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Human Resource Strategic Initiative Summary of Findings and Recommendations. Design Team Report Leadership Development. 7/20/2006. Presentation Contents. Project Team Initiative Purpose and Scope Inter-process Linkage Leadership Development E-Learning Marketing Curriculum Sharing

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human resource strategic initiative summary of findings and recommendations

Human Resource Strategic InitiativeSummary of Findings and Recommendations

Design Team Report

Leadership Development


presentation contents
Presentation Contents
  • Project Team
  • Initiative Purpose and Scope
  • Inter-process Linkage
  • Leadership Development
  • E-Learning
  • Marketing
  • Curriculum Sharing
  • Recommendations
  • Recommendation for Implementation Team Members

©2006 GMS

project team



Ashley Howard (DOL)

Team Member

Terena Campagna (DOL)

Team Member

Frank Heiny (GMS)

Team Sponsor

Marilyn Reaves (DJJ)

Team Member

Dan Roach (DPS)

Team Member

Sharon Jones (GTA)

Team Member

Lena Sullivan (GMS)

Team Member

Teresa Piazza (GMS)

Team Member

Yvonne Saunders-Brown (DJJ)

Team Member

John Jurkiewicz (GSFIC)

Team Member

Bill Swain (DCA)

Team Member

Henry Carter (DHR)

Team Member

Dorna Scott (GMS)

Team Member

Project Team

©2006 GMS

project team1



Al Hoke (GMS)

Team Member

Mel Jones (GPT)

Team Member

Ralph Hamilton (GMS

Team Member

Donna Denman (GMS)

Team Member

Amanda Nelson (GMS)

Team Member

Derrick Marcus (GMS)

Team Member

Project Team

©2006 GMS

initiative purpose and scope
Initiative Purpose and Scope
  • Enhancing the performance of the state’s workforce more efficiently, at a lower cost and faster pace
  • Assessing career development needs and identifying means of delivery through eLearning
  • Determining ways to effectively market the Leadership Institute, and other career development programs
  • Leveraging of technology, preferably through PeopleSoft applications

©2006 GMS

leadership development project team
Leadership Development Project Team
  • Initial scope of team only involved the Leadership Institute but was quickly widened to include all training and workforce development for the state
  • Leadership Development is just one piece of the team's scope
  • Team areas of concentration:
    • e-learning
    • Marketing
    • Curriculum Sharing
  • Focus on present state, future state, gap attacks, benefits and cost
  • Sub committees were formed to focus on each of the concentration areas
  • Stakeholders were involved in each group

©2006 GMS

other initiatives that relate to leadership development workforce development
Other initiatives that relate to Leadership Development/Workforce Development

Absence Management


Performance Management


Statewide HR Policy

Succession Planning

Team Georgia

Workforce Planning

©2006 GMS

inter process linkage
Inter-Process Linkage

Career Development is one part of Total Rewards

  • It builds on strengths and provides tools and resources to help the employee align their expertise and experiences with State of Georgia business objectives
  • It is a responsibility shared by the employee, the supervisor or manager, and the company

Key components State of Georgia Career Development

  • Performance management
  • Employee development
  • Individual & team development
  • Leadership development
  • Succession planning
  • Staffing
  • New employee orientation.

©2006 GMS

how these relationships link and what it means
How These Relationships Link and What It Means

Benefits To Employees

  • Employee Development supports a quality work experience
  • One can achieve their personal and professional objectives

 Importance to the State of Georgia

  • Continuous learning viewed as an investment
  • Development as strategic – it sustains the State’s competitive advantage
  • Continuous learning enables the State of Georgia to attract, engage and retain top global talent

©2006 GMS

leadership development design team

Leadership DevelopmentDesign Team

Georgia Leadership Development

leadership development present state
Leadership Development Present State
  • Multi-tiered program geared toward current State of Georgia employees
    • Executive Leadership Program
    • Middle Managers Development Program
    • Supervisory Development Program
    • Pre-Supervisory Development Program
    • Principle-Centered Leadership Program
    • New Georgia Forums
  • Programs are primarily classroom based and offer limited availability
  • Program participants must be nominated for participation by their agency leadership

