UHR Strategy Mapping & Balanced Scorecards
2008
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?
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?
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
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
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”
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
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
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
Key/Strategic
Initiatives:
“Diversity Matters”
educ. Program
developed
“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
“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)?
INITIATIVE LINKS FOR ORGANIZATION
STRATEGY LINKAGE MAP
LINKAGES
UHR Goal 5: Foster and maintain a work and learning environment that is
inclusive, welcoming and supportive, and is free from discrimination.
President Goal: 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
B&F Goal: 1. Develop leading practices in the recruitment, retention and
development of outstanding faculty and staff
•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
PERSPECTIVES
Customer &
Stakeholders
Financial - Differential
Internal Processes
Employees Learning
and Growth
PERSPECTIVES
MAP - Strategic Goal 5
Customer &
Stakeholders
Inclusive
Environment Diversity
Retain Gains in
Diversity
Financial - Differential
Avoid Financial Penalty
(Access & Research
Grants)
Lower Minority
TurnOver/ Replace. costs
Internal Processes
Develop "Diversity
Matters" Trg
Dev Retention
Interview
Proocess & Train
Employees Learning
and Growth
Identify most Useful
Recruitment Sources
Hire Diversity Recruiter
Welcoming
Env. for
Handicap
Cross-cultural
exchange & UM
World Influence
Increase in
Students &
Student Revenue
Increase ADA
funding from
Architects
Develop "Div. Staff
Resources"
Website
Create Campus
Map of All
Accomdtns in each
BLdg
Obtain map.loctn of all
Bldgs & Review Bldgs
Early Intervention
Process by EPC/Staff HR
for Appl Pool