The document outlines the evolution of human resources (HR), analysis of current HR practices, and a strategic vision for improvement. It identifies generational workforce trends, emphasizes the need for proactive management in talent acquisition and development, and stresses the importance of data-driven decision-making within HR. A refined HR strategy aims to enhance organizational performance and employee engagement while addressing labor shortages and shifting generational expectations.

2. TABLE OF CONTENTS
• The Evolution of HR
• Results from Internal Analysis
• Vision for the Future
• Strategic Plan for Creating the Vision
• Critical Outputs
• Executive Support & Approval
2

3. GENERATIONAL ASSIMILATION
The change in focus of getting-along-at-work conversations to hone in on getting the work done. Don’t ignore. Leverage the differences.
3
THE GENERATION Y/MILLENIALS
• Most entering the workforce 2005 to now
• 32% completing advanced degrees, then entering workforce
• Most important job considerations include salary, benefits and career growth
• Employers are responding with:
-Attraction strategies
-Work/Life balance programs
-Increased feedback from managers
-More $$ toward career development
• Generational Characteristics:
-Helicopter parents
-No memory of pre-technology era
-Accustomed to instant results
-Face an infinite array of choices
-Word-of-mouth oriented
THE BABY BOOMER EXODUS
RETIREMENT
WORK
More than 100 million in the US Born between 1943-1960
• Generational Characteristic:
-Crowded classrooms
-Highly competitive
-Independent and goal-driven
Their retirement combined with leaps in technology and engineering will result in significant shortage of labor across all labor pools.
• Employers are responding with:
-Phased retirement programs
-Contract & consulting work
-Increased value of older coworkers
Less than 70 million in US Born between 1981-1995

4. RESULTS FROM INTERNAL ANALYSIS
• Interviews completed:
– 8 Executive Leaders
– 18 Managers (to include VP’s)
– 79 Employees (Core, Data Factory, Infrastructure &
Sales)
– 1 Board Member/1 Board Observer
Offices visited include Harwich, Austin, Norwalk & Atlanta
4

5. MAJOR THEMES
• On balance, HR is mostly reactive.
• Overall, HR deliverables’ quality is the middle of the road.
• HR needs to lead long-term workforce planning.
• HR’s most visible function is recruiting, and in greatest need of
improvement.
• HR needs to enable the organization to better manage
performance.
• HR needs to take a leadership role in building better managers
and developing and retaining high performers.
• HR needs to take ownership of the succession planning
process.
5

6. MAJOR THEMES
• HR needs to listen to participants-Provide better
contracted benefit plans-with increased tier rates. Cost
effective plans with excellent customer service
• Compensation Model-(Earned Compensation) (EC)
• Need for blended compensation mix
• A company-wide performance management process
applied consistently is critical to our success
• Creating a goal-focused company where managers at
every level plan, set objectives, and align their work with
the broader organization
6

7. MAJOR THEMES
• Change from patriarchal, slow-moving,
change-resistant company to innovative,
creative, adaptable organization
• Communication needs to be effective-two way
with consistent messaging approaches over
different media sources
7

8. THE EVOLUTION OF HR
19th Century-Transactional
Managing clerical functions;
administering paychecks
20th Century-Tactical
Delivering services & developing
policies, benefit packages, &
training interventions
21st Century-Strategic
Acting as a catalyst for change by
aligning people strategy with
business strategy; developing
talent to achieve competitive
advantage.
8

9. STRATEGIC PLAN FOR CREATING THE
VISION
If you do what you’ve always done,
you get what you’ve always got.
Therefore the road to success
requires a new perspective and
change.
9

10. THE MISSION OF HR
10
Create a proactive, progressive, and
practical HR infrastructure that
enables the business and employees
to thrive and grow.

