The survey summarizes participation data and feedback from the 2013 Business Cluster Survey. It provides strengths, weaknesses, opportunities, threats, and action items for each division: Human Resources, Research Administration, Business Operations, Purchasing/Procurement, Information Technology, Educational Technology, Facilities, Communications, and Infoporte. An overwhelming percentage of respondents agreed that staff in each division exhibited a "we are here to help" attitude. The document outlines ways to improve workflows, training, communication, and customer service across the business cluster.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Make your recruitment process transparent using Recruitment Strategy Presentation PowerPoint Presentation Slides. Let the selection process be hassle free and without any nuisance. Identify the job vacancies and their specifications, experience and the skills required for the job with the help of recruitment strategy PPT PowerPoint show. Select, screen and interview the resources from a pool of qualified candidates using recruitment process template. Analyse how many candidates walked in for the interview, their applications, eligibility, qualification, experience, and more with the help of a recruitment tracker PPT slide. Set a budget for a selection and hiring process by adding the salary budget, number of employees to be hired, total recruitment expenses, and more by incorporating the ready-to-use talent acquisition PPT deck. HR managers and recruitment specialists can get access to this content- ready recruitment strategy presentation PowerPoint Presentation slide. Download this professionally designed PPT deck and fill vacancies with qualified candidates. Advise folks to avoid creating clusters with our Recruitment Strategy Presentation PowerPoint Presentation Slides. It helps discourage groupism.
According to recent McKinsey research, only half of executives in global companies think they are effective at tailoring recruitment for different geographies. In this webinar, sponsored by SilkRoad and hosted by workplace and human resources expert Alexandra Levit, we'll discuss how to use internal intelligence and analytics to assess what aspects of your talent management strategy need to be truly global. We'll introduce the concept of a geographic "talent hub" and provide advice for attracting the best talent in Asia, Europe and Latin America. Finally, we'll offer advice for creating a global, digital talent community through which you can hire passive candidates in real time, and for reducing complexity via the "marketplace recruiting model."
Learning Objectives:
Understand the underpinnings of a global talent acquisition and management strategy.
Assess how a global talent acquisition program can be most effectively delivered.
Learn how HR analytics can help global talent leaders make intelligent, real-time decisions.
Determine when and where to employ geographic talent hubs and localized online properties.
The HR Goals and Objectives 2014 will be challenging again. The economy is still not improving enough to support the easy job of Human Resources. HR Department will have to stay focused on increasing productivity, attracting the best talents and simplifying its operations to cut costs.
HR Goals and Objectives 2014 will not change dramatically from 2013. Just social media and HR Big Data will be the next big thing in Human Resources.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The SWOT analysis is one of the best tools for shaping ideas, introducing innovations and evaluating the current status. The analysis is simple and everyone can use it within minutes. Even Human Resources can benefit from the proper usage of the SWOT analysis.
The analysis can help to design better HR Processes, introduce new HR Models and Concepts. Each HR Function should conduct the analysis before shaping project goals and aims.
The SWOT Analysis helps to identify strengths and opportunities within minutes. It helps to receive best ideas from all team members, who can assign priorities to each idea. They all select ideas, group them and they can introduce highly innovative solution. The innovative HR Management is a key success factor today.
Make your recruitment process transparent using Recruitment Strategy Presentation PowerPoint Presentation Slides. Let the selection process be hassle free and without any nuisance. Identify the job vacancies and their specifications, experience and the skills required for the job with the help of recruitment strategy PPT PowerPoint show. Select, screen and interview the resources from a pool of qualified candidates using recruitment process template. Analyse how many candidates walked in for the interview, their applications, eligibility, qualification, experience, and more with the help of a recruitment tracker PPT slide. Set a budget for a selection and hiring process by adding the salary budget, number of employees to be hired, total recruitment expenses, and more by incorporating the ready-to-use talent acquisition PPT deck. HR managers and recruitment specialists can get access to this content- ready recruitment strategy presentation PowerPoint Presentation slide. Download this professionally designed PPT deck and fill vacancies with qualified candidates. Advise folks to avoid creating clusters with our Recruitment Strategy Presentation PowerPoint Presentation Slides. It helps discourage groupism.
