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  • DESIGN IMPLICATIONS Establish one end-to-end business process owner Develop and maintain end-to-end process expertise Support standardized business processes with standardized roles Inquiries are handled by customer service professionals Unique school/department needs will continue to be addressed locally Leverage technology to support hand-offs and collaboration between org units based on standardized processes Leverage technology to track performance and facilitate continuous improvement Establish one end-to-end knowledge management owner Perform work in multi-skilled teams which provide a single point of accountability and contact for those inside and outside the organization Develop a client centric organization to ensure flexibility and responsiveness to client needs and requirements Maintain appropriate customer interaction at local level Define an org structure that supports career development Create standardized roles and handoffs to support scalability Drive organizational efficiency and accountability by reducing organizational layers Develop defined metrics and performance processes with clear integration points to individual roles Establish end-to-end management process owner
  • Transcript

    1. <ul><li>Human Resources </li></ul><ul><li>Community Meeting </li></ul><ul><li>Yale University </li></ul><ul><li>November 21, 2008 </li></ul>
    2. Agenda <ul><li>Welcome and Introductions </li></ul><ul><li>Early Observations and Mike Peel </li></ul><ul><li>Preliminary Priorities </li></ul><ul><ul><li>Questions/Answers </li></ul></ul><ul><li>Updates on Key Initiatives: </li></ul><ul><ul><li>2008 Workplace Survey Debbie Stanley-McAulay </li></ul></ul><ul><ul><li>Diversity and Inclusion Debbie Stanley-McAulay </li></ul></ul><ul><ul><li>ISAP/”Yale Next” Initiative Nancy Creel-Gross </li></ul></ul><ul><ul><li>Managing at Yale Elena DePalma </li></ul></ul><ul><ul><li>221 Whitney Ave. Nancy Creel-Gross </li></ul></ul><ul><li>Conclusion Mike Peel </li></ul>
    3. Human Resources Direction Fueling Academic Excellence through Workplace Excellence
    4. Early Observations <ul><li>Extraordinary pride and commitment </li></ul><ul><li>Frenetic pace/extremely reactive culture </li></ul><ul><li>Highly fragmented environment: </li></ul><ul><ul><li>Duplication of effort </li></ul></ul><ul><ul><li>Career pathing complexity </li></ul></ul><ul><ul><li>Lots of “white space” </li></ul></ul><ul><li>HR initiatives lack unifying strategy </li></ul>
    5. Elements of Vision for HR <ul><li>Stronger linkage between workplace excellence and Yale University mission </li></ul><ul><li>Yale equally admired as a place to work as it is academically </li></ul><ul><li>Human Resources distinguished by its executional excellence and change leadership </li></ul>
    6. Preliminary Strategic Priorities <ul><li>II I. Assure attraction, development, </li></ul><ul><li>and retention of superior talent </li></ul><ul><li>I II. Translate superior Yale talent into </li></ul><ul><li>superior performance </li></ul><ul><li>Advance value added of HR/ </li></ul><ul><li>Administration </li></ul>
    7. <ul><li>Assure attraction, development, & retention of superior talent </li></ul><ul><li>Enhance people and performance standards </li></ul><ul><li>Support staffing effort with strategic candidate pools </li></ul><ul><li>Expand focus on employee development </li></ul><ul><li>Become a recognized leader in diversity </li></ul><ul><li>Continuously expand employee value proposition </li></ul>Preliminary Strategic Priorities
    8. Performance Management at Yale (M&P Positions) 53% “FOCUS” Appraisal 6% Too New 41% No Appraisal 79% “FOCUS” Appraisal 6% Too New 15% No Appraisal
