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APS Board Meeting Proposal for New HR Structure to Support HR Transformation Initiative May 6, 2013.

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Presentation on theme: "APS Board Meeting Proposal for New HR Structure to Support HR Transformation Initiative May 6, 2013."— Presentation transcript:

1 APS Board Meeting Proposal for New HR Structure to Support HR Transformation Initiative May 6, 2013

2 Project THRIVE Goals and Objectives Achieving HR Excellence and Transforming APS 1 Current stateFuture State Supports the hiring process with qualifications-based screening Supports hiring managers with competency-based recruiting On-boards employees with forms and compliance activities Supports new employees with mentors and coaching Limited use of evaluations to inform performance discussions Integrates performance dialogue and professional development with evaluations to enrich careers Provides a “one –size-fits all” approach for school based staffing Systems approach that provides a differentiated staffing model that drives the best teachers to the neediest classrooms Mitigates personnel issues Cultivates culture through continuous dialogue with employees from hire to retire Manual and inefficient processes and procedures Leverage technology to automate and standardize processes for greater efficiency to improve customer service The district views this Human Capital project as the primary vehicle to refocus our Human Resources organization to deliver services that are operationally sound and, even more importantly, completely aligned with the organization’s strategic objectives and the needs of the core business which is effective instruction. The district wishes to develop a best-in-class Human Resources organization that supports its mission by transcending transactional proficiency and adopting supportive, strategic Human Resources activities as outlined below.

3 New HR Operating Model Guiding Principles to Align Strategic Priorities Organize and redesign all elements of HR with customer focus at the forefront Reduce HR administration tasks for C&I leadership Standardize, simplify, and automate (where possible) HR processes to drive efficiency Clearly define roles and responsibilities to drive ownership Create areas of subject matter expertise to support key HR programs and needs Develop HR capability that can/will proactively consult with principals and line managers regarding workforce effectiveness Align HR policies & practices to better meet APS strategic objectives Develop talent in the HR organization that can sustain the new HR organization capabilities 2

4 3 Chief Human Resources Officer Executive Director Centers of Expertise Executive Director Centers of Expertise Executive Director HR Operations Executive Director HR Operations Executive Director Strategic HR Services Executive Director Strategic HR Services = Proposed for 2013 Recommended HR Organization Structure HR Leadership Administrative Assistant Pool 4 FTE Administrative Assistant Pool 4 FTE

5 4 Executive Director Strategic HR Services Executive Director Strategic HR Services Strategic HR Director West Region 1 FTE Strategic HR Director West Region 1 FTE Strategic HR Director Operations 1 FTE Strategic HR Director Operations 1 FTE Strategic HR Director East Region 1 FTE Strategic HR Director East Region 1 FTE Strategic HR Director South Region 1 FTE Strategic HR Director South Region 1 FTE Strategic HR Director North Region 1 FTE Strategic HR Director North Region 1 FTE Recommended HR Organization Structure Strategic HR Services = Proposed for 2013

