HR PLAN
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HRPlanTemplate4.pdf
Human Resources Plan
Name
Saint Mary's University of Minnesota
Schools of Graduate & Professional Programs
HRM 689 Human Resource Management Capstone
Professor Holly Tapper
Date
HUMAN RESOURCES STRATEGIC PLAN TABL E OF CONTENT S
Philosophy, Mission, and goal ....................................................................................................................................... 3
Values ........................................................................................................................................................................ 3
Primed for growth ......................................................................................................................................................... 4
Strategic Pillars .......................................................................................................................................................... 4
Tactical alignment with strategic vision .................................................................................................................... 4
Mission, vision, and goal ................................................................................................................................................ 5
Role ............................................................................................................................................................................ 5
HR Strategic Anchors ................................................................................................................................................. 6
HR Department Alignment ............................................................................................................................................ 7
Managing Results Through Objectives .......................................................................................................................... 8
Objective 1.1 Evaluate the effectiveness and efficiency of current hiring process ............................................... 8
Objective 1.2 Introduce structured interviews ...................................................................................................... 9
Objective 1.3 Improve onboarding process ........................................................................................................... 9
Objective 2.1 Evaluate impact of current incentives on results .......................................................................... 10
Objective 2.2 Restructure bonus plan to incentivize tactical goal achievement ................................................. 10
Objective 3.1 Restructure department to hire training and development director ............................................ 11
Objective 3.2 Invest in training and development programs that meet the company’s business needs............ 11
Objective 3.3 Measure Effectiveness of training and development programs ................................................... 12
Objective 4.1 Formalize Succession Planning Process to reduce cost-per-hire by 10% ...................................... 13
Objective 4.2 Develop a training and development program for high potential talent ...................................... 13
Objective 5.1 Evaluate existing performance management systems .................................................................. 14
Objective 5.2 Make improvements to existing performance management systems .......................................... 14
Objective 5.3 Establish metrics for measuring the impact of performance management improvements
business results.................................................................................................................................................... 14
Objective 6.1 Develop a diversity and inclusion initiative ................................................................................... 16
Objective 6.2 Introduce the initiative .................................................................................................................. 16
High Level Overview .................................................................................................................................................... 17
FY2017-2020 ................................................................................................................................................................ 18
Measuring achievement .............................................................................................................................................. 20
DO IT BEST CORP. MISSION STATEMENT P HIL OSOP HY, M ISSIO N, AND GOAL
Do it Best Corp. is a full-service hardware, lumber, and building materials co- operative. The company is privately held by 4,000+ member-owners in the United States and 53 countries. The organization’s sole purpose is to offer the products, services, and solutions member-owners need to grow their respective businesses.
Philosophy: Serving others as we would like to be served
Mission: Making the best even better®
Goal: Helping our members grow and achieve their dreamsTM
V A L U E S
The Do it Best Corp. Code of Conduct outlines the following core values:
MUTUAL RESPECT: “We seek to recognize the dignity, worth and potential of each individual and
believe that everyone from service worker to company president has intrinsic worth and value.”
COMPLIANCE: “We obey all applicable laws and regulations.”
INTEGRITY: “We act ethically and seek to avoid even the appearance of improper behavior.”
RELIABILITY: “We cannot function to our capacity unless our staff can rely upon each other and
the covenants and commitments they give to each other and to our members.”
ACCOUNTABILITY: “We need people who can think, make judgments, and be accountable and
responsible for their actions.”
QUALITY: “The purpose of our business is to develop and keep members. This can only be
accomplished by delivering superior quality.”
FAIRNESS: “We deal fairly in all our relationships inside and outside the company.”
OPPORTUNITY: “Our charge is to actively pursue practices that support and encourage a diverse
work force.”
KNOWLEDGE: “Our employees take responsibility to know what is right and how to do the right
thing. Do it Best Corp. provides support to our employees to meet this need.”
DO IT BEST CORP. STRATEGY P RIM ED FOR GROWTH
Do it Best Corp. is primed for growth and has adopted aggressive sales goals. Key strategies for growing revenue include:
NEW BUSINESS: Sign new members that meet corporate standards.
MEETINGS WITH KEY MEMBER-OWNERS: Schedule and execute strategic sales meetings with key member-owners.
RETAIL PERFORMANCE PROJECTS: Increase the number of members that invest in retail performance projects.
INCREASE MOST PROFITABLE LINE OF SALES: Aggressively grow through-warehouse sales.
IMPROVE MEMBER LOYALTY: Be incredibly easy to do business with in all touchpoints with member-owners.
