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University of Idaho’s Human Resources. Mychal A. Coleman, Ed.D. Preliminary Assessment & the Current State of U of I Human Resources.

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preliminary assessment the current state of u of i human resources
Preliminary Assessment & the Current State of U of I Human Resources
  • There are two competing ideologies driving the Field of Human Resources (SHRM), The Human Resources Management (HRM) and The Human Resources Strategic Business Partner Models (HRSBP)
  • The HRM approach as been the tradition since HR moved from Personnel Management and it is widely viewed as transactional, compliance driven, functional, restrictive, reactionary, heavily compartmentalize, and it is structure provides anwsers not solutions
preliminary assessment the current state of u of i human resources1
Preliminary Assessment & the Current State of U of I Human Resources
  • HRSBP Approach
  • Designs strategic direction that support the organization’s strategy as well as supports functional and business unit sub strategies.
  • Designs CQI initiatives to ensure transactional processes are continuously improved
  • Partners with business units to facilitate strategic planning.
  • Introduces cutting edge Human Resources tools that provides solutions not just answers
  • Create strategic & human capabilities that seeks standard setting innovation that can revolutionize within the field of HR
competing hr philosophies the current state of u of i human resources
Competing HR Philosophies & the Current State of U of I Human Resources
  • Currently our Human Resources Department has two to three opposing and competing cultures.
  • None of the cultures understand or relates to the mission and there is no HR strategic goals to support U of I’s direction.
  • Knowledge is compartmentalized and treated as a form of “one upsmanship”
  • Each position is extremely specialized to the extent that if turnover occurs the knowledge is lost or if the position is not available responding to customers becomes problematic.
  • Heavily compliance and transactional focused that limits our ability to find innovative solutions for the customer
  • Usually assumes a reactionary position instead of proactive anticipation, provides answers not solutions
  • Total lack of technical or strategic capacity to be able to drive strategy
movement towards world class excellence
Movement Towards World Class Excellence
  • Achieve Employer of Choice Status in Three Years, as recognized by SHRM members ju

- By Designing a Talent Development

Initiative than focuses on the “Human

Experience” not just Leadership


- Creating a Talent Development System

that concentrates on every employee

movement towards world class excellence1
Movement Towards World Class Excellence
  • Achieve Operational Excellence

- Implement Kaizen/Lean Methodologies

for continuous improvements within HR

and then take the concept university wide.

- Achieve ISO 9000 standards

- Win the Malcolm Baldridge Award

- Design & Implement a Strategic

Repositioning Organizational structure

movement towards world class excellence2
Movement Towards World Class Excellence
  • Create Flex Initiatives where the organization demonstrates strategic prowness through employees achievements by providing avenues for

- Publications

- Internal/External Presentations

- Conferences

- Intercollegiate Summits on Best


movement towards world class excellence3
Movement Towards World Class Excellence
  • Create a Existential Purpose by disseminating new knowledge to peers and providing expertise to less fortunate community & social services agencies through:

- Resumes Writing

- Mock Interviewing

- Training

- Sharing of Innovative Concepts

closing the gap
Closing The Gap
  • Create OD Interventions that establish one Cultural belief system
  • Develop Team building Initiatives
  • Reorganize the current HRM structure to the HRSBP Model
  • Develop Strategic plan
  • Form Partnership with Academics to implement Theory-to-Practice objectives.
  • Seek Coaching, Mentoring and participate in research of U of I’s Thought leaders