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Hr Advisory Committee Presentation2


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Hr Advisory Committee Presentation2

  1. 1. HR Implementation Overview May 2006
  2. 2. <ul><li>The HR plan: </li></ul><ul><ul><li>Creates consistencies in HR policies and processes by reducing the number of points of delivery from 61 to 3 </li></ul></ul><ul><ul><li>Shifts basic HR services from units to Divisional HR units </li></ul></ul><ul><ul><li>Adds strategic value by creating a training and development unit and strategic compensation function </li></ul></ul><ul><ul><li>Creates efficiencies by redesigning and automating three key HR processes </li></ul></ul>
  3. 3. Approach <ul><li>HR implementation planning was organized into three teams </li></ul>Service Delivery <ul><li>Create the path for migrating from 61 points of delivery to three Divisional HR units </li></ul>Strategic HR <ul><li>Develop a plan to add training and development, compensation, strategic recruiting and performance management functions to central HR </li></ul>Process and Technology <ul><li>Redesign processes and identify technology required to automate PTF, time and attendance and recruitment </li></ul>
  4. 4. Functional HR Organizational Structure Central HR HR Strategy Unit Shared Services Center Business Services HR Unit Student Affairs HR Unit Academic Affairs HR Unit (faculty and staff) EVP Finance And Operations Provost VP Student Affairs
  5. 5. Strategic HR Team
  6. 6. OD&T - The Training Role <ul><li>Training - Key Functions </li></ul><ul><li>Build a campus wide curriculum for professional training and development courses </li></ul><ul><li>Create course content, either directly or through external providers </li></ul><ul><li>Deliver the training, either directly or through external providers </li></ul><ul><li>Regularly assess campus wide training needs </li></ul><ul><li>Identify and manage external providers </li></ul><ul><li>Perform training administration (registration, tracking, reporting, etc.) </li></ul><ul><li>Use a small internal staff, develop a network of external developers and trainers </li></ul>Safety Training Diversity Training Personal Development Supervisory Development Leadership Development Professional Development Training
  7. 7. The Individual Development Role <ul><li>Individual Development - Key Functions </li></ul><ul><li>Create a standard process and system for an institution-wide employee performance management plan </li></ul><ul><ul><li>Individual Performance Plans (IPP) for each employee </li></ul></ul><ul><ul><ul><li>Develop and track individual skills, competencies and behaviors and provide an outline for career development </li></ul></ul></ul><ul><ul><ul><li>Use new technology to automate process </li></ul></ul></ul><ul><li>Provide training and other support services to foster high levels of participation and quality of IPP’s </li></ul><ul><li>Provide career support through workshops, internships and informal learning opportunities </li></ul><ul><li>Offer career counseling about development paths or other topics of interest </li></ul>
  8. 8. The Organizational Development Role <ul><li>Organizational Development – Key Functions </li></ul><ul><li>Create a scaleable succession and workforce planning process and methodology </li></ul><ul><li>Create an internal consulting capability focused on improving organizational productivity </li></ul><ul><ul><li>Organizational design </li></ul></ul><ul><ul><li>Skill and competencies improvement </li></ul></ul><ul><ul><li>Process improvement </li></ul></ul><ul><ul><li>Future staffing demands linked to succession and workforce planning </li></ul></ul><ul><li>Offer professional facilitation </li></ul><ul><ul><li>Departmental meetings </li></ul></ul><ul><ul><li>Retreats </li></ul></ul><ul><ul><li>Off-sites </li></ul></ul>
