Great topic Courtney.
To maximize our organization's success, the HR community must build a bridge between Budget & HR.
Perhaps that bridge begins with reducing the paperwork/time required to approve a job vacancy announcement? Especially for a job that is always open and always budgeted.
If this process were streamlined, perhaps an organization could reduce its time to fill. I bet Budget would like less paper, or not. :)
Courtney & Bo,
Indeed, today's HR Community meeting conducted by HRA was very informative and time well spent. I especially liked the way HRA had staff function as facilitators to allow attendees to focus on the table top discussions. Regarding the table top discussions, the topic of budget arose as well.
At SRTA, HR works closely with Budget to ensure fiscal responsibility, consistency of application, and continuity of practice. Also, this partnership projects a united front which is key, especially as it relates to working with hiring managers who tend to focus more on the need to staff a position and less on budget.
Like our CSPA conference theme for this year (i.e., HR: Partners in Progress), HR and Budget are truly partners at SRTA, working together to help the agency progress through the recruitment and ultimately the retention processes. In fact, this partnership at SRTA is part of the culture.
Btw, I am an active member in the Georgia Fiscal Management Council (GFMC), which demonstrates to the finance team at SRTA, especially those working with budget, of my desire and dedication to be in partnership with them. Plus, I sometimes get advance notice of financial matters that may impact the human capital.
There is nothing like being able to speak the language of numbers from the HR perspective to those who work with numbers all day, which helps provide a forum for us to work together for the good of the organization. Once faces are put on numbers per se, progress can really be made and the budget team can better understand recruitment, and especially retention matters.
I agree that the partnership of Finance and HR is an important one. I see good connections in both SAO and DOAA.
This topic would be a good one for the conference - perhaps a budget presentation from OPB.
Have we given any thought to something about translating HR metrics into understandable financial data and how to communicate that to the C-suite?
OPB presented in a past conference. Also, we can ask OPB to present at a future general meeting. Also, Teresa MacCartney, State CFO and Director of OPB, will provide opening remarks during the opening ceremony at the conference. Lastly, I am working on representation from the GFMC to participate in the conference.
That's great! I think the finance partnership works both ways...
FN alerts HR about potential impacts and HR should also educate finance on Human Capital issues that can impact the budget. It truly is a partnership
At GFC, HR works closely with our budget/accounting group as well as with operations. We communicate with both, as well as our agency head, weekly about where we stand with positions filled, pending hires or departures, vacancies, and turnover. This ensures that all of us are on the same page. We also have an internal approval process with those three for filling vacancies that is just a quick e-mail of a form and usually has less than a 24 hour turnaround. I am included in budget conversations ahead of OPB meetings and legislative sessions and I work closely with budget on personnel service projections and proposed expenditures. HR is also part of the discussions around other initiatives, including those that aren't typically in the HR arena - such as what to do with our aging intranet. This is a plus since HR uses the intranet for many processes - forms, WC , FMLA, vacancies - and our concerns are part of the initial discussions. I think that the 6 years I spent doing accounting work right out of college helps me understand and communicate well about numbers.
I feel our agency has a good handle on controlling advertising costs associated with filling vacancies but we need to address branding. I recently attended a seminar on the current recruitment of viable candidates across the country and the importance of branding to attract qualified job seekers to apply to your organization. How are we promoting ourselves as somewhere people would want to work? We need to not only fill open positions but spend our resources filling them with candidates who are enthusiastic about using their experience and knowledge within a Georgia agency.
Shannon- good point.
The Employee Value Proposition and associated branding is something that SOG sorely needs. It's all about the WIFFM - especially highlighting the EVP of being a public servant.
In past years we had "Great State to Serve" which was a commitment to employee satisfaction. Seems like it might be something we could revive....
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