6 Executive Director Centers of Expertise Executive Director Centers of Expertise Employee Relations Manager 1 FTE Employee Relations Manager 1 FTE Performance Management & Compensation Director 1 FTE Performance Management & Compensation Director 1 FTE Talent Director (Director, Teacher Quality) 1 FTE Talent Director (Director, Teacher Quality) 1 FTE Employee Relations Officer 1 FTE Employee Relations Officer 1 FTE Talent Acquisition Manager 1 FTE Talent Acquisition Manager 1 FTE Sourcing Analyst 2 FTE Sourcing Analyst 2 FTE Recruitment Quality & Measurement Analyst 2 FTE Recruitment Quality & Measurement Analyst 2 FTE Teacher Effectiveness Program Administrator 1 FTE Teacher Effectiveness Program Administrator 1 FTE Talent Development Program Analyst 1 FTE Talent Development Program Analyst 1 FTE Instructional Mentor 5 FTE Instructional Mentor 5 FTE Compensation Manager 1 FTE Compensation Manager 1 FTE Teacher Performance Analyst 3 FTE Teacher Performance Analyst 3 FTE Talent Acquisition Program Analyst (Lead Induction Specialist) 1 FTE Talent Acquisition Program Analyst (Lead Induction Specialist) 1 FTE Classification Specialist 1 FTE Classification Specialist 1 FTE Trainer 1 FTE Trainer 1 FTE = Deferred until = Proposed for 2013 – 2014 = Proposed for Grant funded, expires 9/2014 Recommended HR Organization Structure Centers of Expertise Instructional Only* = Deferred until 2014 – 2015, currently Grant funded, expires 9/2014 * In school year 2014 – 2015, the roles will be expanded to include talent development for non-instructional staff. Dotted line to HR for 2013/2014 Principal/Leader Effectiveness Program Administrator 1 FTE Principal/Leader Effectiveness Program Administrator 1 FTE Principal Mentor 4 FTE Principal Mentor 4 FTE

7 6 Executive Director HR Operations Executive Director HR Operations Recruitment Operations Manager 1 FTE Recruitment Operations Manager 1 FTE HR Technology Manager 1 FTE HR Technology Manager 1 FTE Call Center Operations Manager 1 FTE Call Center Operations Manager 1 FTE Onboarding Specialist 3 FTE Onboarding Specialist 3 FTE Benefits & Risk Director 1 FTE Benefits & Risk Director 1 FTE Teacher Credentialing Specialist 2 FTE Teacher Credentialing Specialist 2 FTE Customer Service Representative 3 FTE Customer Service Representative 3 FTE Records Management Specialist 4 FTE Records Management Specialist 4 FTE Substitute Services Specialist 1 FTE Substitute Services Specialist 1 FTE Employee Benefits Manager 1 FTE Employee Benefits Manager 1 FTE Retirement Benefits Specialist 1 FTE Retirement Benefits Specialist 1 FTE Health Benefits Specialist 2 FTE Health Benefits Specialist 2 FTE Absence Management Specialist 2 FTE Absence Management Specialist 2 FTE Applicant Tracking System Analyst 1 FTE Applicant Tracking System Analyst 1 FTE Risk Management Administrator 1 FTE Risk Management Administrator 1 FTE Absence Management Manager 1 FTE Absence Management Manager 1 FTE Workers Comp / Unemployment Manager 1 FTE Workers Comp / Unemployment Manager 1 FTE HR Process & Content Manager 1 FTE HR Process & Content Manager 1 FTE Recommended HR Organization Structure HR Operations = Proposed for 2013 Workers Comp / Unemployment Specialist 2 FTE Workers Comp / Unemployment Specialist 2 FTE

8 Funding Model * Reduced Cost and Improved Service 7 The current spent on HR Work is approximately $6.7M. Proposed spend for FY 2015, is approximately $6.6M, which is still less than current state, aligns all HR Work in the HR Function, and further enables HR strategic objectives. Proposed spend for FY 2014, is approximately $6.3M, which is a 6% decrease from current state, and accommodates the proposed September 2013 reorganization, as well as improved HR service delivery. * All salaries have been loaded 33% to accommodate benefits, and other allocated costs.

9 HR Transformation Implementation 3 Phases of Organizational Alignment Phase 1 January – June 2013 Phase 2 July-June 2014 Phase 3 July forward 8 Complete Assessment Design Human Resources Operational model Recommend new Human Resources organizational structure Select and fill positions within the new structure for the school year (September 2013) Implement all HR functions and enable talent in new roles Launch 3 pillars of new structure Complete the selection of remaining positions within the new structure (July 2014)

10 HR Transformation Benefits Realization for Atlanta Public Schools 9 Reduced Cost for the District Improved Customer Service Clear Performance Expectations Efficient And Effective Services Streamlined and Automated Processes Improved Sourcing of Talent

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