DISTRICT DEPARTMENT/UNIT: Human Resources/Organizational Development
DATE: January 11, 2013
GOAL
TASK
Talent
Hiring
Acquisition (1)
TASK OWNER
Monica
KEY CUSTOMER
CUSTOMER REQUIREMENTS
KEY OFI
MEASURE OF
SUCCESS
Hiring manager
Timely & accurate processing
Turnaround time (TAT)
Turnaround Time
All hiring
departments
Approvals to recruit externally
Cycle time (end to end)
Cycle Time (end
to end)
Qualified & competent
applicants
Comm. Expectations &
processes, procedures
Time to Find/Fill
Advertising
Process improvement
Vacancy Rate
Search committee support
Research Best Practices
Clearance to hire
Survey customers and
host informal and
formal roundtable
discussions
98%-100% of
internal
customer
contacts will be
handled within
onetwo business
days
Hiring manager
Target FY12
Suppliers & inputs
Chancellor
approvals/all
related approvals
PeopleLink
Agencies
Applicants/Candid
ates
Current
employees/talent
Students/Commun
ity
SARMA
Background checks
Advice/consultation
Productivity and cycle
time
Streamline Solutions
and processes to meet
Alamo Colleges talent
acquisition goals
Enhance Onboarding
experience
Service delivery and
customer satisfaction
driven by proactive and
not reactive actions
Measure and celebrate
success
Conduct “postmortems” and learn
Ongoing – Individual
(Stretch - four to
eight business
hours, Met - one
business day,
Threshold – two
business days)
All customer
email inquiries
will be handled
within one –two
business days
98%-100% of
internal
customer
PeopleLink
requests for
password reset
will be resolved
within one - two
Third party vendors
Hiring departments
and candidate
decisions
Requisitions
Employee Referrals
Internal
Employment and
Staffing team
Advertiser(s)/agenci
es/search firms
Accurately
completed and
approved
Requisition in
PeopleLink
Current Job
Description
Application/Resume
/CV
Other documents (
and Team recognition
business days
HR function Brand
and Identity
(Stretch - four to
eight business
hours, Met - one
business day,
Threshold – two
business days)
Accurate and
approved job
(PeopleLink)
requisitions will
be posted within
one - two
business
Talent
Career
Acquisition (2) Development
Hope
All employees
Development opportunities
Transcripts
Orientation
Competencies
Leadership development
Faculty development
Supervisor training
Link to evaluations and
strategic plan
Job skills
Compliance training
Performance
Review – Recent
(future state)
Hiring decision AKA
“Recommend to
Hire”
College District
Staffing Plan
Number of
training hours per
employee
External trainers
% of supervisors
trained
Registration/partici
pation
% promotions v
external hires
Course evaluations
Investment per
employee (ROI for
development)
Certifications
transcripts,
certification)
Online access & modules
Cornerstone
Needs assessments
Development plans
(via performance
evaluations)
Regulatory & Alamo
requirements
Engagement
(1)
Employee
relations
support
Ed & Roberto
Supervisors
Advice & consultation
Employees
Coaching
Regulatory
agencies
Proactive tools for
prevention
Grievance
rate/claims rate
Tools/resources
Sharing key best
practices
Grievance
turnaround time
Compliance
Supervisor training
Policy interpretation
Sup
training/support
Awareness of
regulation/law/reportin
Ethics point
EEOC
Employees &
Supervisors,
students
Legal support
Performance
Engagement
(2)
Recognition
Systems
James
All employees
Investigation
g requirements
evaluation results
Resolution/Mediation
Recognition (Positive
reinforcement)
PACE results
Timely processing of
employee suggestions
Consistent/predictable
recognition
Number of
employees
recognized
Future – Pay for performance
Discretion/resources to
recognize
Ed
Linda
Emeritus faculty awards
Engagement
(3)
Update/
develop/
consolidate
job
descriptions
Chris
Bordovsky
Trophy vendors
Purchasing
Good job description
model
HR Generalists
Org Learning
(Performance)
Marketing/PR
Discretion/resources to
recognize
Employees
Employment
PACE measures
Employee &
Supervisor input
Clear process model
Risk
Management
Print shop
Align recognition to
values/strategy
Communication of a job well
done (“good job”)
Managers
FMLA users
Suggestors &
Evaluators
Alignment
Service awards
Hope
Chancellor
Guidance on content
Access to JDs
Integration with other
systems/ processes
Implement new
processes
Communications
Speed to market
