3 Pillars Pitch Book 7 2012 Master 1

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  • Idea to insert 5 supporting pages following this page; one for each box of the star
  • 3 Pillars Pitch Book 7 2012 Master 1

    1. 1. THE THREE PILLARS PROGRAM T P PThe University of GeorgiaHuman Resources DivisionTraining & Development Center of Excellence
    2. 2. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE About The Three Pillars Program of Leadership Excellence, Organizational Transformation, & Behavior improves the productivity, work life, and the effectiveness of leaders, teams, individuals, and organizational units. HUMAN RESOURCES DIVISION
    3. 3. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE Three Pillars Program Becky Lane Tom Gausvik, Associate Vice President for Human Resources • Becky Lane has served for twenty two years in human resources at the University of Three Pillars Program Leader Georgia. Her numerous roles include all aspects of communication, project implementation and oversight, and classroom instruction. With the permission of the book’s author, she has conducted the Personal Accountability program for over 10 years. Becky earned a Bachelor of Arts in Journalism from the University of Georgia. Prior to her UGA employment, she worked in media (newspaper and radio) advertising sales. Her responsibilities there included forming relationships with business owners in order to design and implement advertising campaigns to meet sales goals and ensuring all related receivables were collected in a timely manner. Becky is Certified in Hogan Assessments Instruments. Becky Lane Tracey OMalley Vickie Coker Lindsey Van Note Senior Managing Director, Senior Organizational Senior Organizational Senior Organizational Vickie CokerTraining &Development Center Development Consultant Development Consultant Development Consultant • As a member of UGA’s HR Training & Development Center, Vickie Coker is a Senior Organizational Development Consultant. In T&D her roles include leadership development, Core Members organizational development, organizational transformation, and organizational behavior. Prior to joining UGA in 2000, she spent fifteen years as an executive with a major retail company where she was responsible for human resources administration at the store and regional levels. Vickie holds a Master Certificate in Six Sigma Black Belt, is a Certified Sherpa Executive Coach, and is Certified in Hogan Assessment Instruments. Tracey OMalley Joan Curtis, Total Communications Richard Stanley, Legacy Performance • As a member of UGA’s HR Training & Development Center, Tracey O’Malley came to the Coach Training, Inc. University of Georgia in 2002 and serves as a Senior Organizational Development Consultant.. Tracey responsibilities include leadership development, organizational External Resources development, organizational transformation, and organizational behavior. She earned a Bachelor of Arts in Business Administration and French from Converse College. Tracey’s professional experience includes over fifteen years in the private sector with an emphasis in adult education curriculum design and delivery. Tracey holds a Master Certificate in Six HUMAN RESOURCES DIVISION Sigma Black Belt, is a Certified Sherpa Executive Coach, and Certified in Hogan Assessment Instruments. Tom Gausvik Lindsey Van Note •Tom came to UGA after twenty-three years at the University of Virginia, the last eleven years as chief human resources officer. During this time, Tom was appointed by Governor Baliles of the Commonwealth of Virginia from 1998 • As a member of UGA’s HR Training & Development Center, Lindsey Van Note came to the University of Georgia in 2004 and serves as a Senior Organizational Development through 2000 to lead the reform of the state’s classified compensation system, Consultant. Currently Lindsey is on special assignment working with on the reform of which affected 100,000 employees in 250+ executive branch agencies. Since UGA’s Staff Compensation Plan. As part of T&D, Lindsey’s responsibilities include coming to the University of Georgia, Tom has transformed the Human leadership development, organizational development, organizational transformation, and Resources Division, including creating the UGA Search Group, the 360 Personal organizational behavior. Prior to joining T&D, Lindsey was with the UGA Search Group Financial Consultation Program; implementing the national award winning where her primary responsibility was to meet with hiring officials and committees to Young Dawgs high-school internship program, the Three Pillars Program, and develop strategic recruitment strategies. Prior to joining UGA, Lindsey’s professional the High-Impact Leadership Program. Tom has a Master’s of Science in Human experience included human resource administration in the private sector with an emphasis in employment, training, classification, compensation, and employee relations. Lindsey Resource Development from The American University, which was a joint earned a Bachelor of Science in Psychology from the University of Georgia. Lindsey holds a program with the NTL Institute of Behavioral Sciences. He has a Bachelors of Master Certificate in Six Sigma Black Belt, is a Certified Sherpa Executive Coach, and is Arts degree from The Citadel. Tom served as an officer in the U.S. Army in Certified in Hogan Assessment Instruments. numerous leadership positions. TPP