    9. Performance Management at Yale <ul><li>Next Frontiers: </li></ul><ul><ul><li>Assure clear goals </li></ul></ul><ul><ul><li>Control rating inflation </li></ul></ul><ul><ul><li>Include other employee groups </li></ul></ul>
    10. Selection Critical to Both Performance Potential and Development SELECTION DEVELOPMENT
    11. <ul><li>Translate superior Yale talent into superior performance </li></ul><ul><li>Build University-wide talent management system </li></ul><ul><li>Evolve organization’s continuous improvement tools (Performance Management, IDP’s, Climate Survey, 360° Feedback) </li></ul><ul><li>Improve labor relations/labor relationships </li></ul><ul><li>Strengthen internal communications </li></ul>Preliminary Strategic Priorities
    12. Talent Management System Components <ul><li>Forecast of future University talent needs </li></ul><ul><li>Clear assessment of current talent </li></ul><ul><ul><li>Succession plans for key positions </li></ul></ul><ul><ul><li>Assessment of performance/potential mix </li></ul></ul><ul><li>Plans to improve leadership depth </li></ul>
    13. Continuous Improvement Tools <ul><li>Tool Next Steps </li></ul><ul><li>Performance Management Improve/Expand </li></ul><ul><li>Individual Development Planning Create </li></ul><ul><li>Workplace Survey Process Institutionalize/ </li></ul><ul><li> Drive follow-up </li></ul><ul><li>Multi-source Feedback Create </li></ul>
    14. <ul><li>III. Advance Value-Added of HR/Administration </li></ul><ul><li>Innovate to enhance service excellence </li></ul><ul><li>Employee and manager self-service portals </li></ul><ul><li>Standardization, simplification, and centralization </li></ul><ul><li>Employee Service Center (ESC) </li></ul><ul><li>Focus on HR/Administration organizational development </li></ul><ul><li>Unify the Human Resources Community at Yale </li></ul>Preliminary Strategic Priorities
    15. HR Organizational Strategy HR Generalists Employee Services Strategic Partnership Change Leadership Employee Relations Idea Leadership Tools, Processes, Systems Consulting Administrative Excellence Technology Employee Transactions
    16. HR Organizational Imperatives <ul><li>Clear strategy </li></ul><ul><li>High level of prioritization </li></ul><ul><li>Cross-boundary teamwork </li></ul><ul><li>Openness to new ideas/innovation </li></ul><ul><li>Learning culture </li></ul>
    17. Historical View <ul><li>First Yale Workplace Survey conducted Fall 2004 and Spring 2005 </li></ul><ul><li>Total participation = 51% </li></ul><ul><li>Goals </li></ul><ul><ul><li>Understand the drivers of engagement and satisfaction </li></ul></ul><ul><ul><li>Improve labor/management relations </li></ul></ul><ul><ul><li>Help supervisors improve the efficiency and effectiveness of work in their units </li></ul></ul><ul><ul><li>Improve the training curriculum of the University </li></ul></ul><ul><ul><li>Inform and prioritize key organizational development initiatives </li></ul></ul><ul><ul><li>Help the HR function optimize the programs, policies and procedures of Yale </li></ul></ul>
    18. Current 2008 Plans <ul><li>Second Yale Workplace Survey conducted November 17 – 30, 2008 </li></ul><ul><li>Target population: 9000+ staff </li></ul><ul><li>Target Audiences: CT, SM, MP and FAC within the School of Drama </li></ul><ul><li>Goals </li></ul><ul><ul><li>Discover what workplace issues for improvement are most important to staff members. </li></ul></ul><ul><ul><li>Understand the drivers of engagement and satisfaction </li></ul></ul><ul><ul><li>Increase survey participation to at least 75%. </li></ul></ul><ul><ul><li>Develop and implement institutional and departmental action plans </li></ul></ul>