©2006 GMS

leadership development future state
Leadership Development - Future State
  • The Georgia Leadership Institute (GLI) is the premier people development program in the nation
  • It is recognized for its ability to develop individuals and groups efficiently and effectively
  • Meets the needs of Georgia’s agencies, stakeholders and citizens
  • Sought after by other companies and organizations within the State due to the value it adds to these organizations
  • Nationally recognized program faculty and instructors
  • Uses cutting edge technology
  • Quality curriculum linked to identified competencies
  • Provides mentoring, support, and consultation beyond classroom instruction

©2006 GMS

leadership development gli key gaps
Leadership Development – GLI Key Gaps
  • Lacking efficiency, demand for services exceeds the ability to deliver those services
  • Lacking effectiveness, individuals participating in the programs may not be those best suited for the programs
  • Lacking understanding of the program initiatives and differentiation between programs is not clear
  • The utilization of technology is limited in the current program
  • Measurements of success/outcomes are limited
  • The competency model is not well defined, is not flexible and adaptable, is not reflective of all levels, and must be broadened in order to be relevant to external customers
  • Marketing is limited in scope and is ineffective

©2006 GMS

leadership development gli key gaps continued
Leadership Development – GLI Key Gaps - continued
  • Involvement of corporate, academic, and community stakeholders must be broadened
  • Use of Georgia leadership to market the program to potential clients/customers must be enhanced
  • Generation of self-sustaining revenue (including external funding through grants, corporate partnerships, etc.) must be enhanced to support or replace current budget subsidy
  • Must address the gap that exists in executive understanding of the inter-relationship of workforce planning, succession planning, and training and development

©2006 GMS

leadership development benefits

Better Managed Workforce

Improved Retention

Less Litigation

Enhanced Recruitment


Productivity Gains

Better Service to Citizens

Accessibility to Training

Efficiencies in Workforce and Succession Planning

Economic Development Consultant/Expertise


Technology Investment

Marketing Investment

Research and Development Costs

Purchase/Lease Facilities

Staffing and Faculty

Loss of Productivity

Training Materials



Loss of Talent/Brain Drain

Leadership Development – Benefits

©2006 GMS

workforce development elearning
Workforce Development - eLearning

eLearning is the use of technology to deliver curriculum, training programs and service offerings. Any learning that utilizes a network (LAN, WAN or Internet) for delivery, interaction, or facilitation.

©2006 GMS

workforce development elearning present state
Workforce Development – eLearning Present State
  • Different system tools used for development
  • Customer support limited for technical difficulty
  • No standardized guidelines for e-learning
  • Need for sharing of resources and curriculum
  • Lack of defined measure for successful completion
  • People see training as valuable
  • Could be paying too much for system

©2006 GMS

workforce development elearning present state1
Workforce Development – eLearning Present State
  • Limited curriculum available
  • Current culture does not support eLearning
  • Lack of understanding of enterprise common needs
  • Limited utilization of resources
  • Limited accessibility for students
  • Technology utilized at various levels through state agencies
  • Learning not meeting ADA or “Bobby” approved

©2006 GMS

workforce development elearning future state
Workforce Development – eLearning Future State
  • Full range of courses available online
  • Universal LMS/LCMS enterprise solution
  • Resource sharing for core training topics and core training needs
  • Centralize customer support for technical difficulty
  • Central Inter-agency Trainer Council or Training Professional Forum

©2006 GMS

workforce development elearning future state1
Workforce Development – eLearning Future State
  • Leveraging of technology
  • Develop architecture team with central portal
  • 508 compliance for ADA requirements and “Bobby” approved
  • Enterprise wide internet based learning solution
  • Maximum utilization of existing resources

©2006 GMS

workforce development elearning gaps
Workforce Development – eLearning Gaps
  • Funding
  • Creation of technological repository
  • Education of technology
  • Need for government model
  • Marketing
  • Standards
  • Technology
  • Talent to develop, maintain and research systems

©2006 GMS

workforce development elearning benefits

Save money (long-term)

Universal access – desired results

Subject Matter Expert's

More productive employees

Best-managed state



Assistive technology


Enterprise technology/tools


Enterprise wide Linkage of LMS

Workforce Development – eLearning Benefits

©2006 GMS

workforce development marketing present state
Workforce Development – Marketing – Present State
  • Marketing is limited and lacks visibility
  • Lacks depth, not enterprise wide
  • Does not “cascade” to users
  • Does not market from a plan or strategy
  • Customer base is not determined
  • Lacks branding

