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Talent Initiative 3 Year Human Capital Management Plan

Talent Initiative 3 Year Human Capital Management Plan. September 2012. ACH HCM Plan At A Glance. 2015. 2012. 2013. 2014. 2015. Managers Role in HCM. Create & Implement. Evaluate & Adjust. Quarterly Check-Ins, Performance Reviews & Goal Setting. Performance Management.

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Talent Initiative 3 Year Human Capital Management Plan

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  1. Talent Initiative3 Year Human Capital Management Plan September 2012

  2. ACH HCM Plan At A Glance 2015 2012 2013 2014 2015 Managers Role in HCM Create & Implement Evaluate & Adjust Quarterly Check-Ins, Performance Reviews & Goal Setting Performance Management Cascaded Goals & PM Process Manager as Coach Training PM Tech. Solution Integrate Dev. Goals Integrate Values Goals Talent Acquisition Recruiting Selection On-boarding Evaluate & Adjust Leadership & Professional Development Initial Talent Review Basic Professional Dev. Talent Review & Dev. Plans Talent Review Rewards Philosophy Create & Approve Implement Evaluate & Adjust Internal Communications Create & Approve Implement Evaluate & Adjust Competency Management Complete Values Leadership Competencies Functional Competencies Evaluate & Adjust

  3. Budget

  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)

  5. Plan Background

  6. Review of Findings: Strategy Our 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

  7. Review of Findings: Leadership & Team

  8. HCM Framework Strategy Goals Initiatives • Metrics Leadership & Team Aligned Goals Right People in Right Roles Optimized Performance Human Capital Processes Lead & Govern •Board • Leadership •Managers• HR Strategy & Plan • HCM Strategy • Workforce Plan •Competency Mngt • Metrics Reward & Retain Acquire Build • Leadership & Prof Dev • Succession • Career Development • Talent Assessments • Reward Philosophy •Retention Plan • Comp & Benefits •Intangible Rewards • Recruit •Select •Onboard Align, Monitor & Support Culture Coordinate • Balanced Scorecard • Performance Management • Org Design • Decision Making •Internal Communication

  9. Impact on Strategy Goals and Initiatives Strategy Goals Initiatives • Metrics Leadership & Team Aligned Goals Right People in Right Roles Optimized Performance Human Capital Processes Lead & Govern •Board • Leadership • Managers• HR Strategy & Plan • HCM Strategy • Workforce Plan • Competency Mngt • Metrics Reward & Retain Acquire Build • Leadership & Prof Dev • Succession • Career Development • Talent Assessments • Reward Philosophy •Retention Plan • Comp & Benefits •Intangible Rewards • Recruit •Select •Onboard Align, Monitor & Support Culture Coordinate • Balanced Scorecard • Performance Management • Org Design • Decision Making •Internal Communication

  10. Impact on A People in A Roles Strategy Goals Initiatives • Metrics Leadership & Team Aligned Goals A People in A Roles Optimized Performance Human Capital Processes Lead & Govern •Board • Leadership •Managers• HR Strategy & Plan • HCM Strategy • Workforce Plan • Competency Mngt • Metrics Reward & Retain Acquire Build • Leadership & Prof Dev • Succession • Career Development • Talent Assessments • Reward Philosophy •Retention Plan • Comp & Benefits •Intangible Rewards • Recruit •Select •Onboard Align, Monitor & Support Culture Coordinate • Balanced Scorecard • Performance Management • Org Design • Decision Making • Internal Communication

  11. Impact on Aligned Goals Strategy Goals Initiatives • Metrics Leadership & Team Aligned Goals A People in A Roles Optimized Performance Human Capital Processes Lead & Govern •Board • Leadership •Managers• HR Strategy & Plan • HCM Strategy • Workforce Plan • Competency Mngt • Metrics Reward & Retain Acquire Build • Leadership & Prof Dev • Succession • Career Development • Talent Assessments • Reward Philosophy •Retention Plan • Comp & Benefits •Intangible Rewards • Recruit •Select •Onboard Align, Monitor & Support Culture Coordinate • Balanced Scorecard • Performance Management • Org Design • Decision Making • Internal Communication

  12. Impact on Optimized Performance Strategy Goals Initiatives • Metrics Leadership & Team Aligned Goals Right People in Right Roles Optimized Performance Human Capital Processes Lead & Govern •Board • Leadership •Managers• HR Strategy & Plan • HCM Strategy • Workforce Plan •Competency Mngt • Metrics Reward & Retain Acquire Build • Leadership & Prof Dev • Succession • Career Development • Talent Assessments • Reward Philosophy •Retention Plan • Comp & Benefits •Intangible Rewards • Recruit •Select •Onboard Align, Monitor & Support Culture Coordinate • Balanced Scorecard • Performance Management • Org Design • Decision Making • Internal Communication

  13. Plan Details

  14. Generic Project Components

  15. Implementation Project Team Overview

  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

  17. Initiatives & Planning Teams

  18. Initiative: Managers Role in HCM

  19. Payoff Matrix Managers Role in HCM high Managers Role in HCM Estimated effectiveness low low Estimated Difficulty high

  20. Why & What Managers Role in HCM

  21. Resources, Connections, & Timeline Managers Role in HCM

  22. Initiative: Competency Management

  23. Payoff Matrix Competency Management Direction: Place a separate bubble for each element of the solution on the chart below & label high Leadership Competencies Values Functional Competencies Estimated effectiveness low low Estimated Difficulty high

  24. Why & What Competency Management

  25. Resources, Connections, & Timeline Competency Management

  26. Initiative: Performance Management

  27. Why Performance Management

  28. What Performance Management

  29. Resources, Connections, & Timeline Performance Management

  30. Initiative: Talent Acquisition

  31. Why & What Talent Acquisition

  32. Resources, Connections, & Timeline Talent Acquisition

  33. Initiative: Leadership & Professional Development

  34. Why & What Leadership & Professional Dev.

  35. Resources & Connections Leadership & Professional Dev.

  36. Timeline Leadership & Professional Dev.

  37. Initiative: Rewards Philosophy

  38. Payoff Matrix Rewards Philosophy Direction: Place a separate bubble for each element of the solution on the chart below & label high Create & Implement a Clear Rewards Philosophy Estimated Effectiveness low low Estimated Difficulty high

  39. Why & What Rewards Philosophy

  40. Resources, Connections, & Timeline Rewards Philosophy

  41. Initiative: Internal Communications

  42. Payoff Matrix Internal Communications Direction: Place a separate bubble for each element of the solution on the chart below & label high Create and Implement Communications Plan Evaluate effectiveness of communication vehicles and adjust plan Estimated effectiveness low low Estimated Difficulty high

  43. Why & What Internal Communications

  44. Resources, Connections, & Timeline Internal Communications

  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

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