JCS%20HR%20Audit%20Board%20Update%204.16.24.pdf

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Date	2024-04-22
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Entity URL	https://www.jcswv.org/
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Parent document: 2024-04-22-5255f8b79e147f9c0f342c6250f5842e-agenda.txt

Text

Experience

Management
Institute

HR Audit Board Update

Jefferson County Schools
635 McGarry Boulevard
Kearneysville, WV 25430

April 22, 2024

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

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.

Our Experience

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A 4 School District of Charlotte-Mecklenburg Schools
Cadott Community

Achievement First

| Change History.

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.

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PUBLIC SCHOOLS

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About Us: Our Approach

HUMAN CENTERED EXCEPTIONAL EXPERIENCES

vil,

COLLABORATIVE MAKE A PROCESS &
CHANGE DIFFERENCE DATA-DRIVEN

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

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

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

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

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.

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

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

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

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)

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.

Questions?