According to recent McKinsey research, only half of executives in global companies think they are effective at tailoring recruitment for different geographies. In this webinar, sponsored by SilkRoad and hosted by workplace and human resources expert Alexandra Levit, we'll discuss how to use internal intelligence and analytics to assess what aspects of your talent management strategy need to be truly global. We'll introduce the concept of a geographic "talent hub" and provide advice for attracting the best talent in Asia, Europe and Latin America. Finally, we'll offer advice for creating a global, digital talent community through which you can hire passive candidates in real time, and for reducing complexity via the "marketplace recruiting model."
Learning Objectives:
Understand the underpinnings of a global talent acquisition and management strategy.
Assess how a global talent acquisition program can be most effectively delivered.
Learn how HR analytics can help global talent leaders make intelligent, real-time decisions.
Determine when and where to employ geographic talent hubs and localized online properties.
The HR Goals and Objectives 2014 will be challenging again. The economy is still not improving enough to support the easy job of Human Resources. HR Department will have to stay focused on increasing productivity, attracting the best talents and simplifying its operations to cut costs.
HR Goals and Objectives 2014 will not change dramatically from 2013. Just social media and HR Big Data will be the next big thing in Human Resources.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The SWOT analysis is one of the best tools for shaping ideas, introducing innovations and evaluating the current status. The analysis is simple and everyone can use it within minutes. Even Human Resources can benefit from the proper usage of the SWOT analysis.
The analysis can help to design better HR Processes, introduce new HR Models and Concepts. Each HR Function should conduct the analysis before shaping project goals and aims.
The SWOT Analysis helps to identify strengths and opportunities within minutes. It helps to receive best ideas from all team members, who can assign priorities to each idea. They all select ideas, group them and they can introduce highly innovative solution. The innovative HR Management is a key success factor today.
The compensation strategy is the essential strategy for the business, which wants to eliminate the external competition from attacking the top talents. The company has to define its position on the job market, it has to identify bene
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
Personal SWOT Analysis - A good tool for assessing employeesRon Feher
Businesses use SWOT analysis to help them identify their strengths, weaknesses, opportunities and external threats. Conducting a personal SWOT analysis can help both employers and employees identify the best positions that match employees' skills and experience. Additionally, the tool helps those in job transition to better brand themselves for positions.
Presentation exploring the relationship between policy and practice in the development of e-assessment in higher education and the importance of establishing a policy framework - developed in collaboration with all key stakeholders - to support wider uptake among academic staff.
Arriving and thriving: Student research resultsAbilityNet
Slide deck from webinar with Alistair McNaught of McNaught Consultancy, Amy Low, Adam Tweed and Helen Wickes of AbilityNet.
The webinar took place on Tuesday 27 October and provided an overview of the Higher Education Commission's 'Arriving at Thriving?' report into the experiences of disabled students, the challenges and potential solutions offered that may help your institution or organisation.
Find out more at: https://abilitynet.org.uk/news-blogs/new-research-reveals-tough-situations-many-disabled-students
The new proposed system helps manage the data easily. Members will be able to register and
manage their particulars from anywhere. The proposed system will reduce the response time and
redundancy significantly. The new system reduces the chances of fraud. The system generates bills
every month and sends it to the members. It makes checking schedules for class easy both for the
members and the management. Members will be able to schedule personal classes easily. The new
system makes it easy to inform all the members about important announcements.
Feedback to students on their work and attainment is at the centre of successful learning in higher education. However many top rated universities find it hard to match high levels of student satisfaction with teaching and learning in general with levels of satisfaction in assessment and feedback. There are many factors which impact the quality of the feedback, and at UEA we are keen that the opportunities to enrich through digitisation are not constrained to the replication of previously paper based practices. For this reason we have initiated a project to harness all of Blackboardäó»s interactive tools to raise the quality of feedback. The overall aim of the project is to embed assessment and feedback in teaching and learning, so that feedback becomes a dialogic process and not a product in itself. This presentation is a report on our progress so far and looks at a range of interventions and their results, as we scale up to campus wide integration of Blackboard assessment and feedback tools. The evidence of impact comes from the academic community and students. We welcome interaction from fellow delegates during the presentation, as we discuss how Blackboard supports us to move forward with feedback.