S T R A TE GI C P I L L A R S
In alignment with the company’s philosophy, mission, and goal the company established following strategic pillars:
OPERATIONAL EXCELLENCE – LEAD THE INDUSTRY IN EFFICIENCY
FISCAL RESPONSIBILITY – MAKE WISE FINANCIAL DECISIONS AS STEWARDS OF COMPANY
RESOURCES
CUSTOMER SERVICE – RESPONSIVE TO MEMBER-OWNER NEEDS
INNOVATION AND AGILITY – EFFECTIVELY INITIATE AND MANAGE CHANGE
SUPPLY CHAIN EXCELLENCE – SOURCE AND DELIVER PRODUCTS, SERVICES, AND SOLUTIONS
A GREAT PLACE TO WORK – BE THE EMPLOYER OF CHOICE
TA C TI C A L A L I GN M E N T W I TH S TR A TE GI C V I S I O N
The company’s eight operating divisions sent one- and three-year tactical plans that align with the organization’s strategic vision. This alignment ensures resources are appropriately allocated in support of the organization’s growth strategy.
HUMAN RESOURCES OVERVIEW M ISSION , VI SION, AND GOAL
The Human Resources division is committed to upholding the company’s philosophy, mission, and goal. As such, the philosophy of the HR team is to serve team members in the way we would like to be served. Our mission is to continually improve departmental results year-over-year; including the recruitment and retention of key talent. The team’s primary goal is to engage, equip, and inspire team members to grow with the company. Maintaining a culture of collaboration in which team members are challenged, rewarded, and recognized is of critical importance to the company’s continued success.
R O L E
HR professionals are strategic business partners and trusted advisors, working in
close partnership with the entire company’s divisional and team leaders. This
partnership is developed and nurtured by:
HUMAN RESOURCES EXPERTISE: Human Resources team members are knowledgeable and keep abreast of relevant trends; including but not limited to, compensation/benefits,
employment law and applicable regulations, performance management, training/development,
workforce planning, employee engagement, and talent management.
INTERNAL CONSULTATION: Human Resources Administrators act as internal consultants, making recommendations that support business needs. Business acumen is demonstrated in all interactions with business leaders.
OPERATIONAL EXCELLENCE: The Human Resources department meets and/or exceeds individual and shared performance goals. Key performance indicators (KPIs) are established to promote accountability and drive improvements.
COMPLIANCE: Policies and procedures comply with federal, state, and local regulations. Human Resources audits are regularly conducted, and records are retained according to the
established retention schedule.
VISION: Human Resources leaders cast a vision for the future of the department. The entire Human Resources team understands and can readily communicate how their work aligns with
the division’s vision. Tactical goals align with this vision and are not hampered by past practice.
H R S T R A TE GI C A N C H O R S
The following strategic anchors ensure HR tactical goals align with the company’s
shared strategic goals.
Be the “Employer of Choice”: Promote a safe, friendly and rewarding culture with competitive compensation and benefits. (Do it
Best Corp., 2016)
Promote continuous growth and development: Unlock the full potential of our team by fostering continuous learning, inspiration and
personal fulfillment through training/education. (Do it Best Corp., 2016)
Servant leadership: Apply our philosophy to every interaction with our staff, retirees and their families. (Do it Best Corp., 2016)
Timely, Complete & Friendly Response: In interacting with team members and providing related services, aim for every interaction to be
timely, complete and friendly. (Do it Best Corp., 2016)
HUMAN RESOURCES ALIGNMENT HR D EP ARTM ENT AL IGN M ENT
Human Resources:
Do it Best Corp. is a great place to work
Training and Development: Training programs drive
engagement and support business growth.
Compensation and Benefits: Compensation and benefits offerings
support recruitment and retention goals.
Talent Management: Key talent is recruited and
retained. HR plays a role in the development of
leaders and high potential talent.
Workforce Planning and Alignment: HR supports
succession planning and is involved in staffing
decisions.
Performance Management:
Performance Management systems drive
accountability and support developmental needs. A
strong emphasis is placed on goal-setting and
regular feedback.
Diversity and Inclusion: Team members are
involved in the decision- making process. Diversity
is recognized and celebrated.
STRATEGIC GOALS AND OBJECTIVES M ANAGI NG RESUL TS T HROUGH OB JE CTIVES
The Human Resources Division will complete the following strategic goals in support of the Do it Best
Corp. strategic imperatives and focus on growth. Where appropriate, summaries demonstrating a
linkage between the strategic object and business needs are provided.