11. GLOBAL VP HR & OD
DIRECT TALENT
ACQUISITION
WORKFORCE
PLANNING &
COMPETENCY
SKILLS MATRIX
JRM CONSULTING
RECRUITING
PARTNER
ATS-COMPLIANCE
HR MANAGER
GENERALIST
JLM CONSULTING
OVERSIGHT &
EMPLOYEE
RELATIONS
COMPENSATION
CONTRACTOR
DIRECTOR OF
TRAINING
SENIOR INSTRUCTOR
TECHNICAL TRAINER
TECHNICAL TRAINER
VIDEO PRODUCTION
SPECIALIST
TRAINING ADMIN
OD CONSULTANT
CONTRACTOR
Jill
SKILLS MATRIX
INTERNAL
COMMUNICATION
CONTRACTOR
JLM HR CONSULTING
HIGH STREET
PARTNERS
HUMAN RESOURCES 2013-2014
11

12. STRATEGIC FRAMEWORK
• Organized around the effective management of our talent
• Includes five major elements
• Weaves an analytical orientation into each element
• Depends on HR’s ability to do the basics well
• Implies structural changes to HR department
• Provides a framework through which we can understand,
discuss, and address our human assets
• Success depends on how all five elements work together, not
on the mere existence of multiple elements
12

13. APPROACH TO STRATEGIC VISION
13

14. “Doing the basics is like getting our sea legs. If
we can’t do the basics well, the ride ahead will
be turbulent as the world around us rapidly
changes.”
THE BASICS ESTABLISH THE BAR;
THE FIVE ELEMENT AREAS WILL RAISE
THE BAR
14

15. BASIC #1
Make HR Easier to do Business with
• Streamline the
application, hiring &
onboarding process once
a candidate is selected.
WHAT
Three Dimensions:
• Automation-Select and Implement HRIS integrate
with applicant tracking system; back-office
automation of benefits enrollment; 401k and
payroll
• Service Standards-Returning email within 24
hours
• RFP-For New HR transactional outsourcing agency
WHY
• Increase HR’s capacity for more strategic-level
initiatives
• Decreases errors and improves reputation and
responsiveness with employees-our clients
• Makes work easier & faster for managers,
employees & HR
• Q3-Q4-2014
HOW
• Automation: partner with Corporate &
external vendors (SAP)
• Service Standards: assemble HR project
team
• Select New HR Outsourcing Agency
WHEN
• Q1-2014
• Q1 & Q2
• Q3-QQ4-2013
15

16. BASIC #2
Apply Formal Analysis to HR Practices
WHAT
Infuse Evidence-Based HR into everything we
do:
• Analysis in Hiring Decisions
• Workforce Analysis
• Job Analysis
• Compensation Analysis
• Training Analysis
• Benefits Value & Usage Analysis
• Policy Analysis
WHY
HOW WHEN
Ongoing
• Analysis in ?
• Employee ? ? Skills Matrix ?
• Workforce Analysis Begins Q4 2013
Analysis is embedded into all five strategic
elements.
• Why else would you trust anything we
say?
• Analysis leads to measurement which
leads to accountability.
16

17. THE CENTRAL QUESTION
17
Do we make decisions about our
talent with the same logic, rigor, and
confidence as our decisions about
new business, responding to an RFP
and our differentiators?

18. WORKFORCE PLANNING &
STRATEGIC SELECTION

19. FORECAST WORKFORCE NEEDS
What Workforce Planning Is
Workforce Planning is taking the steps today to ensure we have
• The right people
• In the right place
• With the right skills
• At the right time
Done well, Workforce Planning reduces strategy execution risks associated with
workforce capacity, capability and flexibility.
19

20. FORECAST WORKFORCE NEEDS
What Workforce Planning Is Not
• A commitment to future decisions
• Something done once
• A report to go on a shelf
• Done exclusively by HR
• The way to fill vacancies today-staffing & budgeting
• A perfect prediction of workforce needs
Time
Staffing & Budgeting
1 year 3 years 5+ years
Workforce Planning
20

21. “Hiring is the most important thing a manager
will ever do.” – Jack Welch
An up front investment in the process will drive
improved results and reduce risk.
Pay now or pay later
WHY A DISCIPLINED APPROACH?
21

22. Move From:
SOURCE EXTERNAL CANDIDATES
REACTIVE
RECRUITING
Too much waiting for
candidates to come to us
STRATEGIC
RECRUITING
Better building of a candidate
pipeline
22

23. • External Sourcing Channels
– Road Kill
– Online Sourcing Database ATS
– Employee Referral Program
– Direct Email/Social Media Campaign
– University Recruiting Program
– Silver Medalist Program
– Manager Outreach Program
– Corporate Alumni Program
– Staffing & Agencies
– Corporate Open Houses
– Government Career Fairs
SOURCE EXTERNAL CANDIDATES
23

