TSTC Human and Organization DevelopmentYour Success Is Our Success
HOD Reorganization – Context
Organization Development
“…a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so the can better adapt to new technologies, markets, and challenges.”
Warren Bennis
HOD Reorganization – Context
Organization Development
“…a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so the can better adapt to new technologies, markets, and challenges.”
Warren Bennis
TSTC’s Organization Development
“…beliefs, attitudes, and values…”
◦Value of team and brand
◦ISCLEAR (Innovation, Stewardship, Collaboration, Leadership, Excellence, Accountability, Responsiveness)
◦Value-focus vs. Deficit-focus
◦The Power of Trust, Empowerment
HOD Reorganization – Context
Organization Development
“…a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so the can better adapt to new technologies, markets, and challenges.”
Warren Bennis
TSTC’s Organization Development
“…new technologies, markets, and challenges.…”
◦From Local to Global
◦From Industrial/Informational to Conceptual
◦Abundance, Asia, and Automation
◦Connectedness
HOD Reorganization – Context
Organization Development
“…a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so the can better adapt to new technologies, markets, and challenges.”
Warren Bennis
TSTC’s Organization Development
“…structure of organizations…”
◦Bureaucracy to business
◦Management to leadership
◦Radical, Unconventional, Bizarre
◦Activity-driven to Results-focused
◦Skills (success) focused vs Academic
◦Integrated, leveraged, messy
HOD Reorganization – Context
Organization Structures
Chancellor: Organic, or organization as Living System
◦Self-organizing
◦Interact with environment
◦Comprised of subsystems
◦Adaptive
Insights from Experts
Good to Great, CollinsChange or Die, DeutschmanAppreciative Inquiry, CooperriderSurfing the Edge of Chaos, Pasclae et alRe-imagine!, PetersManaging Transitions, BridgesA Whole New Mind, PinkThe World Is Flat, FriedmanWikinomics, Tapsoctt & WilliamsGroundswell, Bernoff
HOD Reorganization – Context
Views of Organizations (NPDS Info)
Breakthrough Organizations (p. 5 & 6)Risk-seeking, loose structure, complex/chaotic
Organization as Living Organism (p. 10-12)Agile, Complex, Subsystems, Respond and adapt to environment
HOD High Performance
Talent Sourcing &On-boarding•Recruiting•Screening•Applicant Tracking
Organization Design•Forecasting•Succession•Structure
Benefits•Counseling•EOC Planning•Administration
Compensation & Payroll•Pay for Performance
•Benefits/Wages•Remittance
Risk Management•BCP•Conflict•EEO•ERM
Performance•Human Capital Analysis
•Performance Management
•Project Management
High Performance for Human and Organization Development Occurs When. . .
success is defined, measured, recognized, and rewarded appropriately.
work environment fosters success achievement.
workforce is diverse to strengthen TSTC’s appeal and meet state objectives.
risks are assessed and managed to acceptable levels.
Human and Organization Development
The Human and Organization Development Leadership
Benefits•Richard Moore•Mary Prepejchal
Compensation & Payroll•Jay Maler
Risk Management•Jeff Bell (EEO)•Rhett Reddell (Safety)•George Reamy (Conflict)
Performance•Angela Ball
Talent Sourcing & On-boarding•Carrie Gayeske
Organization Design & Development•Jonathan Hoekstra•Gail Lawrence
HOD Summit Objectives
Discover the New HODMap the Road ThereEstablish/Develop Teams
HOD Transition Challenges
UrgencyTransparencyInclusion
Talent Sourcing & On-Boarding
Success Indicators
TSTC hires the right people for the right job at the right time.
Employees feel valued by the organization
Employees contribute to organizational goals
Organization Design & Development
Success Indicators
Skills gaps that are anticipated due to visionary culture change or workforce trends are assessed and communicated
Development plans are designed to fill anticipated skill gaps
Impact of vision on org structures is assessed, communicated and implemented
Benefits
Success Indicators
TSTC offers a competitive benefits package designed to attract and retain outstanding employees.
Information is available to assist employees in selecting their benefits.
Benefit transactions are processed properly, accurately, and timely.
Compensation & Payroll
Success Indicators
Compensation decisions are made consistent with compensation philosophy and are sufficiently supported.
Federal and State payroll and compensation requirements are met.
Compensation, personnel transactions and decisions are processed with maximum fidelity.
Payroll transactions are processed accurately, efficiently and timely.
Risk Management
Success Indicators
Risks are assessed and managed to acceptable levels
Diversity is achieved and valued
Employee records are properly secured and readily available
Performance
Success Indicators
Success is defined, measured, recognized and rewarded appropriately
Current, ongoing feedback regarding performance measures drives growth plans for enhanced productivity
Human and organizational analysis supports strategic decision making and reporting requirements
HOD develops competency, discipline and capacity for project management.
What does it look like?
Building the New Paradigm(s)
Customers(Ee's/Prospects,Mgrs, Leaders, HOD)• Service Level
Expectations• Risks/Concerns
TSTC Desired Culture• SOLE• Team• Transformation• Leadership
(Empower, Engage,Guide/Coach,Encourage/Re-direct)
Risks/Compliance• Strategic• Operational• Reporting• Fraud• Regulatory
What’s That Look Like?
HOD Team
RolesEngagementMetrics/ResultsOpportunities EE’s, Prospects, Managers
SeamlessSimplifiedSelf-serviceVirtualDifferentFar Away
Leadership
Broad AvailabilityDeeper
CompetencyLoss of ControlDisengaged
ConfusionUncertain/MessyMore of the Same
The Transition
HR TodayFour duplicate
HROsScattered/DiffusedRules & PaperProcess/TaskGeneralistPolicing
The ChallengeOne leveraged
HOD functionSimple/FocusedSuccessResult/ProductivitySpecialistEmpowering/
Developing
Hedgehogs, Foxes & Basketball
“The fox knows many things, but the hedgehog knows one big thing.”
Isaiah Berlin
Centers, forwards, guards, zone, man-to-man. Who gets the ball?