HR Transformation

AO No. 305 “The purpose of this order is to streamline and increase accountability of HR activities within the Executive Branch of State government by realigning HR staff to create a clear reporting structure to the Director of DOPLR in DOA and within the respective agencies.”

Announcements

DRAFT HR Structure and HR Business Partner Concept

Posted: 09/17/20

Department of Administration - Moving Forward Together

Posted: 08/07/20

Watch this explanation of the Department Administration's "Moving Forward Together" initiative provided by Deputy Commissioner Amanda Holland during the most recent HR Transformation Town Hall.

FAQ

Below we will be posting frequently asked questions on a recurring basis as we move closer to completing the implementation phase of the project. Select the question to see the answer

07/24/20

1. What's next?

New information will be posted on the website weekly (i.e. new FAQs, posting townhall recordings, work group recommendation reports)

2. When will we be moving to DOPLR?

HR PCNs will be part of the DOPLR budget in FY22. The HR team plans to have the new HR structure in place by the end of the year. Departments have expressed they want to keep HR physically located in their departments and DOA Commissioner Tshibaka is supportive of that. DOA is also supportive of telework.

3. What are the recommendations from the work groups?

The recommendations from the work groups focused on process updates, new services and units and services no longer performed by HR. Work group recommendation will be posted soon.

4. What can I do to be more involved?

Contact any leader on the team with your ideas and feedback for the HR Transformation.

5. What is a Human Resource Business Partner (HRBP)?

An HRBP serves as a strategic business partner alongside department’s senior leadership to develop and direct an HR strategy that closely supports the goals of the organization. They understand the departments business and assist leadership in identifying and solving strategic HR issues (i.e workforce planning, retention & employee engagement, performance management strategies). They work with other HR groups (i.e. centers of expertise) to develop and implement solutions to accomplish organizational effectiveness.

08/07/20

6. When will the specific group recommendations be available?

Specific work group recommendations for the EEO, EPIC and Classification workgroups will be posted on August 7.

7. Will the transformation be done all at once or will some functions/processes be implemented sooner?

The plan is a phased in approach for when functions/processes are ready to go live and staff are ready. This includes our clients in agencies.

8. If you recruit for vacant positions, how will we be informed of the recruitments?

We will utilize the normal communications channels, i.e., emails from hiring managers and notifications from CEA. If you have another suggestion, please share it with us!

9. Will current telework agreements be honored?

If the current telework agreement is working there is no desire to make a change.

10. Are geographic (duty station) relocations being considered?

No, not as a part of the HR transformation.

08/14/20

11. Will new job classes be created as a result of HR Transformation?

Yes, as the need exists. For example, we envision that the HRBP will likely require a new job class.

12. Will a position description for the HRBP be available to review prior to identifying preferences?

Yes, we are working on the description of duties and should have a draft for review available soon.

13. Will DOPLR conduct a class study on HR positions?

Yes, as we did when we decentralized, a class study will be performed after positions are moved/changed so the body of work positions are actually performing can be best assessed.

14. Who will perform that study?

We will be looking to have assistance from outside DOPLR and are considering making an arrangement with other public entities that have classification experience, as we did with the City and Borough of Juneau when we decentralized.

08/28/20

15. After the new HR functional structure is posted, will there be additional opportunity for feedback?

Yes, please contact any leaders on the team with feedback. There is always the opportunity to provide feedback.

16. Once new workflows are determined, will there be a test group or just rolled out?

It depends, some new processes we would want to implement right away, some will require a pilot

17. Will training on how to be an HRBP be provided?

Yes, as part of our guiding principles we are committed to providing the knowledge and support needed for all of our HR staff to successfully perform their work.

During Phase II, groups looked for solutions to the process inefficiencies identified during Phase I.

The group also made recommendations on work that should no longer be performed either by HR or work that was more aligned in a different section.

Also included were systems review and recommendations necessary for optimal functioning.

The work is not final, we still need to evaluate workflow handoffs and processes that cross between different functional areas. For example, evaluation processing which is touched by Employee Relations, Payroll and EPIC.

These are recommendations and there is still opportunity for feedback. Please feel free to contact any leader on the team or use the email SOA.HR.EnterpriseModel@alaska.gov to provide feedback.

Phase II Recommendations

Team Charter

Background

AO No. 305 Guiding Principles: We will create a better experience by leveraging the potential of our workforce to transform HR into a strategic partnership with the agencies.

Scope

Oversee the design of a structure for State of Alaska HR that enables staff to engage in strategic partnerships, reduces duplicative HR work, and expands the functional areas of HR service delivered to state agencies.

Purpose Statement (Tagline)

Transforming HR Together

Mission

Lead HR community into the future state.

Values

Growth Mindset: When people understand that their abilities can be developed.
Transparency: Operating in such away that it is easy for others to see what actions are performed. It implies openness, communication and accountability.
Inclusivity: We share the responsibility to engage all team members in discussions, encourage idea sharing, and participate in robust and respectful discussions as we consider different perspectives.
Accountability: We take responsibility and ownership for delivering on our commitments. We conduct business in a manner that promotes fairness, respect, honesty, and trust.

Team Members

To contact the team please email: SOA.HR.EnterpriseModel@alaska.gov

Name	Title
Kate Sheehan	DOPLR Director
Nancy Sutch	DOPLR Deputy Director
Amanda Holland	DOA Deputy Commissioner
Joey Collins	Contractor
Pam Day	DOPLR Deputy Director
Aimee Olejasz	DNR Division Operations Manager
Stephanie Richard	DMVA Admin Services Director
Brittany Patzke	DPS HR Manager
Raquel Solomon-Gross	DNR Admin Services Director
Brent Wittmer	DOA Special Assistant to the Commissioner

How We Will Work Together

Work together as peers
Open and consistent communication
Collaborate on decisions (2/3 consensus)
Respect and support decisions

Support We Need

Commissioners
HR Staff
Partners/Agencies (supervisors, directors, admin, employees, etc.)
Unions (CEA)
Training and Development
Techology
Learning Coach
Debrief at end of each phase (rose, thorn, bud)

Approval

This charter formally creates and authorizes the HR Integration Planning Team, based on the parameters outlined and the information known at the time of program initiation. It is understood that some of the structure may change during planning and execution and, if so, will be reviewed and reapproved.

Phase	Description	Dates
Phase I	Research and Plan	08/01/2019 - 03/31/2020
Phase II	Analyze and Design	11/01/2019 - 12/01/2020
Phase III	Implement	04/01/2020 - 12/31/2020
Phase IV	Sustain	12/31/2020 - Forward