Human Resource Strategic Initiative Summary of Findings and Recommendations

1. Human Resource Strategic InitiativeSummary of Findings and Recommendations Design Team Report Leadership Development 7/20/2006

2. Presentation Contents • Project Team • Initiative Purpose and Scope • Inter-process Linkage • Leadership Development • E-Learning • Marketing • Curriculum Sharing • Recommendations • Recommendation for Implementation Team Members ©2006 GMS

3. Name Role Ashley Howard (DOL) Team Member Terena Campagna (DOL) Team Member Frank Heiny (GMS) Team Sponsor Marilyn Reaves (DJJ) Team Member Dan Roach (DPS) Team Member Sharon Jones (GTA) Team Member Lena Sullivan (GMS) Team Member Teresa Piazza (GMS) Team Member Yvonne Saunders-Brown (DJJ) Team Member John Jurkiewicz (GSFIC) Team Member Bill Swain (DCA) Team Member Henry Carter (DHR) Team Member Dorna Scott (GMS) Team Member Project Team ©2006 GMS

4. Name Role Al Hoke (GMS) Team Member Mel Jones (GPT) Team Member Ralph Hamilton (GMS Team Member Donna Denman (GMS) Team Member Amanda Nelson (GMS) Team Member Derrick Marcus (GMS) Team Member Project Team ©2006 GMS

5. Initiative Purpose and Scope • Enhancing the performance of the state’s workforce more efficiently, at a lower cost and faster pace • Assessing career development needs and identifying means of delivery through eLearning • Determining ways to effectively market the Leadership Institute, and other career development programs • Leveraging of technology, preferably through PeopleSoft applications ©2006 GMS

6. Leadership Development Project Team • Initial scope of team only involved the Leadership Institute but was quickly widened to include all training and workforce development for the state • Leadership Development is just one piece of the team's scope • Team areas of concentration: • e-learning • Marketing • Curriculum Sharing • Focus on present state, future state, gap attacks, benefits and cost • Sub committees were formed to focus on each of the concentration areas • Stakeholders were involved in each group ©2006 GMS

7. Other initiatives that relate to Leadership Development/Workforce Development Absence Management PeopleSoft Performance Management Recruiting Statewide HR Policy Succession Planning Team Georgia Workforce Planning ©2006 GMS

8. Inter-Process Linkage Career Development is one part of Total Rewards • It builds on strengths and provides tools and resources to help the employee align their expertise and experiences with State of Georgia business objectives • It is a responsibility shared by the employee, the supervisor or manager, and the company Key components State of Georgia Career Development • Performance management • Employee development • Individual & team development • Leadership development • Succession planning • Staffing • New employee orientation. ©2006 GMS

9. How These Relationships Link and What It Means Benefits To Employees • Employee Development supports a quality work experience • One can achieve their personal and professional objectives  Importance to the State of Georgia • Continuous learning viewed as an investment • Development as strategic – it sustains the State’s competitive advantage • Continuous learning enables the State of Georgia to attract, engage and retain top global talent ©2006 GMS

10. Leadership DevelopmentDesign Team Georgia Leadership Development

11. Leadership Development Present State • Multi-tiered program geared toward current State of Georgia employees • Executive Leadership Program • Middle Managers Development Program • Supervisory Development Program • Pre-Supervisory Development Program • Principle-Centered Leadership Program • New Georgia Forums • Programs are primarily classroom based and offer limited availability • Program participants must be nominated for participation by their agency leadership ©2006 GMS

12. Leadership Development - Future State • The Georgia Leadership Institute (GLI) is the premier people development program in the nation • It is recognized for its ability to develop individuals and groups efficiently and effectively • Meets the needs of Georgia’s agencies, stakeholders and citizens • Sought after by other companies and organizations within the State due to the value it adds to these organizations • Nationally recognized program faculty and instructors • Uses cutting edge technology • Quality curriculum linked to identified competencies • Provides mentoring, support, and consultation beyond classroom instruction ©2006 GMS

13. Leadership Development – GLI Key Gaps • Lacking efficiency, demand for services exceeds the ability to deliver those services • Lacking effectiveness, individuals participating in the programs may not be those best suited for the programs • Lacking understanding of the program initiatives and differentiation between programs is not clear • The utilization of technology is limited in the current program • Measurements of success/outcomes are limited • The competency model is not well defined, is not flexible and adaptable, is not reflective of all levels, and must be broadened in order to be relevant to external customers • Marketing is limited in scope and is ineffective ©2006 GMS

14. Leadership Development – GLI Key Gaps - continued • Involvement of corporate, academic, and community stakeholders must be broadened • Use of Georgia leadership to market the program to potential clients/customers must be enhanced • Generation of self-sustaining revenue (including external funding through grants, corporate partnerships, etc.) must be enhanced to support or replace current budget subsidy • Must address the gap that exists in executive understanding of the inter-relationship of workforce planning, succession planning, and training and development ©2006 GMS

