Strategic Plan Proposal 13
Strategic Plan Proposal
I. R. Student
Southern New Hampshire University
Strategic Plan Proposal
January 29, 2017
Table of Contents
Vision and Mission……………………………………………………………………………………… 2
Analysis and Decision Making………………………………………………………………………….. 3
Outlook and Approach…………………………………………………………………………………… 5
Risk Management……………………………………………………………………………………….. 6
Customer Service and Negotiation……………………………………………………………………… 9
Data Analysis…………………………………………………………………………………………… 11
Strategic Plan Proposal 1
Vision and Mission
The Arc of the United States is a nonprofit organization that believes in the inherent value of all people and works daily through advocacy and legislation to ensure that people with developmental and intellectual disabilities are included in every aspect of their communities. The Arc of the United States has proven itself as a respected leader in promoting the rights of people with developmental and intellectual disabilities. The Arc of the United States mission statement reads as follows: The Arc promotes and protects the human rights of people with intellectual and developmental disabilities and actively supports their full inclusion and participation in the community throughout their lifetimes. A mission statement is ultimately a statement of purpose. The Arc of the United States believes that every person should have the same rights and be fully included in the community in which they live.
The Arc of the United States is also guided by nine core values. 1) Equity, 2) Community, 3) Self-determination, 4) Diversity, 5) Guiding Principles Participatory Democracy, 6) Visionary Leadership, 7) Public Interest, 8) Collaboration, 9) Transparency, Integrity and Excellence (arc.org, n.d.). It is important that the HRM strategic plan take these core values and mission and hire create a workforce that can help us reach our goals and continue to effectively support people intellectual disabilities around the world.
The Arc of the United States has a strategic framework for their future that covers the dates from 2010- 2019. In this strategic plan they identify eight goals that they want to accomplish by 2019 and the strategies they need to take to reach those goals. In addition to these goals, the Strategic Framework for the Future of the Arc lists the strategies they will take to reach each of these goals. As The Arc of the United States looks to expand across borders, these goals will impact the people we support and guide us. The Arc’s goals over the ten year period, 2010 – 2019, are to ensure that: 1. Infants, children and youth with intellectual and developmental disabilities (I/DD) have access to the supports and services they need to live in their family homes, to succeed in school and to partake in all of the experiences of
childhood. 2. Adults with I/DD have the opportunity to lead lives of their own choosing, free from poverty, to be employed, to reside in the community, and to live independently with ready access to whatever services and supports they need. 3. People with I/DD have the opportunity to participate in civic activities, volunteerism and community service, religion, arts, culture and recreation alongside their peers without disabilities. 4. Individual members of the public value, respect and accept people with I/DD as equal members of society. 5. Quality health education, health promotion and health care are widely available and accessible, enabling individuals to avoid known environmental causes of I/DD and to prevent secondary health problems for people with I/DD. 6. The Arc is a powerful advocate for people with I/DD, leading a vibrant, engaged, and growing movement of people with I/DD; their family members, friends, and colleagues; and the nonprofits organizations that serve them, committed to the full inclusion of people with I/DD in society. 7. The Arc is a catalyst advancing best practices among all community-based service providers and the preeminent provider of inclusive services and supports for people with I/DD and their families. 8. The Arc is a household name, well-known and responsive, well-managed, responsibly governed, and sustainable nonprofit federation (TheArc.org).
It is important that the leadership be committed and be the example for the mission, goals and core values. Leaders of this organization, including human resource leadership, must create a vision that helps employees see the possibilities that are in front of them, make sure that everyone is moving in the same direction, and effectively execute the vision until it becomes a reality (SHRM, n.d.). The human resources department believes in promoting the mission and values of The Arc of the United States through leadership, recruitment, high performance, and effective business processes. We will let the mission guide us to continue to provide excellence in service and advocacy.
Analysis and Decision Making
Strategic Plan Proposal 3
The Human Resource department must determine our human resource needs and recruit and train employees who can help this organization expand and meet the goals for the future. In order for the
human resource department to make decisions regarding our workforce, we must start with completing a SWOT analysis and determine any competency gaps. We understand that our expansion will require us to take a close look at our policies, procedures, job descriptions, employment laws so they align with the needs and regulations of the population we serve in these areas.
The SWOT analysis will help us consider what strengths the HR department has that can be used to help lead the organization in the direction desired by the leadership team, what opportunities, what weaknesses we need to overcome so we can recruit, retain and offer appropriate trainings (SHRM, 2012). We must also look at the external factors that offer us opportunities and pose possible threats to our organization. We will look for opportunities such as new technology, unfulfilled needs of customers and beneficial changes in employment laws (SHRM, 2012). The threats will be analyzed so we can identify areas that could cause difficulty in the future. Some threats that we must look at are federal regulations that affect the people we support, employment laws, and a changing workforce.
