ALAMO COLLEGES 2012 – 2015 Strategic People Plan ‹#›

ALAMO COLLEGES

2012 – 2015

Strategic People Plan

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1. People Mission, Vision & Goals

2. Getting There

3. People Plan Development

4. Stakeholder Inputs

5. Best People Practices

6. Strategic Priorities 2012 – 2015

7. Measures of Success

8. Project Plan

Plan Elements

Human Resources & Organizational

Development

March 2012

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ALAMO COLLEGESSTRATEGIC PEOPLE PLAN

People Mission, Vision & Goals

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Mission

Empowering employees empowers the missionEmpowering employees empowers the mission

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Vision

Best people Best people ++ best people practices best people practices == best place to best place to workwork

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Goals

Alamo Colleges

I. Access

II. Success/Completion

III. Pathways to Success

IV. Performance ExcellenceV. Organizational

Communication

People Goals

I. Talent

II. Engagement

III. Team

IV. Learning

V. Culture

VI. Collaboration

VII. Flywheel

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ALAMO COLLEGESSTRATEGIC PEOPLE PLAN

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Getting there from here

BPP Iceberg

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20%Strategic

80%Corrective

Attune with Hearts and Minds

Align Performance with StrategyBest People + Best Practice = Best Place to WorkTalent, Engagement, Team, Learning, Culture, Collaborate

Build a Flywheel

HR/OD skillset, toolset , mindset to: •clean-up•catch-up•create compliance•cut costs•create BPP

Cut Labor CostInternal only, hiring freeze, staffing ratios, Summer Pay, position control, efficiencies like paperless payroll

Catch-up/ComplianceSuch as: FLAC, Web time entry, 2/3 lab load. employment online, Comp time, Pre 87 sick leave, I-9 & Visa ,FMLA Compliance, FLA Appeals, comp time, pre-87 sick leave, online contracts, faculty salary schedule,

Clean-upSuch as: Software Upgrade, Policy Update 600 Audit Items: bridge pay, recoup ETAP, use of SSN,

Core Transactions

The Learning Pathway

Build it while it’s flying (EDS)

http://www.youtube.com/watch?v=L2zqTYgcpfghttp://www.youtube.com/watch?v=L2zqTYgcpfg

Clean-up 80%, create the 20%,build the team.

Do it all. Right now.

ALAMO COLLEGESSTRATEGIC PEOPLE PLAN

People Plan Development

ContinuousPlanning&InputProcess

ALAMO COLLEGESSTRATEGIC PEOPLE PLAN

Stakeholder Input

Plan Stakeholders

InternaloFaculty, staff and administratorsoStudents oCollege & district teamsoBoard of Trustees oRetirees, employee families, dependents and beneficiaries

ExternaloJob seekersoLocal communityoLocal employersoTaxpayersoGrant issuersoHigher Education communityoState & Federal Government

Stakeholder Inputs

Existing InputoBoard Charges oStrategic planning resultsoPACE Survey resultsoHR Quarterly College Customer Survey results oWorkplace Dynamics Best Place to Work Survey resultsoTexas Quality Board of Examiners’ reportsoChronicle of Higher Education Great Colleges to Work For Survey resultsoHaines Best HR/People Practices – Alamo Colleges Survey results

Scheduled for 2013oAlamo Colleges Employee People Plan Goal Setting Process

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ALAMO COLLEGESSTRATEGIC PEOPLE PLAN

Best People Practices

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Best People Practices

Research base Haines Centre for Strategic Management Systems Approach to Strategic People Management Meta-analysis of 30+ studies of Strategic HR practices Results point to 40 high priority “Best HR/People Practices” Group into 6 Best Practice Categories plus 1 for Outcomes/Results/Leadership/HR Plan (Flywheel)

Survey of Best People Practices (Haines) How important is each Best People Practice to Alamo Colleges Strategy? How well do we perform each Best People Practice?

Alamo Colleges Survey of: Chancellor, Presidents, Vice Chancellors, Vice Presidents Chancellors Executive Committee (CEC) members Council of Chairs members Faculty Senators ALAS enrolled and graduates (faculty and staff) Staff Council members HR department

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Best People Practices

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Survey Results – Best People Practices

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Best People Practices (*Alamo Colleges Top 10)

People Plan Goal Best Practices (rank importance to Alamo)

I. TalentBuild a talented workforce

A. Increase range & depth of leadership competencies*(7)B. Conduct succession & retention planning (12)C. Provide career development programs (15)D. Develop leadership competencies/Skills (22)E. Define required core org. competencies & capabilities (26)F. Use recruit & hire methods that assimilate desired employees (32)G. Define roles to leverage people as a competitive advantage (35)H. Develop alternative work arrangements (38)I. Install a strategic leadership development system (40)

II. EngagementEngage the workforce

A. Deal with discipline, low performance, grievances*(1)B. Create recognition systems that reinforce strategy & values*(8)C. Link compensation systems to individual performance (19)D. Performance Management systems align behavior with strategy (28)E. Provide flexible benefit programs (37)