    19. Outreach & Marketing <ul><li>E-mail Communication Series </li></ul><ul><ul><li>President Levin, University Officers, Department leaders </li></ul></ul><ul><li>Paper Survey Distribution </li></ul><ul><ul><li>Attend Local 35 staff meetings (70+) </li></ul></ul><ul><ul><li>Survey Pick-up/Drop-off boxes around the campus (30) </li></ul></ul><ul><li>Print Materials </li></ul><ul><ul><li>Flyers , Posters, Lobby Posters, Stickers, Buttons, Pencils, Lollipops </li></ul></ul><ul><li>Publications/Articles </li></ul><ul><ul><li>Working at Yale, Yale BLU, Daily News, HR Town Hall meeting </li></ul></ul>
    20. Help us reach our goal of 75% or more . Date Total Responses Participation Rate “ Go Live” Monday 1604 17.6% Tues, Nov 18th 268 20.5% Wed, Nov 19 th 229 23%
    21. <ul><li>Susan Abramson — Diversity,WorkLife & Childcare, Assistant Project Lead </li></ul><ul><li>Linda Clarke — HR Communications </li></ul><ul><li>Jessica Hammatt — ODLC </li></ul><ul><li>Gloria Hoda—ITS </li></ul><ul><li>Shaun King — ODLC </li></ul><ul><li>Phil Reinhardt — ITS </li></ul><ul><li>Michelle Sandagata — ODLC </li></ul><ul><li>Susan Smith-Kemp — ODLC </li></ul><ul><li>Deborah Stanley-McAulay — Diversity and Inclusion, Project Lead </li></ul><ul><li>Linda Veronneau — ODLC </li></ul><ul><li>A host of department partners across the University </li></ul>2008 Planning Team
    22. Diversity and Inclusion <ul><li>Debbie Stanley-McAulay has been appointed the University’s Chief Diversity Officer. She will be leading the group as we move forward with our diversity strategies </li></ul><ul><li>Calvin Haney has joined the team as a Diversity Coordinator </li></ul>
    23. <ul><li>A focus over the past 6 months has been on relationships with employee affinity groups </li></ul><ul><li>Meetings held in August/September with Asian, LGBTQ and Latino Employee Groups to re-connect/re-energize them and their linkage to diversity strategies </li></ul><ul><li>November 1 launch of the Diversity & Inclusion website </li></ul><ul><li>Launch of Affinity Groups websites in second week of November </li></ul>Diversity and Inclusion, continued
    24. <ul><li>Recent/Upcoming planned events with affinity groups </li></ul><ul><li>August 12—YAAA Financial Planning Guest Speaker </li></ul><ul><li>Oct 23—YAAA NASA Astronaut—William Readdy </li></ul><ul><li>Nov 11—Celebrate Latino Heritage Gathering </li></ul><ul><li>Dec 11—Latino Holiday Celebration </li></ul><ul><li>Asian Employee event December or February to coincide with Chinese New Year </li></ul>Diversity and Inclusion, continued
    25. <ul><li>Recent/Upcoming planned events with affinity groups, continued </li></ul><ul><li>YAAA third annual event </li></ul><ul><li>LGBTQ guest speaker in January </li></ul><ul><li>Work to assist Affinity Groups with “Welcoming Committee”. Latino Group formed “Welcoming Committee”, LGBTQ has agreed to do the same. HRIS has committed to assist with data on new employees </li></ul>Diversity and Inclusion, continued
    26. <ul><li>Additional work underway </li></ul><ul><li>Collaboration with HR Staffing on recruitment outreach at Black and Hispanic MBA Conference </li></ul><ul><li>Completed Faculty/Staff/Student Diversity Awareness Survey for School of Drama </li></ul><ul><li>Collaborating with Procurement on strengthening Supplier Diversity </li></ul><ul><li>Plans for Diversity Learning Series similar to short educational programming offered through Work Life Series </li></ul><ul><li>Managing at Yale diversity education and broader diversity education </li></ul>Diversity and Inclusion, continued
    27. Yale Next <ul><li>Yale Next is the culmination of several key projects (e.g. ISAP, TSRA) over the past year focused on identifying system and process improvements to core business services such as Human Resources, Finance and Information Technology. </li></ul><ul><li>Recommendations from these projects were made from the Finance & Administrative (F&A) leadership to the University’s Officers and the Yale Corporation. </li></ul>