15. Benefits: Better Managed Workforce Improved Retention Less Litigation Enhanced Recruitment Revenue Productivity Gains Better Service to Citizens Accessibility to Training Efficiencies in Workforce and Succession Planning Economic Development Consultant/Expertise Costs: Technology Investment Marketing Investment Research and Development Costs Purchase/Lease Facilities Staffing and Faculty Loss of Productivity Training Materials Travel Incentives Loss of Talent/Brain Drain Leadership Development – Benefits ©2006 GMS

16. Workforce DevelopmentDesign Team eLearning

17. Workforce Development - eLearning eLearning is the use of technology to deliver curriculum, training programs and service offerings. Any learning that utilizes a network (LAN, WAN or Internet) for delivery, interaction, or facilitation. ©2006 GMS

18. Workforce Development – eLearning Present State • Different system tools used for development • Customer support limited for technical difficulty • No standardized guidelines for e-learning • Need for sharing of resources and curriculum • Lack of defined measure for successful completion • People see training as valuable • Could be paying too much for system ©2006 GMS

19. Workforce Development – eLearning Present State • Limited curriculum available • Current culture does not support eLearning • Lack of understanding of enterprise common needs • Limited utilization of resources • Limited accessibility for students • Technology utilized at various levels through state agencies • Learning not meeting ADA or “Bobby” approved ©2006 GMS

20. Workforce Development – eLearning Future State • Full range of courses available online • Universal LMS/LCMS enterprise solution • Resource sharing for core training topics and core training needs • Centralize customer support for technical difficulty • Central Inter-agency Trainer Council or Training Professional Forum ©2006 GMS

21. Workforce Development – eLearning Future State • Leveraging of technology • Develop architecture team with central portal • 508 compliance for ADA requirements and “Bobby” approved • Enterprise wide internet based learning solution • Maximum utilization of existing resources ©2006 GMS

22. Workforce Development – eLearning Gaps • Funding • Creation of technological repository • Education of technology • Need for government model • Marketing • Standards • Technology • Talent to develop, maintain and research systems ©2006 GMS

23. Benefits: Save money (long-term) Universal access – desired results Subject Matter Expert's More productive employees Best-managed state Costs: Development Assistive technology Time Enterprise technology/tools Resources Enterprise wide Linkage of LMS Workforce Development – eLearning Benefits ©2006 GMS

24. Workforce DevelopmentDesign Team Report Marketing June 30,2006

25. Workforce Development – Marketing – Present State • Marketing is limited and lacks visibility • Lacks depth, not enterprise wide • Does not “cascade” to users • Does not market from a plan or strategy • Customer base is not determined • Lacks branding ©2006 GMS

26. Workforce Development – Marketing – Future State • Marketing is strategically planned and is seen regularly • Marketing is utilized through various medias • Creates a desire for registration and participation • Strategically planned for various audiences agency wide • Knowing audience & targets (also competitor - defined strategy & plan, • Customer easily identifies brand through positive marketing ©2006 GMS

27. Workforce Development – Marketing – Gaps • Not reaching entire intended market • Research & assess return on investment • Marketing expertise not effectively deployed • Research internal resources • Cross marketing • Lacks clear message • Lacks a “call for action” to encourage registration ©2006 GMS

28. Workforce Development – Marketing – Target Audience • Employees of state government • (including Board of Regents, Authorities, Judiciary, etc.) • Executives • New employees, • Key stakeholders in agencies • HR Directors/Staff/Workforce Planners • Mid-managers • Training Directors • Budget Officers (ROI aspect and concerns) • Legislature (Legislative Budget Office) • Professional organizations (SHRM, ASTD, agency mission specific organizations, etc.) ©2006 GMS

29. Workforce Development – Marketing – Target Audience continued • Colleges and universities (continuing education) • General population • Non-governmental organizations • Municipal, county, and federal governments • State Recruiters ©2006 GMS

30. Video streaming Video storage Virtual classroom Marketing Subject Matter Expert’s Cable Video conferencing Traditional print media Collaborative materials New employee orientation Recruiting orientation Internet Portal Learning Management System Referral to other courses Mailing lists Agency Website Links Workforce Development – Marketing – Tools ©2006 GMS

31. Benefits: Retention & reward (Job security) Recruitment Improved morale Increased use of training and development services Cost Funding Staff Time Workforce Development – Marketing – Benefits ©2006 GMS

32. Workforce DevelopmentDesign Team Curriculum Sharing

33. Workforce Development – Curriculum Sharing – Present State • Currently limited to Performance Management curriculum • No formal sharing system • Informal resource network • Development is agency specific • Customize curriculum for divisions and not flexible for sharing ©2006 GMS