Strategic Plan Proposal 4
Once we complete the SWOT analysis we must determine where there are competency gaps. Conducting a gap analysis for human resources gives leaders a reading on future employment requirements by identifying the competencies their vision requires and comparing them to those available from current employees (Brunot, n.d.). This analysis will allow us to plan and make informed decisions regarding our staffing. We will be able to project for future staffing needs. We will look at what new jobs will we be implementing and what skills and competencies are needed and in what timeframe do those positions need to be filled. In our field of nonprofit that is very regulated and our hope to expand across borders, we will also need to consider if there are any employment policies or legislation that will affect recruitment and retainment efforts. The gap analysis will allow us to take a closer look at our current staff and take inventory of what positions we currently have, look into the workforce and plan for any retirements or promotions, and turnover rates.
Once the gap analysis is completed, we will see where the gaps between our current staffing and what staffing needs will arise in the future. The human resource department will strategically make adjustments and restructure our workforce as necessary so we have the right people with the right skills in the right places to minimize risk and maximize our resources (Brunot, n.d.).
Outlook and Approach
While considering expanding globally, we must be sensitive to the different cultures of the employees and the people we support. We must also be aware of the trends and issues that may affect our employees and our organization. The Human resource department will hire employees from different cultural backgrounds so that we have the diversity that is in the best interest of all stakeholders. There are many steps that the Human Resource department will take to ensure we improve cultural responsiveness and capitalize on diversity.
Strategic Plan Proposal 5
The first step we will take is conducting a PEST analysis. Although not all of the information is related to culture and diversity, understanding these elements will allow us to look at different aspects of the different cultures. By conducting this analysis, we can better understand the market and align our strategies and hiring procedures to our mission and goals. We will look at the political factors that may impact our industry and the people we hire. We know that this industry is heavily regulated by the state and government and that much of our funding comes from the federal level. The Human resource department will look at the funding sources and the regulations on a global level to be sure we understand the laws, policies that affect our industry as well as our hiring practices. The economy of other countries can have an impact in our success to reach our strategic goals. We must take time to look at recession, employment and unemployment rates, and the funding climate that will have an effect on our budget. The social aspect of this analysis will give us idea of the demographics and the cultural trends of different countries help us determine how a society feels about the inclusion of people with intellectual disabilities and be able to recruit those who have the same beliefs that align with ours.
Technology will be important because as we expand, it will be important to have a system that can track the aspects as they pertain to our workforce such as recruitment, turnover, pay and benefits. It will be important for the human resource department to have the technology that will allow them to meet our employee needs from across the country.
Cultural training will be of high priority as we will be hiring people from different cultures and supporting people from different cultures. An inclusive work environment requires a clear understanding of both the inherent and acquired diversity within an organization (Ollila, 2017). While staying within employment laws, the human resource department will utilize social media and our HRIS to expand our pool of applicants and potential employees. We will be sure to update all of our material and forms to be sure that all cultures are represented.
We will offer cultural training and start a cultural diversity committee in each location. The cultural diversity committee will send out Topics of the Quarter so that supervisors can discuss relevant cultural topics. The committee will set annual goals that address cultural diversity throughout the organization. Policies and procedures will be updated regularly and our system will be updated and fields added to our electronic system. We will become an organization that celebrates differences by encouraging people to discuss differences and as we become global, we will need to be sure that all holidays are celebrated accordingly.
Strategic Plan Proposal 6
It is the responsibility of the HR department to be sure we are operating morally and legally and attending to the safety and well-being of all people who are involved with the organization bit internally and externally. Not only do we need to act within the law, we also need to make difficult decisions that can affect the integrity of the organization. We must look at all areas where problems can occur and look into how we can eliminate or lessen the risk to our organization. Some areas that we will are
minimizing risk are the areas of compensation, hiring, health and safety, supervision, employee conduct, and how to deal with employees who are leaving the company.
In the area of compensation, we will have performance evaluations that are reflective of the job that the person is doing but also one that relies not only on job duties but have goals that drive the employee to engage in ethical behaviors and that promote collaboration and teamwork. Incentives must be carefully thought out and must beneficial and financially feasible for the organization. We will create a performance evaluation that focuses on job performance but that will also focus on safety efforts of the employee, how well to they communicate and get along with others in their department and if they are utilizing best practices while at work. We will implement SMART goals to each performance evaluation. SMART stands for, specific, measurable, achievable, result-oriented, and time-bound. This will help the HR department in determining that the goals are not only beneficial and dependent on pay incentives but they are clearly written to assist the organization and the employee in meeting our strategic goals. We must be sure that not only can we offer incentives based on the organizations financial ability but also that we offer incentives that foster collaboration and teamwork.
