Pat Schulz Linked In Pp


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Pat Schulz Linked In Pp

  1. 1. Pat SchulzSenior HR Leader seeking leadership role in a dynamic and growth oriented company<br />Expertise and experience in –<br />Strategic Planning<br />Talent Management<br />Organizational Development<br />Training and Development <br />Change Management<br />Performance Management <br />Employee Relations<br />Mergers and Acquisitions<br />Benefit and Salary Administration <br />Off shoring<br />Personal strengths<br />High energy<br />Dynamic <br />Change agent<br />Business acumen Samples of my work<br />Team player and leader Competency Model<br />Mentor and coach Talent Management<br />Straight forward Succession Planning<br /> Learning Management System<br />Open to relocation to most parts of the United States New Employee Orientation<br />Change Leadership<br />Retention Strategy<br />Performance Management Process<br /> <br /> <br />
  2. 2. Slide 2<br />Recruitment and Selection<br />•<br />As an aid in creating relevant job descriptions, sourcing, strategies,<br />and selection criteria.<br />Rewards and Recognition<br />•<br />To identify clear behavioral criteria for <br />Recruitment <br />& <br />Selection<br />Deployment and Rotation<br />promotional consideration.<br />•<br />As a component of performance in <br />As a tool for matching employee <br />•<br />skills to position requirements.<br />determining merit increases and bonus <br />compensation.<br />To help understand how to best <br />•<br />deploy employees in order to meet <br />•<br />As a tool for long<br />planning.<br />the future needs of the business.<br />Rewards<br />&<br />Recognition<br />Deployment<br />& <br />Rotation<br />To map employee development <br />•<br />Data Collection for Organizational Talent Measurement<br />requirements with rotation <br />assignments.<br />Competency<br />Model<br />Training & Development<br />As a framework for training <br />•<br />initiatives.<br />Training<br />&<br />Development<br />As a tool for coaching/mentoring <br />•<br />Talent<br />Management<br />Talent Management<br />leaders and their employees.<br />To serve as the foundation for 360<br />º<br />•<br />To help leaders determine the <br />•<br />feedback tool.<br />performance/potential levels of <br />As a tool to focus individual <br />their employees.<br />•<br />development planning on key <br />•<br />To understand individual/<br />competencies required for success <br />organizational capability and <br />in current or future roles.<br />capability gaps.<br />Performance<br />Management<br />•<br />As a metric for evaluating current <br />and future capability gaps.<br />Performance Management<br />•<br />To provide criteria for specific behaviors expected at different<br />levels in Fiserv Insurance <br />Group.<br />•<br />For identification of desired behavior levels to supplement perf<br />ormance results.<br />•<br />As a guide for performance improvement planning where behavior g<br />aps exist.<br />
  3. 3. Talent Management – Phase One<br />Development Tips<br />Take Online<br />Assessment<br />Solution<br />On-going solution<br />optimization to drive <br />business results<br />Apply <br />Online<br />Hire<br />Decision<br />Interview Questions<br />Interview<br />CandidateFeedback<br />Report<br /><ul><li>Interview questions based on job competencies with behavior anchors
  4. 4. Intuitive, easy to understand feedback reports
  5. 5. Development suggestions for successful on-boarding
  6. 6. Compare individual performance ratings to their assessment scores
  7. 7. Optimize the solution to predict key business outcomes
  8. 8. Focus is on improved performance and continuous improvement</li></ul>Validated content for job specific roles<br />Confirmed and configured based on job analysis<br />Tied to competencies of role<br />
  9. 9. Competency Model Used In Succession Planning<br />9-Block Talent Assessment:<br />Where each employee’s circle falls on the 9-block is dictated strictly by Performance (up and down), and Promotability (left to right).  <br />Color indicates the employee’s competency assessment. <br />Red = Majority of employee’s behaviors would be described as Needs Improvement or behaviors key to success in role are Needs Improvement. <br />Yellow = Majority of employee’s behaviors would be described as Valued Performer. <br />Green = Majority of behaviors would be described as Exceptional.<br />The size of the circle indicates the new comp-ratio of that employee – so the largest circle is getting paid the most in relation to their pay range. Each circle should be labeled with the employee’s name and their new comp-ratio percentage. <br />
  10. 10. Administrative Management<br />Competency Management<br />Course <br />Management<br /><ul><li>Career Pathing
  11. 11. Leader
  12. 12. Employee
  13. 13. Job Descriptions
  14. 14. Performance Management
  15. 15. Workforce Development
  16. 16. Skill Gap Analysis
  17. 17. Knowledge testing
  18. 18. HR Info Systems
  19. 19. Integration with an HRIS to provide centralization of data.
