Published byJaxson jay Estey Modified over 8 years ago
APS Board Meeting Proposal for New HR Structure to Support HR Transformation Initiative
May 6, 2013
Project THRIVE Goals and Objectives Achieving HR Excellence and Transforming APS
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. Current state Future 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
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 Re-design/formalize process so it works for the customer. Setting up centralized centers of expertise Elevate generalists to consultants Mr. Gray – Make sure we create process but have content to the appropriate level of detail! (Superintendent thoughts) – include not just the WHAT but the HOW. Two challenging areas: Technology – need to keep dialogue going and manage expectations. Don’t want Lawson project to be expected to solve all problems or create efficiencies. LARGE area of concern for APS team – planning to present plan to IT suggesting the time line nad roll out of project (a different option). Have Mr. Gray present. IT’s concern is around funding/contracting but is not set up to meet customer needs. Need to re-design and address policy – typically find clusters of dysfunction (e.g. sourcing/selection) – heart of the issue is the policy definition. Typically policies can take a long time to get approval for change. APS – Policy is routed in law, Practice/Guideline is how we follow the Policy/Law. MR. GRAY – It is important to challenge the process. Look at things through a different set of lenses. Everything is up for change. J. Thomas A lot of policies written in the early 70s….
Chief Human Resources Officer Administrative Assistant Pool
Recommended HR Organization Structure HR Leadership Chief Human Resources Officer Executive Director Strategic HR Services Executive Director Centers of Expertise Executive Director HR Operations Administrative Assistant Pool 4 FTE = Proposed for 2013
Recommended HR Organization Structure
Strategic HR Services Executive Director Strategic HR Services Strategic HR Director West Region 1 FTE Strategic HR Director East Region 1 FTE Strategic HR Director North Region 1 FTE Strategic HR Director South Region 1 FTE Strategic HR Director Operations 1 FTE = Proposed for 2013
Recommended HR Organization Structure
Centers of Expertise Executive Director Centers of Expertise Employee Relations Manager 1 FTE Instructional Only* Talent Director (Director, Teacher Quality) 1 FTE Performance Management & Compensation Director 1 FTE Employee Relations Officer 1 FTE Compensation Manager 1 FTE Talent Acquisition Manager 1 FTE Talent Development Program Analyst 1 FTE Trainer 1 FTE Principal/Leader Effectiveness Program Administrator 1 FTE Teacher Effectiveness Program Administrator 1 FTE Classification Specialist 1 FTE Sourcing Analyst 2 FTE Principal Mentor 4 FTE Instructional Mentor 5 FTE Dotted line to HR for 2013/2014 Teacher Performance Analyst 3 FTE Recruitment Quality & Measurement Analyst 2 FTE Talent Acquisition Program Analyst (Lead Induction Specialist) 1 FTE = Proposed for 2013 – 2014 = Proposed for Grant funded, expires 9/2014 = 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. = Deferred until
Recommended HR Organization Structure
HR Operations Executive Director HR Operations Recruitment Operations Manager 1 FTE Call Center Operations Manager 1 FTE HR Process & Content Manager 1 FTE Benefits & Risk Director 1 FTE HR Technology Manager 1 FTE Onboarding Specialist 3 FTE Customer Service Representative 3 FTE Employee Benefits Manager 1 FTE Absence Management Manager 1 FTE Workers Comp / Unemployment Manager 1 FTE Risk Management Administrator 1 FTE Teacher Credentialing Specialist 2 FTE Records Management Specialist 4 FTE Retirement Benefits Specialist 1 FTE Absence Management Specialist 2 FTE Workers Comp / Unemployment Specialist 2 FTE Applicant Tracking System Analyst 1 FTE Substitute Services Specialist 1 FTE Health Benefits Specialist 2 FTE = Proposed for 2013
Funding Model* Reduced Cost and Improved Service
FY 2013 budget (current state) is based on actual salaries, for 72 FTEs spread across both HR and C&I, loaded 33%. FY14 HR budget assumes 2 Race to the Top funded positions move to HR (the blue boxes on the previous slide), 5 RT3 positions stay in C&I (green boxes on previous slide), other grant funded expires (2 positions in C&I that expires 6/30/2012), and 4 positions are left vacant (orange boxes on previous slide i.e. Talent Development Program Analyst, Trainer, and 2 Recruitment Quality and Measurement Analysts). FY15 HR budget assumes all Rate to the Top grant funding has expired, no new Grant funding, and HR fills the 4 deferred positions, as well as the 5 positions that stayed in C&I All General Funds (assuming no new grants). The current spent on HR Work is approximately $6.7M. 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. 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. * All salaries have been loaded 33% to accommodate benefits, and other allocated costs.
HR Transformation Implementation 3 Phases of Organizational Alignment
January – June 2013 Phase 2 July-June 2014 Phase 3 July forward 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)
HR Transformation Benefits Realization for Atlanta Public Schools
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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