24. PLACE AND TRANSITION TALENT
The Challenge The Solution The Benefits
• Streamline the
application, hiring &
onboarding process once
a candidate is selected.
• Use an Applicant Tracking
System to redesign & HRIS
automate:
• Requisition Process
• Application Process
• Job Descriptions
• Making Offers
• Onboarding
• Follow-up
• Eliminates many manual
processes, freeing up
recruiters for more
relationship-building
strategic initiatives.
• Allows for measuring &
analytical capabilities
24

25. NEW EMPLOYEE
ON-BOARDING

26. DEFINE ON-BOARDING
PHILOSOPHY
Why? How?
• On-Boarding Program
supports efforts to attract,
retain & motivate
• Reduces and eases new
employee’s transition to full
productivity through two
training experiences: 90-day
roadmap, online access &
hiring employees & manager’s
checklist
• Supports PDA New Vision-
”Preferred Place of
Employment”
• Divide On-Boarding into two
phases, both required:
o Phase 1: The first day
o Phase 2: The first month
• Divide On-Boarding resources
to both the hiring managers
and the new employees
26

27. • Hiring manager’s checklist (including roles,
responsibilities, action steps, timeline, etc.)
• Roadmap for first 90 days
• Organization charts for every Division
• Guidelines for conducting informational interviews
with peers and other departments
• Key Executive contacts, HR contacts, IT contacts and
other important numbers
ON-BOARDING RESOURCES
27

28. • Program Design and Writing
– Q1 2014
• Pilot Program Roll-out
– Q1 2014
• Implemented
– Q1 2014
IMPLEMENTATION
28

29. TALENT AND TRAINING &
DEVELOPMENT

30. “COMPETENCY” DEFINED
• Any combination of knowledge, skills, and abilities
(KSAs) that are essential for success in a given role
• Employee skills matrix with functional competency
and business competencies. Defined and
measurable. Competencies separate great
performance from mediocre performance
30

31. WHY A COMPETENCY MODEL?
• Integrates and standardizes virtually all HR practices
• Makes selection, performance, and coaching decisions
easier, faster, more accurate and more fair
• Creates a legally defensible basis for selection and
performance related decisions
• Focuses the organization’s resources and efforts on
developing competence in specific, strategic areas that
advance short- and long-term business goals
31

32. BUT MOST IMPORTANTLY:
• Competency models positively impact a company’s financial
performance:
Hewitt Associates
A study of 110 European
companies found that
organizations with above
average financial returns
are not only committed to
leadership development,
but have well-articulated
programs in place.
Corporate Executive
Board
Corporate Leadership
Council research reveals
that companies with strong
leadership bench strength
outperform companies with
weaker leadership.
32

33. TALENT DEVELOPMENT
INITIATIVES
ELEMENTS DESCRIPTION TIMELINE
Behavioral Competencies Model
Job Descriptions. Employee Skills
Matrix
Define success criteria at the
company, leadership, and job-
specific levels; providing behavioral
criteria used to measure
performance across the company.
Q4-2013-Q1-2014
Selecting Talent Provides training, tools, & a proven
approach to making consistently
good hiring decisions; gives hiring
managers clear visibility into
candidate’s competency and fit as
they relate to the job and the
company.
Q1-2014
Director Talent Acquisition
On-Boarding Program Reduces & erases new employee’s
transition to full productivity
through two training experiences;
90-day roadmaps, new employee
and hiring manager’s checklists.
Q1-2014
Director Talent Acquisition & Up
33

34. MANAGER DEVELOPMENT
TRAINING
STEPS DESCRIPTION TIMELINE
Analysis of employee relations
data
Correlation of situations and
managerial competencies
Q1 till
Survey managers on behavioral
competencies
Management would participate in
survey and response analysis
Q1 till
Focus group information Correlation between all data
collected
Q1 till
Feedback to leadership Design elements for Manager
Development Training
Q1 till
Action planning process Selection of Instructional Design
person/write the program
Q1
Pilot training AL learning model Q2
Implementation and
measurements
TBD Q2
34

35. PERFORMANCE MANAGEMENT
& CAREER DEVELOPMENT

36. MANAGE PERFORMANCE
Design the
Process
Create the Tools
to Support the
Process
Automate the
Process
Train Managers
and Employees
Using Phased
JIT Approach
Provide ongoing support through continuous training, one-on-one coaching with
managers, integration into Development, and online tools for real-time learning and
application. Incorporate feedback from the new process into the design.
36