WORKFORCE PLANNING & ALIGNMENT STRATEGIC GOAL #1: Reduce time-to-fill and improve quality of hire
O B JE C T I V E 1 . 1 E V A L U A TE TH E E F F E C T I V E N E S S A N D E F F I C I E N C Y O F C U R R E N T H I R I N G P R O C E S S
Summary. The Do it Best Corp. hiring process has been in place for a little over two decades. Salaried and hourly
candidates complete assessments developed and evaluated by a reputable industrial psychologist. Qualification
assessments (hourly) and salaried assessments (salaried) are costly to administer and have not been evaluated by
a third-party since implementation. In addition to assessments, candidates are interviewed multiple times.
Salaried assessments can only by administered in-person, driving up costly travel expenses. The hiring process, at
times, can stretch over months for a given candidate. The extended period of time it takes to complete the
process has resulted in the loss of qualified candidates.
The following table details the current hiring process for both salaried and hourly team members.
Salaried Employees Hourly Employees
Phone screen Qualification assessment
In-person interview #1 In-person interview #1
In-person interview #2 In-person interview #2 (optional)
Assessment Contingent offer of employment
Contingent offer of employment Post-offer drug screening and background check
Post-offer drug screening and background check (When applicable) Physical abilities test (PAT)
Goals. To effectively reduce time-to-fill by 20%, the Human Resources team will:
1) Identify a third-party to review and evaluate existing salaried and hourly assessments
2) Obtain recommendations pursuant to Equal Employment Opportunity Commission (EEOC) guidelines
(SHRM, 2016)
3) Collaborate with Project Management Office (PMO) for process improvement recommendations
4) Effectively reduce time between interviews:
a. Standardize use of applicant tracking system (ATS)
b. Establish best practices for interview coordination and scheduling
O B JE C T I V E 1 . 2 I N TR O D U C E S T R U C T U R E D I N TE R V I E W S
Summary. According to SHRM (2015), there is a sound business case for structured interviews. Structured
interviews ensure all candidates are asked the same job-related questions (SHRM, 2015). Interviews are critical to
the selection process (SHRM, 2015). Hiring managers at Do it Best Corp. currently do not structure interviews in
partnership with the HR team. A partnership can guard the organization against interviewer bias.
Goals. To improve the quality of hire by 10% over two years, the Human Resources team will:
1) Collaborate with the Communications Department to develop a communication plan:
a. Explain the business case for structured interviews
b. Educate hiring managers on interview bias
c. Layout a timeline for the rollout of structured interview implementation
2) Introduce structured interviews into the hiring process
3) Ensure interview questions measure requisite knowledge, skills, and abilities (KSAs)
4) Implement standardized interview evaluation forms
5) Measure impact of structured interviews on quality-of-hire metrics
O B JE C T I V E 1 . 3 I M P R O V E O N B O A R D I N G P R O C E S S
Summary. The quality of the onboarding experience is critical to company’s ability to attract and retain top talent
(Meinert, 2016). Do it Best Corp. needs to establish an employment brand that effectively conveys the value
proposition to prospective employees (SHRM, 2016).
Goals. The Human Resources team will collaborate with the Marketing and Information Technology teams to:
1) Establish an employment brand
2) Develop materials to effectively communicate employment value proposition
3) Record team member testimonials that support branding message
4) Align orientation messaging with employment brand
5) Consider technological tools for effectively managing onboarding process
6) Evaluate onboarding experience through qualitative and quantitative measures:
a. New orientation evaluation scores
b. Retention rates through introductory period of employment
c. Periodic check-ins with new team members
COMPENSATION & BENEFITS STRATEGIC GOAL #2: Incentivize tactical goal achievement
O B JE C T I V E 2 . 1 E V A L U A TE I M P A C T O F C U R R E N T I N C E N TI V E S O N R E S U L TS
Summary. Salaried team members are currently eligible for yearly bonuses based on: 1) profitability of the
company; 2) performance. Bonuses represent a significant portion of a salaried team member’s compensation
(6%-25% dependent upon position, education, and experience). An evaluation of the current incentive offerings
on actual results must be measured in partnership with business leaders from all eight operating divisions.
