Human Resources

Recommendations specifc to Human Resources are:

          1. Restructuring Employment will create greater delineation between transactional and strategic tasks. Clearly articulated and defined position levels will allow more experienced, higher level generalists the ability to focus on strategy consultation and development with their University clients while other levels focus on the more transactional tasks.   These levels will allow more accurate and timely transactions as well as relationship building and more effective HR strategy development.
          2. Establishing metrics within HR aligned with departmental and University goals to inform decisions and evaluate performance creates a culture of accountability, and ensures strong performance and effective strategies
          3. Creating a roadmap of the hiring process for hiring managers, online HR systems tutorials and other resources and opportunities for learning that will reduce customer confusion and frustration
          4. Cultivating relationships between hiring managers and HR Generalists will produce two results. First, strong working relationships will enable the HR Generalists to develop a strong understanding of their customers’ needs. Second, they will foster trust among the hiring managers in the ability of the HR Generalists to meet their needs. Together, these results will permit the HR Generalists to act and be perceived as strategic partners
          5. Encouraging open communication and feedback loops between HR generalists and customers through follow-ups after key discussions and the completion of tasks or projects.  Develop and implement tools such as surveys for all system users to evaluate ease and efficiency of systems and processes.

Progress Report

FY2014 goals were focused on moving the department toward providing the highest level of efficiency and customer service through evaluating the systems and structures currently in place, exploring and implementing better options and developing and building strategic partnerships with schools, colleges and departments. Progress toward these goals are measured by surveys of hiring managers, applicants and new employees regarding processes, retention, turnover and time to productivity analysis and the administration of a second ModernThink Survey in FY17.

Some highlights:

HR has begun the research/demo process to replace the outdated applicant tracking system (iGreentree) with a more efficient, user-friendly and comprehensive product; developed on-demand, online training for users and held a conference to better educate users on systems and processes in HR; realigned positions to provide more strategic services at higher levels and transactional introductory level jobs; engaged 3 Fox Management Consulting Teams for follow up projects to improve process, service and staff skills.

Employee Engagement Survey - Evaluated survey results and identified opportunities for remediation and improvement with measurable outcomes on both a university-wide basis and school/college/departmental basis. Engaged appropriate school, college and department leadership to review results and identify opportunities for remediation and improvement. HR will work with each school/college/department during FY2015 to follow up on strategy development and implementation. HR will conduct a follow up survey in 2-3 years to benchmark progress.

Learning & Development -   Delivered over 60 university-wide and departmental programs to over 2100 employees.  Partnered with University Counsel to contract with vendor WeComply to provide an online training and learning management system to deliver compliance training and more efficiently meet requirements such as Clery Act Campus Security Authority responsibilities, Reporting Child Abuse On Campus, Occupational Safety, and Preventing Discrimination and Harassment. Onboarding:  Implemented process for integrating new employees into positions to improve success rate, time to productivity and retention for FY15.  Chair Development: Based on survey data and needs assessment from Department Chairs, designed and implemented a comprehensive Department Chair development program in partnership with University Counsel and the Vice Provost for Faculty Affairs.  During FY14, 4 programs were offered.