1. UHR Strategy Mapping & Balanced Scorecards 2008

2. 90% of Organizations Fail to Execute Strategy 95% of Employees do not understand their Organization’s Strategy 85% of Top Management Spend Less than One Hour per Month Discussing Their Orgs Strategy How do You Fix This?

3. 5% of the workforce understands their company strategy 25% of managers have incentives linked to strategy 60% of organizations don’t link budgets to strategy 86% of executive teams spend less than one hour per month discussing strategy How do You Fix This?

6. PESTEL Analysis Political, Economic, Sociological, Techno, Environmental, Legal Political  What is the culture of the organization? (How do we do things here/conduct change?)  How is the HR function viewed by other functions?  Who are the political champions of HR (or its adversaries)?  Shareholder views (Unit HR Personnel)  Where do we “fit” within the Org and How do we support the Mission n Vision at the Higher Levels (B&F and Univ-President’s) Economic, Sociological, Techno, Environmental

7. Legal  What is happening in our sector that will impact what we do?  Minimum wage  FLSA Changes  FMLA Changes  Ethnicity Code & Reporting Changes  What changes will impact the services of the organization e.g.. Contracts  Same Sex Domestic Partner Challenge/Ruling

8. President Coleman's “Future Directions: Shaping the Michigan Difference”; Board of Regents 04-22-04  We will sustain academic excellence “ Recruit and retain the very best faculty and students Must maintain the distinctive strength of our extraordinary staff, who provide highly skilled effort that keeps our intellectual and physical infrastructure so robust”  We will foster active engagement “We must develop the infrastructure – technological and physical to support all forms of academic engagement……”  We will build collaborative learning communities “ As we deal with multifaceted social problems, we find they often do not fit into the discrete disciplines of academia”  We will create greater access to Michigan’s academic quality “ Now we have to turn inward to enhance our efforts in recruiting and retaining a campus community – students, faculty, and staff – that reflects the full diversity of our nation and creates a campus that is truly and completely supportive of that diversity”

12. Strategy at the Highest Levels is a series/collection of themes or focuses and must be a limited number, e.g. UHR has Six Strategic Goals thru 2010 Must be measured and managed often Must report on progress to stakeholders/customers

13. 1. Developing leading practices in the recruitment, retention and development of outstanding faculty and staff 2. Build Human Resources’ skills, competencies and expertise to advance University goals 5. Foster and maintain a work and learning environment that is inclusive, welcoming and supportive, and is free from discrimination

14. UHR Vision Statement: To work independently in partnerships, both within and outside of the University, to develop and maintain effective policies, practical programs, efficient processes, sensitive responses, and prompt and comprehensive services related to the human resource needs of the University community: “ Respecting the inherent worth of all individuals evidenced through inclusiveness and diversity” President What will take us there? What will cause this to be fulfilled? Otherwise: What is the Strategy? UHR Goal 5. Foster and maintain a work and learning environment that is inclusive, welcoming and supportive, and is free from discrimination

15. Key/Strategic Initiatives: “Diversity Matters” educ. Program developed

16. “Must” evaluate each chosen Strategic Initiative through Four Perspectives : Customer/Key Stakeholders (Students, Staff, Legislators, Contributors) - What impact will this have on our customers, what will customers want? - Expand University customer base? - Increase public awareness of University? Legislator/Public approval? Financial/Differential - How can we contain financial increases/control? Cost containment? - Will this strategic initiative have and/or need knowledge “we” have that no one else has? e.g. deep institutional knowledge/expertise

17. “Must” evaluate each chosen Strategic Initiative through Four Perspectives : Int Business Processes - What internal bus. processes/procedures must be changed/created to fulfill this strategic initiative and have best impact on Customers/Key Stakeholders? - Can we increase self-service options? Ease of access? - Does technology have to change? Employee Learning & Growth - What do our employees have to learn, improve upon? - What do our employees have to learn to maintain prof. expertise - What training is required for “new processes” – (see Int Bus Proc)?

18. INITIATIVE LINKS FOR ORGANIZATION

19. A comprehensive accessibility review to ensure the usability and ADA compliance of all University buildings has been completed. (2 Yrs) * Campus Bldg Review Schedule Completed (>200 bldgs) * "Bus Plan/Proposal" developed to obtain funding from "ADA Fund" in U Architects Ofc for Campus A U-M diversity network has been created to enhance the U-M positive and welcoming work environment. * Establishment/Design of Diversity program/seminar e.g. Diversity Matters * Diversity recruiter appointed * Presentations/calls to leading diversity suppliers/organizations * Diversity relationship-building website developed, e.g. who, where