University of Idaho’s Human Resources

1. University of Idaho’s Human Resources Mychal A. Coleman, Ed.D.

2. Preliminary Assessment & the Current State of U of I Human Resources • There are two competing ideologies driving the Field of Human Resources (SHRM), The Human Resources Management (HRM) and The Human Resources Strategic Business Partner Models (HRSBP) • The HRM approach as been the tradition since HR moved from Personnel Management and it is widely viewed as transactional, compliance driven, functional, restrictive, reactionary, heavily compartmentalize, and it is structure provides anwsers not solutions

3. Preliminary Assessment & the Current State of U of I Human Resources • HRSBP Approach • Designs strategic direction that support the organization’s strategy as well as supports functional and business unit sub strategies. • Designs CQI initiatives to ensure transactional processes are continuously improved • Partners with business units to facilitate strategic planning. • Introduces cutting edge Human Resources tools that provides solutions not just answers • Create strategic & human capabilities that seeks standard setting innovation that can revolutionize within the field of HR

4. Competing HR Philosophies & the Current State of U of I Human Resources • Currently our Human Resources Department has two to three opposing and competing cultures. • None of the cultures understand or relates to the mission and there is no HR strategic goals to support U of I’s direction. • Knowledge is compartmentalized and treated as a form of “one upsmanship” • Each position is extremely specialized to the extent that if turnover occurs the knowledge is lost or if the position is not available responding to customers becomes problematic. • Heavily compliance and transactional focused that limits our ability to find innovative solutions for the customer • Usually assumes a reactionary position instead of proactive anticipation, provides answers not solutions • Total lack of technical or strategic capacity to be able to drive strategy

5. Movement Towards World Class Excellence • Achieve Employer of Choice Status in Three Years, as recognized by SHRM members ju - By Designing a Talent Development Initiative than focuses on the “Human Experience” not just Leadership Development. - Creating a Talent Development System that concentrates on every employee

6. Movement Towards World Class Excellence • Achieve Operational Excellence - Implement Kaizen/Lean Methodologies for continuous improvements within HR and then take the concept university wide. - Achieve ISO 9000 standards - Win the Malcolm Baldridge Award - Design & Implement a Strategic Repositioning Organizational structure

7. Movement Towards World Class Excellence • Create Flex Initiatives where the organization demonstrates strategic prowness through employees achievements by providing avenues for - Publications - Internal/External Presentations - Conferences - Intercollegiate Summits on Best Practices

8. Movement Towards World Class Excellence • Create a Existential Purpose by disseminating new knowledge to peers and providing expertise to less fortunate community & social services agencies through: - Resumes Writing - Mock Interviewing - Training - Sharing of Innovative Concepts

9. Closing The Gap • Create OD Interventions that establish one Cultural belief system • Develop Team building Initiatives • Reorganize the current HRM structure to the HRSBP Model • Develop Strategic plan • Form Partnership with Academics to implement Theory-to-Practice objectives. • Seek Coaching, Mentoring and participate in research of U of I’s Thought leaders