Goals. The Human Resources team will collaborate senior leadership to:
1) Conduct a bonus compensation audit
a. Number of salaried employees that earned full bonus opportunity
b. Comparison of actual bonus distribution with annual performance review data
i. % of full bonuses distributed vs.
ii. % of meets expectations/exceeds expectations performance reviews
2) Compare actual bonus dollars ($) distributed against tactical goal completion (%)
3) Consider impact of existing bonus plan on recruitment and retention
4) Report findings to Do it Best Corp. executive team
O B JE C T I V E 2 . 2 R E S T R U C T U R E B O N U S P L A N TO I N C E N TI V I Z E T A C TI C A L GO A L A C H I E V E M E N T
Summary. Sammer (2014) recommended five best practices for restructuring bonus plans to drive short-term
business results: metric-based performance appraisals, establish bonus criteria, don’t reward employees
performing below expectations, incentive plan education, and require justification for bonus amounts. Following
this glide path, the Human Resources team will restructure the salaried bonus plan to incentivize the achievement
of tactical goals.
Goals. The Human Resources team will:
1) Restructure bonus plan to incentivize tactical goal achievement
2) Consider both penalties (% decrease in bonus opportunity) and incentives (% increase in bonus
opportunity)
3) Collaborate with Communications team to rollout bonus plan update
4) Educate managers and team members on the new bonus plan
5) Require managers to justify bonus amounts
6) Audit bonus amounts before distribution to ensure underperforming team members do not receive
financial incentives
TRAINING & DEVELOPMENT STRATEGIC GOAL #3: Improve the overall effectiveness of training and development programs
O B JE C T I V E 3 . 1 R E S T R U C T U R E D E P A R TM E N T T O H I R E TR A I N I N G A N D D E V E L O P M E N T D I R E C TO R
Summary. The organization’s growing training and development needs are unmet by the existing structure of the
department. The Human Resources team will be restructured to better align resources with the company’s
aggressive growth strategy. Currently, there are four (4) Human Resources Administrators (generalists). One of
the Administrator positions will be eliminated in order to open a training and development director position. The
position will be called the Team Member Education Manager and will report directly to the Vice President of
Human Resources.
Goals. The Vice President of Human Resources will:
1) Restructure the department to open a training and development director position
2) Work with the HR Manager to develop a job description and compensation package
3) Set first-year performance goals
4) Seek CEO and CFO approval for departmental restructure
5) Actively recruit and hire the new director
O B JE C T I V E 3 . 2 I N V E S T I N TR A I N I N G A N D D E V E L O P M E N T P R O GR A M S T H A T M E E T TH E C O M P A N Y’ S
B U S I N E S S N E E D S
Summary. The Team Member Education Manager will oversee the organization’s training and development
needs. Training and development content will be developed in partnership with the HR manager, the Safety
Director, and divisional managers (i.e. Sales and Business Development, Merchandising, and Marketing).
Goals. The Team Member Education Director will:
1) Partner with the Safety Director to develop and oversee safety training
2) Conduct annual training on zero-tolerance policies:
a. Policy against sexual harassment
b. Policy against discrimination
c. Drug and alcohol policy
3) Leadership development training
4) High potential training and development
5) New hire orientation
6) New manager/supervisor orientation
7) Sales and business development training and development
8) Merchandising manager training and development
9) Marketing/advertising training and development
10) Logistics training and development
O B JE C T I V E 3 . 3 M E A S U R E E F F E C TI V E N E S S O F T R A I N I N G A N D D E V E L O P M E N T P R O G R A M S
Summary. The new Team Member Education Director will be tasked with evaluating the effectiveness of training
and development programs. While different types of evaluations exist, Kirkpatrick’s four-level evaluation model is
widely accepted by training professionals. Mathis and Jackson (2008) listed the four evaluation levels as reaction,
learning, behavior, and results. The different levels can be used, based on the objectives of the leadership
development program, to assess training effectiveness.
Goals. The Team Member Education Director will:
11) Set well-defined goals for training and development programs (Muller,2011)
12) Evaluate the effectiveness of training and development programs based on the four-level evaluation
model
13) Manage the training and development budget
14) Make recommendations for training and development investments
15) Maintain training records
16) Report the return on investment (ROI) to the executive team
TALENT MANAGEMENT STRATEGIC GOAL #4: Prepare internal talent for career development
O B JE C T I V E 4 . 1 F O R M A L I Z E S U C C E S S I O N P L A N N I N G P R O C E S S TO R E D U C E C O S T -P E R - H I R E B Y 1 0 %
Summary. Succession planning is handled very well at Do it Best Corp. It is a strength of the organization that
senior-level leadership transitions are seamless. The seamless transitions are attributed to an intentional selection
process and intentional onboarding. There is an opportunity for building upon its strong succession planning
foundation. The succession planning process can be improved by establishing a consistent model for identifying
high potentials. Hills (2009) recommended a 3-C model for identifying high potentials: competence, connection,
and culture. The model requires that leaders evaluate candidates in three critical areas of performance, rather
than just focusing on one performance area. Using a model drives consistency across the organization.