Jobs evaluated/
number of jobs
in new format
Managers
Reduction in
total number of
jobs
External vendors/
data providers
Senior leadership
Engagement
(4)
Evaluate jobs
Chris
Bordovsky
Chris
Bordovsky
Managers
Clear model
Employees
Reasonable evaluations
Potential
candidates
Access to results
Students
Integration with other
systems/ processes
Develop and approve
strategy
Communicate
process coupled with
Comp 101
Stable or higher
offer acceptance
rates
Job description
Reduced
exception
requests
Employment
information
(customers of
employees)
Engagement
(5)
Records
Customer
Service
Records Team
Market data
Consultants/
processes
All Employees
Superior Customer Service
Training
Positive Feedback
Records
Retirees
Provide Effective Feedback
Ongoing Customer
Relationships
Demands of
Customers’ Needs
met
All Employees
Provide Tools & Resources
Establish Customer Loyalty
Availability
Satisfy Customer Needs
Leadership Training
Programs
Ticket System to track
progress
Surveys
Customer Loyalty
Completion Notices
Engagement
(6)
Benefits:
Facilitate
Supervisor
Training and
Educate
Employees
Geena
Johnson
Supervisors
Advice & consultation
Employees
Coaching
Proactive tools for
prevention
Sharing information
Tools/resources
Compliance
Policy interpretation
Investigation
Resolution
Supervisor and
employee training
Awareness of
regulation/law/reportin
g requirements
Training/Develo
pment program
participation
rate
Managers/
Supervisors
Employee
satisfaction with
training
External
legislative
information
Training quality
Legal information
Training expense
per employee
Alamo policies
Engagement
Scores
Senior leadership
Teams
Create high
performance
teams
Hope
All teams
Training
Rely on teams v.
committees
Tools/resources
PACE measures
Supervisors
Teams trained
Team members
Access to
tools/resources
Trainers
Systematized
culture of learning
Trainers
Training
Recognition
Meeting skills
Team skills/training
Team leaders skills
More collaboration,
meaningful
competition.
Build a
learning
organization
Implement 5
disciplines of a
learning
organization
Hope
All employees
Personal mastery
Systems thinking
Integrated/embed in
culture and learning
systems
PACE measures
Shared mental models
Shared vision
Awareness of learning
organization principles
& behaviors
Team learning
Facilitate
Culture
Change (1)
Aligning HR
programs/syste
ms to
strategy/values
Engaged employees
Linda
All employees
Revamping HR
programs/systems
Alignment to strategic
plan/values
Achievement of strategic plan
Communication &
building trust
PVC
Senge
Employee
ownership of a
learning
organization
See do get
outcomes
Board
PVC
Board
Facilitators
New attitudes/behaviors
Student success
Performance excellence
Alamo Colleges
business acumen
Consultants
Best Practice
data/info
The Alamo Way
Strategic
Plan/values
Facilitate
Culture
Change (2)
Facilitate/cham
pion customer
driven change
initiatives
Hope
All employees
Departments/tea
ms
Tools/resources to facilitate
change
Facilitators of change
(consultative)
New attitudes/behaviors
Outreach
See do get
outcomes
Systematize
tools/resources
Alamo Ideas
The Alamo Way
Strategic
Plan/values
More
consultation/education
/awareness/dialog
Facilitators
Student success
Performance excellence
Collaboration
Best place to
work
Linda
All employees
Ask for feedback from
customers
Job seeking public
Community
Students
Commitment to
strategy/values
Fair workplace, challenging
work, development
opportunities
Strategic people plan
(elements of)
More customer input
Achievement of
people plan goals
More communication
of strategies
PACE measures
Alignment across
campuses/jobs/proced
ures (fairness/equity)
Best place to work
status – formal
recognition
Time to absorb change
(rephrase)
TAPE
results/recognition
Employee
satisfaction/engagemen
t
Diversity plan
results
PACE
TAPE
Communication &
Marketing/PR
Internal surveys
Key HR metrics
HROD
Flywheel (1)
Bring HR/OD
programs &
service to best
practice levels
Linda
All employees
Regulatory compliance
Communication
Board
People tools/resources
Change management
PVC
Delightful customer service
Compensation
equity/fairness
Alamo College
leaders
Fast, accurate processes
Accessible data
Streamlined
employment processes
Job seeking public
Knowledgeable HR Staff
Customer driven HR programs
Lots of communication
User friendly policies
