University System of Georgia Strategic Plan
Strategic Goal Six:
Increase efficiency, working as a System.
Strategic Plan in Action
The USG will develop human resources leadership at the System level.
Create a System-level human resources function
Activities for Implementation
Hire a vice chancellor for human resources
Initiate implementation of Systemwide project on employee development and training
Baseline Measure & Targets
|Baseline Measure||January 2008 Target||January 2009 Target||January 2010 Target||January 2011 Target||January 2012 Target|
Newly created vice chancellor position filled
Needs assessment related to leadership culture, employee development, organizational development, training, mentoring, and succession planning
Newly created Assistant VC position filled.
Basic, initial, Human Resources infrastructure in place to implement staff training and professional development strategy as it relates to succession planning/leadership development.
Leadership Development Executive Steering Committee has been identified.
Leadership Development program master plan constructed to track milestones and timelines.
Systemwide leadership model including core competencies is developed for use in designing a leadership program aligned with System strategy.
Leadership program targeting Executive Director management level and above is designed and fully developed. Participant nominations for Pilot program have been requested.
Pilot Leadership Program launches with two cohorts of faculty and staff.
Initial training for mid-level managers is being developed, which involves two levels: orientation (basic job knowledge for those new in a position) and intermediate (more specific job knowledge).
Leadership model is communicated and understood Systemwide. Model is further validated for use in selection and performance management processes.
Consistency in identifying high potentials, in performing readiness assessments, and in utilizing experiential learning for leadership development is occurring. A central ‘repository’ for a ‘pipeline’ of potential candidates has been identified and internal talent is being sourced from this repository.
Leadership training for frontline supervisors and aspiring supervisors is being developed.
Members of management are expected to develop and mentor their direct reports. Accountability is in place to ensure this is being completed.
Employees with unique skill sets or a unique knowledge base are expected to execute knowledge transfer plans.
Pipeline of high potentials is well-established.
Those high potentials with a readiness assessment of ‘immediate’ are beginning to be placed in available System positions for which they are well-qualified. This is being well-publicized