aps board meeting proposal for new hr structure to support hr transformation initiative
Post on 31-Dec-2015
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Project THRIVE Goals and ObjectivesAchieving HR Excellence and Transforming APS
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Current state Future State
Supports the hiring process with qualifications-based screening
Supports hiring managers with competency-based recruiting
On-boards employees with forms and compliance activities
Supports new employees with mentors and coaching
Limited use of evaluations to inform performance discussions
Integrates performance dialogue and professional development with evaluations to enrich careers
Provides a “one –size-fits all” approach for school based staffing
Systems approach that provides a differentiated staffing model that drives the best teachers to the neediest classrooms
Mitigates personnel issuesCultivates culture through continuous dialogue with employees from hire to retire
Manual and inefficient processes and procedures
Leverage technology to automate and standardize processes for greater efficiency to improve customer service
The district views this Human Capital project as the primary vehicle to refocus our 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.
New HR Operating Model Guiding Principles to Align Strategic Priorities
• Organize and redesign all elements of HR with customer focus at the forefront
• Reduce HR administration tasks for C&I leadership
• Standardize, simplify, and automate (where possible) HR processes to drive efficiency
• Clearly define roles and responsibilities to drive ownership
• Create areas of subject matter expertise to support key HR programs and needs
• Develop HR capability that can/will proactively consult with principals and line managers regarding workforce effectiveness
• Align HR policies & practices to better meet APS strategic objectives
• Develop talent in the HR organization that can sustain the new HR organization capabilities
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Chief Human Resources Officer
Executive DirectorCenters of Expertise
Executive Director HR Operations
Executive DirectorStrategic HR Services
= Proposed for 2013
Recommended HR Organization StructureHR Leadership
Administrative Assistant Pool 4 FTE
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Executive DirectorStrategic HR Services
Strategic HR Director West Region
1 FTE
Strategic HR DirectorOperations
1 FTE
Strategic HR DirectorEast Region
1 FTE
Strategic HR DirectorSouth Region
1 FTE
Strategic HR DirectorNorth Region
1 FTE
Recommended HR Organization StructureStrategic HR Services
= Proposed for 2013
Executive DirectorCenters of Expertise
Employee Relations Manager
1 FTE
Performance Management & Compensation Director
1 FTE
Talent Director (Director, Teacher Quality)
1 FTE
Employee Relations Officer
1 FTE Talent Acquisition Manager
1 FTE
Sourcing Analyst 2 FTE
Recruitment Quality & Measurement Analyst
2 FTE
TeacherEffectiveness Program
Administrator1 FTE
Talent Development Program Analyst
1 FTE
Instructional Mentor5 FTE
CompensationManager
1 FTE
Teacher Performance Analyst3 FTE
Talent Acquisition Program Analyst(Lead Induction
Specialist)1 FTE
Classification Specialist
1 FTE
Trainer1 FTE
= Deferred until 2014 - 2015
= Proposed for 2013 – 2014
= Proposed for 2013-2014. Grant funded, expires 9/2014
Recommended HR Organization StructureCenters of Expertise
2013 - 2014 Instructional Only*
= Deferred until 2014 – 2015, currently Grant funded, expires 9/2014
* In school year 2014 – 2015, the roles will be expanded to include talent development for non-instructional staff.
Dotted line to HR for 2013/2014
Principal/Leader Effectiveness Program
Administrator1 FTE
Principal Mentor4 FTE
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Executive DirectorHR Operations
Recruitment Operations Manager
1 FTE
HR Technology Manager
1 FTE
Call Center OperationsManager
1 FTE
Onboarding Specialist
3 FTE
Benefits & Risk Director1 FTE
Teacher Credentialing
Specialist2 FTE
Customer Service Representative
3 FTE
Records Management
Specialist 4 FTE
Substitute Services
Specialist1 FTE
Employee BenefitsManager
1 FTE
Retirement Benefits Specialist
1 FTE
HealthBenefits Specialist
2 FTE
Absence Management
Specialist2 FTE
Applicant Tracking System
Analyst1 FTE
Risk Management Administrator
1 FTE
Absence Management
Manager1 FTE
Workers Comp / Unemployment
Manager1 FTE
HR Process & Content Manager
1 FTE
Recommended HR Organization StructureHR Operations
= Proposed for 2013
Workers Comp / Unemployment
Specialist2 FTE
Funding Model*Reduced Cost and Improved Service
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The current spent on HR Work is approximately $6.7M.
Proposed spend for FY 2015, is approximately $6.6M, which is still less than current state, aligns all HR Work in the HR Function, and further enables HR strategic objectives.
Proposed spend for FY 2014, is approximately $6.3M, which is a 6% decrease from current state, and accommodates the proposed September 2013 reorganization, as well as improved HR service delivery.
* All salaries have been loaded 33% to accommodate benefits, and other allocated costs.
HR Transformation Implementation3 Phases of Organizational Alignment
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• Complete Assessment
• Design Human Resources Operational model
• Recommend new Human Resources organizational structure
• Select and fill positions within the new structure for the 2013-2014 school year (September 2013)
• Implement all HR functions and enable talent in new roles
• Launch 3 pillars of new structure
• Complete the selection of remaining positions within the new structure (July 2014)
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