

• Idealized Design (visioning)

• Graphical planning sequence

• Retreat format

• Small working group

• Full staff review, revision, acceptance


Group’s vision (steps)

• Develop a Story

• Create a Vision

• Plan the Journey

• Develop a Game plan

• Construct Roadmap


Timeline• Choose working group December 2006

• Retreat first week of January, 2007

• HR Staff review second week of January

• Campus review last two weeks of January

• Start date February 1, 2007


AGENDA Day 1 ROLES

RULES

OUTCOMES

Karl Sparks: Facilitator

Laura Purifoy: Event Coord.

David: Notes recorder

Linda: Template recorder

Shannon: Chart recorder

Angela: Timekeeper

• Respect other opinions

• Present alternatives

• Speak freely

• Let people finish thoughts

• Don’t take things personally

• Consensus

• Absolute confidentiality

• Humor encouraged

• Keep an open mind

• DEFINE OUR MISSION

• DEFINE OUR CORE VALUES

• DEFINE OUR FUTURE VISION

• DEFINE PRIMARY AND OTHER OBJECTIVES

• DEFINE SUPPORTS AND CHALLENGES

8:00 Housekeeping

8:15 Expectations

8:30 Methodology overview

9:00 Roles and rules

9:45 Break

10:00 Context Discussion

11:00 Visioning presentation

12:00 Lunch

1:00 Visioning

3:00 Break

3:15 Visioning

4:30 End


AGENDA Day 2 ROLES

RULES

OUTCOMES






Angela: Timekeeper

• Respect other opinions• Present alternatives• Speak freely• Let people finish

thoughts• Don’t take things

personally• Consensus• Absolute confidentiality• Humor encouraged• Keep an open mind

• DEVELOP A DETAILED SCHEDULE TO ACHIEVE THE FUTURE VISION

• DEVELOP A DETAILED PLAN TO ACHIEVE THE FUTURE VISION

• ASSIGN/TAKE RESPONSIBILITY FOR THE PLAN

• PLAN OUR COMMUNICATIONS

8:30 Review Day 1

9:00 Identify/set project schedules

9:45 Break


12:00 Lunch/discussion

1:00 Develop project plans

3:00 Break


4:00 Develop communication plan


UWM Mission

“…the University of Wisconsin-Milwaukee must provide a wide array of degree programs, a balanced program of applied and basic research, and a faculty who are active in public service.”


Chancellor SantiagoThis year (2006/7):

• Improve student retention/graduation

• Renew State investment in budget

• Comprehensive campaign

• Improve UWM image

• Research Growth Initiative


IMAGES

HEADLINE

QUOTES

BIG HEADLINES SIDEBARS

COVER

HEADLINE

• Metrics Prove Most Effective & Efficient UW Campus

• BOR Adopts UWM Comp Recommendation

• HR and Lubar Partnerships Reap Big Grants

HEADLINE HEADLINE

• BOR Publishes UWM Best Practices

• $10 Million in Savings Back to Instruction

• Work/life Balance Improves Diversity

• Top WI Employer of Choice

• SHRM Award Goes to UWM HR

• CUPA-HR Award Goes to UWM HR

• Sen Kanavas “UWM proves good steward of state funds”

• Chancellor Santiago “ The HR Dept continues on its journey of innovaqtion…”

UWM Report

• UWM Leads HR/Payroll Implementation

•Improved Campus Climate Attracts & Retains Students, Faculty and Staff

BOR NAMES

UWM

CENTER OF

EXCELLENCE!


SUPPORTSCHALLENGES• Budget

VALUES

B O L D S T E P S

2. Strategic partnering

1. HR leads enabling technology

3. Develop WLB and diversity

4. Comprehensive training

5. Process reengineering

• Integrity Equity Consistency Collaboration

Professionalism Generosity of Spirit

Foster a campus culture thatattracts/inspires individualexcellence, success andalignment with UWM mission/initiatives

• Leadership• Openness to change

• Goodwill• HR enthusiasm

• Talented HR staff

• Highly regulated

• Decentralization • Inertia/ resistance• Responsibility Without Authority

• Diversity

• Campus climate

• Best practices

• Process simplification

• Right organization

• Space utilization

• Campus/UWS

• Community

• Work/life balance

• Compensation

• Training and Development

• Self-service

EmployerOf

Choice

StrategicPartnerships

Center ofExcellence

Innovation/Continuous

Improvement

InclusivenessAnd retention

Empoweredstakeholders


AGENDA Day 2 ROLES

RULES

OUTCOMES






Angela: Timekeeper

• Respect other opinions• Present alternatives• Speak freely• Let people finish

thoughts• Don’t take things

personally• Consensus• Absolute confidentiality• Humor encouraged• Keep an open mind

