2009 Leadership Academy Projects B&F Forum Review

1. 2009 Leadership Academy ProjectsB&F Forum Review November 12, 2009

2. Administrative Guide for Organizational Change(s) Action Learning Team: Cathy Handyside Debora Talley Kristie Beckon Matthew Hicks Denise Stegall

3. Project Summary ADMINISTRATIVE GUIDE FOR ORGANIZATIONAL CHANGE(S) Created an interactive guide using a layered checklist format that documents the websites, contacts, resources and other information available to those responsible for coordinating organizational change. The guide is based on a three tiered checklist design for ease of navigation/usability.

4. Project Recommendation • The guide is published on key websites, i.e. Business & Finance, UHR, Financial Operations, ITS, Facilities & Plant Operations. • A message from Tim Slottow or his senior lead team communicates the availability of the guide to campus using 3-D lists.

5. Business Value Rating • Rate the business valueof Admin Guide for Organizational Changes • Scale 1-5 Forum Rating = 3.7 • 1. Has little value • 3. Interesting and has value • 5. Critical and has strategic value

6. Urgency Rating • What is the urgencyto communicate about the Admin Guide for Organizational Changes • Scale 1-5 Forum Rating = 3.7 • 1. Should not be done • 3. Should be started in the next year • 5. Should have been done already – implement immediately

7. Engaging Staff in Cost Reduction Strategies Action Learning Team: Andrew Berki Marjory Falconer Brian Heldt Mark Nelson Mike Swanson

8. Project Summary The University of Michigan is facing significant budget challenges over the next few years.  Tuition rates are at market and do not offer an increased revenue stream to offset State budget cuts.  The University must find new sources of revenue, and at the same time reduce costs. Many organizations in both the public and private sectors have turned to their employees for the best ideas to create efficiency and cost savings.  Research suggests that best practices can be adopted and leveraged by gathering ideas from the frontline workforce, implement those ideas as quickly as possible, and recognize staff for their ideas so that they continue to generate more ideas. 

9. Implement a Business and Finance Employee Idea Program to capture ideas Obtain Leadership Commitment for this program through alignment with Business and Finance strategic goals Implement as quickly as possible Use multiple communication tools to build awareness of the program Define goals and metrics, and require periodic reporting to leadership and the division as a whole. Project Recommendations

11. UM Business & Finance we make blue go!

12. Business Value Rating • Rate the business valueof Engaging Staff in Cost Reduction Strategies • Scale 1-5 Forum Rating = 4.2 • 1. Has little value • 3. Interesting and has value • 5. Critical and has strategic value

13. Urgency Rating • What is the urgencyto complete the Engaging Staff in Cost Reduction Strategies • Scale 1-5 Forum Rating = 4.1 • 1. Should not be done • 3. Should be started in the next year • 5. Should have been done already – implement immediately

14. Flexible Work Arrangement Action Learning Team: Mike Contrera Jeanette Frost Lukeland Gentles Peggy Sheagren Brandy Wood

15. Project Summary • Project was initiated to examine ways that a flexible work system could support: organization/department goals, efforts to recruit/retain best/brightest staff, cost/space saving initiatives and the improvement of customer/employee satisfaction. • B&F project team learned that a variety of tools and resources exist within B&F, yet managerial perception and consistency in application of tools was not known. • Project charge was agreed upon by TeamFlex and sponsors with an emphasis on surveying managers, researching peer organizations and developing recommendations for consistent application and evaluation of tools/resources. • Survey developed in conjunction with Work/Life Resource Center and Ross administered to all B&F Managers revealed: • Flexible work arrangements (FWAs) were available but not well utilized • Managers felt a toolkit and managerial support would help them better utilize FWAs • Peer research revealed successful organizations are able to generate quality and cost improvements through careful implementation and evaluation.

16. Project Recommendation • Develop a flexible work arrangement (FWA) toolkit that is supported, sponsored and evaluated by executive leadership. • Components of such a toolkit would include: • FWA options • FWA – is it right for me? (employee checklist) • FWA process and forms (employee initiated) • Employee responsibilities • FWA frequently asked questions • Toolkit w/leadership support would include baseline and follow-up metrics to determine impact in areas such as customer service, employee satisfaction, health care costs, space/energy costs, etc.

