UHR Strategy Mapping & Balanced Scorecards

2008

90% of Organizations Fail to Execute Strategy

95% of Employees do not understand theirOrganization’s Strategy

85% of Top Management Spend Less than One Hour per Month Discussing Their Orgs Strategy

How do You Fix This?

5% of the workforce understands their companystrategy

25% of managers have incentives linked to strategy

60% of organizations don’t link budgets to strategy

86% of executive teams spend less than one hourper month discussing strategy

How do You Fix This?

PESTEL Analysis Political, Economic, Sociological, Techno, Environmental, Legal

Political What is the culture of the organization? (How do we do things here/conduct change?)How is the HR function viewed by other functions? Who are the political champions of HR (or its adversaries)? Shareholder views (Unit HR Personnel) Where do we “fit” within the Org and How do we support the Mission n Vision at

the Higher Levels (B&F and Univ-President’s)

Economic, Sociological, Techno, Environmental

LegalWhat is happening in our sector that will impact what we do? Minimum wage FLSA ChangesFMLA ChangesEthnicity Code & Reporting ChangesWhat changes will impact the services of the organization e.g.. Contracts Same Sex Domestic Partner Challenge/Ruling

President Coleman's “Future Directions: Shaping the Michigan Difference”;Board of Regents 04-22-04

We will sustain academic excellence“Recruit and retain the very best faculty and studentsMust maintain the distinctive strength of our extraordinary staff, who provide highly skilled effort that keeps our intellectual and physical infrastructure so robust”

We will foster active engagement“We must develop the infrastructure – technological and physical to support all forms of academic engagement……”

We will build collaborative learning communities“As we deal with multifaceted social problems, we find they often do not fit into the discrete

disciplines of academia”

We will create greater access to Michigan’s academic quality“Now we have to turn inward to enhance our efforts in recruiting and retaining a campus

community – students, faculty, and staff – that reflects the full diversity of our nation and creates a campus that is truly and completely supportive of that diversity”

Strategy at the Highest Levels is a series/collection of themes or focuses and must be a limited number, e.g.

UHR has Six Strategic Goals thru 2010

Must be measured and managed often

Must report on progress to stakeholders/customers

1. Developing leading practices in the recruitment, retention and development of outstanding faculty and staff

2. Build Human Resources’ skills, competencies and expertise to advance University goals

5. Foster and maintain a work and learning environment that is inclusive, welcoming and supportive, and is free from discrimination

UHR Vision Statement:

To work independently in partnerships, both within and outside of the University, to develop and maintain effective policies, practical

programs, efficient processes, sensitive responses, and prompt and comprehensive services related to the human resource needs of the University community:

“Respecting the inherent worth of all individuals evidenced

through inclusiveness and diversity” President

What will take us there? What will cause this to be fulfilled?

Otherwise: What is the Strategy?

UHR Goal 5. Foster and maintain a work and learning environment that is inclusive, welcoming and supportive, and is free from

discrimination

Key/Strategic Initiatives: “Diversity Matters” educ. Program developed

“Must” evaluate each chosen Strategic Initiative through Four Perspectives :Customer/Key Stakeholders (Students, Staff, Legislators, Contributors)

- What impact will this have on our customers, what will customers want?

- Expand University customer base?

- Increase public awareness of University? Legislator/Public approval?

Financial/Differential - How can we contain financial increases/control? Cost containment?

- Will this strategic initiative have and/or need knowledge “we” have that no one else has? e.g. deep institutional knowledge/expertise

“Must” evaluate each chosen Strategic Initiative through Four Perspectives :Int Business Processes

- What internal bus. processes/procedures must be changed/created to fulfill this strategic initiative and have best impact on Customers/Key Stakeholders?

- Can we increase self-service options? Ease of access?

- Does technology have to change?

Employee Learning & Growth- What do our employees have to learn, improve upon?

- What do our employees have to learn to maintain prof. expertise

- What training is required for “new processes” – (see Int Bus Proc)?

INITIATIVE LINKS FOR ORGANIZATION

LINKAGES

STRATEGY LINKAGE MAP

UHR Goal 5: Foster and maintain a work and learning environment that is

inclusive, welcoming and supportive, and is free from discrimination.President Goal: Now we have to turn inward to enhance our efforts in

recruiting and retaining a campus community – students, faculty, and staff – that reflects the full diversity of our nation, and creates a campus that is truly and completely supportive of that diversityB&F Goal: 1. Develop leading practices in the recruitment, retention and

development of outstanding faculty and staff

•A comprehensive accessibility review to ensure the usability and ADA compliance of all University buildings has been completed. (2 Yrs)

* Campus Bldg Review Schedule Completed (>200 bldgs)* "Bus Plan/Proposal" developed to obtain funding from "ADA Fund" in U

Architects Ofc for Campus

•A U-M diversity network has been created to enhance the U-M positive and welcoming work environment.

* Establishment/Design of Diversity program/seminar e.g. Diversity Matters* Diversity recruiter appointed* Presentations/calls to leading diversity suppliers/organizations* Diversity relationship-building website developed, e.g. who, where

PERSPECTIVES

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MAP - Strategic Goal 5

Inclusive Environment -

DiversityWelcoming

Env. for Handicap

Avoid Financial Penalty (Access & Research

Grants)

Increase in Students &

Student Revenue

Increase ADA funding from

Architects

Develop "Diversity Matters" Trg

Develop "Div. Staff Resources"

Website

Create Campus Map of All

Accomdtns in each BLdg

Lower Minority TurnOver/ Replace. costs

Early InterventionProcess by EPC/Staff HR

for Appl Pool

Identify most UsefulRecruitment Sources

Obtain map.loctn of all Bldgs & Review Bldgs

Hire Diversity Recruiter

Dev Retention Interview

Proocess & Train

Retain Gains in Diversity

Cross-cultural exchange & UM World Influence

Microsoft Office Excel Worksheet