In our hiring processes, we must minimize risk by making sure we are abiding by all employment and discrimination laws that are in place in all areas we serve. We must also employ the right people with the right skills for the right job. We will implement 30-60-90 day performance reviews to be sure that the employee is meeting all expectations in the probationary period. The 30 day review will be a simple review of whether or not the employee is grasping the job duties and is understanding the policies and processes of the company. At the 60 day review, we will look at whether or not the employee is meeting the expectations of the position and put goals into place that can hep the employee succeed in the position. At the 90 day evaluation, we will determine whether or not the employee is a suitable candidate. If not, we will terminate employment at that time. If they are a good candidate, we will set the SMART goals for them to begin working on for the remainder of the year.
In the area of health and safety, we will be sure that there are effective safety measures to protect our employees and minimize risk. Every geographical area will have risks that are specific to that area and we need to have a safety committee to address any safety needs or issues. We will conduct regular safety checks and provide the necessary equipment needed to remain safe. The safety committee will report on safety concerns and issues each quarter and the information will be related back to the HR department so that safety measures can be implemented and so that we can protect the agency form rising insurance claims as well as abide by the regulations set by OSHA and any other regulating body.
We must also mitigate risk through our managers by training them on the important role they play. The supervisor must follow the performance management process as outlined above but they must also meet with their staff regularly (minimum of monthly) and be sure that their staff are receiving the necessary training. We will conduct regular training to managers and supervisors to discuss areas of concern, issues that have arisen and employment laws that must be adhered to in order for the organization to remain compliant and to keep employees safe.
Employee conduct is always a difficult task because employees deal with issues related to the job and issues related to their personal life that can affect their performance and conduct. We will be sure that each employee understands the policies and procedures, signs the employee handbook upon hire, provide ongoing training and development and be sure they understand the expectations of the job they are performing and the larger organizational goals. We will give each employee the opportunity to correct their behavior unless the infraction was one that requires termination. We will coach each employee in ways that they can improve their performance and set goals so they clearly understand the expectations and have a guide to help them correct the issue.
We must also minimize risk by making sure that we have a solid process in place for exiting employees. All employees whether resigning or terminated will go through an exit interview. There will be a set of standard questions asked as well as the opportunity to discuss the issues behind their
departure. We will take this information and use it to improve our processes and address any issues found. We will have a process for collecting any company property (keys, computer, phone), be sure that they are immediately deactivated from the electronic system including passwords, access to client information, and client files. We will also be sure that we are adhering to the payout of any unused vacation or leave and abiding by all employment laws.
In addition to all of the items listed above, succession planning is another important part of mitigating risk. Having a succession plan in place can decrease disruption within the company and reduce turnover and recruiting costs. Having a plan to replace key employees internally can decrease disruption when they leave the company but it also keeps the company stable and secure in times of change. We will work closely with leadership to identify and develop talent. We will assist in identifying potential candidates for certain roles, put a plan in place to develop the necessary talent, and track and monitor the process closely. HR has access to and communicates with employees often so we can more easily identify potential candidates and share our thoughts with leadership. We will put mentoring processes in place and offer trainings that offer internal candidates the opportunity to grow and develop into future roles.
The HR department will continually assess for risks because our employees and the people we support are our greatest risk. We will continue to monitor all risks and make decisions about what risks need to be avoided, what risk we are willing to accept in order to meet the goals of the organization while staying compliant and within the law, and look into areas where we need to make adjustments in our practices. This is an ongoing task that will require the HR department to continually monitor to keep the company safe and minimize risk.
Customer Service and Negotiation
Strategic Plan Proposal 9
The success of an organization does not come from one employee, it comes from the collective work of all members of a team. Although we have incentives for employees based on their performance
reviews, it is important that we put goals in the performance evaluation that reflect and encourage teamwork. To foster teamwork, we will focus on having regular departmental meetings to discuss and gather information form the whole team and get ideas from the team on ways they can improve together. We will offer incentives that foster teamwork such as offering the department a pizza party or a day where they can all come in late or leave early. The HR department has to encourage teamwork by making sure that the suggestions and ideas are acted upon and that the employees feel their ideas and concerns are being heard. We have many different departments from direct support professionals to our public policy department where the goals are very different. We also have several employees that work remotely so it is our responsibility to help them to understand how their work affects the larger organization.
Trust is a very important part of the success of any organization. If an employee trust the HR department and its management, the retention rate will improve. To ensure that we build a culture of trust, we will communicate open and honestly and do what we say we will do. We will start by creating an employee engagement survey that will go out twice annually. Once the results of the survey are in, we will discuss the results with the senior management team and identify and develop systems and programs that are of the highest importance to the employees. The design of the engagement survey is important because we have to ask questions about things that we can measure and in turn take action on. Once we analyze the results, we will discuss the results with the entire organization, both good and bad, and discuss in detail what action we will take to address these issues and a timeframe by which we hold ourselves to. The survey is just a starting pint but if acted on accordingly, we will build the trust of the employees and allow them to see that we value their opinions and that together we can accomplish the strategic goals set in place.