17. Business Value Rating • Rate the business valueof the Flexible Work Arrangement Toolkit with Leadership Support • Scale 1-5 Forum Rating = 3.7 • 1. Has little value • 3. Interesting and has value • 5. Critical and has strategic value

18. Urgency Rating • What is the urgencyto complete Flexible Work Arrangement Toolkit with Leadership Support • Scale 1-5 Forum Rating = 3.3 • 1. Should not be done • 3. Should be started in the next year • 5. Should have been done already – implement immediately

19. Knowledge Transfer Action Learning Team: Terry Houser Ted Makowiec Kristin Miller-Brancheau Crystal James

20. Project Summary 5-pronged approach to address the issues Retirement Eligibility Toolkit 1 Talent Management System 5 Retirement Survey 2 4 3 Implicit Knowledge Transfer Explicit Knowledge Transfer

21. Project Summary • 66% are “not familiar” or “somewhat familiar” with currently available tools • 93% receive reporting “never” or “not on a routine basis” • 71% “never use” or very occasionally use the reporting for succession planning or knowledge transfer • 87% indicated they would like individual level detail • 65% indicated this should be a topic in an annual review process

22. Project Recommendation • A summary of the retirement eligibility reporting tools and resources that are currently available should be combined into one “Retirement Eligibility and Resources Toolkit” and placed on the University of Michigan (UM) Human Resources (HR) website in the Manager’s Toolkit sub-page • This would create one point of contact for all of the retirement eligibility reporting resources that are available today

23. Business Value Rating • Rate the business valueof the Retirement Eligibility and Resources Toolkit • Scale 1-5 Forum Rating = 4.2 • 1. Has little value • 3. Interesting and has value • 5. Critical and has strategic value

24. Urgency Rating • What is the urgencyto complete Retirement Eligibility and Resources Toolkit • Scale 1-5 Forum Rating = 3.7 • 1. Should not be done • 3. Should be started in the next year • 5. Should have been done already – implement immediately

25. Project Recommendation • Currently available retirement eligibility tools and resources should be explained and used as a management aid during a manager or supervisor’s annual review process • A simple question during a managers or supervisors annual review, such as; “Let’s discuss your succession planning and knowledge transfer plans for your employees/department” would make managers/supervisors consider the subject and develop plans.

26. Business Value Rating • Rate the business valueto • Modify Annual Review Process • Scale 1-5 Forum Rating = 3.5 • 1. Has little value • 3. Interesting and has value • 5. Critical and has strategic value

27. Urgency Rating • What is the urgencyto • Modify Annual Review Process • Scale 1-5 Forum Rating = 2.9 • 1. Should not be done • 3. Should be started in the next year • 5. Should have been done already – implement immediately

28. Project Recommendation • An explicit knowledge course, modeled after the Salt River Project format, should be developed and facilitated for B&F managers • A specific course designed to teach manager/supervisors how to glean explicit knowledge could be offered and recommended to individuals who have potential retirees

29. Business Value Rating • Rate the business valueto Develop Explicit Knowledge Course • Scale 1-5 Forum Rating = 3.5 • 1. Has little value • 3. Interesting and has value • 5. Critical and has strategic value

30. Urgency Rating • What is the urgencyto Develop Explicit Knowledge Course • Scale 1-5 Forum Rating = 3.0 • 1. Should not be done • 3. Should be started in the next year • 5. Should have been done already – implement immediately

31. Project Recommendation • A cross -functional team should create an on-boarding program for B&F. • This program should be administered and managed consistently across all B&F units • Managers should be required to introduce new employees to the critical people this person will need to know in order to do their job efficiently and effectively (i.e. who are the top 5 people you need to know to do your job.) • Each department should have a database that includes this list for each job title/position in their area. • Making it a requirement that manager/supervisors meet specific individuals to help them perform their jobs more efficiently can make certain both impilcit and explicit knowledge is transferred

32. Business Value Rating • Rate the business valueto Develop B&F On-boarding Program • Scale 1-5 Forum Rating = 3.4 • 1. Has little value • 3. Interesting and has value • 5. Critical and has strategic value

33. Urgency Rating • What is the urgencyto Develop B&F On-boarding Program • Scale 1-5 Forum Rating = 2.8 • 1. Should not be done • 3. Should be started in the next year • 5. Should have been done already – implement immediately

34. Energy Conservation Incentives Action Learning Team: Colin Anderson Debbie Gowan Keith Johnson Jarrod Van Kirk

35. Project Summary Develop incentives for B&F units to conserve energy. Central units, unlike the schools and colleges, do not realize direct financial savings from reduced use. The program should be based on measurable activity levels, but the invectives do not necessarily need to be financial.

36. Project Recommendation “A new Office of Campus Sustainability will serve as the focal point for sustainable operations at the university. ” President Mary Sue Coleman [10/6/2009]