37. COMPETENCE APPROACH TO
PERFORMANCE ANALYSIS
& RATINGS
FUNCTIONAL
COMPETENCE
MANAGERIAL
COMPETENCEVs.
37

38. WHY A PERFORMANCE
MANAGEMENT PROCESS?
• A robust performance management process
builds:
– Stronger managers and leaders
– Stronger teams
– Stronger organizations
– Stronger bottom lines
Managing performance is not more work. It is the way to
work!
38

39. CAREER PATHING
GE’s core competence is not producing aircraft engines, kitchen appliances, or
capital financing. It’s producing great managers. The need for and impact of
great talent cannot be underestimated, ignored, or faked.
~Jim Collins in “Good to Great”
Good talent requires ongoing career development to
become great. And, great talent requires career
development to become even greater.
39

40. CAREER PATHING
Old Equation
Career Development = Promotion
New Equation
Career Development = Expanded Contribution
40

41. CAREER PATHING DEFINED
Proposition 1:
You are not your job
title.
Proposition 2:
You can create a
career consistent
with your goals in life.
Proposition 3:
You are responsible
for managing your
own career.
• The process in which employees take responsibility for
developing their ability to make an expanded contribution to
the organization
• The contribution links individual work satisfaction and
performance to the goals and challenges of the organization
41

42. CAREER PATHING
Role of the
Company:
Role of
the
Company
Integrate career
development into
the company’s
performance
management process
Offer career
management
training &
assessments
Support employees’
career goals through
tuition
reimbursement
42

43. CAREER PATHING
Role of
the
Employee
Set career
goals: short,
medium, and
long term
Assume a
major role in
the process
43

44. CAREER PATHING ENVIRONMENT
44

45. PERFORMANCE MANAGEMENT
& CAREER PATHING
45

46. PERFORMANCE MANAGEMENT &
CAREER PATHING PRODUCE
EFFECTIVE TALENT MANAGEMENT
• Talent Management is an organization’s capacity to:
– Identify its talent (20-70-10)
– Develop its top 20% talent actively and aggressively
– Position and promote its talent for total success
46

47. EXECUTIVE COACHING
• Once managers reach Director level and above, they seldom
receive quality development because they are expected to
already “know it”
• Reality is that people of all levels aced ongoing development
to sharpen skills and increase capacity
• Executive coaching can bridge the gap
47

48. IMPORTANCE OF STRONG
TALENT PIPELINES
Organizations with top-tier leadership teams achieve
10 percent higher total shareholder return than
industry peers.
~Corporate Executive Board
48

49. REWARDS &
RECOGNITION

50. REWARDS INITIATIVES
(Early Stages)
ELEMENTS DESCRIPTION TIMELINE
Benchmark for Industry
Compensation Models
• Define success criteria at the
company leadership level for
blended comp.
• Market analysis of business
competitors.
Q1-2014
Benefits-Broker Review • Investigate current plans &
providers
• Cost associated with plans
• RFP process
• Participation
Sept. 2013
Dec. 2013
Nov. 2013
Dec. 2013 (Ongoing)
Communication Plan • Internal & external methods of
communication
• Review internal resumes
Dec. 2013 (start)
50

51. EXECUTIVE SUMMARY
• Changes our lenses by which we view the Human Resources Function:
– View our human assets as talent and focus on maximizing full potential
– Consider a communication exercise to re-launch HR to all employees
• Roll-out the clear vision and model that everyone commits to:
– Do the Basics Well
– Five Major Element Areas
• Shift the approach to one driven by data, analysis and optimization
51

52. BENEFITS
• Increased quality of talent pool and talent hires
• Improved employee morale
• Increased trust & transparency
• Increased performance
• Increased quality of deliverables
• Improved quality of the services we provide
• Consistent human resource practices
• Inspire company culture
• Become the preferred place of employment
• Produce higher shareholder return
52

53. NEXT STEPS
• Senior leaders advise of potential strategy changes
• Senior leaders advise of costs associated with changes
• Senior leaders approve revised strategy
• Share strategy with all the managers
• Share strategy with Training Department
• Share strategy with all employees
• Begin implementation of strategy Elements One through Five
• Provide quarterly updates to senior leaders
53