©2006 GMS

workforce development marketing future state
Workforce Development – Marketing – Future State
  • Marketing is strategically planned and is seen regularly
  • Marketing is utilized through various medias
  • Creates a desire for registration and participation
  • Strategically planned for various audiences agency wide
  • Knowing audience & targets (also competitor - defined strategy & plan,
  • Customer easily identifies brand through positive marketing

©2006 GMS

workforce development marketing gaps
Workforce Development – Marketing – Gaps
  • Not reaching entire intended market
  • Research & assess return on investment
  • Marketing expertise not effectively deployed
  • Research internal resources
  • Cross marketing
  • Lacks clear message
  • Lacks a “call for action” to encourage registration

©2006 GMS

workforce development marketing target audience
Workforce Development – Marketing – Target Audience
  • Employees of state government
    • (including Board of Regents, Authorities, Judiciary, etc.)
  • Executives
  • New employees,
  • Key stakeholders in agencies
    • HR Directors/Staff/Workforce Planners
    • Mid-managers
    • Training Directors
    • Budget Officers (ROI aspect and concerns)
  • Legislature (Legislative Budget Office)
  • Professional organizations (SHRM, ASTD, agency mission specific organizations, etc.)

©2006 GMS

workforce development marketing target audience continued
Workforce Development – Marketing – Target Audience continued
  • Colleges and universities (continuing education)
  • General population
  • Non-governmental organizations
  • Municipal, county, and federal governments
  • State Recruiters

©2006 GMS

workforce development marketing tools
Video streaming

Video storage

Virtual classroom

Marketing Subject Matter Expert’s


Video conferencing

Traditional print media

Collaborative materials

New employee orientation

Recruiting orientation

Internet Portal

Learning Management System

Referral to other courses

Mailing lists

Agency Website Links

Workforce Development – Marketing – Tools

©2006 GMS

workforce development marketing benefits

Retention & reward (Job security)


Improved morale

Increased use of training and development services





Workforce Development – Marketing – Benefits

©2006 GMS

workforce development curriculum sharing present state
Workforce Development – Curriculum Sharing – Present State
  • Currently limited to Performance Management curriculum
  • No formal sharing system
  • Informal resource network
  • Development is agency specific
  • Customize curriculum for divisions and not flexible for sharing

©2006 GMS

workforce development curriculum sharing future state
Workforce Development – Curriculum Sharing – Future State
  • New & improved Performance Management & statewide courses
  • Annual training for policy specific training
  • Workforce Conference for sharing of resources and new curriculum development
  • Core curriculum developed for enterprise wide use for all levels

©2006 GMS

workforce development curriculum sharing gaps
Workforce Development – Curriculum Sharing – Gaps
  • Broader involvement from agencies
  • Knowledge of existing curriculum utilized through various agencies
  • Isolation of agency resources
  • Duplication of services

©2006 GMS

workforce development curriculum sharing benefits

Consistent, enterprise wide training

Creates more opportunities & resources

Provides proven solutions

Recruitment & retention

Eliminates redundant organizational training efforts and money spent on materials


Maintaining and updating of curriculum

Funding for Learning Content Management System Software and curriculum development system

Research, modification and development

Workforce Development – Curriculum Sharing – Benefits

©2006 GMS

curriculum research groups
Curriculum Research Groups


In keeping with the initiative purpose and scope, teams were developed to review the needs of enterprise wide curriculum

  • Teams were divided in four groups
    • Leadership, Multi-Discipline,Technology, Legal- Government
  • Research and interviews
    • Surveys conducted with stakeholders to identify current and future curriculum needs

©2006 GMS

curriculum research groups1
Curriculum Research Groups

Report information included

  • Course, Synopsis
  • Course purpose/objective
  • Delivery method:
    • Classroom only
    • eLearning:
      • Mandatory sign in and certification
      • Login only
  • Levels: Basic, Intermediate, advanced

Refresher, Remedial

  • Supporting Data

©2006 GMS

curriculum research stakeholder data
Dept. of Human Resources

GA Forestry Commission

Dept. of Corrections

Dept. of Revenue

GA Student Finance Comm.

