2009 Leadership Academy Projects

B&F Forum Review

November 12, 2009

Administrative Guide for Organizational Change(s)

Action Learning Team:Cathy Handyside

Debora TalleyKristie BeckonMatthew HicksDenise Stegall

ADMINISTRATIVE GUIDE FOR ORGANIZATIONAL CHANGE(S)

Created an interactive guide using a layered checklist format that documents the websites, contacts, resources and other information available to those responsible for coordinating organizational change. The guide is based on a three tiered checklist design for ease of navigation/usability.

Project Summary

TASKS BY

SERVICE AREA

MAJ OR

SERVICE AREAS

RESOURCES BY SERVICE AREA

The guide is published on key websites, i.e. Business & Finance, UHR, Financial Operations, ITS, Facilities & Plant Operations.

• A message from Tim Slottow or his senior lead team communicates the availability of the guide to campus using 3-D lists.

Project Recommendation

Rate the business value of Admin Guide for Organizational Changes

Scale 1-5 Forum Rating = 3.71. Has little value3. Interesting and has value5. Critical and has strategic value

Business Value Rating

What is the urgency to communicate about the Admin Guide for Organizational Changes

Scale 1-5 Forum Rating = 3.71. Should not be done3. Should be started in the next year5. Should have been done already – implement immediately

Urgency Rating

Engaging Staff in Cost Reduction Strategies

Action Learning Team:Andrew Berki

Marjory FalconerBrian Heldt

Mark NelsonMike Swanson

Project SummaryThe University of Michigan is facing significant budget challenges over the next few years.  Tuition rates are at market and do not offer an increased revenue stream to offset State budget cuts.  The University must find new sources of revenue, and at the same time reduce costs.  Many organizations in both the public and private sectors have turned to their employees for the best ideas to create efficiency and cost savings.  Research suggests that best practices can be adopted and leveraged by gathering ideas from the frontline workforce, implement those ideas as quickly as possible, and recognize staff for their ideas so that they continue to generate more ideas. 

 1.Implement a Business and Finance Employee Idea

Program to capture ideas

2.Obtain Leadership Commitment for this program through alignment with Business and Finance strategic goals

3.Implement as quickly as possible

4.Use multiple communication tools to build awareness of the program

5.Define goals and metrics, and require periodic reporting to leadership and the division as a whole.

Project Recommendations

 

UM Business & Finance

we make we make blueblue go! go!

Rate the business value of Engaging Staff in Cost Reduction Strategies

Scale 1-5 Forum Rating = 4.21. Has little value3. Interesting and has value5. Critical and has strategic value

Business Value Rating

What is the urgency to complete the Engaging Staff in Cost Reduction Strategies

Scale 1-5 Forum Rating = 4.11. Should not be done3. Should be started in the next year5. Should have been done already – implement immediately

Urgency Rating

Flexible Work Arrangement

Action Learning Team:Mike ContreraJeanette Frost

Lukeland GentlesPeggy Sheagren

Brandy Wood

Project Summary•Project was initiated to examine ways that a flexible work system could support: organization/department goals, efforts to recruit/retain best/brightest staff, cost/space saving initiatives and the improvement of customer/employee satisfaction.

•B&F project team learned that a variety of tools and resources exist within B&F, yet managerial perception and consistency in application of tools was not known.

•Project charge was agreed upon by TeamFlex and sponsors with an emphasis on surveying managers, researching peer organizations and developing recommendations for consistent application and evaluation of tools/resources.

•Survey developed in conjunction with Work/Life Resource Center and Ross administered to all B&F Managers revealed:

• Flexible work arrangements (FWAs) were available but not well utilized• Managers felt a toolkit and managerial support would help them better utilize FWAs

•Peer research revealed successful organizations are able to generate quality and cost improvements through careful implementation and evaluation.

• Develop a flexible work arrangement (FWA) toolkit that is supported, sponsored and evaluated by executive leadership.

• Components of such a toolkit would include:

• FWA options• FWA – is it right for me? (employee checklist)• FWA process and forms (employee initiated)• Employee responsibilities• FWA frequently asked questions

• Toolkit w/leadership support would include baseline and follow-up metrics to determine impact in areas such as customer service, employee satisfaction, health care costs, space/energy costs, etc.