• DEVELOP A DETAILED SCHEDULE TO ACHIEVE THE FUTURE VISION

• DEVELOP A DETAILED PLAN TO ACHIEVE THE FUTURE VISION

• ASSIGN/TAKE RESPONSIBILITY FOR THE PLAN

• PLAN OUR COMMUNICATIONS

8:30 Review Day 1


9:45 Break


12:00 Lunch/discussion


3:00 Break


4:00 Develop communication plan


MISSION

FUTURECHALLENGES

CRITICAL

ISSUES

ORGANIZATION

CORE

COMPETENCIES

ENVIRONMENT

HISTORY

• Integrity• Equity• Consistency• Professionalism• Collaboration• Generosity of

Spirit

• Need for external validation• Dedicated to doing a great

job• Better than outsourcing• Follow best practices

• Need to reorganize

• HR cross functional collaboration

• Align with Payroll, E

D, and EDS

• Stay in Academic Affairs

• Education culture slow to act

• Talented HR staff

• Enthusiastic

HR

staff/adaptable

• Dedication to

excellence

• Understand universit

y

environment

• Exceptional knowledge

base

• Good people skills

• PeopleSoft implementation

• Budget

• Stakeholder support

• Communication

• Training and development

• Diversity/inclusiv

eness

• Space efficiency

• Press/media exposures

• Governance rights

• Budget

• Graying of faculty/staff

• Health care/insurance costs

• HRIS dedicated resources

• Internal Reporting Relationships

• Relatively short-tenured staff

• Prior strategic plans failed

• FTE/budget reductions

• Stalled technology projects

VALUES GUIDING PRINCIPLES EmpoweredStakeholders

EmployerOf Choice

StrategicPartnerships

Retention/Inclusiveness

ContinuousImprovement

Innovation

Center of Excellence

Foster a campus culture that attracts and inspires individual excellence, success and alignment with UWM mission and initiatives.


TEAM/RESOURCES

• Linda

• Shannon

• David

SUCCESSFACTORS

CHALLENGES

STAGES/TASKS

Feb-Jul07 Aug-Jan08Feb-Jul08

Aug-Jan09

• PS scoping and timeline complete

• Estab UWM Leadership in PS project

• Present consistent UWM view

• Conduct BPR for SCAC

• Perform UWM/PS gap analysis

• Develop UWM gap tech plan

• Implement new HR website

• Adopt campus standards

• Develop and implement UWM gap technology plan

• Develop and implement UWM gap technology plan

• Responsibility without authority

• Budget (lack thereof)

• Decentralized environment

• Highly regulated • Inertia/resistance

• Laura

• Carla

• Stacy

TARGETFebruary 1, 2009

•

S&L training established

Effective communication

Leading UWSA PS

MISSION

Metrics established

•Influence PS

scoping

•Accepted into project leadership

• Asked to expand BPR trng

•Resources provided for UWM gap plan

• Gap tech plan goes live

• AngelaProcess imp

complete

New orientation

NCBI Training

Expanded base of ops

FMLA game plan

Reorganized HR

Effective use of space

Work/life bal program

WC costs reduced

Monthly HR Newsletter

Updated website

Improved diversity

Work/life committee

Community goodwill

Improved UWM image

BOLD STEP 1: HR LEADS ENABLING TECHNOLOGY

Foster a campus culture that attracts and inspires individual excellence, success and alignment with UWM mission and

initiatives.


TEAM/RESOURCES

• Linda

• Shannon

• David

SUCCESSFACTORS

CHALLENGES

STAGES/TASKS


Aug-Jan09

• LA/BFS regular mtgs

• ID community resources

• Form trng strg comm

• Estab UW UWSA contacts

•Joint projects

• Make contacts

• Coord programs

• Offer RD BPR trng

• Align payroll

• Make contracts

• Develop TA RD

• Align EDS

• Dev review method

• Align w/ ED





• Laura

• Carla

• Stacy


•



Leading USWA PS

MISSION

Metrics established

•HR and Payroll align

•Communityties pay mutual gains

•HR and ED align w/ providers

• HR and EDS align

• One-stop dev. site


complete

New orientation

NCBI Training


FMLA game plan

Reorganized HR



WC costs reduced


Updated website

Improved diversity

Work/life committee

Community goodwill

Improved UWM image

BOLD STEP 2: STRATEGIC PARTNERING


initiatives.


TEAM/RESOURCES

• Linda

• Shannon

• David

SUCCESSFACTORS

CHALLENGES

STAGES/TASKS


Aug-Jan09

• Identify issues

•Communicate with units

•Prioritize•Hire Metrics Analyst

•Identify resources

•Establish partnerships

•Establish NCBI trng

•Establish FMLA game plan

•Train units in NCBI

•Communicate programs & actions

•Finalize FMLA game plan

•Units schedule NCBI training

•Implement FMLA plan

•Measure results





• Laura

• Carla

• Stacy


•



Leading USWA PS

MISSION

Metrics established

• Metric Analyst hired

• Issues & resources identified

• NCBI training in place

•Unit personnel trained

• Metric analysis completed


complete

New orientation

NCBI Training


FMLA game plan

Reorganized HR



WC costs reduced


Updated website

Improved diversity

Work/life committee

Community goodwill

Improved UWM image

BOLD STEP 3: DEVELOP WLB AND DIVERSITY


initiatives.