Training & developing employees
orienting employees
purpose of orienting
the orientation process
the training process
why do you company trains
Benefits of training
T&D process
EDUtech customer training effectiveness analysisPeng (Will) Wu
This business operations analytics study was sponsored by a fast growing SaaS Education Technology Startup in California. In this exercise, I was provided real operations data consisting of 260 records to analyze how customer training influence SaaS platform usage and how to optimize the training practice in the future.
Training and Coaching Capacity Webinar.pptxShree Shree
Training and coaching are both valuable approaches to personal and professional development, but they differ in their methodologies and objectives. Here's an overview of each:
Training:
Training refers to a structured process of imparting knowledge, teaching skills, and providing instruction on specific topics or tasks. It typically follows a predefined curriculum or syllabus and is designed to enhance specific capabilities or competencies. Training programs can be conducted through workshops, seminars, online courses, or on-the-job training. The main goals of training are to transfer knowledge, develop specific skills, and improve performance in a particular area. Trainers often focus on providing information, demonstrating techniques, and facilitating practice or application of learned skills.
Coaching:
Coaching, on the other hand, is a more personalized and individualized approach to development. It involves a one-on-one relationship between a coach and a client, known as the coachee. The coach acts as a facilitator, supporting the coachee in setting goals, exploring possibilities, and achieving personal or professional growth. Coaching sessions typically involve active listening, powerful questioning, and reflection to help the coachee gain self-awareness, clarify their goals, and identify strategies for success. Coaches often help individuals explore their values, beliefs, and motivations, and provide guidance, feedback, and accountability throughout the coaching process.
While training focuses on the transfer of knowledge and skill acquisition, coaching emphasizes self-discovery, goal-setting, and personal growth. Training tends to have a more structured and content-driven approach, while coaching is more open-ended and driven by the coachee's specific needs and aspirations. Both training and coaching can be valuable in different contexts and can complement each other to support holistic development.
It's important to note that individuals or organizations may choose to engage in training programs or hire coaches based on their specific goals and desired outcomes. Some individuals may benefit from a combination of training and coaching to maximize their learning and development potential.
The slideshow accompanying Dr. Scott Singleton's presentation about the PharmD-PhD program at the UNC Eshelman School of Pharmacy during the information sessions for prospective PharmD applicants on August 12, 2009. To see the video of the session, visit http://bit.ly/q3Vle
This slideshow provides a glimpse of the UNC Eshelman School of Pharmacy, UNC-Chapel Hill, and the state of North Carolina for those interested in attending the Eighth Meeting of the Globalization of Pharmaceutics Education Network, to be held at the School on November 10-12, 2010.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
2. Participation Data
2013 Business Cluster Survey Data
Total Participation
Faculty Participation
Staff Participation
Division
CBMC
DPET
DPOP
PACE
MOPH
Total
Division
CBMC
DPET
DPOP
PACE
MOPH
Unit
Total
101/175 - 58%
56/100 - 56%
45/75 = 60%
Faculty Sent Survey Faculty Participated % Faculty participated
27
8
30%
20
15
75%
8
6
75%
25
17
68%
20
10
50%
100
56
56%
Staff Sent Survey
17
14
2
5
15
22
75
Staff Participated
6
10
1
5
5
18
45
% Staff Participated
35%
71%
50%
100%
33%
82%
60%
3. Business Cluster Overall
Strengths
•
•
•
Strongly agree/agree responses increased in 8 of 10
survey questions administered
Timeliness of responses
Overall attitude of business cluster team members
Weaknesses
•
•
•
Opportunities
•
•
•
•
Review and update business cluster workflows
Reorganize business cluster workflows in Infoporte
to make their accessibility more user friendly
Implement a formal cross training program
Assign a contact to field questions when a business
cluster staff member is absent (vacation/sick/etc.)
