The Human Resources Agency

1

• The Human Resources Agency
• as an Effective, Proactive Partner
• for Fostering
• Employee Engagement

2
Engaging Employees

• Demonstrate how Human Resources, as a proactive
  customer service partner, drives employee
  engagement through
• Increased communication
• Focus on learning and development
• Focus on performance

3
Building the Case

• Transitioned from Finance to HR - inherited the
  agency of NO
• Began transformation by meeting with HRs
  customers and assessing their needs
• Built collaborative environment - created task
  force to update employee handbook

4
Building the Case

• Demonstrated to team that HRs role is a
  balancing act
• Invested in employees by providing learning and
  development opportunities
• Transitioned from reactive to proactive HR,
  resulting in agencies reaching out for help

5
Transition to State Government

• Governor Haslam asked cabinet to conduct
  top-to-bottom review of their agencies
• Customer Focused Government (CFG) committee
  established
• CFG sent survey to all executive branch agencies
  asking for suggestions on how to be more
  effective efficient

6
Increased Communication

• Employee listening tour with Deputy Governor
• Highlights of review, survey and listening tour
• Employment practices were antiquated
• Focus was on seniority rather than performance
• Anticipated increased volume in retirements
• No ability to recruit due to focus on seniority

7
Civil Service Transformation

• Groundbreaking legislation introduced and passed
  in 2012 session T.E.A.M. Act Tennessee
  Excellence Accountability Act
• Focused on the three Rs
• Recruit
• Retain
• Reward

8
T.E.A.M. Act

• Key component support the 3 Rs
• Hiring practices
• Reductions in force
• Employee appeals
• Learning development
• Performance management
• Merit pay

9
Increased Communication

• Shared T.E.A.M. Act vision with employees
• Met with each division to discuss concerns
• Asked for their ideas for implementation
• Provided tool to assist with execution

10
T.E.A.M. Act

• Key components
• Hiring practices
• Reductions in force
• Employee appeals
• Learning development
• Performance management
• Merit pay

11
The Key to Preparing for the Future Create a
Learning Organization

• Create an enterprise-wide learning organization
• Build a current pool of employees who have been
  prepared to step in and assume leadership roles
  by creating a learning community within the
  organization

12
Creating Sustainable Learning Initiatives

• Diagnose the Need
• Is it Mission Critical?

Diagnose

• Demonstrate the Urgency
• Why Now?

Demonstrate
Build

• Build a Support Structure

• Develop the Program
• Learn Apply LEAD

Develop

• Evaluate for Continuous Improvement
• Gather the Data

Evaluate
13
Increased Focus on Learning Development

• Leadership development
• Professional development
• Performance development
• Talent Management

14
Leadership Development

• Tennessee Government Executive Institute
• Tennessee Government Management Institute

15
LEAD Tennessee

• Statewide leadership development initiative
• Based on eight leadership competencies
• Customer focused, innovative, mission driven,
  courageous, talent focused, self management,
  integrity, high performing
• Focused on current emerging leaders to build
  bench strength in agencies

16
Professional Development

• Statewide customer service training
• Great people Great service
• GREAT customer driven excellence
• Greet positive verbal welcome
• Relate demonstrate empathy/sympathy
• Exceed explain why we can/cannot accommodate
  request
• Affirm make sure we give what customer really
  needs
• Thank end conversation on positive note

17
Professional Development

• DOHRs Growing in Professional Skills Series
• Self development
• Managing measuring work
• Drive for results problem solving
• Decision quality
• Creativity
• Strategic organizational agility
• Managing vision purpose
• Customer focused

18
Increased Focus on Performance

• T.E.A.M. Act stipulated all employees must have
  S.M.A.R.T. goals
• DOHR partnered with Customer Focused Government
  to assist cabinet in creating S.M.A.R.T. goals
  for their agencies
• Goals are aligned with Governors vision
  priorities
• Vision to be the 1 state in the Southeast for
  high quality jobs
• Priorities jobs economic development,
  education workforce development, fiscal
  strength efficient government, health
  welfare, public safety

19
Performance Development

• S.M.A.R.T. performance planning
• Performance management culture change
• Transition from 3 to valued
• Performance coaching
• Transitioning to pay for performance
• Competency behavioral-based interviewing

20
Talent Management

• Influence organizational decision making in
  workforce planning and succession planning
• Establish formalized process to create people
  strategies that align with business plans
• Identify and develop the needed core skills
• Attract and retain these skills
• Ensure solid leadership is in place over time

21
Talent Management Practices

1. Leadership development
2. Professional development
3. Performance management
4. Learning and development
5. Competency management
6. Succession planning
7. Recruitment
8. Retention
9. Career planning
10. High potential employee development

22
Talent Management Output

• Mission Providing strategic human resources
  leadership and partnering with customers for
  innovative solutions.
• Vision To strategically drive transformation
  through innovative human resources leadership and
  practices to shape the best workforce for state
  government.

23
Talent Management Output

• DOHR values
• Continuous improvement
• Respect
• Customer driven excellence
• Data driven decision making
• Visionary leadership
• Collaboration

24
Tools to Increase Engagement

• Annual Tennessee Government Leadership Conference
  created key themes of vision, communication,
  engagement, customer focused and forward thinking
• Tennessee Government Leadership Council
• Black Belt Leadership Program
• Mentor Tennessee
• Leadership Book Study

25
Learning Development Focused

• Tennessee Government Learning and Development
  Council
• Statewide Facilitation Certification Program
• Statewide Learning Certificate for Supervisors
  and Managers (Learning Pyramid)

26
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27
Tennessee Tools and Resources

• Commissioner Leadership Academies
• Dual career tracks
• Four Disciplines of Execution (4DX)
• LEAN initiatives
• Baldrige Criteria for Performance Excellence
  Framework
• NOW Management System

28
Tennessee Tools and Resources

• Baldrige Criteria for Performance Excellence
• Leadership
• Strategic planning
• Customer
• Measurement analysis knowledge mgmt
• Workforce focus capacity, capability, retention
• Process management
• Results

29
Tennessee Tools and Resources

• NOW Management System
• The focus is on results
• Customers define value
• Everyone is on the same page
• Improvement is the constant
• Employees create value
• Fear is gone
• The silos have disappeared

30
Desired Result
Growth
Image power Financial viability Customer
satisfaction Accepting values Productivity Turnove
r rates
Engaged Employees
Trust
Recognition
31

• Rebecca Hunter
• Commissioner
• Department of Human Resources
• State of Tennessee
• Rebecca.Hunter_at_tn.gov
• 615-741-0936