    28. <ul><li>Upon approval of these recommendations, the result of these efforts is a strategic program that focuses on the redesign and integration of Yale’s core business processes and systems to help the University achieve its goal of becoming a world-class enterprise. Yale Next is designed to be achieved through a collaborative team approach using Yale staff and Accenture Consulting. </li></ul>Yale Next, continued
    29. HR Recommendations <ul><li>Based on the key findings and benchmark results, the assessment team provided the following recommendations for Yale HR. </li></ul><ul><li>General Recommendations </li></ul><ul><ul><li>Implement a ‘ one-stop-shop’ HR Service Center (enabled by case and knowledge management technology) to provide consistent service for common HR inquiries </li></ul></ul><ul><ul><li>Redesign HR structure to efficiently conduct transactions and remove hand-offs and added complexity </li></ul></ul><ul><ul><li>Leverage current and future investments in Oracle applications and enabling technologies (e.g., Portal, Knowledge Management) </li></ul></ul><ul><li>Time and Attendance </li></ul><ul><ul><li>Upgrade University-wide time and attendance platform to Kronos with accruals and leave management functionality to eliminate manual entry and standardize process </li></ul></ul><ul><ul><li>Consolidate bi-weekly payroll frequency into weekly frequency with the opportunity to consolidate semi-monthly and monthly </li></ul></ul><ul><ul><li>Leverage third -party vendors to enhance payroll process </li></ul></ul>
    30. <ul><li>Total Rewards (Benefits, Pension, Compensation) </li></ul><ul><ul><li>Enhance employee self-service functionality </li></ul></ul><ul><ul><li>Implement electronic interfaces to all third-party benefit providers </li></ul></ul><ul><ul><li>Leverage third-party vendors to enhance benefits process </li></ul></ul><ul><ul><li>Leverage third-party vendor for pension calculations to eliminate manual entry and ensure greater accuracy </li></ul></ul><ul><ul><li>Implement compensation functionality in core Oracle to include rules for all components of pay including merit and promotion increases, and lump sum adjustments, eliminating current reliance on BMS Merit </li></ul></ul><ul><li>Employee Data Management and Reporting </li></ul><ul><ul><li>Fully leverage a secure Oracle e-Business system for employee data management and HR transaction processing activities, eliminating reliance of confidential payroll and BMS (e.g., Compensation Workbench, Manager Self-Service, Employee Self-Service functionality) </li></ul></ul><ul><ul><li>Leverage workflow features in Oracle to facilitate school/department-level approvals and eliminate paper based handoffs </li></ul></ul><ul><ul><li>Implement employee certifications and performance plan tracking in Oracle </li></ul></ul>HR Recommendations, continued
    31. HR Recommendations, continued <ul><li>Staffing Services </li></ul><ul><ul><li>Reduce manual processes through automated interfaces and elimination of manual steps (e.g., job aggregators, pre-screening, I-9 verification, on-boarding paperwork) </li></ul></ul><ul><ul><li>Clarify the role of the hiring manager in the staffing process </li></ul></ul><ul><ul><li>Ensure accountability during the process and eliminate redundant levels of approval </li></ul></ul><ul><ul><li>Implement standard exit process to handle future projected volume </li></ul></ul><ul><li>Integrated HR and University-wide </li></ul><ul><li>Talent Management Solutions – “Advanced HR” </li></ul><ul><ul><li>Implement a learning management system </li></ul></ul><ul><ul><li>Realize a single performance management capability supported by integrated technology </li></ul></ul><ul><ul><li>Leverage the future business intelligence/analytics solution </li></ul></ul>