Consistency prevents leaders from falling into the “like me” bias (Rothwell, 2010).
Goals. The Human Resources Manager will:
1) Introduce the 3-C Model for identifying high potential talent
2) Work closely with senior level managers to identify and evaluate high potential talent for succession
planning purposes
3) Reduce cost-per-hire by 10% through internal sourcing
O B JE C T I V E 4 . 2 D E V E L O P A T R A I N I N G A N D D E V E L O P M E N T P R O GR A M F O R H I G H P O TE N TI A L TA L E N T
Summary. Once high-potential candidates are identified, they need to be trained and developed for future
promotions. As such, the HR Manager will work closely with the Team Member Education Manager to develop a
standardized training program to prepare high potentials for leadership opportunities. The structured training
program will be company-wide; meaning, training will need to be conducted in-person and remotely.
Goals. The Human Resources Manager and Team Member Education Manager will:
1) Structure a training and development program that includes the following components:
a. Self-assessment
b. Conflict management
c. Negotiation skills
d. Financial management (profit and loss statements, budget management)
e. Communications skills
f. Giving and receiving feedback
g. Leadership effectiveness and adaptability
h. Servant leadership
2) Set goals for training program
3) Establish metrics for evaluating the program’s effectiveness
PERFORMANCE MANAGEMENT STRATEGIC GOAL #5: Improve efficiency and effectiveness of performance management systems
O B JE C T I V E 5 . 1 E V A L U A TE E X I S TI N G P E R F O R M A N C E M A N A GE M E N T S Y S TE M S
Summary. Do it Best Corp. has a robust performance management system that includes: 1) annual performance
reviews; 2) bonus/incentive compensation; 3) regular performance feedback; 4) progressive discipline; 5)
performance improvement plans. The annual review form includes a look back at the preceding twelve months, as
well as performance goals for the coming year. There are seven (7) – twelve (12) categories (depending on
position) for which managers write a narrative and issue a rating. The process is labor-intensive and needs to be
evaluated in terms of overall efficiency and effectiveness.
Goals. The Human Resources team will:
1) Evaluate overall efficiency and effectiveness of existing performance management systems
2) Report findings to Vice President of Human Resources
O B JE C T I V E 5 . 2 M A K E I M P R O V E M E N TS T O E X I S TI N G P E R F O R M A N C E M A N A GE M E N T S YS TE M S
Summary. Considering the significant investment Do it Best Corp. makes in formal performance feedback, it
makes good business sense to continually improve upon existing practices. Based on a critical evaluation of
existing performance management systems, the Human Resources team will make changes designed to increase
efficiency and improve overall effectiveness.
Goals. The Human Resources team will:
1) Make recommendations for improving the overall efficiency and effectiveness of the company’s
performance management systems
2) Consider trends in performance management that may yield positive results
3) Implement approved recommendations
4) Rollout the improvements to the management team
5) Announce changes to affected employees
O B JE C T I V E 5 . 3 E S TA B L I S H M E T R I C S F O R M E A S U R I N G TH E I M P A C T O F P E R F O R M A N C E
M A N A GE M E N T I M P R O V E M E N T S B U S I N E S S R E S U L T S
Summary. The Human Resources team will measure the impact of improvements to performance management on
actual business results. Efficiency and effectiveness metrics will be used to track trends. The Vice President of
Human Resources will receive a monthly report on the established metrics. Notable findings will be shared with
senior leaders.
Goals. The Human Resources Manager will track the following Performance Management metrics:
Efficiency Metrics Effectiveness Metrics
% of annual reviews completed on-time % of effective performance goals
Annual review cycle time % of managers and employees satisfied with review process
% of employees that improve performance after reviews are administered
% increase of operational performance after review cycle
Impact of performance management on business results
Source: Society for Human Resources Management (2015), Managing Employee Performance
Based on the metrics tracked and reported above, the Human Resources team will:
1) Reduce review cycle time from once every twelve months to once a quarter
2) Support managers in reaching the completed on-time goal:
a. 95% reviews completed on-time
3) Support managers in reaching the % of effective performance goals:
a. 100% effective performance goals
4) Support managers in reaching % improvement post-review goal:
a. 20% improvement post-review
5) Support managers in reaching % operational performance improvement post-review goal:
a. 2% operational improvement post-review cycle
EMPLOYEE RELATIONS STRATEGIC GOAL #6: Develop and introduce a diversity and inclusion initiative
O B JE C T I V E 6 . 1 D E V E L O P A D I V E R S I T Y A N D I N C L U S I O N I N I TI A TI V E
Summary. In its 71-year history, the company has not implemented a diversity and inclusion initiative. In an
effort to reinforce Do it Best Corp. as an employer of choice, the Human Resources team will develop a diversity
and inclusion program. The program will be designed to uphold the company’s values of mutual respect, fairness,
and opportunity.
