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2012 Talent Management Trends in Higher Education Also featuring: Leah Burns– Chief Corporate Relations Officer – CUPA-HR Tommy Siragusa – Marketing Manager.

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Presentation on theme: "2012 Talent Management Trends in Higher Education Also featuring: Leah Burns– Chief Corporate Relations Officer – CUPA-HR Tommy Siragusa – Marketing Manager."— Presentation transcript:

1 2012 Talent Management Trends in Higher Education Also featuring: Leah Burns– Chief Corporate Relations Officer – CUPA-HR Tommy Siragusa – Marketing Manager - PeopleAdmin Welcome! The program will begin shortly. Brian Dickens – CUPA-HR Board Member and Texas Southern University Associate Vice President/CHRO Featuring “HR Transformation”

2 The Leader in Talent Management Over 700 institutions of all sizes rely on PeopleAdmin  Over 10 years serving institutions of higher education  Over 1000 implementations  99% renewal rate  CUPA Corporate Advisory Council Member

3 SelectSuite® - Talent Management Solution The Only CLOUD Solution Built to Meet the Unique Needs of Higher Education

4 2012 Talent Management Trends 4 Higher Education HR Challenges 1.Planning for financial sustainability 2.Employee motivation & engagement 3.Better use of technology 4.Faculty & staff recruitment & retention 5.Diversity, equity & inclusion

5 Today’s topic is HR Transformation

6 CUPA-HR is higher ed HR. We serve higher education by providing the knowledge, resources, advocacy and connections to achieve organizational and workforce excellence.

7 PeopleAdmin + CUPA-HR Partnership

8 HR Transformation … Didn’t We Do That Already? At some point, every HR leader is either starting, finishing or has recently lived through a functional transformation project!

9 HR Transformation…what is it and why now? Many of you are transforming HR on your campuses But today, let’s define and explore what we mean by HR Transformation so that we can really make the transformation a reality for all of higher ed. What are the common problems encountered by organizations undertaking transformation and what lessons can be learned?

10 CUPA-HR has taken this topic as a key focus area for colleges and universities…creating the HR Transformation Expert Council. Some key findings: Create a culture where every employee takes responsibility for leadership and success of the college or university. Create a culture of accountability, consistency and fair play. Rethink the employment relationship — changing from a cookie cutter culture to one that more clearly recognizes employees as individuals. Create a workplace that fully embraces different perspectives, viewpoints and experiences as drivers to institutional excellence and long-term viability of the organization. Implement true succession planning so that our boards of trustees see the talent pipeline higher ed is creating as the primary pipeline for future campus leaders.

11 “Higher ed HR roles have transitioned during the last 12 years, but they need to continue to transition and transform to meet the ever- changing needs of our campuses — and this means doing a whole lot more than serving as the “health and happiness patrol.” Andy Brantley CEO and President CUPA-HR

12 A question for each of us, as higher ed HR professionals, to ponder is, “Are we willing to constantly transition and transform our roles to be the leader that our institution needs for us to be?” To help answer this question, let me introduce our featured speaker for this afternoon.

13 BRIAN DICKENS CUPA-HR Board Member Associate Vice President/CHRO Texas Southern University Brian Dickens is an experienced public speaker featured at events such as the 2012 CUPA-HR Annual Conference and Expo. He also serves as president and CEO of BD Consulting, an HR consulting firm serving various Houston-area entities, including healthcare organizations, city agencies and financial planning companies.

14 HR Transformation: What Can It Mean on Your Campus? Presented by: Brian K Dickens, SPHR Associate Vice President/CHRO Texas Southern University CUPA-HR At Large Board Member HR Transformation Expert Council – Chair People Admin “Hear it From A Peer” Webcast Series October 31, 2012 Session #14 BOO! Are you scared of change?

15 Agenda Introductions – Key Background HRT Work Define HR Transformation Present HR Transformation Resources Identify HRT Opportunities/Needs on Your Campus Identify Your HRT Goals and Action Items Summarize Findings Observations, Closing Comments Session #15

16 WHAT IS HR TRANSFORMATION?

17 HR Transformation: Building Human Resources from the Outside In Session #17 (2009) Dave Ulrich, Justin Allen, Wayne Brockbank, Jon Younger, Mark Nyman, - RBL Institute

18 HR Transformation Defined HR Transformation is an integrated, aligned, innovative, and business-focused approach to redefining how HR work is done within an organization so that it helps the organization deliver on promises made to customers ( faculty, staff, students, administrative leadership, governing board leaders, etc ) investors, and other stakeholders.