TEAM/RESOURCES

• Linda

• Shannon

• David

SUCCESSFACTORS

CHALLENGES

STAGES/TASKS


Aug-Jan09

• Solicit input• Identify needs• Identify budget

• Design & develop orientation

• Align with ED for enrollment management

• Design supervisory training

•Deliver responsive orientation

•Design and develop leadership training

•Implement supervisory training

•Implement leadership training

•Research and explore executive training

• Schedule exec-level training

• Implement feedback & suggestions for modifications





• Laura

• Carla

• Stacy


•



Leading USWA PS

MISSION

Metrics established

• Align with ED

•Supervisory training in place

•Leadership training in place

•Comprehensive orientation delivered

•Continuous improvement process in place


complete

New orientation

NCBI Training


FMLA game plan

Reorganized HR



WC costs reduced


Updated website

Improved diversity

Work/life committee

Community goodwill

Improved UWM image

BOLD STEP 4: COMPREHENSIVE TRAINING


initiatives.


TEAM/RESOURCES

• Linda

• Shannon

• David

SUCCESSFACTORS

CHALLENGES

STAGES/TASKS


Aug-Jan09

• Develop BPR training

• Identify campus participants

• Review APBS processes

• Convene core team

• Begin BPR training

•Train core team

• Add to existing BPR list

• Identify future BPR possibilities

•Prioritize existing BPR

•Assemble sub-teams

•Assign processes to subteams

•Analyze & document processes

•ID future PS requirements

• Analyze and document processes

• Begin process improve-

ments





• Laura

• Carla

• Stacy


•



Leading USWA PS

MISSION

Metrics established

• Successful implementatio

n of PS

•Commitment by HR. & Campus to

BPR

•Leveraging existing technical & personnel resources

• •


complete

New orientation

NCBI Training


FMLA game plan

Reorganized HR



WC costs reduced


Updated website

Improved diversity

Work/life committee

Community goodwill

Improved UWM image

BOLD STEP 5: PROCESS REENGINEERING


initiatives.


Living the Strategic Plan

• Model new behaviors

• Create early wins

• Support continuous improvement

• Review, revise and re-communicate

• Celebrate milestones


MISSION

• UWM Strategic

• Work/live Balance

• Center of Excellence• Best Practices Leader• Award

Winning

Foster a campus culture that attracts and inspires individual excellence, success and alignment with UWM mission and initiatives.

Feb07-Apr07 May07-Jul07 Aug07-Oct07 Nov07-Jan08 Feb08-Apr08 May08-Jul08 Aug08-Oct08 Nov08-Jan09Develop procedures. Re-eng training, ID units, review APBS processes

Convene core team, set mtg schedule, conduct BPR trng

Review/expand existing BP list

Prioritize BPR, convene and determine subteams

Assign processes to subteams, analyze & doc, ID future BPR

Continue analysis and documentation

Improve processes, reeng existing processes

Continue process improvements for future and existing

Present BPR trng to SCAC. Estab project leadership

Develop PS scope. Build UWM consensus

Analyze UWM gaps. Adopt campus stds. Implement web.

Complete UWM gap planning.

Write requirements for UWM gap plan.

Write high level design for UWM gap plan.

Build UWM gap plan.

Launch UWM gap plan.

Attend BFS regular mtgs. Estab UWSA contacts

ID community resources. Form training steering committee

Make contacts. Coordinate program.

Offer RD/BPR training. Implement joint projects.

Make contacts. Develop TA Requirements documentation.

Align with Payroll.

Align with ED. Develop review method.

Align with EDS.

ID issues. Hire metrics analyst.

Communicate with units. Prioritize.

ID campus & community resources. Estab partnerships.

Establish NCBI train the trainer class.

Communicate programs and actions. Train units.

Maintain updated listing. Schedule/start NCBI training.

Schedule and start NCBI training.

Schedule and start NCBI training. Measure results.

Solidify $, ID needs, meet w/ Preps, review existing NHO, ED info, Lubar

Eval SCE plan, NHO contacts, ED needs, design & develop NHO

Present NHO, design Supv trng, make lead trng contacts.

Ongoing trng admin, deliver supv trng, one on one supv trng.

Eval SCE trng, research lead trng, continue trng admin.

Design/develop lead trng, explore exec trng

Schedule Exec trng, design based on ED input, coord trng

Eval/improve exec trng, align with ED, eval and use feedback

ProcessReengineering

ComprehensiveTraining

Develop WLB And Diversity

StrategicPartnering

EnablingTechnology


Stakeholders Judge Us

• Who are the stakeholders?

• How do we engage them?

• Does the HR plan make sense to them?

• Does the HR plan work for them?

• Is the plan “EFFECTIVE”?

Job well done!

Documents

Human Resources Strategic Plan 2007-2012. 2 Presentation Author, 2006 HR Staff drives the plan Idealized Design (visioning) Graphical planning sequence