    32. Our Yale Next Team <ul><li>Core Team: Nancy Creel-Gross, David Metnick, Meg Dimel, Leslie Cawley, Jennifer Jaramillo, Tanu Mane, Kyle Fisher, Sheila Millea, Helen Melanidis, Crystal Gooding, Katrina Sikorski, Beth Anderson, Judy Offutt, Jaci Beth Ward, Kathy Scasino and Julie Kimball </li></ul><ul><li>Extended Team: Michelle Chipello, Armand Joncas, Pam Miller, Sonia Santana, Donna Caporale-Colon, Jessica Hammett, Kate Reynolds, LaShanda Williams, Linda Clarke, Alice White,IT Help desk, HR Generalists, Payroll Staff, Benefits Staff, HRIS and Transaction Center Staff </li></ul><ul><li>Advisors—as needed: Christine Pedevillano(HRG), HR Leadership Team (e.g., Hugh Penney, Chuck Paul), HR Community and Business Operations and all of you! </li></ul>Teams and roles vary by initiative and phasing Human Resources (Mike Peel) Nancy Creel-Gross David Metnick HR Services Center Jaci-Beth Ward Julie Kimball Tanu Mane (ACN) Benefits & Payroll Initiative Julie Kimball Leslie Cawley Beth Anderson Judy Offutt Meg Dimel (ACN)
    33. Value We Plan to Deliver The defined HR objectives are derived from the program benefits, and have design implications for HR. Highly Responsive, Customer Centric Service Process Improvement Reduced Compliance Risk Increased “Capacity” for Future Growth or Cost Reduction HR OBJECTIVES Standardize HR processes to achieve greater efficiency Align work so HR services are delivered by the right people with the right skills to address the University ’ s needs Leverage current and future investments in Oracle applications and enabling technologies to support the University ’ s business operations Improve the consistency, integration, and utilization of HR knowledge and services (including technology and tools) Increase the quality and client focus of HR services Position the HR function to support future growth Establish a performance driven culture and continuous improvement program for HR
    34. Improved HR Service Delivery To successfully improve HR service delivery, we are making a comprehensive change in HR roles and processes. Strategy HR Program, Design & Delivery Transactions & Administration Reducing the resource demands and time required to develop, deliver and use key HR products, services and processes. Developing, delivering and using HR solutions and services that have a productive impact on the workforce and the organization. Effectiveness Efficiency <ul><li>Centers of Expertise </li></ul><ul><li>(Architects) </li></ul><ul><li>Expert knowledge -based solutions provider </li></ul><ul><li>Process and policy designer/ guardian </li></ul><ul><li>Maximize knowledge assets sharing </li></ul><ul><li>HR Shared Services </li></ul><ul><li>Transactional and high volume activities </li></ul><ul><li>Inquiries </li></ul><ul><li>Services delivery </li></ul><ul><li>Client Groups </li></ul><ul><li>Applicants </li></ul><ul><li>Employees </li></ul><ul><li>Staff </li></ul><ul><li>Faculty </li></ul><ul><li>Managers </li></ul><ul><li>Retirees </li></ul><ul><li>HR Generalists </li></ul><ul><li>(Strategic Partners) </li></ul><ul><li>Link to school/department needs </li></ul><ul><li>Accountability for HR issues </li></ul><ul><li>Assure the delivery of HR solutions to the business (Local HR Delivery) </li></ul>
    35. Preliminary Service Delivery Model (SDM) <ul><li>Yale’s End State HR Service Delivery Model - Illustrative </li></ul>Applicants Employees Staff Faculty Managers Retirees Escalation Model Tier 0 Self Service Tier 1 HR Service Center Tier 2 Transaction Processing Teams Technical Infrastructure & Applications <ul><li>Oracle </li></ul><ul><li>ACD </li></ul><ul><li>Portal </li></ul><ul><li>IVR </li></ul><ul><li>Knowledge Mgmt </li></ul><ul><li>Case Mgmt </li></ul><ul><li>Vendor Interfaces </li></ul><ul><li>Tech. Architecture </li></ul>Tier 3 Center of Expertise and HR Generalists <1* Strategic Contribution 5* 66* 28* 100 Inquiries Transaction Processing
