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.”
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 FAQs
Will there be immediate changes to workflows and approval processes when the transition occurs on February 8th? What administrative support will be available?
No, department workflows will remain in place during the first 1-2 months of the transition and then section leadership will start engaging the team to assess workflows and the suggestions generated during the Phase II HR Transformation Workgroups. Workflow changes will be managed by section leadership and adequately communicated to staff in the unit as well as affected stakeholders in the agencies before they occur. The person approving the work of HR team members moving into the new HR structure may change on or shortly after the February 8th transition. HR teams will be apprised of their new supervisors via the org charts and can expect direction on approval processes when the transition occurs.
When will new workflows be implemented that are embedded in the design of the new HR structure that show duties and the staff responsible? (e.g. the new Investigations and Absence Management Units)?
As soon as the workgroup has them designed and the Division has managed workload assignments to release HR team members from the support they are currently providing the agencies. The first workgroup met on January 19, 2021. The goal of implementation is within one to two months of transition.
Staff assignments will be finalized in the coming week and both HR staff and agencies will be made aware of their assigned points of contact for HR functions such as payroll, recruitment, and employee relations. All agencies will be encouraged to work through their HRBPs to ensure they are getting to the appropriate points of contact if they are uncertain of their point of contact.
What will happen to department HR staff’s access to shared folders? What will happen to our various inboxes and electronic files (including institutional knowledge in emails)?
For the majority of the HR community, your PCN will remain in your current department. As such, your email and your access to shared folders will not be impacted on February 8, 2021.
For the few employees that are transferring in to DOA/DOPLR and occupying a new PCN, you may need to work with your current agency in order to maintain your existing emails. We will contact these individuals directly regarding this matter.
The Division of Personnel has a shared drive that will continue to be expanded upon and adjusted to meet the needs of our new structure. Program Managers will work with their teams to identify best practices used by agency HR staff and incorporate these concepts when updating the DOPLR shared drive. The updated DOPLR shared drive structure should be up and running by the time agency HR staff PCNs transfer to DOPLR on July 1, 2021.
No changes will occur with your paper files on February 8. Continue to maintain them as you have and we will provide more direction later.
It depends. Currently, a majority of employees are teleworking. There may be some groupings that are co-located if/when staff begin working in state offices.
HR team members will be trained in a variety of ways, including but not limited to: virtual training; and training from unit managers, senior staff and the HR Trainer.
We will continue to seek feedback from staff, whether that is through surveys, town halls, email, or individual conversations. Part of the service level agreements is to have high HR employee engagement and satisfaction so this will be measured and aggregate results will be shared with the HR community.
On February 8, your current VPN will not be changed. Only those employees transferring in to DOA PCNs from another agency will need a new VPN. We will contact those few directly.
VPNs will need to be updated prior to July 1, 2021, when the PCNs are transferred from your current agency into DOA/DOPLR. DOPLR program managers will coordinate VPN updates for the Operations Centers and Centers of Expertise.
You will retain your current equipment on February 8, as part of the Service Level Agreement (SLA) between DOA and your department.
The transition is being coordinated between HR Leadership, Working Groups and Program Managers. If you would like to volunteer your time, if you haven’t already done so, please email email@example.com and indicate the areas you are interested in and how you would like to volunteer.
Does DOP understand processes depts are currently using when handling LOAs, acting, evals, ADA/FMLA? When does this work stop?
Program managers are partnering with HRBPs to gain an understanding of current processes and to develop transfer of work plans. Current delegations will be reviewed and updated as necessary.
What is the plan for HRBPs to learn a new position and expected to carry the work load they are managing now?
The HRBP roadmap includes a suggested time and workload breakdown and can be found on the DOPLR website:
HRBPs should be actively preparing to transition HR work that will be handled in the new structure. As shown on the HR Transformation Roadmap for February 2021, Program Managers will work with HRBPs to finalize work transition plans by the end of February.