34. Workforce Development – Curriculum Sharing – Future State • New & improved Performance Management & statewide courses • Annual training for policy specific training • Workforce Conference for sharing of resources and new curriculum development • Core curriculum developed for enterprise wide use for all levels ©2006 GMS

35. Workforce Development – Curriculum Sharing – Gaps • Broader involvement from agencies • Knowledge of existing curriculum utilized through various agencies • Isolation of agency resources • Duplication of services ©2006 GMS

36. Benefits: Consistent, enterprise wide training Creates more opportunities & resources Provides proven solutions Recruitment & retention Eliminates redundant organizational training efforts and money spent on materials Costs: Maintaining and updating of curriculum Funding for Learning Content Management System Software and curriculum development system Research, modification and development Workforce Development – Curriculum Sharing – Benefits ©2006 GMS

37. Curriculum Research Groups Purpose In keeping with the initiative purpose and scope, teams were developed to review the needs of enterprise wide curriculum • Teams were divided in four groups • Leadership, Multi-Discipline,Technology, Legal- Government • Research and interviews • Surveys conducted with stakeholders to identify current and future curriculum needs ©2006 GMS

38. Curriculum Research Groups Report information included • Course, Synopsis • Course purpose/objective • Delivery method: • Classroom only • eLearning: • Mandatory sign in and certification • Login only • Levels: Basic, Intermediate, advanced Refresher, Remedial • Supporting Data ©2006 GMS

39. Curriculum Research Groups ©2006 GMS

40. Curriculum Research Groups ©2006 GMS

41. Curriculum Research Groups ©2006 GMS

42. Curriculum Research Groups ©2006 GMS

43. Dept. of Human Resources GA Forestry Commission Dept. of Corrections Dept. of Revenue GA Student Finance Comm. Dept. of Driver Services Office of Child Advocacy Employee Retirement Sys GA Merit System Child Advocacy G/R/N Comm. Service Board Dept. of Juvenile Justice Dept. of Labor Office of Planning and Budget Dept. of Natural Resources Dept. of Public Services GA Office of Highway Safety GA Bureau of Investigation Jekyll Island Authority Curriculum ResearchStakeholder Data Agencies were surveyed to determine how Performance Management, Leadership and Supervisory training was delivered. This information provides future needs of core curriculum needs, delivery methods and levels of training needed. ©2006 GMS

44. Workforce Development Recommendations

45. Workforce Development - GLI Recommendations • Develop a multi-agency initiative team to work towards enhancing existing curricula for future needs at various levels for employee, career leadership development • Required participation for all Supervisory and Management level employees • Creation of various medias and technology to provide training at all levels and a Learning Management System to support the development and implementation • Greater Stakeholders presence ©2006 GMS

46. Workforce Development – eLearning Recommendations • More efficient administration of statewide learning opportunities through a single portal to connect all government information and services • More efficient learning opportunities statewide • Provide in-depth courses covering everything from leadership, management, business skills and customer service to reduce work disruption and minimizestaff travel • Tailor eLearning content to the interest and objectives enterprise wide • eLearning specific marketing blitz • Develop eLearning processes and procedures • Create a state-wide repository of agency common curriculum • Develop certification programs ©2006 GMS

47. Workforce Development – eLearning Recommendations - continued • Create a Stakeholders Council • Investigate the use of a universal Learning Management System, Content Management System (LMS/LCMS) for strategically managing, tracking and reporting the State’s business-critical training • Insure multiple options (including blended learning) are available to meet agency and the individual learner’s needs • Make training available for e-Instructors/e-Facilitators of Enterprise-wide partners • Utilize generic (commercial off-the-shelf) and custom-developed courses that meet enterprise needs ©2006 GMS

48. Workforce Development – eLearning Recommendations - continued • Learning lab(s) are available and equipped to provide an appropriate learning and development environment for specialized online software training, e-Learning course development, web-based language classes, etc. ©2006 GMS

49. Workforce Development – MarketingRecommendations • Utilize “marketing experts” to develop marketing strategy based on needs of stakeholders • Utilize a recognizable “brand” that serves as an instant identifier for the audience • Develop a defined strategy and plan for marketing • Marketing professionals identify the audience which represents the largest user population for training and development opportunities • Use technology as a cost effective and efficient method of informing the target audience of available opportunities ©2006 GMS

50. Workforce Development – Marketing Recommendations- continued • The creation of a common website using an identifier such as “GATraining.com” to enhance the branding phase of the implementation • The common website could serve as a portal by which employees could access, through hyperlinks, available development opportunities • Periodic reviews and evaluations of the plan’s effectiveness ©2006 GMS