Faculty and staff are not referring to or utilizing
business cluster workflows
Faculty and staff do not believe workflows are clear
or useful
Inconsistency among business cluster units
Threats
•
•
•
Staff back-up when an employee is absent or leaves
Staff turnover
Limited staff and resources among some cluster
units
4. Business Cluster Overall
Action items:
1. Unit directors will review and update, if necessary, all
business cluster workflows to ensure accuracy and
efficiency of process
2. Kim and Raj will work division EAs to reorganize the
workflows in Infoporte to make their accessibility more
user-friendly
3. HR will pilot a formal cross-training program with
implementation to follow
4. Unit directors will ensure that a contact or mechanism
for communication is in place when a staff member is
absent or leaves
5. Human Resources
Strengths
•
•
•
•
•
Fully staffed
•
82% (78% in 2012) agree/strongly agree HR exhibits
good customer service
•
85% (87% in 2012) agree/strongly agree that the HR
staff is knowledgeable about policies and
procedures
75% (72% in 2012) agree/strongly agree that HR
staff respond in a timely manner
77% (81% in 2012) agree/strongly agree that they
are satisfied with HR services and staff support
Opportunities
•
•
•
•
•
•
•
Require each hiring manager to submit a plan for
•
recruitment and follow the workflow
Host Qualtrics Lunch & Learn
Develop hiring manager training including their role
in the onboarding process
HR Consultants develop “posting/recruitment tips”
Infoporte Faculty Leave/TIM pilot
•
270/360 assessments to help facilitate training and
development learning opportunities
Separate orientation for unpaid/EPA/SPA employees
Weaknesses
Hiring managers understanding their role in
supervision/management and onboarding process
Staff backup
Threats
An understanding by School personnel as to the
impact that GA/UNC have on the School’s HR
workflows (i.e. salary guidelines, ARPT guidelines,
Office of Internal Student Scholars, PID/ONYEN
process) and the impact that this has on the
working relationships within the School.
TIM
6. Human Resources
Action items:
1. Implement shared email for backup
(HR@email.unc.edu)
2. Link HR homepage to website to provide information
on updated Policies and Procedures
3. Conduct Lunch & Learn on Policies and Procedures
4. Conduct Lunch & Learn on ARPT for Executive
Assistants
5. Conduct Hiring Manager Training
7. Research Administration
Strengths
•
Research administration staff have a positive and
helpful attitude, excellent knowledge and
effectively meet the needs of faculty by providing
quality and accurate support
Weaknesses
•
•
Opportunities
•
•
Possible to support a growth spurt in research
funding with the addition of new space and high
profile faculty
Build on the positive attitude of the cluster staff
with further professional training and familiarity
with university systems
Pre and Post award integration can be improved
further
The office has new staff that who still have a
learning curve ahead of them
Threats
•
•
•
•
Budget situation at the state and federal level is still
a constraint
New PeopleSoft system may not function optimally
in its early stages of implementation
Oversight office/OSR is sometimes not responsive
and helpful
Staff retention
8. Research Administration
Action items:
1. Meet with faculty periodically at division meetings to
explain the role of the office and improve
understanding of issues faced on the part of faculty and
staff
2. Further improve pre and post award integration
9. Business Operations
Strengths
•
•
High 95% response for helpful attitude and support
satisfaction
No turnover
Weaknesses
•
•
Opportunities
•
•
Professional training may lead to improved
performance competence
Make strategic additions to the staff
Not proactive; poor communication
No general updates provided to the School
Threats
•
•
Move to IRB may cause need to rework current
processes
Staff face a steep learning curve with the
implementation of PeopleSoft
10. Business Operations
Action items:
1. Further interpersonal and professional training for staff
2. Further improve communication amongst cluster staff
3. Improve team-based approach within the business
operations team
11. Purchasing/Procurement
Strengths
•
•
High 97% response for helpful attitude and support
satisfaction
No turnover
Weaknesses
•
•
Opportunities
•
•
Make strategic additions to the staff
PeopleSoft is similar to ePro and will offer catalog