  9. 9. Organizational Development and Training Structure Director OD & T Training Manager OD & T Specialist(s) OD & T Administrator Organizational Development Manager <ul><li>Manage external design and delivery of training </li></ul><ul><li>Coordinate internal delivery of training </li></ul><ul><li>Work with vendors in designing training </li></ul><ul><li>Training designer </li></ul><ul><li>Capture subject matter training content </li></ul><ul><li>Train campus trainers </li></ul><ul><li>Policy and procedure writers </li></ul><ul><li>Career counseling and career support </li></ul><ul><li>Conducts annual training needs assessment </li></ul><ul><li>Training logistics </li></ul><ul><li>Training tracking </li></ul><ul><li>Responsibility for Performance Management Plan </li></ul><ul><li>Advice and consultation to units about future workforce issues </li></ul><ul><li>Workforce planning </li></ul><ul><li>Institution wide organization development planning </li></ul><ul><li>Strategic guidance and advice </li></ul><ul><li>Internal advocate for OD & T function </li></ul><ul><li>Add position in 2008 </li></ul>
  10. 10. The Compensation and Classification Role <ul><li>Compensation and Classification – Key Functions </li></ul><ul><li>Create and maintain a campus wide compensation and classification plan </li></ul><ul><ul><li>Establish salary guidelines based on market and other comparative data </li></ul></ul><ul><ul><li>Create standard classification guidelines </li></ul></ul><ul><ul><li>Create compensation and classification policies </li></ul></ul><ul><li>Conduct regular salary surveys and market reviews </li></ul><ul><li>Serve as the repository for all campus compensation and classification data </li></ul><ul><li>Create appropriate tools and processes to access compensation and classification levels and guidelines </li></ul><ul><li>Conduct benefits and retirement planning, auditing, and marketing </li></ul><ul><li>Provide compensation and classification advice and data to Divisional HR Units </li></ul>
  11. 11. Compensation and Benefits Unit Director Compensation and Benefits Compensation and Benefits Specialist(s) <ul><li>Maintains compensation / classification database </li></ul><ul><li>Maintains integrity of compensation / classification data </li></ul><ul><li>Conducts compensation audits </li></ul><ul><li>Supports Benefits design and delivery </li></ul><ul><li>Oversees the development and implementation of compensation and classification plan and guidelines </li></ul><ul><li>Oversees strategic Benefits and Retirement planning and delivery </li></ul><ul><li>Manages compensation / classification and benefits vendors </li></ul>
  12. 12. The Strategic Recruiting Role <ul><li>Recruiting – Key Functions </li></ul><ul><li>Fully implemented Divisional HR model will determine whether Strategic Recruiting in Central HR is needed </li></ul><ul><li>If not performed within Divisional HR, the following services will be provided after the first year </li></ul><ul><ul><li>Develop campus-wide recruiting policies and standards </li></ul></ul><ul><ul><li>Provide external partner placement services </li></ul></ul><ul><ul><li>Serve as an expert in sourcing strategies </li></ul></ul><ul><ul><li>Provide strategic recruiting advice </li></ul></ul><ul><ul><li>Candidate cultivation </li></ul></ul><ul><ul><li>Enable shared candidate pools </li></ul></ul><ul><ul><li>Manage external search firms </li></ul></ul><ul><ul><li>Perform background checks (policy development, external vendor, legal compliance, etc.) </li></ul></ul>
  13. 13. Service Delivery Team
  14. 14. HR Service Center <ul><li>The HR Transformation effort resulted in the separation of HR services along three distinct lines </li></ul><ul><ul><li>Strategic HR </li></ul></ul><ul><ul><li>Consultative HR </li></ul></ul><ul><ul><li>Administrative HR </li></ul></ul><ul><li>This plan focuses heavily on the construction of strategic HR (adding training, compensation, etc.) and building consultative HR through the three Divisional HR Units </li></ul>Administrative Consultative Strategic <ul><li>The third service element is achieved by separating the “strategic” elements from the “administrative” elements in Central HR and building the administrative elements into an HR Service Center </li></ul><ul><li>That effort will occur throughout the next year as the strategic and consultative elements evolve </li></ul>
