University System of Georgia Strategic Plan

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

Strategic Plan in Action

System-Wide Training and Professional Development Report (PDF)

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 System-wide 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	Basic, initial, Human Resources infrastructure in place to implement staff training and professional development strategy as it relates to succession planning/leadership development. Succession planning team has been identified. Communication strategy for the succession planning initiative has been developed.	System-wide core leadership competencies identified for use in succession planning initiative and are aligned with System strategy. Applicable institutional staff trained and assisting with implementing succession planning initiative. Strategy is understood by key leaders throughout the System. Initial critical positions have been identified and succession planning is under way for these positions. Other critical positions that lack bench strength are in the process of identified.	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. Initial training for ‘future high potentials’ is being developed, which involves two levels: orientation (basic job knowledge for those new in a position) and intermediate (more specific job knowledge)	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

Basic, initial, Human Resources infrastructure in place to implement staff training and professional development strategy as it relates to succession planning/leadership development.

Succession planning team has been identified.

Communication strategy for the succession planning initiative has been developed.

System-wide core leadership competencies identified for use in succession planning initiative and are aligned with System strategy.

Applicable institutional staff trained and assisting with implementing succession planning initiative.

Strategy is understood by key leaders throughout the System.

Initial critical positions have been identified and succession planning is under way for these positions.

Other critical positions that lack bench strength are in the process of identified.

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.

Initial training for ‘future high potentials’ is being developed, which involves two levels: orientation (basic job knowledge for those new in a position) and intermediate (more specific job knowledge)

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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