Document type | other |
---|---|
Date | 2024-04-22 |
Source URL | https://go.boarddocs.com/wv/jeffwv/Board.nsf/files/D4GJ6D4BA245/$file/JCS%20HR%20Audit%20Board%20Update%204.16.24.pdf |
Entity | jefferson_county_schools (Jefferson Co., WV) |
Entity URL | https://www.jcswv.org/ |
Raw filename | JCS%20HR%20Audit%20Board%20Update%204.16.24.pdf |
Stored filename | 2024-04-22-03ac056cbcdbc42bc909d5701ba8838e-other.txt |
Parent document: 2024-04-22-5255f8b79e147f9c0f342c6250f5842e-agenda.txt
Experience Management Institute HR Audit Board Update Jefferson County Schools 635 McGarry Boulevard Kearneysville, WV 25430 April 22, 2024 © 2024, Experience Management Institute. All Rights Reserved. Today's Agenda |. About EXMI ll. Audit Overview Ill. Findings & Recommendations |. About EXMI About Experience Management Institute (EXMI) OUR MISSION Reimagining the workplace to unleash the power of people. nn eee eee certified | e EDGE VFBE SBA |WBENG | Economically Disadvantaged | Veteran-friendly Self-Certified Small Business | WOMEN’S BUSINESS ENTERPRISE Small Business Enterprise Business Enterprise HR Consulting Services State of Ohio State of Ohio U.S. Small Business Department of Development Department of Development Administration In 2023, EXMI BRONZE WONDERFUL SME EXMI is counted in the received the Bronze . WORKPLACES United Nations Climate award alongside 2023 STEVIE \ FOR YOUR ; C | i mM a te Change Champion’s WINNER A, ROI di Race to Zero campaign DHL Global, The Whitney \ F | Reynolds Show on PBS, ACHIEVEMENTS / ¥ Hu b as a Carbon Neutral and Purpol Marketing. IN EQUAL PAY eypielub 2024 Kinet Organization. © 2024, Experience Management Institute. All Rights Reserved. Our Experience éaaspa GYSD Chir of School Per: istrators | Est. 1938 GARLAND INDEPENDENT SCHOOL DISTRICT PUBL « ne of ev e \( Education & YY WNC IB) Workforce S ANE. = { a a CLEVELAND 300 METROPOLITAN —————— SCHOOL DISTRICT — TULSA PUBLIC DREW SCHOOLS CHARTER SCHOOL fell / ATLANTA G FOR Shawano Bulls 7 PUBLIC » me. WE ARE YOUR SCHOOLS SCHOOLS Sy y a SALEMeKEIZER sdhval riistrtet 4 PUBLIC SCHOOLS Akron Public Schools iT ites J UD “) Fae PRO OU SCHOOLS Uncommon Schools A 4 School District of Charlotte-Mecklenburg Schools Cadott Community Achievement First | Change History. © 2023, Experience Management Institute. All Rights Reserved Our consultants have experience working with more than 300 public school districts of varying sizes across the United States focusing on improvement that centers around strategy, human resources, building inclusive practices and organizations, instructional design, surveying, research design, data analysis and reporting, employee experience, marketing and communications, process improvement, and more. p= al EDMOND PUBLIC SCHOOLS O.atuE Pusiic ScHoois USD 233 About Us: Our Approach HUMAN CENTERED EXCEPTIONAL EXPERIENCES vil, S COLLABORATIVE MAKE A PROCESS & CHANGE DIFFERENCE DATA-DRIVEN © 2022, Experience Management Institute. All Rights Reserved. Our Commitment to Diversity, Equity, and Inclusion Strategy Culture We hold diversity, equity, and inclusion at the center of our business. We firmly believe in | recognizing the diverse identities DEI and experiences that our employees and clients bring and are dedicated to conducting business in a way that supports them. We actively aim to be equitable and inclusive in our internal practices and advocate for our clients to do the same through the services that we provide. istrict Staff Services © 2022, Experience Management Institute. All Rights Reserved. Our Project Team Core Project Team Qualifications Over 40+ years of experience in PK-12 Michael Katz education SME: Legal, HR Education experience at all levels: teacher, building leader, superintendent, Board Teresa Daulong 7 Multiple compensation, pay equity, and HR Project Manager Stephen Fuji credentials SME: Org. Strategy, Professional Human Capital Leader in Education SME: Org. Strategy, Leadership (pHCLE) certified HR, Compensation ; Experience working with: Erin Howell Districts of all sizes (200 to 200,000 students) SME: Marketing, & Regional service centers and state Communications departments of education US Department of Education Local, state, and national education SME = Subject Matter Expert associations © 2024, Experience Management Institute. All Rights Reserved. 8 ll. Audit Overview Audit Scope We examined information and performance metrics through the lens of strategic alignment, risk management, process optimization, and experience management for the TALENT DEVELOPMENT following areas of HR: & 7 A eu NCE MAN noe Human Capital Leaders in Education Standards HCLE Standards Cross-cutting Domains Strategy | Risk Management | ProcessManagement | Experience Management Planning & Preparation Recruitment Orientation & Onboarding Performance Management Training & Development wags . In alignment with the HCLE Talent Acquisition Audit Areas Standards and Global DE! Review district practices and process to identify and address talent needs such as forecasting talent needs and availability, identifying position requirements, and developing job descriptions Benchmarks, we provide recommendations that help Review processes to identify sources of high-potential candidates and strategies used to attract clients adhere to best qualified and diverse applicants. practice. Review methods use to assess candidate candidates, extend employment offers, and administer post-employment activities. Examine candidate experience through application, selection, and hiring processes Talent Development Audit Areas Review approaches used to support employees and make them feel valued and included throughout transitions into or within the organization. Review clarity and transparency of workplace policies, evaluation systems, and discipline Global Diversity, procedures. Examine alignment between evaluation and support systems. Equity & Inciusion Review access to training and development activities. Examine alignment of training and Benchmart ‘S . ae Standards for Organizations development programs with organizational goals. Around the World © 2022 