  15. 15. The Role of Divisional HR <ul><li>The Divisional HR Units will serve as the primary point of contact for employees and managers needing HR support </li></ul>Divisional HR Unit – Key Services Faculty and Staff Managers / Supervisors Employee Relations Performance Management Compensation & Classification Recruiting Support Divisional HR Services
  16. 16. The Role of Divisional HR <ul><li>Divisional HR – Key Activities </li></ul><ul><li>Apply and administer campus HR policies and standards </li></ul><ul><li>Ensure equity in compensation and classification </li></ul><ul><li>Provide units with up-to-date compensation and classification data </li></ul><ul><li>Ensure that IPP’s are being completed and administered </li></ul><ul><li>Consult directly with units about workplace issues </li></ul><ul><li>Help units create meaningful sourcing strategies </li></ul><ul><li>Advise search committees on their roles and responsibilities </li></ul><ul><li>Collect and maintain unit specific HR data </li></ul><ul><li>Facilitate and support key HR processes </li></ul>
  17. 17. Migration Path <ul><li>Create the Business Services HR Divisional Unit first </li></ul><ul><ul><li>Launch internal recruitment for Director </li></ul></ul><ul><ul><li>Complete staffing of the Unit three months later </li></ul></ul><ul><ul><li>Test and pilot new processes and structures </li></ul></ul><ul><ul><li>Modify processes and model as appropriate </li></ul></ul><ul><li>Create the Student Affairs HR Divisional Unit </li></ul><ul><ul><li>Launch internal recruitment for the Director 3 months after launching the Business Services HR Director search </li></ul></ul><ul><ul><li>Complete staffing for the Student Affairs Unit three later </li></ul></ul><ul><ul><li>Further test the model and then create Academic Affairs Unit </li></ul></ul><ul><li>Create the Academic Affairs HR Divisional Unit </li></ul><ul><ul><li>Launch internal recruitment for the Academic Affairs Director three to four months after launching the Student Affairs HR Director search </li></ul></ul><ul><ul><li>Complete staffing of the unit three months later </li></ul></ul>
  18. 18. Migration Planning <ul><li>Space and infrastructure </li></ul><ul><ul><li>Develop space for the new Business Divisional HR unit in a facility adjacent to Crofts Hall </li></ul></ul><ul><ul><li>Develop space for OD&T and Compensation Unit in the same facility </li></ul></ul><ul><ul><li>Begin to identify space for Student Affairs unit </li></ul></ul><ul><li>Communication </li></ul><ul><ul><li>Review presentation with Deans and VP’s </li></ul></ul><ul><ul><li>Review presentation with HR Advisory Committee </li></ul></ul><ul><ul><li>Review plan with unions </li></ul></ul><ul><ul><li>Place notice and presentation on various UB / HR websites </li></ul></ul><ul><li>Position Classification </li></ul><ul><ul><li>SUNY classifying positions </li></ul></ul>
  19. 19. Business Services Unit Initial Staffing Levels Administrative Offices / External Affairs HR Representative 1 Person Facilities HR Representatives 1 Person IT / Libraries HR Representatives 1 Person Business Services HR Director Shared Administrative Support EVP Finance and Operations Athletics HR Representatives 1 Person
  20. 20. Divisional HR Positions Directors <ul><li>Directs the operation of the Divisional Human Resources office </li></ul><ul><li>Represents the University administration by actively serving as a leader, consultant, resource, and authority on Human Resource policies, processes, programs and transactions with support and guidance from Institutional Human Resources </li></ul><ul><li>Serves as trusted advisor to divisional leadership </li></ul><ul><li>Ensures alignment of HR policies, procedures and practices with the University mission and core values. </li></ul>