    36. HR Workstream—Scope HR Workstream Roadmap Q1 Q2 Q3 2011 Human Resources Q3 Q4 Q1 Q2 FY2009 FY2010 FY2011 Q2 2008 2009 2010 Calendar Year Fiscal Year Q3 Q4 Q1 Q2 Q3 Q4 HR Service Center University-Wide Time Capture Enhanced Benefits Administration Consolidated/Enhanced Payroll Recruiting Simplification Labor Distribution Employee Life Cycle Service Delivery
    37. HR Workstream—Scope, continued Initiative 2008 2009-2013 HR Service Center Phase 1 <ul><li>Design and build a one-stop-shop HR Service Center where employees can receive up-to-date, consistent information for Benefits, Employee Data Management, and Payroll </li></ul><ul><li>Develop enabling technologies (Nortel Call Tracking, HP Service Manager, SharePoint) that facilitate better customer service, provide consistent information, track performance management, and facilitate continuous improvement </li></ul><ul><li>Launch HR Service Center in April 2009 </li></ul><ul><li>Launch Initial Portal Technology and Services </li></ul><ul><li>Additional phases to be included, if needed </li></ul>University-wide Time Capture/Labor Distribution <ul><li>Capture requirements for time & attendance system </li></ul><ul><li>Implement Yale-wide time & attendance system (Kronos) in October 2009 </li></ul>Enhanced Benefits Administration <ul><li>Capture requirements for third party selection and systems enhancements </li></ul><ul><li>Conduct planning and analysis of benefits, payroll and pension third party administration </li></ul><ul><li>Conduct planning and analysis of payroll consolidation </li></ul><ul><li>Implement identified initiatives in 2009/2010 </li></ul><ul><li>Enhance Oracle functionality </li></ul>Consolidated/Enhanced Payroll Recruiting Simplification <ul><li>N/A </li></ul><ul><li>Implement identified initiatives in 2010 </li></ul><ul><li>Enhance Brass Ring functionality </li></ul>Employee Life Cycle Service Delivery <ul><li>N/A </li></ul><ul><li>Redesign HR structure to efficiently conduct transactions and remove hand-offs and added complexity </li></ul><ul><li>Centralize/streamline HR policy, process, and reporting </li></ul><ul><li>Leverage core ERP to minimize manual work and implement new modules (Compensation Workbench, Manager and Employee Self-Service) and advanced portal technologies </li></ul>Advanced HR Capabilities <ul><li>N/A </li></ul><ul><li>Enhance HR Centers of Expertise and HR Strategic Partners </li></ul><ul><li>Implement Oracle/Best of Breed systems for Learning Management, Performance Management, and HR Intelligence/Analytics </li></ul>
    38. Upcoming Major Milestone— HR Service Center (April 2009) Current: Employees go to numerous HR resources to gather information on basic HR inquiries and receive varying responses. Desired Outcomes: A one-stop-shop Yale HR Service Center, where employees can receive up-to-date, consistent information. Current: HR information is stored within multiple organizations throughout the University, and can often result in multiple interpretations of policy and procedure. Desired Outcomes: HR knowledge will be managed in a single Knowledge Management System that will be regularly updated based on policy changes, procedure changes, and major events. Current: Inconsistent information, lack of clarity on who/where to call, and time wasted in finding the right data can result in employee/manager frustration. Desired Outcomes: Increase employee satisfaction through improved service and case management from HRCC technology. Current: Culture requires HR teams/representatives to be in local departments and schools. Desired Outcomes: Shift high transaction activity to HRCC and support local HR Strategic Partners to provide insight and direction specific to the department/school.
