GW Human Resources

Strategic Plan 2017-2021

 OUR VISION OUR MISSION
We aspire to develop a diverse and The mission of Human Resources is:
engaged workforce to lead GW
• t o serve as an effective partner by providing
to excellence.
efficient and solution-focused services for faculty,
staff and students.

• d
 edicated to attracting, developing, rewarding
and retaining a talented and diverse workforce

• t o support the university’s mission of fostering

excellence in teaching and research.
 OUR GUIDING PRINCIPLES
Solution-Oriented Service Integrity
• Use critical thinking to identify potential solutions • Be dependable, respectful and trustworthy
• Be flexible, agile, resourceful and innovative • P
 rovide responsible stewardship of
university resources
• A
 lign service to mission/vision/goals of
client organization • Embody GW values

Teamwork Expediency
• Take accountability for outcomes • Prioritize efficiency
• Identify ways to be of assistance to others • Resolve problems in a timely manner
• E
 mbody collaboration and
communicate clearly
Have Fun
• A
 lign actions to maximize the quality of
service delivery • Maintain a collegial environment

• P
 rovide data, metrics and resources to • Get to know your colleagues
facilitate transparency • Strive to maintain a work/life balance
• Share opportunities for improvement • Show appreciation to colleagues
WHERE WE ARE HEADED
ST R AT E G I C F O C U S A R E A S

Engagement HR Excellence
FY 2017 FY 2017
• Define service-level expectations • Define HR roles and responsibilities
and form strategic partnerships and a culture that holds each other
with leadership accountable; Assess the client partner
organizational structure and business
FY 2018 model; implement changes
• Collaborate with university leadership
to identify strategies to improve • Internal focus on communication, project
engagement and culture management, governance and strategic
planning; Launch Human Capital
• D
 evelop plans to promote a culture
Management Executive Dashboard
of diversity and inclusion, and ensure
outreach to underserved populations FY 2018
via recruitment efforts • Monitor HR Key Performance Indicators
• L
 aunch an employee relations training • D
 evelop an HR knowledge base
program for managers and client partner onboarding
training program
FY 2019
• E
 nsure strong process for ongoing
assessments of the GW employee
Talent Management
community and corresponding changes FY 2017
• Revise employee handbook
• A
 ssess performance management
program
FY 2018
• Create a Management Development
Program and Manager’s Toolkit;
Launch a Learning Management
system under the Talent@GW initiative
FY 2019
• Create an Individual Contributor
Development Program; Implement
Performance Management program
via Performance Management system
under the Talent@GW initiative
FY 2020
• Implement a succession
planning framework
WHERE WE ARE HEADED
S T R A T E G I C F O C U S A R E A S (continued)

Talent Attraction Efficiency & Effectiveness

FY 2017 FY 2017
• Develop and launch a • Establish a continuous process
Competitive Recruitment Guide improvement committee to improve
HR service delivery
FY 2018
• Redesign and implement FY 2018
a comprehensive Orientation • Implement redesigned business
and Onboarding program; processes, improve workflows and
replace forms and manual processes
FY 2019 with automated systems to better focus
• Launch a recruitment and onboarding on strategic priorities
system to expedite hiring under the
Talent@GW initiative • E
 stablish and report metrics to influence
and inform strategic decision-making
FY 2020 and workforce planning
• Enhance Recruitment Services and
sourcing capability; Contingent
Workforce Administration; FY 2019
• Complete the implementation of the
unified talent management system
(Talent@GW) to enhance and expedite
mission-critical functions and allow
self-service capabilities
 OUR INITIATIVES
S T R AT E G I C G O A L S

ENGAGEMENT
Strategic Goal Objectives:
Strategic Partnerships Engagement and Recognition Strategy
Develop a framework to clarify roles, Determine recognition strategy, reinforce
responsibilities and expectations in culture/values, improve engagement and
conjunction with leadership to ensure productivity. Build a sense of community and
HR is providing a level of service in line with involvement amongst employees through
the mission. engagement activities. Develop and
reinforce employee trust in leadership by
gathering feedback and ideas and
Diversity & Inclusion transparently implementing them.
Develop plans to promote a culture of
diversity and inclusion. Improve education
regarding recruitment processes to establish
highly-qualified diverse applicant pools.
Action plans will be developed to address
underutilization from Affirmative Action
Planning results.