Yes. Modifications may be necessary to ensure full coverage and if that is the case, program managers will work one-on-one with HR team members.
Will we have more information about the work of the other sections so if we wish to transfer/promote into, etc. we know the work they are doing?
Yes. Recruitment bulletins will provide a list of duties for the position. You can also contact the Program Manager for more details.
What work will the HRBP be doing? Will it be different from department to department or will it be standardized and how is that work similar to what HRMs do now?
An example of a “Day in the Life of and HRBP (PDF)” can be found on the DOPLR website.
Evaluations - when, who, who approves, how, will HRBPs have access? Will a change of rater evaluation be required?
As always, a change of rater evaluation should be written by supervisors when an employee is changing supervisors. Evaluations with rating periods that begin on or after February 8 will be written by your new supervisor.
If each department has one HRC I/II assigned to them, how will Personal Leave usage be covered? When will our work be put on hold or delegated?
Each agency will have a primary and secondary contact. Leave approvals will be made to ensure ongoing coverage for each agency.
How will our workloads change with the transition and when will we receive the updated information. Will there be a complete overhaul with PCN's and job descriptions?
Workloads may shift as the workgroups refine workflows, work demands and staffing needs. It is anticipated that once the work settles, PDs will be updated as necessary to reflect the work that has resulted.
How will the transformation affect existing DOA sections like payroll? Will there be an effort to make more positions flex positions? Example: changing existing HR Tech I and Tech II positions to be HR Tech I/II flex positions.
Establishing flexibly staffed positions in Payroll is not a deliverable envisioned by HR Transformation.
Will API be included in this transformation, and how that will affect the HR team at API? With this transformation with API still doing the same workload or will the Transformation take some tasks? Evals LR Recruitment Can API be included on the information on how this change will happen, so that when we do have questions we can route them to the correct section?
At the request of DHSS, API is not part of this transformation at this time. Your current processes will remain. You can find out more information on the HR Transformation website.
Or you can contact your agency HRBP
How were the duties of each position/section distributed so one position isn't overloaded? When were statistics for actual workloads across the departments gathered?
In Phase – I of the HR Transformation we solicited feedback from HR employees with a workload survey. We used this information in assigning and assessing workloads. Case contacts will be published soon.
When will we have an org chart that also lists position titles? Will we be given a second round of selection for people who are unhappy with their placement after seeing where and who they'll work with?
Organization charts with position titles will be posted very soon. Employees who wish to make a change can apply for vacancies as they occur.
From experience, it’s difficult to update procedures to be distributed to managers when you don’t have firsthand contact with those managers. How will strategic groups overcome this now that they are not the ones actually working in the field with managers?
Employees and managers will be working on their communications with agency managers to ensure that they are aware of updated procedures. HRBPs will be DOPLR’s liaison with the agency and will be consulted to help with agency-specific communication and change management planning.
Why are they changing HR again, they keep putting the HR into the departments (those folks should stay in the dept) then taking them out and putting them back. this does not seem "cost effective" those funds couldn't buy supplies for offices that have no supplies.
Information regarding the origin of HR Transformation is on the DOPLR website and can be found on the HR Transformation website.
Please contact your supervisor if you are in the need of supplies.
Since the "consistency" piece of the consolidation isn't happening (every HRBP is having a unique agreement between DOP/LR and their Department), how is classification being addressed? How are we ensuring the HRBP's and staff in COE's have the same foundational knowledge to help keep things more consistent?
A classification study will be conducted once the transformation has been fully implemented and functions are sustained.
Training is being provided to HRBPs currently and the DOPLR Trainer and Program Managers will be providing training to the HR community. As with any position, employees are also encouraged to seek knowledge on their own. Program managers and HRBPs will meet regularly to communicate processes and maintain consistency.
Yes, if you have leave requests or plans for February 8 or later in 2021, please send them to your future Program Manager.
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 Ask.SOAHR@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: Ask.SOAHR@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||PAO Managing 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.