ordering from all University sources
Study subject payment process was noted
No general updates provided to the School
Threats
•
Move to IRB may cause need to rework current
process
12. Purchasing/Procurement
Action items:
1. Build upon staff strengths by continuing to provide
training opportunities
2. Conduct periodic meetings with research and
administration staff and oversight offices
13. Information Technology
Strengths
•
•
•
•
•
•
•
•
•
•
Continued personalized service
Expanded services (i.e. server consultation set-up)
Flexibility in managing requests
Technicians continue to expand their skill sets
Ability to effectively support two buildings
Localized help desk; timely responses to requests
Consultation services provided for purchasing and
receiving of equipment
Effectively manage a complex security environment
Meet system administration initiative for the School
School representation on campus committee
Weaknesses
•
•
•
•
•
•
•
Opportunities
•
•
•
•
•
•
Virtualization, leveraging of new offerings from UNC
ITS for software distribution and management
Transfer server infrastructure to virtual servers
Move servers not appropriate for virtualization to
free data center hosted by UNC ITS
Collaborate with other Health Affairs schools to
meet storage, infrastructure, and other IT needs
Create advisory groups for computer and research
Take advantage of unstable campus IT environment
to provide enterprise level offerings to campus
community
Efficiency: IT rarely turns down a request
Preventative Maintenance: Problems are addressed
in isolation
Inconsistency of knowledge among staff; all IT staff
must be able to perform all functions of the unit
Lack of disaster recovery plans
No standardized platforms for computers
Lack of School-wide IT enforcement body to assist
with policy enforcement
Lack of advisory committees for computing and
research
Threats
•
•
•
•
Unstable campus IT environment causing a lack of
dependable centralized campus services
Unfunded campus IT mandates
Ability to maintain industry level
security/computing policies and best practices in an
academic setting
Support model that encompasses all aspects of IT in
the School
14. Information Technology
Action items:
1. Tighten scope of services rendered, give options for
requests falling outside of that scope
2. Create faculty/staff advisory groups for IT, IRB policy and
research computing
3. Create a comprehensive disaster recovery plan
4. Utilize virtual computing labs software distribution
model to assist with standardization
15. Educational Technology
Strengths
•
•
•
•
Received highest rating for core operations
Satisfaction for videoconferencing classes and
meetings
Satisfaction for resolutions to problems
Most videoconference classes and meetings start
on time with no problems
Weaknesses
•
•
•
•
Opportunities
•
•
Educate faculty/staff about the differences between •
•
the departments of Education Technology,
Information Technology, and Educational
Renaissance
Opportunity to better the department’s image by
focusing service on PACE faculty and DPET staff
(who voiced the most concerned regarding the
operations of ET) while maintaining existing level of
service to other divisions
Department policies are difficult for faculty and
staff to find
Not clear to faculty/staff why policies are needed
Customer service is inconsistent between members
of the department
Not all staff members within the department have
the same knowledge and faculty/staff receive
mediocre service if the subject matter expert is
unavailable
Threats
Inconsistency among department staff
Lack of resources which causes a lack of
communication
16. Educational Technology
Action items:
1. Implement a ticket tracking system that will be used to
measure and compare how each member of the team
delivers customer service.
a.
b.
Automatic ticket escalation will be applied to tickets from DPET and PACE to
ensure that their requests are closely monitored from creation to completion.
Simple surveys will be sent to customers automatically after a technician
resolves a help request. If a technician receives a poor evaluation, that ticket
will be reviewed to see how the technician could improve the customers
experience in the future.
2. Publish all policies on the School’s website and link to the
department’s ticket portal.
a.
Each policy will contain a rational as to why it is necessary and when it was put
into effect.