and procedures
Fully integrated TMS
Timely information
Achievement of
strategic people
plan goals
IT
Customer
satisfaction survey
results
Deb/Carlos Ayala
PACE measures
Exception request
volume
Communication
measures
Consultants
HR staff
trainers/consultants
Best performing
peers/organizations
SHRM
HRLC
Outreach to customers
and customer input
ASTD
CUPA
HROD
Flywheel (2)
Assess Risk
Mike Legg
Lin Freeman
BoT
Risk guidance, advice and
expertise
Chancellor
Risk mitigation best practice
 Construction Project
Specifications
Construction Project
Management
 Total Cost of
injuries
 Value of
property lost
Program Owners
Insurance vendors
Cost/benefit model
Risk Matrix
Cost Benefit Analysis
College Admin
Program owners
Administration
HROD
Flywheel (3)
Deploying and
Updating
Emergency
Management
Program
Mike Legg
Rick Tobin
College VPCS
Ensure plan deployment
BoT
Training in emergency
response
Chancellor
PVC
Students
Community
DIST Admin
Knowledge of the emergency
plan and who’s responsible
for what
Implementing the plan
through training and
practice
% ICS Team Fully
Trained
# of individuals
participating in
drills
% Resolution of
corrective actions
FEMA guidelines
Homeland Security
guidelines
EMP
Identification and
training of key
personnel
NIMS standards
Safety standards
Clery Act
Code requirements
HROD
Flywheel (4)
HROD
Flywheel (5)
Facilitating
Safety &
Environmental
Quality
Programs
Faculty Load &
Compensation
Mike Legg
Roy Brown
Employees
Safe work environment
Having AC procedures
in place
Injury rate
Students
Training
# of people trained
Supervisors
Hazard identification
Lost days
Public visitors at
an AC site
Best practice
Health & Safety
Codes
Life Safety Code
Fire Code
Records Team
(FLAC)
Facilities
Chancellor
VPCS
BoT
DPS
Schedulers
Timely & Accurate processing
through Banner
All Faculty &
Adjuncts
Communication
Chairpersons
Workload Deadlines
Audit Reports
Faculty Contracts
Records
Modifications
Availability of
Contracts 30 days
out
College
Departments
Training
PVC
Schedulers
Feedback
Accurate Pay
Communication
CRNs assigned to
Faculty
Training
Chairpersons
Coaching/Feedback
Tools & Resources
Awareness of
adds/drops
Management
Availability
HROD
Flywheel (6)
PAR
Transactions
Records Team
All Employees
Timely & Accurate Processing
Audit Trails
Validate EPAFs
Data Quality
Provide Feedback
Streamline processes
Quick Turnaround Time
Communicate Errors
Signature of Authorization
Verify SOA
Digitize into Personnel File
Apply EPAFs
Organization of forms
Received
Training
Confidentiality
Minimal Paycheck
Error rate
Minimal Errors on
Payroll Initiations
Quick Payroll
Processing Time
Records
All College
Employees
PAR Processing
Agents
Management
Data Quality yields
minimal
discrepancies
Employment
Benefits Team
HROD
Flywheel (7)
Records
Management
Records Team
All Employees
Digitize Forms Received
Complete Requests for
Campuses
Quick Turnaround on
Requests
Validate Records Uploaded
through Digital Documents
Automation of Digital
Documents
Quick Turnaround
of Forms Received
Records
All Employees
Construct File Folders
for BDMS
Documents
uploaded with
minimal errors
Audit Digital Document
Uploads
Legal Department
Hiring Managers
Employment
Organization of Forms
Received
Implementation of BDMS
Retention Periods
HROD
Flywheel (8)
Benefits
Administration
: Update
Benefits
Offering
Process
Geena Johnson
Managers
Timely & accurate
information
Supervisors
Process improvement
Research Best Practices
Affordable options
Applicants/Candid
ates
Advice/consultation from
subject matter experts (SME)
Employees
Survey customers and
host informal and
formal roundtable
discussions
Guidance on content
Retirees
ERS
Community
Benefits
Satisfaction:
Service delivery and
customer satisfaction
driven by proactive and
not reactive actions
Measure and celebrate
success
Conduct analysis and
update process
Benefits
Satisfaction
Rate/Index
Managers/
Supervisors
Employees
Retirees
ERS
Average number
of options per
employee
Agencies
Job Seekers
Number of
options
exercised per
employee
All customer and
telephone
inquiries will be
handled within
one – two
business days.
Benefits
Expenses
Benefits Expense
per FTE
Benefits Total
Compensation
FMLA/Legal
requirements
Third party
vendors
Rate
Benefits Expense
Type Breakdown
Vacation
Utilization Rate
Sick Leave
Utilization Rate