Experience Management Institute. Ail rights reserveci. The audit process included the following overarching steps that were completed between December 2023 and March 2024. Preliminary data Virtual & On-site SWOT Analysis review interviews Impact-Effort Recommendation Final Report Matrix development © 2022 Experience Management Institute. All rights reserved. Process Specifics ¢ Reviewed documents provided by Q Jefferson County Schools (JCS) including organizational charts, key processes, handbooks, data, job advertisements, job posting, and the district's digital presence Qualitative Process & Data (e.g., website, social media, etc.) Policy Collection & Analysis pertaining to the District's current Human meview Resources department structure, strategy, policies, processes, systems, and Quantitative HCLE services. Data Standards/ Collection & DEI ¢ Conducted over 40 interviews and/or focus Analysis Benchmarks 2 groups with HR Staff, District leaders, building leaders, and staff of other a> a 7 az departments who work closely with HR ¢ Organized high level findings into a SWOT analysis to identify internal and external factors impacting the HR Department. © 2022 Experience Management Institute. Ail rights reserveci. Process Reminders What this Work WAS! What this Work WAS NOT! ¢ Opportunity to gain feedback, address ¢ An excuse to transition people out or frustrations, and make improvements exit employees ¢ Review HR staffing levels against industry ¢ Areview of any person's job performance. best practice ¢ Historical accounting of progress to date. * Partnership and collaboration ¢ Hunt for a scapegoat or someone to blame ¢ Review of current state HR processes and for current HR issues workflows. ¢ One-size-fits-all methodology ¢ Proactive process for improvement . — ¢ Response to any correctiv © 2022 Experience Management Institute. All rights reserved. lll. Findings & Recommendations Department Strengths ¢ HR Department recognizes the need for continued improvement. The team is committed to continuous improvement and the HR Department has made significant strides in two-way communication. ¢ HR department is respected by internal stakeholders. The team is seen as responsive and communicative. ¢ Internal stakeholders view HR staff members as experts. ¢ The district executive team is willing to support HR improvements. ¢ The HR Department and district exercised creativity and problem-solving skills in the recent use of International Teachers. ¢ Rarely do grievances reach an external/legal review process. Overarching Findings The HR team embraced the process and were receptive to engaging in the resulting improvement work moving forward. They should be commended for taking this proactive step to continuously improve. Strengthening communication internally and Process improvement, goal alignment and HR Department is respected by stakeholders and viewes 2s a cross-training can externally should i enhance all resource for HR improve customer R Departmen commitment to stakeholder experiences experience. functions. HR Department use this is limited by its proactive audit physical space, to improve FTE count and support. Findings Summary ¢ Board agenda process is cumbersome ¢ Physical space of HR Department limits effectiveness ¢ Developed . ; oo. ¢ Strong improvements in HR cohesion and communication based on feedback from ¢ Governance and oversight interactions inhibit department’s results multiple sources. ¢ HR effectiveness limited by current staffing levels ¢ Combination of ¢ Limited cohesion between HR and Finance departments successes and ¢ Focus groups increase engagement areas of ¢ Hiring process is challenging oy: . ¢ Recruitment focuses solely on immediate needs ¢ Findings impact, _ on but are not solely ¢ Limited key performance indicators tracked owned, by HR ¢ Employee orientation and onboarding experiences are inconsistent opportunity. ¢ Barriers to change ¢ Paper forms create inefficiencies © 2022 Experience Management Institute. All rights reserved. Prioritization of Recommendations: Impact-Effort Matrix Quick Wins Major Projects The impact effort matrix was designed specifically for the purpose of deciding which of many suggested solutions to implement. It provides answers to the question of which solutions seem easiest to achieve with the most effects. Within this audit we evaluated the recommendations utilizing this matrix to prioritize next steps. EFFORT Fill Ins Thankless Tasks © 2022 Experience Management Institute. Ail rights reserveci. Recommendations EXMI recommends addressing the following areas first based on the Generally, recommendations in the top two impact/effort matrix: quadrants should be prioritized. Quick wins, the upper left quadrant, are typically prioritized because these items will assist the department in garnering support and buy in from both internal and external customers due to the ease and speed with which they can be accomplished. Major projects, the upper right quadrant, are also prioritized even though they require the most effort because of the high return on investment for the department. Engage HR staff in regular communication forums (5,6,11,12) Align HR Department FTE and skills (8,9,23) Update and implement a strategic recruitment plan (14,17,18,19) Transition paper processes to electronic (24) Implement Board subcommittee structure (7) © 2022 Experience Management Institute. All rights reserved. Next Steps Implement changes Communicate Communicate Improve Analyze Communicate As JCS moves into the implementation phase of these recommendations it is important to remember that change requires support from all levels; HR team, district leaders, hiring managers, collaborative departments, Superintendent and the Board. Support includes being an advocate, providing resources, collaborating, providing feedback, and sharing data to inform improvements. Ongoing transparent communication is also an essential component for any successful change. © 2022 Experience Management Institute. All rights reserved. Questions? © 2022, Experience Management Institute. All Rights Reserved.