The Challenges Facing Human Resources in Higher Education Dan Berryman Vice Chancellor for Human Resources ACES General Meeting September 16, 2015

Session Agenda How Challenges Facing Human Resources in Higher Education Can Affect You Discussion on the Importance of Managing Change Discussion on the Current PCC Administrative Reorganization Comments/Questions

Human Resources Related Challenges in Higher Education Today Managing Change/Transitions Continuous Improvement of Operational Efficiency Creating a “Culture of Shared Accountability” Attracting/Retaining/Replacing Top Performers

Change/Transitions “If you don’t like change, you’re going to like irrelevance even less.” -General Eric Shinseki, Chief of Staff, U.S. Army “I am convinced that life is 10% what happens to me and 90% how I react to it.” - Charles Swindoll, Author

Strategies for Effective Change Management All levels of leadership communicate the “Why” of the change Lay out a clear path forward Acknowledge the losses with empathy and respect the past Move from Endings to New Beginnings as quickly as possible while monitoring the responses of employees

Reactions to Transitions

Phases of Transition (William Bridges Model)

Strategies for Continuous Improvement of Operational Efficiency Continually assessing the capabilities of the existing automated and manual systems, organizational structures, and employees given the current demands of the higher education environment Involve as broad a group of employees as possible in conducting assessments and Return-on-Investment studies

Strategies for Creating a “Culture of Shared Accountability" Receive senior leadership commitment to better insure each employee’s commitment to enhance their personal accountability Top to bottom, there must be a clear understanding of organizational and individual goals and the methods of communicating progress on completion

Strategies for Attracting/Retaining/Replacing Top Performers Intentional focus on branding and marketing each distinct area of the College Nurturing communities of practice that effectively hold one another accountable Organizational commitment to succession planning that supports developmental rotations

The Importance of Organizational Structure Review According to McKinsey & Company (2015) –Today organizational redesign involves the integration of structure, processes, strategies, and people to support the implementation of new strategies; it’s not just tinkering with lines and boxes. –It involves the: Processes that people follow Management of individual performance Recruitment of talent Development of employees’ skills

The Nine Secrets for Success McKinsey & Company’s research found there are 9 keys for success: 1)Focus on the longer-term strategic aspirations 2)Take time to survey the scene 3)Be structured about selecting the right blueprint 4)Go beyond lines and boxes

The Nine Secrets for Success (cont.) 5)Be rigorous about drafting talent 6)Identify the necessary mind-set shifts and change those mind-sets 7)Establish metrics that measure short and long term success 8)Make sure leaders communicate 9)Manage the transitional risks

College Reorganization Update Board of Governors Study Session August 31, 2015

Reorganization: Guiding Elements Future State Mission Vision Values Strategic Plan College Priorities Budget and Financial Plans Budget Planning Criteria FY16 Budget Expenditure Limit Plan Educational and Facilities Master Plans Mission Vision Values College Priorities

Our Leaders Role in Managing Change Thoughtful Leadership – Be Fair, Reasonable, and Consistent – Follow processes wisely – Listen to those who will be impacted – Look for indicators of what is happening (use all your senses) – Hold ourselves and others accountable – Limit black/white thinking (gray areas are the norm) (situational leadership) – Don't be afraid to take risks - inaction is more dangerous Mistakes happen. Learning and improvement are what matters – Make sure you have the right people in the right positions with the knowledge skills and abilities Slide Adapted from 8/25/15 Presentation: Creating a Culture of Change

Continuing Reorganization Efforts Successful colleges need to focus on continuous improvement of our outcomes in service to our students and community – not on minimal compliance This change in focus will require more “organic” organizational structures and not traditional command and control This leaner organization structure will require individuals with the knowledge, skills and abilities to be successful in their roles

Continuing Reorganization Efforts Areas of responsibility must be clearly defined and individuals must be allowed to have the authority to operate in their position and be accountable for their work This autonomy must begin with establishing the organizational structure by having leaders collaborate with those impacted by changes to define new structures Different parts of the college will be “ripe” for restructuring/change at varying times

Continuing Reorganization Efforts When an area is restructured all individuals qualifications for new positions will be examined using processes developed to ensure that we have appropriately skilled individuals The college will attempt to assist any individuals that are displaced by restructuring in finding a position in or out of the college that appropriately aligns with their knowledge and skills The timeline for any restructuring will be developed to allow individuals to make appropriate preparations for the upcoming change

Parting Thoughts How Do You React to Failures?

Parting Thoughts We are facing some very challenging times. Don’t let any failures you experience get you down. Try to Remember: Walt Disney was fired from the Kansas City Star because he "lacked imagination and had no good ideas” Oprah Winfrey was fired from her job as a TV anchor in Baltimore for being "too emotionally invested in her stories" Henry Ford had two failed car companies prior to succeeding with Ford Motor Company Steven Spielberg was rejected by USC's Cinematic Arts School multiple times.

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