fy09 annual planning human resources division
DESCRIPTION
FY09 Annual Planning Human Resources Division. Focus in FY08: Get the “trains running on time”. Level of service and support It’s all about our people Compliance issues related to benefits and insurance. HQ Departments Country Programs. HQ HR. HQ Divisions P&S Field Divisions. - PowerPoint PPT PresentationTRANSCRIPT
Focus in FY08: Get the “trains running on time”
Level of service and supportIt’s all about our people
Compliance issues related
to benefits and insurance
HQ
HR
HQ Divisions
P&S
Field Divisions
HQ Departments
Country Programs
Global ReachStandardize or Customize where neededLearning CycleImprove effectiveness
Connecting HR Globally
Human Resources Organizational Chart
Joy GaddyVP
Joy GaddyVP
Dan WrightManager Finance
and Operations
Dan WrightManager Finance
and Operations
OrganizationalEffectiveness
OrganizationalEffectiveness
Human ResourcePrograms
Human ResourcePrograms Human Resource
Services
Human ResourceServices
Amy MonsarratDirector
Amy MonsarratDirector Bob Reynolds
Senior Director
Bob ReynoldsSenior Director
Victor WongCompensation
Analyst
Victor WongCompensation
Analyst
Pat EnrightBenefitsManager
Pat EnrightBenefitsManager
OpenHRIS Manager
OpenHRIS Manager
OrganizationalDevelopment
OrganizationalDevelopment
Paulina SanchezSenior Director
Paulina SanchezSenior Director
Gelay UmayamRegional Advisor
Africa and Asia-Pacific
Gelay UmayamRegional Advisor
Africa and Asia-Pacific
Victoria MonteroRegional Advisor
Neotropics
Victoria MonteroRegional Advisor
Neotropics
Jennifer ProbstSenior Advisor
US
Jennifer ProbstSenior Advisor
US
Gray ChessonManager
US
Gray ChessonManager
US
Kristina StephensCoordinator
US
Kristina StephensCoordinator
US
Ana ParrenoAssistant
Ana ParrenoAssistant
OpenOD Director
OpenOD Director
Steve EdwardsManager, TMST
Steve EdwardsManager, TMST
FY08 Successes
• Solidified HR structure and hired competent, committed staff (5 new)
• Energized global HR network through meetings and workshops
• Improved HQ Orientation program
Build the capacity of CI employees to lead, manage & achieve organizational objectives
• Supported restructuring at the organizational and division levels• Improved alignment and awareness of organizational and division-level goals and indicators.
FY08 Successes
• Launched Talent Management Team•Created cross programmatic/cross
geographic team•Steve Edwards accepted leadership role•Held several team meetings in person and via phone•Presented preliminary recommendations to RMG•Holding brown bag during AP•Final set of recommendations due by June 30
• Provided skills-building trainings throughout CI•Held 2 “Essentials of Facilitation” (HQ & Field)•Held 2 leadership skills trainings (Brazil & HQ)•Held 1 Ethics & Values Training (Philippines)•Pilot 2 HR for Leaders (Madagascar and Guyana) (planned for June 2008)
Promote professional development and talent management throughout CI
• Conducted country-by-country analysis of benefits (complete by end of FY)
• Successful transition to new medical insurance carrier in US (AETNA)
• Established VP and SVP job profiles and implemented process for approval of jobs at this level
• Revised Executive (VP & above) bonus program and gained Board approval
• Updated compensation pay bands globally
• Revised (streamlined & simplified) International Assignee Program
FY08 Successes
Ensure compensation, benefits and reward/recognition programs serve to attract and retain staff
Institutionalize CI policies & practices
• Phase I of operations manual nearly complete
• Reviewed and updated HR policies• Training held during Global HR Workshop • Roll out plan developed for FY09 • Translations will occur before end of FY
FY08 Successes
Manage organizational risk related to property, liability and employee safety and security
• Engaged new international insurance broker (for property & liability) and conducted through analysis of coverage• Reduced redundancy of coverage with HQ and some field offices• Increased awareness of coverages provided
FY08 Disappointments
• Time-consuming compliance issues and theft of computer
• Oracle HR not delivering what’s needed• Completion of policies and roll out to
the organization too slow
• Director of Organizational Development still vacant• No progress on development of a competency model• No progress on re-instituting program to train managers • Slow progress on creating a robust new employee orientation program for the field• Not meeting the organizational demands for team-building and facilitation
FY09 Plan
• Training & Professional Development for Leaders & Managers • deliver HR for Leaders in each field division• Develop and deliver bi-monthly modules at HQ• Offer at least 2 field and 2 US trainings focused on leadership development• Sponsor at least 5 senior leaders to attend a leadership/business training
program
• Improve orientation for new employees in the field and for staff relocating from one country to another
• Expand exit interview process to include field and develop process for analyzing and communicating trends
• Improve Systems & Processes• Work with PMP to re-purpose the Planning Database for use by HQ Division• Develop system for tracking operations capacity in field offices in support of
Regional Operations Capacity Building team (ROC)• Integrate outcomes of strategic planning process into organizational and division
planning and reporting
• Implement recommendations of the Talent Management Strategic Team
Build the capacity of CI employees to lead, manage & achieve organizational objectives
Talent Management Strategic TeamObjectives & Examples of Recommendations
Improve ways to find and hire talented staff by strengthening recruiting, branding CI as a “best place” to work, and establishing metrics and tracking.