Goals. The Human Resources team will:
1) Develop a diversity and inclusion initiative to include:
a. Diversity and inclusion training for managers and employees
b. Employee events that celebrate diversity
c. Promote employee inclusion in decision-making
d. Prepare employees to participate in self-organizing cross-function teams
e. Aligns the workforce with change initiatives
2) Establish goals for the diversity and inclusion program; including:
a. Improve employee engagement survey results by 5% in FY2020
b. Reduce productivity decline associated with change implementation by 10%
c. Increase successful change implementations by 10%
O B JE C T I V E 6 . 2 I N TR O D U C E TH E I N I TI A TI V E
Summary. The Human Resources team will be responsible for introducing the initiative in a manner that will be
well-received by leadership and staff.
Goals. The Human Resources team will:
1) Develop a communication plan
2) Rollout the diversity and inclusion initiative through:
a. Employee intranet post
b. Company newsletter article
c. Departmental announcements
MAPPING HIGH L EVEL OVER VIEW
Strategic Imperative Operational Excellence Supply Chain Excellence “A great place to work” – Employer of Choice
Fiscal responsibility Innovation and Agility
Customer Service
Do it Best Corp. Mission and Vision
Grow sales while maintaining the lowest cost of operations in the industry. Continue to lead the industry in member rebate.
Source and deliver the products, services, and solutions Do it Best Corp. members need to grow their respective businesses.
Promote a safe, friendly, and rewarding culture.
Make wise financial decisions that positively impact organizational health.
Be responsive to industry trends and business needs. Effectively manage change.
Be incredibly easy to do business with in all touchpoints with member-owners.
Strategic Direction Best in-class operations management
Products, services, and solutions are available just-in-time.
High functioning teams achieve more than high functioning individuals do on their own.
Invest resources in projects and products with high strategic value.
Implement changes that will improve organizational health and benefit member-owners.
Serve our member-owners in the way we would like to be served.
Key Themes Primed for growth
Accuracy, timeliness, right product mix, right pricing.
Reduce order cycle times.
Manage fuel costs (distribution).
Community involvement
Employment branding
Realignment of resources
Compliance
Diversity of thought
Training and development
Cross-functional teams
Creative problem- solving
Integrity
Responsiveness
User-friendly systems
HR Strategic Direction Policies and procedures
Strategic partner
Internal consultant
Strategic partner
Internal consultant
Diversity and inclusion
Talent management
Training and development
Compensation and benefits
Improved onboarding
Compensation and benefits
Performance management evaluation/improvement
Hiring process improvements
HR trend analysis
Process improvements
Leverage technology
Strategic partner
Internal consultant
TIMELINE
FY2 0 1 7 -2 0 20
The following timeline is established for FY2017-FY2020.
