Presentation on theme: "Project THRIVE Goals and Objectives Achieving HR Excellence and Transforming APS The district views this Human Capital project as the primary vehicle to."— Presentation transcript:
0APS Board Meeting Proposal for New HR Structure to Support HR Transformation Initiative May 6, 2013
1Project 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 stateFuture StateSupports the hiring process with qualifications-based screeningSupports hiring managers with competency-based recruitingOn-boards employees with forms and compliance activitiesSupports new employees with mentors and coachingLimited use of evaluations to inform performance discussionsIntegrates performance dialogue and professional development with evaluations to enrich careersProvides a “one –size-fits all” approach for school based staffingSystems approach that provides a differentiated staffing model that drives the best teachers to the neediest classroomsMitigates personnel issuesCultivates culture through continuous dialogue with employees from hire to retireManual and inefficient processes and proceduresLeverage technology to automate and standardize processes for greater efficiency to improve customer service
2New HR Operating Model Guiding Principles to Align Strategic Priorities Organize and redesign all elements of HR with customer focus at the forefrontReduce HR administration tasks for C&I leadershipStandardize, simplify, and automate (where possible) HR processes to drive efficiencyClearly define roles and responsibilities to drive ownershipCreate areas of subject matter expertise to support key HR programs and needsDevelop HR capability that can/will proactively consult with principals and line managers regarding workforce effectivenessAlign HR policies & practices to better meet APS strategic objectivesDevelop talent in the HR organization that can sustain the new HR organization capabilitiesRe-design/formalize process so it works for the customer.Setting up centralized centers of expertiseElevate generalists to consultantsMr. 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….
3Chief Human Resources Officer Administrative Assistant Pool Recommended HR Organization StructureHR LeadershipChief Human Resources OfficerExecutive DirectorStrategic HR ServicesExecutive DirectorCenters of ExpertiseExecutive DirectorHR OperationsAdministrative Assistant Pool4 FTE= Proposed for 2013
5Recommended HR Organization Structure Centers of ExpertiseExecutive DirectorCenters of ExpertiseEmployee RelationsManager1 FTEInstructional Only*Talent Director(Director, Teacher Quality)1 FTEPerformance Management & Compensation Director1 FTEEmployeeRelations Officer1 FTECompensationManager1 FTETalentAcquisition Manager1 FTETalent Development Program Analyst1 FTETrainer1 FTEPrincipal/Leader Effectiveness Program Administrator1 FTETeacherEffectiveness Program Administrator1 FTEClassification Specialist1 FTESourcing Analyst2 FTEPrincipal Mentor4 FTEInstructional Mentor5 FTEDotted line to HR for 2013/2014Teacher Performance Analyst3 FTERecruitment Quality & Measurement Analyst2 FTETalent 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
7Funding 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.
8HR Transformation Implementation 3 Phases of Organizational Alignment January – June 2013Phase 2July-June 2014Phase 3July forwardComplete AssessmentDesign Human Resources Operational modelRecommend new Human Resources organizational structureSelect and fill positions within the new structure for the school year (September 2013)Implement all HR functions and enable talent in new rolesLaunch 3 pillars of new structureComplete the selection of remaining positions within the new structure (July 2014)
9HR Transformation Benefits Realization for Atlanta Public Schools Reduced Cost for the DistrictImproved Customer ServiceClear Performance ExpectationsEfficient And Effective ServicesStreamlined and Automated ProcessesImproved Sourcing of Talent