17. Facilities
Strengths
•
•
•
•
•
•
Knowledgeable and attentive to detail
Effectively handle day-to-day functions
Response time to repairs/maintenance problems
Effectively address environmental issues, safety
hazards and violations
Effectively plan/coordinate lab set-ups (new and
old)
Exhibit a “we are here to help” attitude
Weaknesses
•
•
Opportunities
•
•
•
•
Plan and oversee the move of personnel to IRB
•
Permanent Facilities Coordinator to handle the day- •
to-day issues IRB/GMB
Increase proactivity in maintenance requests
Anticipate safety hazard violations in our buildings
and work to have them resolved
Concern regarding successor to Facilities Director
Three buildings are currently managed by one
director with part-time assistance. With the
completion of IRB and addition of more
laboratories, maintenance and repair issues will
increase
Threats
Volume of projects conducted by researchers
Emergencies, safety hazards, lab violations
18. Facilities
Action items:
1. Facilitate the move of faculty, staff, students, and labs
to GMB and IRB
2. Set-up labs in compliance with all safety regulations and
faculty expectations
19. Communications
Strengths
•
•
•
•
•
•
•
Negative ratings (strongly disagree and disagree)
comprised less than 10% of total responses
Overall satisfaction in several categories increased
from 2012 survey results
John Zhu
Creativity
High quality work
Professionalism and knowledge
Timely responses to inquiries
Weaknesses
•
•
•
•
Opportunities
•
•
•
Communications office needs to focus its efforts or
expand in order to maximize its effectiveness
Focus primarily on the one communications
initiative within the Strategic Plan
Expand resources the communications staff
Communications staff will not always do what they
are asked
Communications staff is too small
More outreach to faculty and research centers is
needed
More help is needed with PhD recruitment
Threats
•
•
•
•
Office offers a wide range of high quality services
but has no consistent way of rationing or prioritizing
those services
Priorities need to be established within the office
Loose definition of the roles and purpose of the
communications office
Divisions/centers creating their own promotional
materials that are not high-quality
20. Communications
Action items:
1. Consult with School administration to identify
communication priorities
2. Create proposals with options for restructuring or
growing the communications office in response to
specific needs identified by the survey and School
leadership
3. Determine whether it is possible to increase outreach
to faculty based on 1 and 2 above for the purposes of:
a.
b.
c.
Generating more new releases about research
Offering training on interaction with news media and social media, and
Creating richer web-based content about faculty
21. Infoporte
Strengths
•
•
•
•
Weaknesses
Percentage increased in respondents usage of 10 of •
14 functions within Infoporte; remained the same
in 3; and decreased in 1
•
Percentage of faculty/staff not using Infoporte
decreased from 23% to 18%
•
95% of respondents agree or strongly agree that the
Faculty Dashboard is useful
84% of respondents agree or strongly agree that
Infoporte meets their needs (increase of 8% over
2012)
Opportunities
•
•
•
•
•
Require faculty/staff to submit HR and Finance
requests through Infoporte in order for their
requests to be processed
Faculty Leave Pilot
Make a Dashboard available for staff
Update and reorganize business cluster workflows
in Infoporte to make them more accessible and
user-friendly
Develop an in-depth training program for all faculty
and staff
66% of faculty/staff do not submit HR or Finance
requests through Infoporte
Faculty/staff do not understand the financial
information available in Infoporte
44% of faculty/staff are utilizing Infoporte to access
business cluster workflows
Threats
•
•
Faculty/staff do not see benefit of using Infoporte
versus email
Infoporte will change with the implementation of
PeopleSoft; faculty/staff may need to be retrained
22. Infoporte
Action items:
1. Develop an in-depth training program for all faculty and
staff
2. Require HR and Finance staff to only accept requests
through Infoporte (not email or phone)
3. Update and reorganize business cluster workflows in
Infoporte to make them more accessible and userfriendly
23. We are here to help!
Percentage of total respondents who strongly agree or agree
that the staff exhibit a “we are here to help” attitude in responding to inquiries/requests
Business Cluster Overall 94%
Human Resources 86%
Research Administration 100%
Business Operations 99%
Purchasing/Procurement 99%
Information Technology 98%
Educational Technology 94%
Facilities 100%
Communications 97%