University System of Georgia Strategic Plan

Strategic Goal Six:
Increase efficiency, working as a System.

Strategic Plan in Action

USG Executive Leadership Institute

Challenge

The USG will develop human resources leadership at the System level.

Action

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
N/A	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

Baseline Measure

January 2008 Target

January 2009 Target

January 2010 Target

January 2011 Target

January 2012 Target

N/A

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

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