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PESTEL Analysis
Political, Economic, Sociological, Techno, Environmental, Legal Political
What is the culture of the organization? (How do we do things here/conduct change?) How is the HR function viewed by other functions? Who are the political champions of HR (or its adversaries)? Shareholder views (Unit HR Personnel) Where do we fit within the Org and How do we support the Mission n Vision at the Higher Levels (B&F and Univ-Presidents)
Legal
What is happening in our sector that will impact what we do? Minimum wage FLSA Changes FMLA Changes Ethnicity Code & Reporting Changes What changes will impact the services of the organization e.g.. Contracts Same Sex Domestic Partner Challenge/Ruling
President Coleman's Future Directions: Shaping the Michigan Difference; Board of Regents 04-22-04
We
retain the very best faculty and students Must maintain the distinctive strength of our extraordinary staff, who provide highly skilled effort that keeps our intellectual and physical infrastructure so robust
We
We
As we deal with multifaceted social problems, we find they often do not fit into the discrete disciplines of academia
We
we have to turn inward to enhance our efforts in recruiting and retaining a campus community students, faculty, and staff that reflects the full diversity of our nation and creates a campus that is truly and completely supportive of that diversity
Strategy at the Highest Levels is a series/collection of themes or focuses and must be a limited number, e.g. UHR has Six Strategic Goals thru 2010 Must be measured and managed often
1. Developing leading practices in the recruitment, retention and development of outstanding faculty and staff 2. Build Human Resources skills, competencies and expertise to advance University goals 5. Foster and maintain a work and learning environment that is inclusive, welcoming and supportive, and is free from discrimination
What will take us there? What will cause this to be fulfilled? Otherwise: What is the Strategy?
UHR Goal 5. Foster and maintain a work and learning environment that is inclusive, welcoming and supportive, and is free from discrimination
Key/Strategic Initiatives:
Diversity Matters educ. Program developed
Must evaluate each chosen Strategic Initiative through Four Perspectives : Customer/Key Stakeholders (Students, Staff, Legislators, Contributors)
- What impact will this have on our customers, what will customers want? - Expand University customer base? - Increase public awareness of University? Legislator/Public approval?
Financial/Differential
- How can we contain financial increases/control? Cost containment? - Will this strategic initiative have and/or need knowledge we have that no one else has? e.g. deep institutional knowledge/expertise
Must evaluate each chosen Strategic Initiative through Four Perspectives : Int Business Processes
- What internal bus. processes/procedures must be changed/created to fulfill this strategic initiative and have best impact on Customers/Key Stakeholders? - Can we increase self-service options? Ease of access? - Does technology have to change?
LINKAGES
A comprehensive accessibility review to ensure the usability and ADA compliance of all University buildings has been completed. (2 Yrs)
* Campus Bldg Review Schedule Completed (>200 bldgs) * "Bus Plan/Proposal" developed to obtain funding from "ADA Fund" in U Architects Ofc for Campus
A U-M diversity network has been created to enhance the U-M positive and welcoming work environment.
* Establishment/Design of Diversity program/seminar e.g. Diversity Matters * Diversity recruiter appointed * Presentations/calls to leading diversity suppliers/organizations * Diversity relationship-building website developed, e.g. who, where
PERSPECTIVES
Financial - Differential
Internal Processes
PERSPECTIVES
Customer & Stakeholders Financial - Differential Internal Processes Employees Learning and Growth
Increase in Students & Student Revenue Increase ADA funding from Architects
Create Campus Map of All Accomdtns in each BLdg Obtain map.loctn of all Bldgs & Review Bldgs