    4. 4. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE Engagement Strategy & GuidelinesAs your “Trusted Advisor,” the strategy we use is customized to your particular needs, resources, and organizational situation. We do not come in as experts of your organization. We partner with you each step of the way, enabling you to make the critical decisions about your organization.Engagement Guidelines:Clear, Measurable Outcomes: As your Trusted Advisor, we will clarify objectives at the beginning of the engagement. What areyour desired outcomes? How would you like things to be different? How will you know we’ve been successful?Diagnosis Precedes Change: As your Trusted Advisor, we want to have a good understanding of the workings of your organizationbefore proceeding with any recommended changes. This ensures that changes correct what is not working while preserving whatis working.You are the Driver: You are the experts in your business and will make the critical decisions for your organization. As your TrustedAdvisor, our role is to provide you with the advisement and facilitate the process by which that happens.Respect the Relationship: As your Trusted Advisor, we want to design a relationship that is respectful, safe, confidential, honest,and accountable. Our intent is to strengthen and support you in the fulfillment of your role and accomplishment of your vision.The Role of Trust. As your Trusted Advisor, we believe that trust is a critical element of organizational life. We want to help you HUMAN RESOURCES DIVISIONtalk openly, resolve conflicts, and create a positive culture in which people care about their work and want to contribute to thebest of their abilities.Preserving/Building Culture: People do the work of the organization and are, ultimately, responsible for its success. As yourTrusted Advisor, our change initiatives help create a culture in which your employees think and act like true partners in yourbusiness.Structured Methods: We have created methodologies and processes related to leadership, individual development, andorganizational development which have been tested and refined within the Institution. As your Trusted Advisor, we will applythese methodologies and processes in our work with your organization.Depth: As your Trusted Advisor, we understand people and group dynamics. We facilitate deep and sensitivework at the personal, interpersonal, and organizational levels. TPP
    5. 5. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE Code of Ethics Code of Ethics and Conduct Our Code of Ethics and Code of Conduct is as follows: Clients Engagements • We will serve our clients with • We will accept only engagements integrity, competence, and for which we are qualified by our objectivity. experience and competence. • We will keep client information • We will assign staff to client and records associated with client engagements in accord with their engagements confidential and experience, knowledge, and will use proprietary client expertise. information only with the clients • We will immediately acknowledge permission. any influences on our objectivity • We never confirm or deny any to our clients and will offer to specifics about an engagement to withdraw from a consulting anyone. engagement when our objectivity or integrity may be impaired. HUMAN RESOURCES DIVISION • We will not speak critically about a client or our own team • We will disclose to our clients any members outside of our conflicts of interest of which we confidential meetings. are aware before undertaking an • We will always exude positive engagement. confidence in our individual and • We will praise our clients collective competence as well as continuously for their courageous our clients competence and action. goodwill. TPP
    6. 6. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE Engagement Framework Strategy for Energizing Your Organization and Creating Accountability for Results CHANGEtheculture CHANGEthegame Two parallel processes are essential to your organization’s success as you go through the engagement and find your “True North Compass” Parallel Process One: Leadership & Professional Development Engagements often include helping the organization clarify “their story” as well as how they work together to achieve organizational results. We offer coaching and team development activities to strengthen the organization’s ability to build a positive and sustainable organizational culture. Parallel Process Two: Change Management HUMAN RESOURCES DIVISION Change management is preparing all employees to embrace and succeed in the new organization. Many change initiatives fail because they don’t give enough attention to people, who ultimately do the work of an organization and make it succeed. As a core component to the engagement, we assess organizational readiness and provide the organization with tools to overcome resistance to change. An important goal is that employees see themselves as contributing partners in achieving organizational success. TPP