GOAL #1 REDUCE TIME-TO-FILL AND IMPROVE QUALITY OF HIRE
Objective To be completed
Identify third-party to review and evaluate salaried and hourly pre- employment assessments
FY2017 Q1
Obtain recommendations pursuant to EEOC guidelines for pre-employment testing
FY2017 Q2
Collaborate with Project Management Office (PMO) for hiring process improvement recommendations
FY2017 Q3
Incorporate recommendations to effectively reduce time between interviews
FY2017 Q4
Implement standardized interview forms FY2017 Q1
Partner with Communications to rollout structured interviews FY2017 Q1
Measure impact of structured interviews on quality-of-hire metrics Post-rollout and ongoing
Establish employment brand FY2018 Q1
Record staff testimonials FY2018 Q1
Update orientation materials aligned with employment branding messaging
FY2018 Q2
Evaluate onboarding experience FY2018 Q3 and ongoing
GOAL #2 INCENTIVIZE TACTICAL GOAL ACHIEVEMENT
Objective To be completed
Conduct bonus audit FY2017 Q4
Compare actual bonus dollars ($) distributed against tactical plan completion
FY2017 Q4
Consider impact of existing bonus plan on recruitment and retention of key talent
FY2017 Q4
Report findings to Do it Best Corp. executive team FY2018 Q1
Restructure bonus plan to incentivize tactical goal achievement FY2018 Q2
Consider penalties and incentives (% decrease/increase) FY2018 Q2
Collaborate with Communications to rollout restructured bonus plans FY2018 Q3
Educate managers and team members on restructured bonus plans FY2018 Q3
Audit bonus amounts before distribution to ensure underperforming employees do not receive financial incentives
FY2018 Q4
GOAL #3 IMPROVE THE OVERALL EFFECTIVENESS OF TRA INING AND DEVELOPMEN T PROGRAMS
Objective To be completed
Restructure the HR department to open a training and development director position
FY2019 Q1
Develop a job description and compensation package for the new position FY2019 Q1
Set first-year performance goals for training director FY2019 Q1
Seek CEO and CFO approval for departmental restructure FY2018 Q4
Actively recruit and hire the new training director FY2019 Q2
Set well-defined goals for training and development programs FY2019 Q2
Evaluate training effectiveness based on Kirkpatrick’s four-level evaluation model
FY2019 Q3
Seek approval for the training and development budget (CFO) FY2019 Q3
Report training and development return on investment (ROI) to the executive team
FY2019 Q4 and ongoing
GOAL #4 PREPARE INTERNAL TAL ENT FOR CAREER DEVEL OPMENT
Objective To be completed
Introduce 3-C Model for Identifying high potential talent FY2019 Q3
Work closely with senior level managers to identify and evaluate high potential talent for succession planning purposes
FY2019 Q3
Develop a training and development program for high potential talent FY2019 Q4
Set goals for training program FY2019 Q4
Establish metrics for evaluating the program’s effectiveness FY2019 Q4
GOAL #5 IMPROVE EFFICIENCY A ND EFFECTIVENESS OF PERFORMANCE MANAGEMENT SYSTEMS
Objective To be completed
Evaluate overall efficiency and effectiveness of existing performance management systems
FY2020 Q1
Report findings to VP of HR FY2020 Q1
Make recommendations for improving overall efficiency and effectiveness of the company’s performance management systems
FY2020 Q1
Consider performance management (PM) trends FY2020 Q1 and ongoing
Implement approved recommendations FY2020 Q2
Rollout improvements to the management team FY2020 Q2
Announce changes to affected employees FY2020 Q3
Establish and track efficiency and effectiveness of performance management systems
FY2020 Q4 and ongoing
GOAL #6 DEVELOP AND INTRODUCE A DIVE RSITY AND INCLUSION INITIATIVE Objective To be completed
Develop a diversity and inclusion initiative FY2017 Q2
Establish goals for the diversity and inclusion program FY2017 Q2
Develop a communication plan FY2017 Q3
Rollout diversity and inclusion initiatives FY2017 Q4
METRICS M EAS URING ACH IEVEM EN T
The following qualitative and quantitative metrics are established to measure the achievement of the HR division’s strategic goals and tactical objectives.
GOAL #1 REDUCE TIME-TO-FILL BY 20% AND IMPROVE QUALITY OF HIRE BY 10%
Objective Metric
Identify third-party to review and evaluate salaried and hourly pre- employment assessments
Third-party identified
Obtain recommendations pursuant to EEOC guidelines for pre-employment testing
Quality of recommendation(s), legal review with outside counsel
Collaborate with Project Management Office (PMO) for hiring process improvement recommendations
Project completion, reduction (in average days) between interviews/recruiting steps
Incorporate recommendations to effectively reduce time between interviews
Project completion
Implement standardized interview forms % of hiring managers that use standardized interview forms – goal is 90%
Partner with Communications to rollout structured interviews % of hiring managers that understand benefits of structured interviews – goal is 90%
Measure impact of structured interviews on quality-of-hire metrics % change in quality-of-hire pre- and post-structured interview rollout – looking to improve quality-of-hire by 10%
Establish employment brand Project completion
Record staff testimonials Project completion, %increase in qualified applicants after testimonials are published – looking to increase qualified candidate pool for salaried positions by 20%
Update orientation materials aligned with employment branding messaging
Project completion
Evaluate onboarding experience 90-day turnover rates (involuntary vs. voluntary)