III. TeamsCreate high performance teams

A. Develop empowered, accountable, self-directed work teams (11)B. Establish participative management skills to lead teams (13)C. Develop programs to reward & reinforce teamwork (16)D. Understand & develop teams & team skills (34)E. Develop small unit team leaders/supervisors (36)30

Best People Practices People Plan Goal Best People Practices (rank)

IV. LearningCreate a learning organization

A. Learn from experience, mistakes, success*(9)B. Institutionalize systems thinking (14)C. Develop HR measurements to help the sharing of learning (18)D. Encourage creative thinking and innovation (29)E. Develop shared learning across the organization (31)

V. CultureFacilitate culture change

A. Align HR programs, process & systems to strategy & values*(4)B. Shape collective management skills for desired culture*(5)C. Design structure & management roles to facilitate change*(10)D. Develop change experts & change capability in all employees (17)E. Continuously deepen shared understanding of the Vision (23)F. Repeatedly articulate strategic direction & values to all (33)

VI. CollaborationCollaborate with stakeholders

A. Maintain a positive people environment & market image*(2)B. Develop global awareness & operating skills (20)C. Create intense customer focus & commitment (21)D. Contribute to society, customers, community, cultures (24)E. Partnering between employees, management, customers & HR (25)F. Develop & maintain strategic alliances & networks (39)

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Best People Practices People Plan

GoalBest People Practices

VII. Flywheel Leadership/HR/ OD flywheel

A. Establish a Strategic People/HR Plan*(3)B. Motivate people: attune with hearts & minds*(6)C. Align People Plan with Strategic Plan (27)D. Integrate HR processes with strategic plan (30) Add needs specific to Alamo Colleges:E. Adjust Alamo Colleges staffing to affordable level (Talent)F. Adjust Alamo Colleges people costs to affordable levels (TBD) G. Ensure employees understand & input into development of the People

Goals. (Flywheel)H. Bring HR/OD programs & services to ‘best practice’ level (Flywheel)I. Ensure HR/employer regulatory compliance (Flywheel)J. Provide a complete set of HR/OD People Tools and Resources (Flywheel)K. Build a high performance HR/OD team to function as a trusted strategic

partner (Flywheel)L. Provide accurate, efficient HR/OD services, processes, systems & advice.

(Flywheel)M. Continuously improve HR/OD programs, processes, systems and services.

(Flywheel)

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ALAMO COLLEGESSTRATEGIC PEOPLE PLAN

Strategic Priorities 2012 - 2015

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CY 2012 Plan PrioritiesGoal People Plan Priorities

I. Build a Talented Workforce

1. Automate Staffing Management/Ratio Reporting 2. Identify & build consensus on external staffing benchmarks 3. Launch supervisor skills development program4. Launch Crucial Conversation interpersonal skills development

II. Engage the Workforce

5. Overhaul faculty compensation structure (incl. 2013 Summer Pay)6. Overhaul staff compensation structure 7. Update staff Job Descriptions 8. Select & acquire TMS Software

III. Create High Performance Teams

9. Develop performance evaluation models 10. Establish an initial Team Learning Plan

IV. Create a Learning Organization11. Implement TMS Learning Management Module 12. Establish an initial Organizational Learning Plan

V. Facilitate Culture Change

13. Establish Strategic People Plan 14. Conduct PACE Survey define baseline Strategic Plan Metric15. Establish Workforce Communication Plan & Schedule using CORE

VI. Collaboration with Stakeholders16. Launch participatory Employee HR Goal Setting process 17. Launch HR Customer Outreach Strategy (HR On Tour)

VII. Build the Flywheel

18. Complete HR/OD SIPOC process and define Key HR/OD Metrics19. Upgrade HR/OD professional talent20. Convert & migrate PLUS historical employee data to Banner HR 21. Systematize Personnel Transaction Process & automate (e-PAF) 22. Systematize Position Transaction Process & automate (e-PBAF) 23. Develop CE-centric HR Service Support 24. Roll-out Org Publisher online Organization Charting Software25. Establish comprehensive Emergency Management Plan

CY 2013 ScheduleGoal People Plan Priorities

I. Build a Talented Workforce

Establish external staffing benchmarks (continued)Develop and deliver Chairs TrainingDevelop & Implement Faculty Development/EnrichmentImplement pre-employment drug screening

II. Engage the Workforce

Implement TMS Performance Management ModuleImplement TMS Succession Planning ModuleImplement Summer 2013 Faculty PayVerify continuing ‘three-ness’ of faculty salaries Complete Staff Compensation and Job Description Project (continued)Develop Faculty Performance Evaluation SystemDevelop Administrator Performance Evaluation SystemDevelop Staff Performance Evaluation SystemEstablish Retirement Planning educationTurn on self-service benefit information features in Banner

III. Create High Performance TeamsLaunch Lencioni Team Learning for employees and supervisorsExpand Crucial Converstation offerings to meet growing demand

IV. Create a Learning Organization

Launch Learning from Experience (Exceleron, Neon Buzz, Strengthfinder)Create Learning Plan & Timeline for PDCA/Memory Jogger CQI SkillsImplement Faculty Development System around JD competencies

