Talent Initiative 3 Year Human Capital Management Plan
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Transcript of Talent Initiative 3 Year Human Capital Management Plan
Talent Initiative
3 Year Human Capital Management PlanSeptember 2012
© 2011 AchieveMission 2
ACH HCM Plan At A Glance2012 2013 2014
Talent Acquisition
Managers Role in HCM
Performance Management
Rewards Philosophy
Leadership & Professional
Development
Create & Implement
Cascaded Goals & PM
Process
Quarterly Check-Ins, Performance Reviews & Goal Setting
Integrate Values Goals
Complete Values
Functional Competencies
Leadership Competencies
Talent Review & Dev. Plans
Manager as Coach
Training
Basic Professional
Dev.
Integrate Dev. Goals
Evaluate & Adjust
PM Tech. Solution
Internal Communications
Competency Management
2015
2015
Recruiting Selection On-boarding
Talent Review
Create & Approve
Create & Approve
Evaluate & AdjustImplement
Implement Evaluate & Adjust
Initial Talent Review
Evaluate & Adjust
Evaluate & Adjust
© 2011 AchieveMission 3
Budget2012 2013 2014 2015 Total
Initiative Budget ($)
Staffing (days)
Budget ($)
Staffing (days)
Budget ($)
Staffing (days)
Budget ($)
Staffing (days)
Budget ($)
Staffing(days)
Managers Role in HCM 42 6 48
Performance Management 71 $16k 23 $12k 14 7 $28k 115
Talent Acquisition 21 23 13 9 66
Leadership & Professional
Development26 $12k 35 15 $12k 76
Reward Philosophy 12 9 7 28
Internal Communications 12 3 15
Competency Management $18k 40 $14k 36 $32 76
134 $34k 136 $38k 110 44 $72k 424
© 2011 AchieveMission 4
Communication Plan• Share the plan at a glance and the detail with employees and Board• Channels
Post on the internal website with a summary email asking staff if they'd like to be involved. If they do, they should contact their supervisor and the project lead. Offer readings for more info. (Karen and Joseph to work together to find a way to make this a sticky post.)
Staff meetings: update staff on next steps. If anyone wants Wayne or others to come to a staff meeting to talk about this that would be great.
For those who don’t regularly check email, ensure they have a hard copy. • Timeline:
Posted on Monday 9/24 Discuss in staff meetings by October 5.
• How we will know communications were effective: volunteers, questions, and responses (Survey)
Plan Background
© 2011 AchieveMission 6
Review of Findings: Strategy
Our FindingsOur Findings
• Strategic goals, initiatives, and metrics are clear, but not yet understood by everyone in the organization
• Incomplete buy-in from leadership team– still questioning whether the strategy and initiatives are the right ones
• Need to: Clearly communicate strategic plan Annualize the goals and initiatives
© 2011 AchieveMission 7
Review of Findings: Leadership & Team
© 2011 AchieveMission 8
HCM Framework
StrategyGoals
Initiatives • Metrics
Leadership & TeamRight People in
Right RolesAligned Goals
Optimized Performance
Human Capital ProcessesLead & Govern
• Board • Leadership • Managers • HR
Strategy & Plan• HCM Strategy • Workforce Plan • Competency Mngt • Metrics
Acquire Build Reward & Retain• Recruit • Select• Onboard
• Reward Philosophy • Retention Plan• Comp & Benefits • Intangible Rewards
• Leadership & Prof Dev• Succession• Career Development • Talent Assessments
Align, Monitor & Support CoordinateCulture• Balanced Scorecard• Performance Management
• Org Design • Decision Making• Internal Communication
© 2011 AchieveMission 9
Impact on Strategy Goals and Initiatives
StrategyGoals
Initiatives • Metrics
Leadership & TeamRight People in
Right RolesAligned Goals
Optimized Performance
Human Capital ProcessesLead & Govern
• Board • Leadership • Managers • HR
Strategy & Plan• HCM Strategy • Workforce Plan • Competency Mngt • Metrics
Acquire Build Reward & Retain• Recruit • Select• Onboard
• Reward Philosophy • Retention Plan• Comp & Benefits • Intangible Rewards
• Leadership & Prof Dev• Succession• Career Development • Talent Assessments
Align, Monitor & Support CoordinateCulture• Balanced Scorecard• Performance Management
• Org Design • Decision Making• Internal Communication
© 2011 AchieveMission 10
Impact on A People in A Roles
StrategyGoals
Initiatives • Metrics