Provide all staff with opportunities to contribute, engage and advance professionally by establishing a mentoring program, promoting training opportunities, and encouraging staff exchanges.
Retain high performers by creating professional development plans, establishing a “technical track,” and strengthening the awards program,.
Focus on succession planning by determining and integrating leadership competencies and ensuring a pipeline for senior positions.
Regularize staff meetings to ensure field participation.
FY09 Plan
• Develop a robust compensation program that:• is easy to understand and administer• provides timely and relevant compensation data• includes generic job descriptions as the foundation
Ensure compensation, benefits, and reward/recognition programs serve to attract and retain staff.
• Evaluate minimal (core) benefit offerings across all countries and ensure parity.
• Ensure a global HR system that provides timely, accurate and relevant data.
FY09 Plan
• Develop training module for CI Policies & Practices. Work with ROC to localize Operations Manual in 10 countries.
Institutionalize CI Policies and Practices
• Improve emergency plans for US and Field offices.
• Implement global strategy for property and casualty insurance.
• Reduce risk by better preparing CI travelers:• Develop a pre-travel checklist and an
Intranet site for travelers• Design training module for CI travelers
and host 2 HQ trainings
System Development and Integration
FY09 Activities: Work with PMP to re-purpose
the Planning Database for use by
HQ Divisions.
Fix Oracle HR.
FY09 Details
Divisional Role: Ensure accurate, timely, and relevant information on CI’s staff is available via Oracle HR. Ensure alignment between goal setting and reporting at the organizational level, divisional level and individual level.
Capacity-Building EffortsDivisional Role:
Build the capacity of HR staff at the division and country program level. Support operations capacity building efforts through ROC.
FY09 Activities:• Develop operations capacity tracking system in support of Regional
Operations Capacity Building team (ROC).
• Improve new employee orientation in the field.
• Offer or sponsor 9 leadership trainings, including sections on ethics, values & policies.
• Create a Global Operations Learning Network and a monthly Operations newsletter.
FY09 Details
Organizational Sustainability
Divisional Role:Support managers’ efforts to hire and
retain competent, committed staff.
FY09 Activities:• Implement recommendations from
Talent Management Strategic Team and consider Phase II of team as a follow on to strategic planning
• Create awards committee to better integrate and coordinate all of CI’s annual awards.
FY09 Details
Headcount
Regular Fixed-Term
FY08 Board-approved budget
# FT positions 14
# PT positions 1
Positions added in FY08
# FT positions
# PT positions 1
FY09 Requested # FT positions 14
# PT positions 1 1
FY09 Budget Growth
Division Total FY08 Budget
Proposed FY09 Budget
% Growth
Human Resource $2,140,201 $2,506,687 17%
HR Programs $396,709 $612,112 54.3%
Rewards and Rec $90,000 $90,000 0%
Dev and Training $421,535 $324,367 (23%)
HR Services $555,640 $721,292 29.8%
Insurance Ops Supp $287,277 $431,649 50.2%
HR Operations $389,040 $327,268 (15.8%)
FY09 Budget Detail by Expense Category
Expense Category
FY08 Budget
% of Total
FY09 Proposed Budget
% of Total
% Change FY08 to FY09
Salaries & Benefits
$1,281,324 60% $1,341,475 53.5% 5%
Professional Services
$257,202 12% $369,965 14.7% 44%
Travel & Meetings
$214,248 10% $234,460 9.4% 9%
Occupancy $106,994 5% $136,312 5.4% 27%
IDC $25,000 1% $24,941 1% 0%
Other Direct Costs
$255,433 12% $399,535 16% 56%
Total $2,140,201 100% $2,506,687 100% 17%
FY09 Budget Detail by Funding Source
Funding Source FY08 Budget
% of Total
FY09 Proposed Budget
% of Total
% Change FY08 to FY09
GBMF 225,000 11% 224,467 9% 0%
Individual 232,949 11% 255,042 10% 10%
CEPF
Government
Foundation
Corporate
Other 600 0% 60,000 2% 9900%
Shortfall
Unrestricted $1,681,651 79% $1,967,178 79% 17%
Total $2,140,200 100% $2,506,687 100% 17%