District Office of Human Resources IEP

District Office of Human Resources (2021-2022)

   Please fill out the blue columns in September:

Please fill out the yellow columns in May:

*Total new budget dollar amount based on continuous improvement learnings for future initiatives to support performance improvement.  Provide a dollar amount and explanation for your request. Note: this does not serve as a formal budget request. Requests are not guaranteed.
Strategic Theme(s) HLC Alignment Operational Tactic Performance Measure Target Performance Measure Results Continuous Improvement Results Met Requesting FY23 Budget Dollars If "yes", please describe*
Completed
Utilize the Clarity Performance Index results to impact employee engagement
4: Culture and Environment
  • 5-Resources Planning & Institutional Effectiveness
    •

    At HR group staff meeting, discuss one CPI result and how you support improving that item

    Discussion frequency 

    1 result discussed at 1 staff meeting a month. 

    Used CPI results as topics for our HR staff meetings.  Discussed process improvements, specifically onboarding and customer service goals for the team throughout the year. 

    The HR team will continue to use KPI's and employee feedback to improve our process in HR. Our HR generalist met with supervisors on campuses and solicited feedback which our team will continue to focus on and identify and enhance our employee experience.
    Completed
    Completed
    Streamline and Implement a more Robust On-Boarding & Off-Boarding Process
    2: Equity Diversity and Inclusion 4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •
  • 1-Mission
    •

    Survey recently hired employees about their on-boarding experience to get their feedback on what needs to change. 

    Number of recently hired employees engaged for feedback  

    25 employees

    The HR Onboarding Team developemtn and onboarding survey that solicits feedback from all new employees about the onboarding experience.  This has been sucessfully implemented and is currently being used as a stay survey as well. 

    The Onboarding team continues to meet and determine more efficent ways to onboard new staff.  We have now began working on the offboarding process and have implented changes as they are made to provide a more streamlines process for supervisors to follow both onboarding and offboarding. 
    Completed
    Completed
    Review and Enhance Comprehensive 2022 Benefits & Wellness Package
    3: Resource Development +Alignment
  • 5-Resources Planning & Institutional Effectiveness
    •

    Conduct outreach to educate employees on new Benefits & Wellness package.    

    Number of communications sent out about new packages

    12 communications

    The total rewards wellness council designed and implemented a comprehensive wellness program this year which consisted of another round of sit stand desks for all interested employees.  They also distributed YETI's to all full time eligible staff.  MCC lunch boxes and snack packs were also distributed throughout the year.   A wellsness survey was also sent out to al in May to close out the year of initiatives for all.  

    The wellness survey results indicated that our employees would like to focus on improving their physical and mental health over other wellbeing topics.  HR will continue to focus on stress management offerings and Nutition and work life balance programming. 
    Completed
    Partially Completed
    Advance MCC's Culture of Assessment
    4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Review HR Policies and Procedures and create, revise and develop new policies as appropriate.

    Number of new policies reviewed, added or updated 

    5-7 policies reviewed, updated or added. 

    This year HR reviewed the Standards of Conduct once again. HR also finalized the Consensual Relationships policy and the talent team reviewed the HIring and Recruitment Policy and HR procedures.  The Part Time Hiring Process was reviewed and documented and several Standard Operating rocedures were developed for the Total Rewards Transition.   

    Although we did not completely implement 5 to 7 new policies we did make updates to several policy and procedures as well as document more processess for the HR department. 
    Partially Completed
    No
    Previous IEPs

    2020-2021: District Office of Human Resources IEP
    Launch Page

    2020-2021: MCC Launch Page

    2021-2022: MCC Launch Page
    Definitions

    Operational Goal – What you plan to impact or achieve in the next institutional effectiveness cycle.  Identify 3 to 5 operational goals each cycle.
    Operational Tactic – A measurable step you will take to impact or achieve an operational goal.
    Performance Measurement – The identified measure you will use to track progress on a tactic. The stronger and more specific the performance measurement, the easier it will be to report results.
    Target – Used to communicate the level of performance you’re trying to achieve. This will serve as context or meaning of your collected data. 
    Results – The final data or outcome of what you measured in relation to the identified target.
    Continuous Improvement (CI) – Your learnings and future next steps for how you will apply your results in an effort to continually improve. Ideally, information should be relayed in 1-2 short paragraphs.
    Requesting Budget Dollars – Total dollar amount requested for FY 23 based on continuous improvement learnings for future initiatives to support performance improvement. Note: this does not serve as a formal budget request. Requests are not guaranteed.  

    Strategic Themes - 1) Student Success 2) Equity, Diversity & Inclusion 3) Resource Development & Alignment 4) Culture & Environment 5) Structure & Processes

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    HLC Criteria - 1) Mission 2) Integrity: Ethical & Responsible Conduct 3) Teaching & Learning: Quality Resources & Support 4) Teaching & Learning: Evaluation & Improvement 5) Resources Planning & Institutional Effectiveness

        Mission

    1. The institution’s mission is articulated publicly and operationalized throughout the institution.
    2. The institution’s mission demonstrates commitment to the public good.
    3. The institution provides opportunities for civic engagement in a diverse, multicultural society and globally connected world, as appropriate within its mission and for the constituencies it serves.

        Integrity: Ethical and Responsible Conduct

    1. The institution establishes and follows policies and processes to ensure fair and ethical behavior on the part of its governing board, administration, faculty and staff.
    2. The institution presents itself clearly and completely to its students and to the public.
    3. The governing board of the institution is autonomous to make decisions in the best interest of the institution in compliance with board policies and to ensure the institution’s integrity. 
    4. The institution is committed to academic freedom and freedom of expression in the pursuit of truth in teaching and learning.
    5. The institution’s policies and procedures call for responsible acquisition, discovery and application of knowledge by its faculty, staff and students.

        Teaching and Learning: Quality, Resources and Support 

    1. The rigor of the institution’s academic offerings is appropriate to higher education.
    2. The institution offers programs that engage students in collecting, analyzing and communicating information; in mastering modes of intellectual inquiry or creative work; and in developing skills adaptable to changing environments.
    3. The institution has the faculty and staff needed for effective, high-quality programs and student services.
    4. The institution provides support for student learning and resources for effective teaching.

        Teaching and Learning: Evaluation and Improvement 

    1. The institution ensures the quality of its educational offerings.
    2. The institution engages in ongoing assessment of student learning as part of its commitment to the educational outcomes of its students.
    3. The institution pursues educational improvement through goals and strategies that improve retention, persistence and completion rates in its degree and certificate programs.

        Institutional Effectiveness, Resources and Planning 

    1. Through its administrative structures and collaborative processes, the institution’s leadership demonstrates that it is effective and enables the institution to fulfill its mission.
    2. The institution’s resource base supports its educational offerings and its plans for maintaining and strengthening their quality in the future.
    3. The institution engages in systematic and integrated planning and improvement.