APS Board MeetingProposal for New HR Structure to Support HR Transformation InitiativeMay 6, 2013

Project THRIVE Goals and ObjectivesAchieving HR Excellence and Transforming APS

2

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

3

4

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

5

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

7

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

8

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

9

• 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)

HR TransformationBenefits Realization for Atlanta Public Schools

10

11