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Slide 1 - University of North Carolina


									Human Capital Management
    Leading, Connecting,
    Transforming UNC…
    …Through Its People

                  UNC Mission and Goals

The University of North Carolina is dedicated to the service of North
Carolina and its people. In order to efficiently and effectively fulfill its three-
pronged mission of education, research and scholarship, and public service
in the 21st century, the University should proactively anticipate and identify
the needs facing our state over the next twenty years and, consistent with
its mission, develop and implement responses to those needs.
                                (UNC Tomorrow Report)

Our goal is to produce a more proactively responsive University focused on meeting
the challenges of the state over the next 20 years. To achieve this goal, we must
answer three basic questions:
•What challenges facing our state do North Carolinians want UNC to respond to?
•How can UNC best respond to these challenges?
•How can UNC sustain this focus over the long-term?

           Human Capital Management

The University of North Carolina is a human capital intensive enterprise. The
effectiveness and sustainability of the UNC Tomorrow effort is dependent upon
the quality, quantity, knowledge, skills, and spirit of its people. Fortunately,
each campus already has in place a basic infrastructure for human capital
management (HCM). In many cases that infrastructure will need to be retooled
and refocused in order to provide the human resource capabilities essential to
UNC Tomorrow’s success.

The HR Council is ready to engage its leaders and campus HCM professionals
in developing and implementing effective strategies that will ensure UNC
Tomorrow’s objectives of leading, connecting, and transforming the University
over the next 20 years. This investment in people needs to pervade the
planning, design, and construction of a responsive and sustainable future.

              HCM Cycle

Engagement                Direction

Integration               Assessment

          Key HCM Issues
            …as defined by the UNC Tomorrow report

•   Competitiveness
•   Effective resource utilization
•   Transparency
•   Engagement
•   Performance and Accountability

          Examples of HCM Actions

Effective Human Capital Management:
  ›   Create/sustain High Performance Culture
  ›   Create/continually refine Workforce Plan
  ›   Assess current human capacities (skills; job
      needs; gaps)
  ›   Develop gap-filling strategies (knowledge
      transfer; cultural transfer; continuity planning)

                             Expanding UNC’s Focus on Succession

          To build a strong executive bench at UNC, we must consider our organizational design,
             business strategy, and recruitment, development, and retention of our executives

                                 Factors Impacting Leadership Quality and Financial Performance

         Organizational Design
         Organizational Design                                                                     Executive Retention
                                                                                                   Executive Retention
•• Defining roles and responsibilities to
   Defining roles and responsibilities to                                                •• Promoting of best performers
                                                                                             Promoting of best performers
best support strategic goals
 best support strategic goals
                                                         Leadership                      •• “Weeding out” worst performers
                                                                                             “Weeding out” worst performers
•• Adapting roles to fully leverage talent
   Adapting roles to fully leverage talent                 Quality
 capabilities                                                and
         Executive Recruiting
          Executive Recruiting                                                                  Organizational Strategy
                                                                                                Organizational Strategy
•• Selecting successors for their
   Selecting successors for their
                                                         Performance                     •• Aligning organizational talent strategy
                                                                                             Aligning organizational talent strategy
leadership ability
 leadership ability                                                                      with business needs
                                                                                          with business needs
•• Hiring for organizational compatibility
    Hiring for organizational compatibility                                              •• Strategy accounting for changing
                                                                                             Strategy accounting for changing
•• Focusing on scarce skills and fit with
    Focusing on scarce skills and fit with                                               business needs
                                                                                          business needs
 position                                                                                •• Safeguarding critical business positions
                                                                                             Safeguarding critical business positions

                                                     Executive Development
                                                     Executive Development
                                              •• Providing rising executives with full
                                                 Providing rising executives with full
                                              business exposure
                                               business exposure
                                              •• Senior executives committing to
                                                 Senior executives committing to
                                              •• Organization reinforcing development
                                                 Organization reinforcing development
                                                                                             Source: Corporate Leadership Council
                                                                  7                          Succession Management Survey, 2003.
    Essential Elements of Campus HCM

          ECU Experience
vUniversity Leadership
vSupportive Community
vPolicy Improvements
vFinancial Improvements
vPay and Benefits (TOTAL COMP)
vAcademic Quality & Competitiveness

             Campus Examples

What others are currently doing in response
 to UNC Tomorrow…

          Investment in People Overview

1. Develop human capacity assessment:
   a. Identify and match people needs with other institutional needs (focus, function, fit).
   b. Assess growth demand and project options and costs for meeting the demand
         (include faculty, staff, administrators).

2. Identify critical “people” opportunities for the future and align
   opportunities with the strategic direction outlined in the UNC
   Tomorrow report.

3. Maintain focus on the “people” side of the UNC Tomorrow initiative
   beyond the strategic design phase. Work collaboratively with
   faculty, staff, and administrators to share a common vision and
   achieve common goals (HCM sustainability/continuity plan).

          Sample Data Analyses

ü Workforce Demographics (distribution of workforce; net
  change over time; pay and benefit distribution…by region, age,
  group, etc.)

ü Competency demands and assessments of
  current and future employee populations.

ü Retention strategies (comparative data of effective
  approaches used elsewhere)

        Connecting HCM to UNC Tomorrow
                     …HR Council’s potential contribution to the UNC Tomorrow effort

5.1 Maximize utilization of people (faculty, staff, administrators)
5.2 Match people & competencies with programs and needs
5.3 Promote competitiveness/Refine incentive systems
5.4/5.5 Recruit/retain high-quality talent (workforce planning; continuity
   planning; incentives; benefits; etc.)
5.6 Seek efficient use of resources (sustainable deployment of HCM
   through collaboration; technology; training; etc.)
5.7 Encourage/facilitate collaboration across functional areas,
   campuses, etc. (cross-campus training, resource sharing, etc.)
5.8 Establish transparent accountability and performance measures
   (demonstrate success)

            Key HR Opportunities

•   Integrated Strategic Planning (HR + + +)
•   Involvement of HR in all HCM activities
•   Building a productive “team” culture
•   Creating effective accountability measures
•   Identifying core HCM activities and
    achieving them—collectively.

          Next Steps for the HR Council

1. Develop collaborative partnership with UNC Tomorrow
   leaders to develop an Investment in People initiative.
2. Create a framework/template that will integrate effective
   HCM with the UNC Tomorrow effort.
3. Develop a workforce master plan that is nimble,
   responsive, and flexible to ensure the achievement of
   each institution’s objectives. (Example: partner with experts
   such as SAS to develop a higher ed version of the workforce planning
   model created for NC state government).

Human Capital Management
    Leading, Connecting,
    Transforming UNC…
    …Through Its People


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