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With 27 of Maricopa’s workforce eligible to retire in the next five years, Human Resources will play a key role in determining changes in HR Strategic Plan 2015-2018 1 benefits offerings, salary structures, talent acquisition efforts and onboarding strategies, succession planning, knowledge management, employee retention and myriad other aspects of human resources management associated with the micro and macro cultural shifts indicative of an evolving workforce.. These areas include: Technology Culture of Accountability through Performance Management ONE Maricopa Workforce Classification Compensation Consistency in Policies Internal Efficiencies Metrics and Workforce Measures HR Strategic Plan 2015-2018 4 Technology Culture of Accountability through Performance Management Human Resources System ONE Maricopa Workforce Stabilize and Modernize Workforce Analytics Over the next three years, HR’s focus will be on stabilizing and modernizing in these areas using a holistic approach grounded in communication, collaboration and accountability.. Improve and standardize MCCCD’s personnel policies negotiating changes to personnel policies in 10 identified areas for all staff employees (Summer 2015) • Simplify employment terms (i.e., hire, promote, transfer, demote, classified, nonclassified) (Spring 2015) • Revise SOP’s and PeopleSoft tools to allow consistent and accurate administration of revised personnel policies (Spring 2016) 3.. Create a One-Maricopa model of accountability for employee well-being by defining the roles and responsibilities for college and district wellness professionals and Outlining specific role expectations based on MCCCD needs, industry trends, and best practices (Fall 2016) HR Strategic Plan 2015-2018 6 Goal Two: Acquire the technology needed to automate core processes Strategies: 1..
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