19 Researching HR’s Future Why define HR’s future and possibilities for transformation? Why now? For CUPA-HR as a professional Association For relevant HR service delivery in higher education In order to create a collective approach to considering transformative opportunities driven by: o Affordability - unsustainable financial model o Accessibility o Generational and demographic changes o Delivery options o other To get ahead of the change curve

20 HR Transformation Model CUPA-HR’s Transformation Expert Council © The RBL Group. All rights reserved. HR Transformation Model 1 Business Context (why?) 2 OUTCOMES (what?) 3 HR Redesign (How?) 4 HR Accountability (who?)

21 HR Transformation Model HR Transformation Model 1 Business Context (why?) 2 OUTCOMES (what?) 3 HR Redesign (How?) 4 HR Accountability (who?)

22 The Business Case: Why? 1.How is HR viewed on your campus? 2.How would our stakeholders and constituents say we are helping them meet their greatest challenges and needs?

23 HR Transformation Model HR Transformation Model 1 Business Context (why?) 2 OUTCOMES (what?) 3 HR Redesign (How?) 4 HR Accountability (who?)

24 HR Transformation Outcomes: What? What outcomes are anticipated by examining the literature and best practices? – HR contributions aligned to organizational strategy – Architecture of climate and culture – Optimization of actions by others – Talent acquisition, retention and growth; sustaining engagement and commitment – Executive support – Solution finding, problem solving, and conflict resolution

25 Transformational Opportunities Examples: Outcomes What? HR contribution aligned to organizational strategy – Line of sight HR initiatives planning – Measurement of initiative impact on institutional success Architecture of climate & culture – Level playing field – Support for and expectation of success – Genuine diversity and inclusion – Transparent policy, practice and processes Optimizing actions by others – Workforce and succession planning – Selection – performance – growth – Retention

26 Transformational Opportunities Examples: Outcomes What? Talent acquisition, retention and growth; sustaining engagement and commitment – Attraction and retention of practice experts – Ensuring “fit” to unique performance groups – Supporting communities of practice/interests – Endorsing self-organizing success Executive support – Organizational design – Organizational effectiveness – Confidential consulting Solution finding, problem solving, conflict resolution – Creativity; synergistic, not one or the other but both – Integration; fluid, forward looking, orchestral

27 HR Transformation Model HR Transformation Model 1 Business Context (why?) 2 OUTCOMES (what?) 3 HR Redesign (How?) 4 HR Accountability (who?)

28 CUPA-HR Transformation HR Design: How? – HR governance – Aligned planning – Mission based partnerships – Supporting stakeholder success – Listening and responding to the “voices” – Organizational design RACI [Responsibility, Accountability, Consultation, Information] Central and imbedded Centers of expertise Service Centers Administration and operations – Balancing: transaction - compliance – approach - integration – HR Competencies

29 HR Transformation Session #29 Traditional HR Silos Example Future HR Structure Source: Deloitte, Inc.

30 CUPA-HR Transformation HR Design: How? Assistive technology, work design and alternative service delivery lighten transactional and compliance loads Transactions / Compliance / Processes / program / Integration ↑ Standardization Simplicity Clarity Process design and re-design Technology Shared Services Outsourcing High performance task forces Communities of practice Self-organizing success groups

31 CUPA-HR Transformation HR Design: How? Copyright © 2006 by Deloitte Touche Tohmatsu. All rights reserved. 3

32 Leading Effective Change ©unknown

33 HR Transformation Model HR Transformation Model 1 Business Context (why?) 2 OUTCOMES (what?) 3 HR Redesign (How?) 4 HR Accountability (who?)

34 CUPA-HR Transformation HR Accountability: Who? – HR Professional Key Competencies Organizational capability – #1 Strategy architect – #2 Culture and change steward – #3 Talent manager and organizational designer Systems and Processes – #4 Partner and ally – #5 Operational executor Relationships – #6 Credible activist © The RBL Group. All rights reserved.