Leadership & TeamA People in A
RolesAligned Goals
Optimized Performance
Human Capital ProcessesLead & Govern
• Board • Leadership • Managers • HR
Strategy & Plan• HCM Strategy • Workforce Plan • Competency Mngt • Metrics
Acquire Build Reward & Retain• Recruit • Select• Onboard
• Reward Philosophy • Retention Plan• Comp & Benefits • Intangible Rewards
• Leadership & Prof Dev• Succession• Career Development • Talent Assessments
Align, Monitor & Support CoordinateCulture• Balanced Scorecard• Performance Management
• Org Design • Decision Making• Internal Communication
© 2011 AchieveMission 11
Impact on Aligned Goals
StrategyGoals
Initiatives • Metrics
Leadership & TeamA People in A
RolesAligned Goals
Optimized Performance
Human Capital ProcessesLead & Govern
• Board • Leadership • Managers • HR
Strategy & Plan• HCM Strategy • Workforce Plan • Competency Mngt • Metrics
Acquire Build Reward & Retain• Recruit • Select• Onboard
• Reward Philosophy • Retention Plan• Comp & Benefits • Intangible Rewards
• Leadership & Prof Dev• Succession• Career Development • Talent Assessments
Align, Monitor & Support CoordinateCulture• Balanced Scorecard• Performance Management
• Org Design • Decision Making• Internal Communication
© 2011 AchieveMission 12
Impact on Optimized Performance
StrategyGoals
Initiatives • Metrics
Leadership & TeamRight People in
Right RolesAligned Goals
Optimized Performance
Human Capital ProcessesLead & Govern
• Board • Leadership • Managers • HR
Strategy & Plan• HCM Strategy • Workforce Plan • Competency Mngt • Metrics
Acquire Build Reward & Retain• Recruit • Select• Onboard
• Reward Philosophy • Retention Plan• Comp & Benefits • Intangible Rewards
• Leadership & Prof Dev• Succession• Career Development • Talent Assessments
Align, Monitor & Support CoordinateCulture• Balanced Scorecard• Performance Management
• Org Design • Decision Making• Internal Communication
Plan Details
© 2011 AchieveMission 14
Generic Project Components
© 2011 AchieveMission 15
Implementation Project Team Overview
Role Accountability ActivitiesAvg. Time
Commitment(Hours/Week)
Champion
Lead by learning and visibly demonstrating using new
approaches; communicate vision for change.
Leadership modeling discussions and decisions, engagement as needed.
Liaison to Executive Team.1
Project LeaderEnsure project moves forward and
that team members fulfill commitments
Leadership modeling discussions and decisions, engagement as needed.
Liaison to Executive Team.2
Team Members Provide input and feedback on the project plan and deliverables.
With project team, define the project plan. Draft materials/processes, guide communications, gather
feedback, identify metrics, educate users, manage change process,
roadblocks, etc.
1
Advisor Provide best practices, templates, examples, and process maps.
Provide guidance to the Project Leader and other members of the
project team to ensure that deliverables are created.
Varies by project
© 2011 AchieveMission 16
Working Assumptions• Dollars spent on human capital management
2011: $169,000 2012: $219,000
• Time available for human capital management Leaders & managers: 1/3 Human resources team: 1/2 Individual contributors: 1 day/month
• 5,110 days/year available for human capital management • 1/4 of that time will be spent on Talent Initiative projects, for a budget of
1,278 days/year• Other possible resources to support these projects: books, training, pro bono
volunteers, board member involvement• Organizational and leadership capacity
Fit with annual business calendar and other key events Consistency with pace at which organization can learn and accommodate change
© 2011 AchieveMission 17
Initiatives & Planning Teams
HCM Process Approach Planning Team
Managers Role in HCM StandardProject Lead: W. Carson
Admin TeamAM: Shivani
Competency Management StandardProject Lead: S. Allen
B. LundgrenAM: Shivani
Performance Management WorkoutProject Lead: G. Buff
S. Proctor, B. LundgrenAM: Shivani
Talent Acquisition WorkoutProject Lead: H. Hutchison
S. Allen, C. Storey, M. Cowden, B. LundgrenAM: Shivani
Leadership & Professional Development
Workout
Project Lead: W. CarsonA.Schonborn, V. Mashburn, S. Zalatel, L. Sailing, B.