  20. 20. Course Development
  21. 21. Curriculum development tools
  22. 22. Delivery of learning materials
  23. 23. Books, Articles, Assignments, Audio Files, Video, etc.
  24. 24. Delivery of Learning Opportunities
  25. 25. Virtual classroom, On-line Self-paced, Books, Audio Files, Articles
  26. 26. Soft Skills Content Library
  27. 27. Pre-existing content library
  28. 28. Registration
  29. 29. On-line Self-Paced
  30. 30. Classroom
  31. 31. Blended Learning
  32. 32. Professional Resource Library
  33. 33. Tracking
  34. 34. Course Completion
  35. 35. Certification
  36. 36. Cost
  37. 37. Reporting
  38. 38. Employee/ Leader
  39. 39. HR/Compliance</li></ul>Core Functions of an LMS<br />
  40. 40. Development of skilled employees that add value to the organization<br />Training & Development<br />Reshape new hire experience to engage them quickly<br />Get new associates focused on results to perform at peak performance sooner<br />Create Insurance segment NAO<br />Consistent experience across the group<br />Deliver on-line orientation tools for new hires & transfers<br />Design hiring managers tools for smooth transition<br />Coordinate with technical trainers to shorten learning curve & facilitate assimilation<br />How ?<br />
  41. 41. Components of the Change Initiative <br />Assess our organizations cultures<br />Articulation of a clear vision and definition of the future state<br />Statement of the case for the need to change<br />Leader commitment to “walk the talk”<br />Communication, communication, communication<br />Measurable milestones<br />Clearly defined competencies and behaviors<br />What competencies must leaders have to drive, lead and maintain the cultural change?<br />What behaviors do we want to see demonstrated?<br />
  42. 42. Retention Initiatives<br />Security<br />Provide anchors and roadmaps of our strategic plan<br />Provide bonuses for staying a specified period of time for select high impact employees.<br />Ex. $8,000 paid ½ in 2 months and ½ in another 6 months<br />Inclusion<br />Broaden the Expanded Leadership Team to include key players<br />Develop mechanisms for inclusion<br />Control<br />Broaden and enhance the quality of<br /> decision making<br />Recognition<br />Develop and act on individualized retention plan<br />Provide individual bonus program for high impact accomplishments<br />Provide spot bonus pull that can be authorized by Leadership Team<br />Support professional development through tuition reimbursement and other trainings/certification programs<br />Doing the Right Thing<br />Provide recognition for going above and beyond regarding time issues – extend grace period for taking vacation, look at some type of blended payout<br />Inclusion, Control and Recognition are significantly impacted by supervision and the quality of relationship with leadership.<br />Adjust/support reporting structures wherever necessary to insure quality relationships.<br />
  43. 43. PMP Cycle<br />Business <br />Objectives<br />PERFORMANCE<br />EVALUATION<br />MERIT<br />INCREASE<br />9-Block<br />Set Business Objectives<br />Annual Performance Review<br />Focal Point Effective Date<br />9-Block<br />Career Credo<br />The goal of our Performance Management Process is to direct a new culture that is committed to quality execution and personal responsibility. <br />Our process encourages the actions of managers and staff to proactively lead by demonstrating competencies and behaviors that move the company forward.  The intent is to hold people accountable for their actions and than to reward and recognize those that drive the success of the business.<br />People Planning<br />AOP<br /> APRIL<br />OBJECTIVES<br />Budget<br />OCT<br />Planning for Merit Pool<br />Market Adjustments Evaluation<br />360°<br />Performance<br />Mid-year Review/<br />Review 9-Block<br /> Every two years<br />Performance Management Process<br />Review Salary Plan<br />Prepare Reviews<br />Exec Reviews 3/1<br />Salary Increase Process<br />Executive Leaders & Direct Reports<br />1<br />