    7. 7. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE The “Right” Organization "Seven Factors of Right Alignment” Have the Right Focus (Vision, Goals, Priorities) Focus Maintain the Right Form (Structures) Financials Form Ensure the Right Fit (People, Positioning) Live the Right Faith (Ethics, Values, Beliefs) TPP Demonstrate the Right Fortitude (Courage, Grit) Functions 7 Factors of Fit Right Alignment Establish the Right Functions (Processes, Supply Chain) HUMAN RESOURCES DIVISION Allocate the Right Finances (Resources, Logistics) Fortitude Faith Our commitment is to be your Trusted Advisor, assisting you in defining and continually fine tuning your "Seven Factors of Right Alignment." TPP
    8. 8. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE Change Theory: Kurt Lewin Time • Ensures that Change • Ensure that employees • Execute the the change are ready for intended becomes change change permanent Unfreeze Refreeze HUMAN RESOURCES DIVISION New State of Certainty State of Certainty State of Uncertainty/Dysfunction TPP
    9. 9. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE  HUMAN RESOURCES DIVISION TPP Freeze Change Unfreeze Freeze Change Unfreeze Freeze Change Time Unfreeze
    10. 10. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE Change Management Overview: Change Management Model of Roles and ResponsibilitiesSource:UGA Human Resources Division’s Training & Development CenterThe Three Pillars Program of Leadership Excellence, Organizational Transformation and BehaviorPurpose:This model identifies four groups that influence and are affected by change and outlines keyresponsibilities for each group to successfully navigate through the transition period. In particular,this tool outlines key responsibilities of managers during the change process.Guidelines:Review and modify the model as necessary with key stakeholders and discuss expectations for each HUMAN RESOURCES DIVISIONgroup, as well as strategies to help each group perform these responsibilities throughout the change.Context:Successful change depends on multiple layers of individuals within an organization planning for andimplementing the change. The team responsible for change initiatives should ensure that all groupsare considered during major decisions or communications regarding the TPP
    11. 11. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE  Model of Roles and Responsibilities for Change Senior Leader (the Client) Human Resources• Actively and visibly support change • Develop change management strategy• Build the group leading change and plans• Communicate directly with employees • Provide support to managers and employees Change Management Front-Line Leaders Employees HUMAN RESOURCES DIVISION• Coach employees through the • Survive and thrive during the transition and manage resistance organizational change TPP
    12. 12. Model of Roles and Responsibilities for Change (Detailed) TRAINING & DEVELOPMENT CENTER OF EXCELLENCE  Senior Leader (the Client) Human Resources• Communicate the organization’s business • Partner with Client internal communications, public strategy. relations, and other stakeholders to coordinate the• Address broad-based employee concerns to messages of executives and managers to ensure increase. visibility into the rationale behind change. consistency.• Demonstrate the importance of the change. • Provide resources and guidelines to Client for managers, including describing the role of managers to support retention efforts. • Provide regular updates and logistical information to Client to keep other leaders and employees informed. Front-Line Leaders Employees• Communicate key information to employees. • Understand how the change will affect their day-to-• Address employee concerns on a personal level day job, co-workers, and the organization. HUMAN RESOURCES DIVISION and through one-on-one conversations.• Identify and retain key employees.• Engage employees.• Share employee concerns about the change to senior managers or HR. TPP
    13. 13. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE Core Competencies of Leadership & Professional Development The core competencies that formulate leadership and professional development are accountability, common language, through shared purpose, innovation, ownership, and networking. Accountability Common Through Innovation Ownership Networking Language Shared Purpose To make a To make To act in To display personal choice To clearly define To build team decisions with accordance with actions that to rise above my values, commitment to my head, heart the principles I inspire others HUMAN RESOURCES DIVISION one’s mission, and a shared and hands to fix say I value. circumstances vision within my purpose and the problem and and demonstrate organization. direction never again affix the ownership the blame. necessary for achieving desired results. TPP

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