Project Recommendation

Rate the business value of the Flexible Work Arrangement Toolkit with Leadership Support

Scale 1-5 Forum Rating = 3.71. Has little value3. Interesting and has value5. Critical and has strategic value

Business Value Rating

What is the urgency to complete Flexible Work Arrangement Toolkit with Leadership Support

Scale 1-5 Forum Rating = 3.31. Should not be done3. Should be started in the next year5. Should have been done already – implement immediately

Urgency Rating

Knowledge Transfer

Action Learning Team:Terry Houser

Ted MakowiecKristin Miller-Brancheau

Crystal James

5-pronged approach to address the issues

1

2

3

5

4

Retirement Eligibility Toolkit

Retirement SurveyTalent Management System

Implicit Knowledge Transfer Explicit Knowledge Transfer

20

Project Summary

Project Summary

•66% are “not familiar” or “somewhat familiar” with currently available tools

•93% receive reporting “never” or “not on a routine basis”

•71% “never use” or very occasionally use the reporting for succession planning or knowledge transfer

•87% indicated they would like individual level detail

•65% indicated this should be a topic in an annual review process

•A summary of the retirement eligibility reporting tools and resources that are currently available should be combined into one “Retirement Eligibility and Resources Toolkit” and placed on the University of Michigan (UM) Human Resources (HR) website in the Manager’s Toolkit sub-page

•This would create one point of contact for all of the retirement eligibility reporting resources that are available today

Project Recommendation

Rate the business value of the Retirement Eligibility and Resources Toolkit

Scale 1-5 Forum Rating = 4.21. Has little value3. Interesting and has value5. Critical and has strategic value

Business Value Rating

What is the urgency to complete Retirement Eligibility and Resources Toolkit

Scale 1-5 Forum Rating = 3.71. Should not be done3. Should be started in the next year5. Should have been done already – implement immediately

Urgency Rating

•Currently available retirement eligibility tools and resources should be explained and used as a management aid during a manager or supervisor’s annual review process

•A simple question during a managers or supervisors annual review, such as; “Let’s discuss your succession planning and knowledge transfer plans for your employees/department” would make managers/supervisors consider the subject and develop plans.

Project Recommendation

Rate the business value to Modify Annual Review Process

Scale 1-5 Forum Rating = 3.51. Has little value3. Interesting and has value5. Critical and has strategic value

Business Value Rating

What is the urgency to Modify Annual Review Process

Scale 1-5 Forum Rating = 2.91. Should not be done3. Should be started in the next year5. Should have been done already – implement immediately

Urgency Rating

•An explicit knowledge course, modeled after the Salt River Project format, should be developed and facilitated for B&F managers

•A specific course designed to teach manager/supervisors how to glean explicit knowledge could be offered and recommended to individuals who have potential retirees

Project Recommendation

Rate the business value to Develop Explicit Knowledge Course

Scale 1-5 Forum Rating = 3.51. Has little value3. Interesting and has value5. Critical and has strategic value

Business Value Rating

What is the urgency to Develop Explicit Knowledge Course

Scale 1-5 Forum Rating = 3.01. Should not be done 3. Should be started in the next year5. Should have been done already – implement immediately

Urgency Rating

•A cross -functional team should create an on-boarding program for B&F. •This program should be administered and managed consistently across all B&F units •Managers should be required to introduce new employees to the critical people this person will need to know in order to do their job efficiently and effectively (i.e. who are the top 5 people you need to know to do your job.)

•Each department should have a database that includes this list for each job title/position in their area.

•Making it a requirement that manager/supervisors meet specific individuals to help them perform their jobs more efficiently can make certain both impilcit and explicit knowledge is transferred

Project Recommendation

Rate the business value to Develop B&F On-boarding Program

Scale 1-5 Forum Rating = 3.41. Has little value3. Interesting and has value5. Critical and has strategic value

Business Value Rating

What is the urgency to Develop B&F On-boarding Program

Scale 1-5 Forum Rating = 2.81. Should not be done3. Should be started in the next year5. Should have been done already – implement immediately

Urgency Rating

Energy Conservation Incentives

Action Learning Team:Colin AndersonDebbie GowanKeith JohnsonJarrod Van Kirk

Project Summary

Develop incentives for B&F units to conserve energy. Central units, unlike the schools and colleges, do not realize direct financial savings from reduced use. The program should be based on measurable activity levels, but the invectives do not necessarily need to be financial.

Project Recommendation

“A new Office of Campus Sustainability will serve as the focal point for sustainable operations at the university. ” President Mary Sue Coleman

[10/6/2009]