35 6 Key Competencies for HR Success 1.Positioners who understand 2.Activists who build 3.Builders who define 4.Champions who initiate 5.Innovators and integrators who look 6.Technology proponents who utilize Source: 2012 Human Resource Competency Study – Dave Ulrich

36 Wayne Brockbank “We can empirically show that when HR professionals demonstrate these six competencies, they are seen as personally effective and they impact business performance” -- Wayne Brockbank

37 Common Pitfalls (De-railers to Watch Out For) Action before rationale. HR in isolation. HR in increments. HR by individual fiat. Placing HR structure before business strategy. Efficiency equals transformation.

38 WHAT IS HR TRANSFORMATION IN HIGHER EDUCATION?

39

40 Nikki Jackson, vice chancellor of human resources for Maricopa Community College District, is a change agent in the truest sense of the word.

41 “It was disjointed. It was divisive. It was transactional and compliance driven and not much else. There was no unified voice to govern the function and practice of HR, and there was no understanding of what the role of HR ought to be. The organizational structure was antiquated. The relationship between HR at the district office and HR at the individual colleges was strained at best, volatile at worst. “We were swimming in cumbersome, rule-oriented policies that added no value whatsoever. There was no model around consultative guidance, no academic or experiential orientation around how to be a consultant and how to help people get to “yes.” The answer a customer got to any given question on any given day depended almost entirely upon who answered the phone or who replied to the .”

42 Your HRT Call to Action… How do you build the case for HEHR Transformation change at your campus? What is the HEHR transformation vision for your campus? What skills will you and your staff need for the HEHR Transformation? What Incentives will be needed on your campus for HEHR Transformation? What are the resources that will be needed on your campus for HEHR Transformation? What will the action plan look like for HEHR Transformation? What’s first on the priority?

43 Final Thoughts for Consideration… What realistic initiatives can your campus/organization consider that might assist HR to prepare for the future?

44 Goals/Initiatives? Examples: Conference programs focused on critical competencies Differentiate services to recognize difference in college and university size, complexity and mission Provision of a tool or template to evaluate readiness Session #44

45 CUPA-HR Annual Conference & Expo 2012 HR Transformation Pre-Conference Feedback Create/Establish HR Transformation Development Tracks: – Strategic Planning – Business Intelligence – HR Competencies – Process Design/Project Management – Consulting Skills – Coaching Skills – Change Management – Innovation & Creativity (HR Focus) – HR Business Acumen Session #45

46 CUPA-HR HR Transformation Toolkit CUPA-HR Website template.aspx?id=8771 A road map: – Knowledge Center > Other Resources > CUPA- HR Created Toolkits > HR Transformation Patti Couger CUPA-HR Knowledge Center Content Manager

47 Continue the Dialog and find out More Become a CUPA-HR member… Keep up with new developments… The Fall 2012 issue of The Higher Education Workplace is now available! CUPA-HR Knowledge Center HR Transformation Toolkit

48 What’s Next? Nov 15 th Webcast – “HR Transformation – Diversity, Equity and Inclusion!” featuring Inclusion Award Winner, Rice University Linda Lulli – CUPA-HR Board Member and Associate Vice President for Human Resources at Bryant University Elaine Britt – Director of Benefits and Compensation at Rice University

49 Questions Session #49

50 Thank You HR Transformation Expert Council David Blake David Blake, Oregon State University Ricardo Coronado Ricardo Coronado, Tarrant County College District Patti Couger Patti Couger, CUPA-HR Brian K. Dickens Brian K. Dickens, Texas Southern University Nancy Grassel Nancy Grassel, Black Hills State University Jan Graunke Jan Graunke, Silver Lake College Kelly Jones Kelly Jones, Sibson Consulting Linda Lulli Linda Lulli, Bryant University Barbara Saat Barbara Saat, University of Rochester Barbara Butterfield Barbara Butterfield, Sibson Consulting Session #50

51 For You! First 50 to register AND attend get a copy of this! Everyone gets a copy of this!

52 Austin, Texas! Contact us! Leah Burns – CUPA-HR Tommy Siragusa Brian Dickens – Texas Southern University

53 Like us on Facebook! Follow us on Twitter! Stay Connected Professional Relationships on a Personal Level! Follow us on Linkedin!

54 Thank You!


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