    39. The Managing at Yale Project Team David Caruso Nancy Creel-Gross Meredith Fahey Anna Maria Hummerstone Robyn Lisone Deb Love Maggie McDonnell Duane Mellor Sheila Millea Kate Reynolds Sheila Sautter Jane Savage Ernie Scrivani Debbie Stanley-McAulay Diane Turner Kathleen Valera Brian Wingate
    40. What’s Changed? <ul><li>Managing at Yale Spectrum </li></ul><ul><li>Interview Guides </li></ul><ul><li>360 Multi-rater Feedback Instrument </li></ul><ul><li>2 New Proposed Mandatory Training Programs </li></ul><ul><ul><li>Managing at Yale Foundational Program </li></ul></ul><ul><ul><li>Advanced Leader Program </li></ul></ul><ul><li>Leadership Expectations </li></ul>
    41. What’s New? <ul><li>Leadership Expectations </li></ul><ul><li>Demonstrate Integrity and Character </li></ul><ul><li>Develop High Performing Organizations </li></ul><ul><li>Lead Innovation and Positive Change </li></ul><ul><li>Achieve Outstanding Results </li></ul>
    42. What’s Postponed? <ul><li>Rewards and Recognition </li></ul><ul><li>New Manager Mentoring </li></ul><ul><li>Performance Standards </li></ul>
    43. What Do We Not Know? <ul><li>Total Managing at Yale Spectrum </li></ul><ul><li>Final Leadership Expectations Model </li></ul><ul><li>Names, Agendas and Audience of Initial Training Programs </li></ul><ul><li>Future Training Programs </li></ul><ul><li>Other Manager Resources </li></ul>
    44. <ul><li>Renovation has started on 221. The Best Practices, ODLC and Organizational Effectiveness staff have moved to 175 Whitney </li></ul><ul><li>Human Resources, Best Practices, Parking and Payroll will be located in the facility </li></ul><ul><li>We’ll have a newly refurbished and redesigned training center on the lower level </li></ul><ul><li>The first floor has been designed to be a public and welcoming space for visitors where service is readily available. </li></ul><ul><li>The upper floors are essentially private areas for the departments with huddle, hoteling and conference spaces for use by these groups. </li></ul>221 Whitney Update—What We Know
    45. 221 Whitney Update—What We Know, continued . . . <ul><li>The design of these upper floors will be primarily 80% workstations and 20 % offices </li></ul><ul><li>The workstations will be a mixture of non-collaborative/collaborative and will be very similar to the model displayed this summer at 221 Whitney and the workstations at Building 25. </li></ul><ul><li>Workstations will have clear glass, except for the workstations along the hallway/corridor which will have frosted glass for more privacy </li></ul><ul><li>Public phones will be available on the first floor </li></ul><ul><li>There will be plenty of visitor parking </li></ul>
    46. <ul><li>Final design/layout of services on the first floor </li></ul><ul><li>Final design of the food services on the first floor. </li></ul><ul><li>Additional work is needed on equipment design and location for the huddle rooms, conference rooms, document management </li></ul><ul><li>Final structure and stacking of the departments on the various floors </li></ul><ul><li>Staff have not been assigned to workstations and offices. </li></ul><ul><li>Staff parking TBD </li></ul><ul><li>ID Center transferring to 221 Whitney </li></ul><ul><li>ATM machine </li></ul><ul><li>Definite move date: End of April/beginning of May? </li></ul>221 Whitney Update—What We Don’t Know
    47. Upcoming HR Events <ul><li>Annual Benefits Enrollment closed on November 16th and results are available in early December </li></ul><ul><li>Workplace survey closes on November 30th </li></ul><ul><li>FSA enrollment ends on December 31st </li></ul><ul><li>Pension redesign changes are underway for July 2009 </li></ul><ul><li>Yale Next (ISAP) design and build phase (January 2009) </li></ul><ul><li>Our Human Resources and Administration holiday party is on Monday, December 15, 5:00pm–8:00pm, at the Peabody Museum </li></ul><ul><li>Recess begins on December 24! </li></ul>
    48. The New HR Calendar <ul><li>Centralized location for key HR events and initiatives </li></ul><ul><li>Easily accessible through Outlook </li></ul><ul><li>Maintained by the HR Internal Communications Team </li></ul>
    49. Questions and Answers <ul><li>Thank you! </li></ul>

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