GOAL #2 INCENTIVIZE TACTICAL GOAL ACHIEVEMENT
Objective Metric
Conduct bonus audit Variable compensation percent
% salaried team member that received a full bonus
Comparison between % bonus achievement and departmental performance
Bonus compensation as a percent of revenue
Compare actual bonus dollars ($) distributed against tactical plan completion
Ratio of bonus dollars ($) to tactical goals completed
Consider impact of existing bonus plan on recruitment and retention of key talent
Exempt turnover rate
Exempt voluntary separation rate
Sales voluntary separation rate
Manager voluntary separation rate
Report findings to Do it Best Corp. executive team Project completion, report accuracy, executive feedback
Restructure bonus plan to incentivize tactical goal achievement Alignment between financial incentives and tactical goal achievement (as a %)
Consider penalties and incentives (% decrease/increase) 20% decrease/increase in bonus opportunity ($)
Collaborate with Communications to rollout restructured bonus plans Project completion
Educate managers and team members on restructured bonus plans % of trainees that understand and can explain bonus plan changes (and linkage to company performance) – goal is 85%
Audit bonus amounts before distribution to ensure underperforming employees do not receive financial incentives
Project completion
GOAL #3 IMPROVE THE OVERALL EFFECTIVENESS OF TRA INING AND DEVELOPMEN T PROGRAMS
Objective Metric
Restructure the HR department to open a training and development director position
Project completion
Develop a job description and compensation package for the new position Project completion, ability to attract and retain talent in the position
Set first-year performance goals for training director Project completion
Seek CEO and CFO approval for departmental restructure Approval granted
Actively recruit and hire the new training director Time-to-fill, quality of hire, new hire performance appraisals (90-day and 1- year)
Set well-defined goals for training and development programs Project completion, alignment between training goals and company strategy
Evaluate training effectiveness based on Kirkpatrick’s four-level evaluation model
Trainee reaction, trainee retention, behavioral adjustment, impact on business results
Seek approval for the training and development budget (CFO) Approval granted
Report training and development return on investment (ROI) to the executive team
Report accuracy, executive team feedback
GOAL #4 PREPARE INTERNAL TAL ENT FOR CAREER DEVEL OPMENT – REDUCE COST-PER-HIRE BY 10%
Objective Metric
Introduce 3-C Model for Identifying high potential talent Project completed
Work closely with senior level managers to identify and evaluate high potential talent for succession planning purposes
Partnership between HR and senior leadership increases succession planning bench strength
Develop a training and development program for high potential talent Number of high potential internal talent prepared for promotion
Set goals for training program Project completion
Establish metrics for evaluating the program’s effectiveness Project completion
Percentage of internal promotions versus external hires
External cost-per-hire
Internal cost-per-hire
% change in cost-per-hire pre- and post- high potential training and development – reduce cost-per-hire by 20% over three fiscal years
GOAL #5 IMPROVE EFFICIENCY A ND EFFECTIVENESS OF PERFORMANCE MANAGEMENT SYSTEMS
Objective Metric
Evaluate overall efficiency and effectiveness of existing performance management systems
% of annual reviews completed on-time
Annual review cycle time
% of effective performance goals
% of employees that improve performance after reviews are administered
Report findings to VP of HR Project completion, report accuracy and timeliness
Make recommendations for improving overall efficiency and effectiveness of the company’s performance management systems
Project completion
Consider performance management (PM) trends Trends evaluated in alignment with:
1) Company’s structure 2) Company’s growth strategy
Implement approved recommendations Project completed on-time
Rollout improvements to the management team % of managers satisfied with PM improvements
Announce changes to affected employees Project completion
Establish and track efficiency and effectiveness of performance management systems
% of annual reviews completed on-time – goal is 90%
Annual review cycle time – goal is to reduce cycle time to quarterly reviews
% of effective performance goals – goal is 100%
% of employees that improve performance after reviews are administered
(metrics tracked pre- and post-PM improvements) – goal is 20%
% of operational improvement pre- and post – review – goal is 2%
GOAL #6 DEVELOP AND INTRODUC E A DIVERSITY AND IN CLUSION INITIATIVE
Objective Metric
Develop a diversity and inclusion initiative Alignment between the initiative and company’s strategic imperative of “being an employer of choice”
Establish goals for the diversity and inclusion program Project completion, alignment with company’s strategic imperative of “being an employer of choice”
Increase diversity on leadership team
% of successful change implementations pre- and post- inclusive decision- making practices – goal is 10% improvement
Develop a communication plan % of employees that understand diversity/inclusion initiative – goal is 85%
Rollout diversity and inclusion initiatives Employee engagement (% increase/decrease post-rollout) – goal is 5% improvement in engagement scores over a 3-year period
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