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.”
DRAFT HR Structure and HR Business Partner Concept
Department of Administration - Moving Forward Together
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.
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
New information will be posted on the website weekly (i.e. new FAQs, posting townhall recordings, work group recommendation reports)
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.
Contact any leader on the team with your ideas and feedback for the HR Transformation.
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.
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!
If the current telework agreement is working there is no desire to make a change.
No, not as a part of the HR transformation.
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?
Are employees going to have to apply for their jobs in the future once the integration has occurred?
Work Group Questions
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.
Specific work group recommendations for the EEO, EPIC and Classification workgroups will be posted on August 7.
Yes, please contact any leaders on the team with feedback. There is always the opportunity to provide feedback.
It depends, some new processes we would want to implement right away, some will require a pilot
Human Resource Business Partner (HRBP) Questions
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.
Yes, we are working on the description of duties and should have a draft for review available soon.
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.
Yes, as the need exists. For example, we envision that the HRBP will likely require a new job class.
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.
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.
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)
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.
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
Lead HR community into the future state.
- 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.
To contact the team please email: SOA.HR.EnterpriseModel@alaska.gov
|Kate Sheehan||DOPLR Director|
|Nancy Sutch||DOPLR Deputy Director|
|Amanda Holland||DOA Deputy Commissioner|
|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
- HR Staff
- Partners/Agencies (supervisors, directors, admin, employees, etc.)
- Unions (CEA)
- Learning and Development
- Learning Coach
- Debrief at end of each phase (rose, thorn, bud)
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.