Dept. of Driver Services

Office of Child Advocacy

Employee Retirement Sys

GA Merit System

Child Advocacy

G/R/N Comm. Service Board

Dept. of Juvenile Justice

Dept. of Labor

Office of Planning and Budget

Dept. of Natural Resources

Dept. of Public Services

GA Office of Highway Safety

GA Bureau of Investigation

Jekyll Island Authority

Curriculum ResearchStakeholder Data

Agencies were surveyed to determine how Performance Management, Leadership and Supervisory training was delivered. This information provides future needs of core curriculum needs, delivery methods and levels of training needed.

©2006 GMS

workforce development

Workforce Development


workforce development gli recommendations
Workforce Development - GLI Recommendations
  • Develop a multi-agency initiative team to work towards enhancing existing curricula for future needs at various levels for employee, career leadership development
  • Required participation for all Supervisory and Management level employees
  • Creation of various medias and technology to provide training at all levels and a Learning Management System to support the development and implementation
  • Greater Stakeholders presence

©2006 GMS

workforce development elearning recommendations
Workforce Development – eLearning Recommendations
  • More efficient administration of statewide learning opportunities through a single portal to connect all government information and services
  • More efficient learning opportunities statewide
  • Provide in-depth courses covering everything from leadership, management, business skills and customer service to reduce work disruption and minimizestaff travel
  • Tailor eLearning content to the interest and objectives enterprise wide
  • eLearning specific marketing blitz
  • Develop eLearning processes and procedures
  • Create a state-wide repository of agency common curriculum
  • Develop certification programs

©2006 GMS

workforce development elearning recommendations continued
Workforce Development – eLearning Recommendations - continued
  • Create a Stakeholders Council
  • Investigate the use of a universal Learning Management System, Content Management System (LMS/LCMS) for strategically managing, tracking and reporting the State’s business-critical training
  • Insure multiple options (including blended learning) are available to meet agency and the individual learner’s needs
  • Make training available for e-Instructors/e-Facilitators of Enterprise-wide partners
  • Utilize generic (commercial off-the-shelf) and custom-developed courses that meet enterprise needs

©2006 GMS

workforce development elearning recommendations continued1
Workforce Development – eLearning Recommendations - continued
  • Learning lab(s) are available and equipped to provide an appropriate learning and development environment for specialized online software training, e-Learning course development, web-based language classes, etc.

©2006 GMS

workforce development marketing recommendations
Workforce Development – MarketingRecommendations
  • Utilize “marketing experts” to develop marketing strategy based on needs of stakeholders
  • Utilize a recognizable “brand” that serves as an instant identifier for the audience
  • Develop a defined strategy and plan for marketing
  • Marketing professionals identify the audience which represents the largest user population for training and development opportunities
  • Use technology as a cost effective and efficient method of informing the target audience of available opportunities

©2006 GMS

workforce development marketing recommendations continued
Workforce Development – Marketing Recommendations- continued
  • The creation of a common website using an identifier such as “” to enhance the branding phase of the implementation
  • The common website could serve as a portal by which employees could access, through hyperlinks, available development opportunities
  • Periodic reviews and evaluations of the plan’s effectiveness

©2006 GMS

workforce development curriculum sharing recommendations
Workforce Development – Curriculum Sharing – Recommendations
  • Establish Statewide Core curriculum for each echelon, Executive, Managers, Supervisor, Pre-Supervisor and employees
  • Provide annual required trainings i.e. Sexual Harassment, HIPPA, HR Services, etc.
  • Core curriculum management, research, review and modification team
  • Provide consultative services for agency specific curriculum

©2006 GMS

leadership development

Leadership Development

Implementation Team Strategies

implementation team members

Project Manager (Team Lead)

Subject Matter Expert (Team Members) HRD

IT- Infrastructure

eLearning Specialist

Curriculum Developer




Portal Coordinator

Researcher/Resource Specialist

Team GA/ Connections




HRD Stakeholder

Establish Advisory board of agency contacts

Executive level sponsor

Workforce Development Coordinator (Career developer)

Implementation Team Members

©2006 GMS