TSTC Human and Organization DevelopmentYour Success Is Our Success

HOD Reorganization – Context

Organization Development

“…a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so the can better adapt to new technologies, markets, and challenges.”

Warren Bennis

HOD Reorganization – Context

Organization Development

“…a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so the can better adapt to new technologies, markets, and challenges.”

Warren Bennis

TSTC’s Organization Development

“…beliefs, attitudes, and values…”

◦Value of team and brand

◦ISCLEAR (Innovation, Stewardship, Collaboration, Leadership, Excellence, Accountability, Responsiveness)

◦Value-focus vs. Deficit-focus

◦The Power of Trust, Empowerment

HOD Reorganization – Context

Organization Development

“…a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so the can better adapt to new technologies, markets, and challenges.”

Warren Bennis

TSTC’s Organization Development

“…new technologies, markets, and challenges.…”

◦From Local to Global

◦From Industrial/Informational to Conceptual

◦Abundance, Asia, and Automation

◦Connectedness

HOD Reorganization – Context

Organization Development

“…a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so the can better adapt to new technologies, markets, and challenges.”

Warren Bennis

TSTC’s Organization Development

“…structure of organizations…”

◦Bureaucracy to business

◦Management to leadership

◦Radical, Unconventional, Bizarre

◦Activity-driven to Results-focused

◦Skills (success) focused vs Academic

◦Integrated, leveraged, messy

HOD Reorganization – Context

Organization Structures

Chancellor: Organic, or organization as Living System

◦Self-organizing

◦Interact with environment

◦Comprised of subsystems

◦Adaptive

Insights from Experts

Good to Great, CollinsChange or Die, DeutschmanAppreciative Inquiry, CooperriderSurfing the Edge of Chaos, Pasclae et alRe-imagine!, PetersManaging Transitions, BridgesA Whole New Mind, PinkThe World Is Flat, FriedmanWikinomics, Tapsoctt & WilliamsGroundswell, Bernoff

HOD Reorganization – Context

Views of Organizations (NPDS Info)

Breakthrough Organizations (p. 5 & 6)Risk-seeking, loose structure, complex/chaotic

Organization as Living Organism (p. 10-12)Agile, Complex, Subsystems, Respond and adapt to environment

HOD High Performance

Talent Sourcing &On-boarding•Recruiting•Screening•Applicant Tracking

Organization Design•Forecasting•Succession•Structure

Benefits•Counseling•EOC Planning•Administration

Compensation & Payroll•Pay for Performance

•Benefits/Wages•Remittance

Risk Management•BCP•Conflict•EEO•ERM

Performance•Human Capital Analysis

•Performance Management

•Project Management

High Performance for Human and Organization Development Occurs When. . .

success is defined, measured, recognized, and rewarded appropriately.

work environment fosters success achievement.

workforce is diverse to strengthen TSTC’s appeal and meet state objectives.

risks are assessed and managed to acceptable levels.

Human and Organization Development

The Human and Organization Development Leadership

Benefits•Richard Moore•Mary Prepejchal

Compensation & Payroll•Jay Maler

Risk Management•Jeff Bell (EEO)•Rhett Reddell (Safety)•George Reamy (Conflict)

Performance•Angela Ball

Talent Sourcing & On-boarding•Carrie Gayeske

Organization Design & Development•Jonathan Hoekstra•Gail Lawrence

HOD Summit Objectives

Discover the New HODMap the Road ThereEstablish/Develop Teams

HOD Transition Challenges

UrgencyTransparencyInclusion

Talent Sourcing & On-Boarding

Success Indicators

TSTC hires the right people for the right job at the right time.

Employees feel valued by the organization

Employees contribute to organizational goals

Organization Design & Development

Success Indicators

Skills gaps that are anticipated due to visionary culture change or workforce trends are assessed and communicated

Development plans are designed to fill anticipated skill gaps

Impact of vision on org structures is assessed, communicated and implemented

Benefits

Success Indicators

TSTC offers a competitive benefits package designed to attract and retain outstanding employees.

Information is available to assist employees in selecting their benefits.

Benefit transactions are processed properly, accurately, and timely.

Compensation & Payroll

Success Indicators

Compensation decisions are made consistent with compensation philosophy and are sufficiently supported.

Federal and State payroll and compensation requirements are met.

Compensation, personnel transactions and decisions are processed with maximum fidelity.

Payroll transactions are processed accurately, efficiently and timely.

Risk Management

Success Indicators

Risks are assessed and managed to acceptable levels

Diversity is achieved and valued

Employee records are properly secured and readily available

Performance

Success Indicators

Success is defined, measured, recognized and rewarded appropriately

Current, ongoing feedback regarding performance measures drives growth plans for enhanced productivity

Human and organizational analysis supports strategic decision making and reporting requirements

HOD develops competency, discipline and capacity for project management.

What does it look like?

Building the New Paradigm(s)

Customers(Ee's/Prospects,Mgrs, Leaders, HOD)• Service Level

Expectations• Risks/Concerns

TSTC Desired Culture• SOLE• Team• Transformation• Leadership

(Empower, Engage,Guide/Coach,Encourage/Re-direct)

Risks/Compliance• Strategic• Operational• Reporting• Fraud• Regulatory

What’s That Look Like?

HOD Team

RolesEngagementMetrics/ResultsOpportunities EE’s, Prospects, Managers

SeamlessSimplifiedSelf-serviceVirtualDifferentFar Away

Leadership

Broad AvailabilityDeeper

CompetencyLoss of ControlDisengaged

ConfusionUncertain/MessyMore of the Same

The Transition

HR TodayFour duplicate

HROsScattered/DiffusedRules & PaperProcess/TaskGeneralistPolicing

The ChallengeOne leveraged

HOD functionSimple/FocusedSuccessResult/ProductivitySpecialistEmpowering/

Developing

Hedgehogs, Foxes & Basketball

“The fox knows many things, but the hedgehog knows one big thing.”

Isaiah Berlin

Centers, forwards, guards, zone, man-to-man. Who gets the ball?