Strategic Plan Proposal 10
Teamwork and trust cannot be built unless there is open and honest communication that flows vertically and horizontally. The vison may be clear to all employees however, how to get there may be
interpreted differently by employees. With the organization growing, we must utilize technology to reach all of the employees. We must utilize ways to communicate the employees that are in the office each day as well as employees that are working offsite or across the world. Technology and social media has given us the opportunity to communicate instantaneously. We must find ways to communicate effectively so we can reach our organizational goals.
Change communication includes leadership laying out what is going to change and what isn’t, but also includes the conversations that happen when employees go to their direct managers with concerns and questions (Painter, 2014). We must train our managers who come in contact with the employees regularly the importance of two-way communication. We have to train the management to effectively communicate and include them in on meetings where we discuss our strategic goals and give them guidance on how they can promote the goals of the organization effectively. We also have to be transparent in the things we share with employees. We have to communicate what is working and what is not and we cannot just pick and choose only the positive things that are occurring. To build teamwork and trust through communication, we have to openly discuss our failures and the processes we are taking to correct them and get back on track. Success depends on every person in the organization. If we truly believe this, we have to have open and honest communication through all stages of the process.
Strategic Plan Proposal 11
Analyzing data is not just about understanding data-driven HR and the usual metrics, but specifically how HR can connect what it’s doing to business outcomes. HR should not only align with the business but drive the business by making better decisions about the workforce (Biro, 2016). Improving our HRIS so that we can forecast for the future and make better business decisions that support the strategic plan in areas such as, turnover, retention, risk, and forecasting for the future. To be more effective, the HR department has to have the ability to move away from the manual processes and have information systems that can accurately and quickly render relevant data. Payroll is one of, if not,
the largest expense for an organization. Many decisions regarding hiring, retention, rewards, etc… are done through an HR professional gut feeling or a corporate system that has been in existence for a long period of time. Many HR departments base their decisions on where the applicant went to school, what grades they earned and their references. Although, these may be important, it is not the only thing that is important when determining whether or not the employee will be successful. The HR department needs to increase its knowledge of data analytics and determine what questions need to be answered and what analytics need to be set up to get those questions answered. This can be costly to implement initially but if utilized correctly, it can save the company a great deal in costs and increase revenue. Many may think that data is not necessary in HR however, we can find things through data analysis that can help in our recruitment, retention, risk management, and decision making that can increase revenue and more effectively help us in reaching our goals as we expand into other markets. Many HR departments measure these areas from different databases or files that are controlled by different people within the department. We need to implement a system that we can all access easily and enter the necessary data to get the needed results. Although many believe that the old way of doing things is working, we as an organization that is expanding services and hiring people from different areas to support our mission and goals, we need a centralized system that gives us scientific, quick results so we can move in the direction we have set forth for the organization.
A Clear Path Forward: Strategic Framework for the Future of the Arc 2010-2019. (n.d.). Retrieved September 30, 2017, from www.thearc.org
Board of Directors & Staff. (n.d.). Retrieved October 1, 2017, from http://www.thearc.org/who-we-are/staff
Brunot, T. (n.d.). What Is a Gap Analysis for Human Resources? Retrieved October 02, 2017, from http://smallbusiness.chron.com/gap-analysis-human-resources-61949.html
Charting Impact Report. (2011, May 17). Retrieved October 1, 2017, from http://www.thearc.org/document.doc?id=4100
Gormandy White, M. (n.d.). Strategic Leadership Solutions: Building Vision, Alignment, and Execution. Retrieved September 30, 2017, from https://al.shrm.org/sites/al.shrm.org/files/Strategic%20Leadership%20Solutions.p
Ollila, E. (2017, March 01). How to Promote Cultural Diversity in the Workplace. Retrieved October 07, 2017, from https://www.adp.com/spark/articles/how-to-promote-cultural-diversity-in-the-workplace-7-1161.aspx
Painter, N. (2014, July 30). Effective Communications and HR: Making the Connection. Retrieved October 05, 2017, from https://www.hrvoice.org/effective-communications-and-hr-making-the-connection/
Strategic Planning: Analysis: What is a S.W.O.T. analysis and how does it apply to an HR department. (2012, December 11). Retrieved September 30, 2017, from https://www.shrm.org/resourcesandtools/tools-and-samples/hr-qa/pages/cms_022634.aspx
The Arc of the US. (n.d.). Retrieved October 1, 2017, from
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