The department has no clear protocols for teamwork, staff or program back-up or synergy. There is no organized OHR-wide planning process. There is no staff training program within OHR itself. There is no budget planning process. There is no process to organize resource allocation and deployment.
All managers are heavily involved in hands-on operational efforts.
There is little formalized delegation and no delegation protocols. Work assignments among units are sometimes, perhaps often, self-chosen. OHR implements performance management infrequently and poorly. Analyzing the current staff complement in OHR, we found that generally they lack broad experience in HR functions and have received little preparation for their roles, either at UT or in prior HR positions. There is no organized training for new staff.