LundgrenAM: Mike
Reward Philosophy StandardProject Lead: B. Lundgren
H. HutchisonAM: Shivani
Internal Communications Standard Project Lead: J. BrownAM: Harini
Initiative: Managers Role in HCM
© 2011 AchieveMission 19
low
low
high
high
Estim
ated
effe
ctive
ness
Estimated Difficulty
Payoff Matrix
Managers Role in HCM
Managers Role in HCM
Managers Role in HCM
Managers Role in HCM
© 2011 AchieveMission 20
Why & What Managers Role in HCM
Managers Role in HCM
© 2011 AchieveMission 21
Resources, Connections, & Timeline Managers Role in HCM
Managers Role in HCM
Initiative: Competency Management
© 2011 AchieveMission 23
low
low
high
high
Estim
ated
effe
ctive
ness
Estimated Difficulty
Payoff MatrixDirection: Place a separate bubble for each element of the solution on the chart below & label
ValuesValues
Leadership Competencies
Leadership Competencies
Functional Competencies
Functional Competencies
Competency ManagementCompetency Management
© 2011 AchieveMission 24
Why & What Competency ManagementCompetency Management
© 2011 AchieveMission 25
Resources, Connections, & Timeline Competency ManagementCompetency Management
Initiative: Performance Management
© 2011 AchieveMission 27
Why Performance ManagementPerformance Management
© 2011 AchieveMission 28
What Performance ManagementPerformance Management
© 2011 AchieveMission 29
Resources, Connections, & Timeline Performance ManagementPerformance Management
Initiative: Talent Acquisition
© 2011 AchieveMission 31
Why & What Talent AcquisitionTalent Acquisition
© 2011 AchieveMission 32
Resources, Connections, & Timeline Talent AcquisitionTalent Acquisition
Initiative: Leadership & Professional Development
© 2011 AchieveMission 34
Why & What Leadership & Professional Dev.
Leadership & Professional Dev.
© 2011 AchieveMission 35
Resources & Connections Leadership & Professional Dev.
Leadership & Professional Dev.
© 2011 AchieveMission 36
Timeline Leadership & Professional Dev.
Leadership & Professional Dev.
Initiative: Rewards Philosophy
© 2011 AchieveMission 38
low
low
high
high
Estim
ated
Effe
ctive
ness
Estimated Difficulty
Payoff MatrixDirection: Place a separate bubble for each element of the solution on the chart below & label
Create & Implement a
Clear Rewards Philosophy
Create & Implement a
Clear Rewards Philosophy
Rewards PhilosophyRewards Philosophy
© 2011 AchieveMission 39
Why & What Rewards PhilosophyRewards Philosophy
© 2011 AchieveMission 40
Resources, Connections, & Timeline Rewards PhilosophyRewards Philosophy
Initiative: Internal Communications
© 2011 AchieveMission 42
`
low
low
high
high
Estim
ated
effe
ctive
ness
Estimated Difficulty
Payoff MatrixDirection: Place a separate bubble for each element of the solution on the chart below & label
Create and Implement
Communications Plan
Create and Implement
Communications Plan
Evaluate effectiveness of communication
vehicles and adjust plan
Evaluate effectiveness of communication
vehicles and adjust plan
Internal Communications
Internal Communications
© 2011 AchieveMission 43
Why & What Internal Communications
Internal Communications
© 2011 AchieveMission 44
Resources, Connections, & Timeline Internal Communications
Internal Communications
© 2011 AchieveMission 45
Implementation Team Needs
• Managers Role in HCM Champion + Project Lead: Wayne Carson 2-3 Team Members including one individual contributor
• Recruiting Champion: Hollis Hutchinson Project Lead: Carla Storey 3 Team Members including one from marketing
• Goal Alignment & PM Forms & System Champion: Gary Buff Project Lead: Barbara Lundgren 3 Team Members representing managers, individual contributors,
different programs and departments