A Change in Direction
A passion for family – at home and work - drives CCA operations veteran Jimmy Turner to chart a new course.
Many CCA employees were shocked to hear 21-year operations expert, Jimmy Turner, was transitioning into a new role in CCA's Human Resources department. The InsideCCA team sat down for a question and answer session with Executive Vice President, Human Resources, Brian Collins and newly-named Vice President, Facility Human Resources, Development/Training, Jimmy Turner, to see what this position change was all about, how it may affect CCA employees and what new HR initiatives are on the horizon.
Inside: Why did CCA decide to create the Vice President, Facility Human Resources, Development/Training position?
Brian Collins: When I took the Executive Vice President, Human Resources position, I went through a 60-day observation process during which I noticed the Human Resources department structure wasn't quite right. We were experiencing some organizational issues and there were inconsistencies in the way various procedures were being handled in each business unit. Essentially we were operating three separate HR departments within each business unit – programs and initiatives may vary from one business unit to another. We needed to unite our efforts and establish both a field and corporate arm of our HR department. To do that, we need a Vice President, Facility Human Resources, Development/Training.
Jimmy Turner: CCA has actually had a Vice President of Facility Human Resources in previous years. Today, what Brian is doing is putting together a team that supports our facilities with the FSC providing a service that focuses on consistency throughout the organization. It is extremely important for a growing company like CCA to have consistency in our HR and training areas. That will, in part, be my responsibility.
Inside: Your title specifically includes development and training. Why?
Turner: Everyday, I see the impact that employee training has on the smooth operations of our facilities. It is important to me that our employees know that training is and will continue to be a priority for the HR department. Training is an essential function of this department – one that we can and will improve and expand upon.
Inside: What will the Vice President, Facility Human Resources, Development/Training do?
Collins: The position will have two primary functions in the immediate future: 1) developing a consistent, efficient human resources organization within the three business units and 2) overseeing the numerous automated projects currently underway. We can't have three business units that all execute HR functions differently. Our goal is to bring them together as one organization and make sure that our processes fit each business unit separately and as a whole. Additionally, to assist our employees, we are looking to automate everything we can to create a more streamlined, efficient work flow. Jimmy will be very involved in making the final decisions in and launch of our automated processes.
Inside: Why is Jimmy Turner, a 21-year operations veteran, a good fit for this HR position?
Collins: Jimmy Turner has been around a long time and has had the opportunity to touch a lot of people. He is the culture of CCA. And he's well respected throughout the company and in the corrections industry. I think transferring to the HR department gives him a more defined focus on the people-side of CCA. He clearly already understands the operations side. He knows what can and can't be done, ensures we don’t jeopardize safety and security with any of our initiatives, and can weigh-in on decisions that he feels may negatively affect our employees.
Inside: How will Jimmy Turner continue to interact with the facilities and employees?
Collins: He brings a certain type of credibility to HR that no one else can. He's been an active part of this organization for two decades. Our employees know and respect him. He will still be out visiting facilities, talking to employees, listening to facility leadership, and giving that strong advice that only he can give.
Inside: What would you say to those employees who are shocked to hear you're leaving Operations?
Turner: I put a lot of thought into the decision. For the last 11 years I have been Vice President of Operations, six and a half of those years I was the only Vice President of Operations. Those years have taken their toll. My teenage daughters have waited patiently while I was dealing with a conference call, an emergency or preparing for major company change. I’ve been out of balance family-wise. But those who have known me in those years and before, know how much I care for our employees. This new position was a way to achieve better work-life balance while still having a positive impact on employees.
Inside: As a long-standing employee and leader with CCA, how do you think the growth and change over the years in the Human Resources department showcases CCA's commitment to employees and their professional development?
Turner: Without engaged, involved employees in this day and age, we don’t get the results we need to achieve our company's vision and mission. Everybody in the leadership of this company understands that buildings help manage the inmate populations. But it takes well-trained, satisfied employees that come to work ready to deal with potentially difficult circumstances and handle it professionally to really drive the success of this company.
When I joined the company there was one person in the HR department. We have recognized the need over the years to make adjustments and invest in our employees, which is the very reason we have the programs we have available to our employees today. We must do things to keep them engaged and help them feel like they’re part of future of this company.
Inside: When you think about your new role as Vice President Facility Human Resources, Development/Training, what are you most excited about?
Turner: When you look at the organizational chart that I will be responsible for, there are no business unit lines. I'm touching all the facilities. Additionally, in my previous operations role, many times employees and facility leadership would be nervous or concerned when I would visit. Today when I visit with facilities, I just want to be able to listen to their issues or challenges and share any insight and advice I can based on my years of operational experience. I'm excited to be a part of the solution, not just identifying and addressing the problem.
Next: A Change in Direction - Part 2
A look at new and developing HR initiatives that affect every CCA employee.