UHR Strategy Mapping & Balanced Scorecards 2008

90% of Organizations Fail to Execute Strategy

95% of Employees do not understand their Organizations 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 dont 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-Presidents)

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 Michigans 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
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

LINKAGES

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

Inclusive Environment Diversity
Welcoming Env. for Handicap Cross-cultural exchange & UM World Influence

Customer & Stakeholders Financial - Differential Internal Processes Employees Learning and Growth

Retain Gains in Diversity

Avoid Financial Penalty (Access & Research Grants)

Increase in Students & Student Revenue Increase ADA funding from Architects

Lower Minority TurnOver/ Replace. costs

Develop "Diversity Matters" Trg

Develop "Div. Staff Resources" Website

Dev Retention Interview Proocess & Train

Create Campus Map of All Accomdtns in each BLdg Obtain map.loctn of all Bldgs & Review Bldgs

Identify most Useful Recruitment Sources

Hire Diversity Recruiter

Early Intervention Process by EPC/Staff HR for Appl Pool