The Right People In The Right Jobs

532 views
497 views

Published on

An overview of the work done by the State of California's Human Resource Modernization Project. In particular, focuses on classes and competencies.

Published in: Business, Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
532
On SlideShare
0
From Embeds
0
Number of Embeds
74
Actions
Shares
0
Downloads
23
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Modernize and streamline the State's HR system to recruit, develop and maintain a well-qualified, high-performance workforce.
  • Introductions and thank you
    September 2007 Legislature approved the Governor’s Budget and formally committed to fixing the broken HR system
    5 PYs approved and first staff came on board in October 2007
    5 major objectives
    Simplify
    Expedite hiring and “employer of choice”
    HR integrated with strategic plans
    Compensation factors based on market, business needs and individual contributions
    Performance culture
  • Problems with our system
    Classification are unmanageable with over 4200 classes
    Gray tsunami
    It takes months to test and hire
    Compensation program is unbalanced
    Not a performance culture
  • The Right People In The Right Jobs

    1. 1. The Right People in the Right JobsThe Right People in the Right Jobs 1
    2. 2. Simplify the classification system Base compensation on market conditions, individual self- development, and business needs • Create an attractive and expeditious hiring process • Tie HR systems to business needs through strategic and workforce plans • Improve and foster a high performance culture 2
    3. 3. 3
    4. 4. Classification Recruitment and Selection Workforc e Planning Performance Management 4 Compensation
    5. 5. 5 From:From: To:To: • Confusing exam processes • Hiring candidates takes too long • The right candidates for the right job may not be reachable • Consolidated exam process • Online exam that is available 24/7 • Three Rank Eligible List Pilot Study
    6. 6. 6 Ask a question
    7. 7. 7 Do background research Best Practice Review January—February 2008
    8. 8. 8 Construct a hypothesis Create a Class Concept Model March — May 2008
    9. 9. 9 Test your hypothesis by doing an experiment Expert Resource Panels Data Collection Survey June — December 2008
    10. 10. 1. Analytical Thinking1. Analytical Thinking 2. Applies Technical Expertise to Tasks 2. Applies Technical Expertise to Tasks 3. Communication3. Communication 4. Communication, Written4. Communication, Written 5. Decision Making5. Decision Making 6. Diagnostic Information Gathering 6. Diagnostic Information Gathering 7. Ethics and Integrity7. Ethics and Integrity 8. Flexibility8. Flexibility 9. Forward Thinking9. Forward Thinking 10. Initiative10. Initiative 11. Learning11. Learning 12. Personal Credibility12. Personal Credibility 13. Planning and Organizing13. Planning and Organizing 14. Thoroughness14. Thoroughness
    11. 11. 11 Analyze your data and draw a conclusion January — March 2009
    12. 12. 12 Report your results Refine Class Concept Based on Data Spring 2009
    13. 13. 13 Shared Key Responsibilities and Related General Competencies (Knowledge, Skills, Abilities and Personal Characteristics) Occupational Subgroups Job Specific Technical Competencies (Knowledge, Skills and Abilities)
    14. 14. 14 Survey #1Survey #1 Demographics & GeneralDemographics & General CompetenciesCompetencies Survey #2Survey #2 Technical CompetenciesTechnical Competencies Survey #3Survey #3 TasksTasks Survey #4Survey #4 Job LevelingJob Leveling Survey #5Survey #5 Supervisor & ManagerSupervisor & Manager Technical CompetenciesTechnical Competencies
    15. 15. 15
    16. 16. 16 Thank you!Thank you! Karen Lynch Karenlynch@dpa.ca.gov 916-558-1815 Jackie Cheyne Shelton Jackiecheyneshelton@dpa.ca.gov 916-322-2834 Stephanie Lokka Stephanielokka@dpa.ca.gov 916-558-1817

    ×