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
HR Transformation General Questions
What's next?
When will we be moving to DOPLR?
What can I do to be more involved?
Will the transformation be done all at once or will some functions/processes be implemented sooner?
If you recruit for vacant positions, how will we be informed of the recruitments?
Will current telework agreements be honored?
Are geographic (duty station) relocations being considered?
Is DOPLR tracking vacancies and partnering with departments to decide to fill positions where they are as they are or to move them into DOA to fulfill the model?
Has the HR integration team done any research into units or areas where there is backlog and a plan on how to move forward to implement efficiencies or increase manpower?
What are the next steps in solidifying a plan is there a draft or structure in place?
If staff are moved into new positions will they serve a new probationary period?
Will there be positions outside department level HR located outside of Juneau, Alaska?
Are employees going to have to apply for their jobs in the future once the integration has occurred?
Work Group Questions
What are the recommendations from the work groups?
When will the specific group recommendations be available?
After the new HR functional structure is posted, will there be additional opportunity for feedback?
Once new workflows are determined, will there be a test group or just rolled out?
What work units will be within DOPLR?
Human Resource Business Partner (HRBP) Questions
What is a Human Resource Business Partner (HRBP)?
Will a position description for the HRBP be available to review prior to identifying preferences?
Will training on how to be an HRBP be provided?
Classification Questions
Will new job classes be created as a result of HR Transformation?
Will DOPLR conduct a class study on HR positions?
Who will perform that study?
Are our current job classes appropriate?
Workgroup Recommendations
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
- Summary Overview of Phase II Workgroup Recommendations (PDF)
- Classification Phase II Report (PDF)
- EEO Phase II Report (PDF)
- Employee Relations Phase II Report A (PDF)
- Employee Relations Phase II Report B (PDF)
- EPIC Phase II Report (PDF)
- Labor Relations Phase II Report (PDF)
- Payroll Phase II Report (PDF)
- Recruitment Services Phase II Report (PDF)
- Training Phase II Report (PDF)
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)
- Learning 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.