HR EXCELLENCE
Strategic Goal Objectives:
Organizational Structure Metrics, Analytics and Insight
Assess the current state HR organizational Establish and report metrics to influence
structure and conduct a comprehensive and inform strategic decision-making
evaluation of HR services and engagement. and workforce planning through the
Focus on improving operational efficiency development of a comprehensive set
and organizational effectiveness of the service of human capital analytics, including
delivery model to the university community. operational metrics, engagement, workforce
Roles and responsibilities will be clarified, demographics, performance management
developmental opportunities will expand and talent management.
and open communication will be encouraged.

Communications
Human Resources communication
should align with the university goals
and the communication process should
be collaborative. Information needs to
be consistently disseminated in a timely,
proactive and transparent manner. Employees
will be more informed and better positioned
for growth and excellence.
 OUR INITIATIVES
S T R AT E G I C G O A L S (continued)

TALENT MANAGEMENT
Strategic Goal Objectives:
Performance Management Redesigns Professional Development
In order to ensure effective feedback We will create an HR organizational structure
is provided to position employees for that has resources dedicated to creating
growth, we will overhaul the performance learning opportunities that will increase
management process. After conducting an the knowledge and skill of our workforce.
evaluation of the current state performance Professional development opportunities
management program and processes to tailored to three key areas (new employees;
determine opportunities for improvement, current staff; and supervisors, managers
we will work to develop a streamlined and leaders) will ensure the appropriate
approach aimed at facilitating frequent and resources are available to achieve success. By
meaningful conversations about performance establishing a learning management platform
and development between employee to deliver targeted and structured formal
and manager. Our goal is to encourage a training (instructor-led courses, web-based
performance-based culture. training, compliance training, etc.), we will
improve access to developmental resources,
We will provide a platform to deliver ongoing increase employee engagement, and support
performance management, align employee organizational goals. This will replace the
goals with organizational strategy, address SkillPort system.
competency gaps and use data to inform
professional development, merit initiatives Succession Planning
and leadership planning. The result will We will establish a framework identify and
be an automated performance review and prepare a leadership pipeline to fill gaps
management process. created by retirements and turnover. The
succession planning process will benchmark
Leadership Development skills and competencies, identify skill gaps
We will work to ensure effective leadership and implement professional development
while strengthening capabilities in GW’s core plans to bridge those gaps.
competencies through a tailored management
development program for employees with
supervisory responsibilities.

The program will increase managers’

knowledge of best management practices by:

• L
 earning through interactive
presentations, case studies and exercises
• Completing self-assessments
• Building action plans
• D
 eveloping an extended network of peers
from other academic and administrative
units who share similar challenges and
experiences
• W
 orking together to identify strategies
for incorporating the information learned
back on the job
 OUR INITIATIVES
S T R AT E G I C G O A L S (continued)

TALENT ATTRACTION
Strategic Goal Objectives:
Recruitment Orientation and Onboarding
Develop a strategy to attract top talent, Create a strategic process designed to
provide a positive and consistent applicant welcome and acclimate new employees into
experience in an efficient and effective the GW’s culture and implement a 90-day
manner to meet dynamic business needs. onboarding program to avail managers of
A revised recruitment model will offer more the tools and timeframe to support newly
robust support from HR to source talent hired or newly promoted staff and allow new
through enhanced systems and streamlined employees to acquire to essential knowledge
processes. The recruitment model will support to be successful in their respective roles
internal movement of staff. Key metrics such at GW.
as time to fill, diversity and quality of hire will
be developed and monitored to evaluate
effectiveness. The GW employer brand will
be assessed to ensure values and a position
of a great place to work is clearly conveyed to
prospective candidates.

EFFICIENCY & EFFECTIVENESS

Strategic Goal Objectives:
Business Process Refinement Unified Talent Management
Implement redesigned business processes Foster a unified, engaging, and efficient
and workflows, self-service capabilities, platform for employees and managers
and automation to eliminate manual processes to navigate the employee life cycle to
and paper forms. Develop simple and meet the current and future needs of
solution orientated policies and procedures. GW Establishment of more robust and
Leverage technology to improve mission automated onboarding, hiring, performance
critical functions. management, compensation management,
learning management, and succession
Key Performance Indicators planning functionality.
Key performance indicators (KPIs) will
be established with clear targets and
monitored in order to evaluate the
effectiveness of policies and programs.
GW Human Resources
https://hr.gwu.edu

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