Implement Student Success Priorities Employee Development PlanCreate Learning Plan & Timeline for 5 Learning Org DisciplinesLaunch CQI & Data Skills Traiing

V. Facilitate Culture Change

Expand Positive People Image program: internal & externalLaunch recognition of strategic accomplishment: individuals & teamsImplement Suggestion Plan marketingImplement Diversity Development Process and AAP

VI. Collaboration with Stakeholders  

Incorporate People Plan Goals Defined by Employees into People PlanImplement Covey/Alamo "Leading the Way" Student Leadership MOU

Engage HR/OD Customers in SIPOC v.3.0

VII. Build the Flywheel

Complete HR Website upgrade/enhancements (continued)Implement Affordable Care Act ProvisionsOverhaul Digital Document System for the Personnel RecordExtend Customer Satisfaction Survey and PDCA to all employeesSelect Recruiting Management System (renew or replace current)Turn on self-service benefit information features in BannerComplete FLSA auditEstablish clear CE compensation rates and pay processDefine options to extend benefits to domestic partners

ALAMO COLLEGESSTRATEGIC PEOPLE PLAN

Measures of Success

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Assessing Plan Success

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Key People Plan Metrics

Plan Goals Metrics (Goal) Benchmark Sources

Benchmarks(Avg & Best)

TargetActual

2011/12

1. Talent

Employee Promotion Rate * (1, 2, 5) BLS BLS BLS Top QtlNeed Clean

Data% Labor Cost (1, 6, 7) Delta Project 67% 67-70% 70%FT/Adjunct Faculty Staffing Ratio (1, 6) IPEDS 50% 50% 52.6%Student Enrollments/FT Employee (1, 6, 7) IPEDS 25:1 32:1 29:1Pace Ratings: Promotion of Workplace DiversityPACE 3.77 norm 4 to 5 3.81

2. Engagement    

PACE Ratings: Overall Climate for Student Focus (2, 3) PACE 3.94 norm 4 to 5 4.02

Faculty Turnover Rate (2, 5 ) CUPA 2009-10 7.0% avg 7.0%5.9% 2009-

10

    ? ?9.0% 2011-

12

Non-Faculty Turnover Rate (2, 5 ) CUPA 2009-10 11.0% avg 11.0%10.4%

2009-10

    ? ?16.1%

2011-12

Employee Absence Rate *(2) BLS BLS BLS Top QtlHave Non-

FacultyPACE Ratings: information is shared PACE 3.11 norm 4 to 5 3.19PACE Ratings: I receive adequate info on important activities

PACE 3.61 norm 4 to 5 3.6

PACE Ratings: Communication is open and ethicak

PACE 3.24 norm 4 to 5 3.35

PACE Ratings: Oppty to express my ideas in appropriate forums

PACE 3.56 norm 4 to 5 3.7

3. High Performing Teams

Leadership & Supervisor Training Hours (2) ASTD ASTD = 32.5? 30hrs/yr x 30025hrs/supv

x 271PACE Ratings: Overall Climate for Supervisor Relationships

PACE 3.70 norm 4 to 5 3.86

PACE Ratings: Overall Climate for Teamwork PACE 3.73 norm 4 to 5 3.91

Key People Plan Metrics

Plan Goals Metrics (Goal) Benchmark Sources

Benchmarks(Avg & Best)

TargetActual

2011/12

4. Learning Organization

PACE Ratings: Extent to which professional dev/training is available

PACE 3.64 norm 4 to 5 3.86

Total Training Hours/Employee FTE * (2, 3, 4, 5) ASTD 32.520hrs/all FT

emps

Collecting TMS Data. available 8/31/2013

5. Culture

Employee Innovation Rates Suggestors/100 employees (3, 4, 5) Ideas America 7.45 7.45< 3.1

PACE Ratings: Opportunities to be creative in our jobs

PACE 3.92 norm 4 to 5 3.95

PACE Ratings: Overall Climate for Institutional Structure

PACE 3.38 norm 4 to 5 3.41

Diversity Goals as a Percent of Current Workforce (1, 5) AAP SMSA

100% at or above Goal

and improving

100% at or above Goal

and improving

99.5% at or above Goal

(21 FT below)

6. Stakeholder Collaboration

PACE #8/Gallup Score: Feel my job is relevant PACEAC 2009 =

4.364 to 5 4.41

PACE #2/Gallup Score: Supv expresses confidence in my work

PACEAC 2009 =

4.174 to 5 4.28

PACE #9/Gallup Score: My performance is important to org success

PACEAC 2009 =

4.044 to 5 4.14

7. HR/OD Flywheel

HR Customer Satisfaction: "NPS" Net Promoter Score (6, 7)

NPS/Ultimate Q

+1 to +50 +1< +17

PACE Ratings: Provides a safe and secure working environment

PACE n/a custom q. 4 to 5 3.88

On the Job Injury Rate/100 employeesBLS 611 Ed Svcs

2.1 1.5 1.57

HR to Employee Ratio (Total HR/100 FTEs)(7) SHRM 0.55 to 0.93 <.93 0.87

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