  21. 21. Divisional HR Positions Generalists <ul><li>Serves as a consultative resource to University units/departments on Human Resource policies, processes, programs and transactions with support and guidance from the Director of Divisional Human Resources and Institutional Human Resources </li></ul><ul><li>Serves as trusted advisor to divisional leadership and staff </li></ul><ul><li>Ensures alignment of HR policies, procedures and practices with the University mission and core values. </li></ul>
  22. 22. Staffing Numbers <ul><li>Business Services – 1 Director and 4 Generalists, 1 Administrative Staff </li></ul><ul><li>Student Affairs – 1 Director and 4 Generalists, 1 Administrative Staff </li></ul><ul><li>Academic – 1 Director, 2 Managers, 10 (approx.) Generalists, 2 Administrative Staff </li></ul>
  23. 23. Posting <ul><li>The HR Director and HR Generalist positions will be posted campus-wide </li></ul>
  24. 24. Expression of Interest
  25. 25. Divisional HR Implementation Team <ul><li>Next Steps </li></ul><ul><li>Forum to review implementation progress </li></ul><ul><li>Surface and resolve structural and process issues with the new model </li></ul><ul><li>Develop mechanisms to collect on-going feedback about service levels </li></ul><ul><li>Create on-going communication mechanisms about model </li></ul><ul><li>Create a path for documenting key processes, workflows, job aids, and knowledge base for use across all HR Divisions </li></ul><ul><li>Monitor return on investment commitments </li></ul><ul><li>Surface current and future training needs within HR Divisions </li></ul><ul><li>Composed of Divisional HR Director(s), HR Representative(s), HR Service Center Staff, Strategic HR Staff, and Customer Representative(s) </li></ul>
  26. 26. Process and Technology Team
  27. 27. Recruiting <ul><li>Recruiting </li></ul><ul><li>Recommendation is to deploy the PeopleAdmin system </li></ul><ul><ul><li>Automates key elements of the recruiting process </li></ul></ul><ul><ul><ul><li>Job descriptions </li></ul></ul></ul><ul><ul><ul><li>Job advertisements </li></ul></ul></ul><ul><ul><ul><li>Application acceptance and review </li></ul></ul></ul><ul><ul><ul><li>Candidate response and tracking </li></ul></ul></ul><ul><ul><ul><li>EEO reporting and compliance </li></ul></ul></ul><ul><ul><li>Eliminates paper based processes </li></ul></ul><ul><ul><li>Used by over 200 US Universities and Colleges, including 5 within SUNY </li></ul></ul>
  28. 28. Time and Attendance and PTF <ul><li>PTF </li></ul><ul><ul><li>Utilizing the “build” approach </li></ul></ul><ul><ul><li>System will automate and streamline the PTF process </li></ul></ul><ul><ul><li>Reduce error rates </li></ul></ul><ul><ul><li>State transactions - Sept 2006 </li></ul></ul><ul><ul><li>RF & UBF transactions - June 2007 </li></ul></ul><ul><li>Time and Attendance </li></ul><ul><ul><li>System will automate the collection of employee work time </li></ul></ul><ul><ul><ul><li>Reduce significantly high error rate </li></ul></ul></ul><ul><ul><ul><li>Keep accurate vacation and sick day accruals </li></ul></ul></ul><ul><ul><ul><li>Streamlines unit level workload </li></ul></ul></ul><ul><ul><li>Commence Project in early 2007 </li></ul></ul>
  29. 29. Next Steps <ul><li>Launch the communications plan </li></ul><ul><ul><li>Review presentation with Deans and VP’s </li></ul></ul><ul><ul><li>Review plan with unions </li></ul></ul><ul><ul><li>Review presentation with HR Advisory Committee </li></ul></ul><ul><ul><li>Place notice and presentation on various UB / HR websites </li></ul></ul><ul><li>Begin to implement the new technologies </li></ul><ul><li>Launch internal searches for the following positions: </li></ul><ul><ul><li>Business Divisional HR Unit Director </li></ul></ul><ul><ul><li>Organizational Training and Development Director </li></ul></ul><ul><li>Begin to prepare the new space </li></ul><ul><ul><li>Business Divisional HR unit </li></ul></ul><ul><ul><li>OD&T unit </li></ul></ul><ul><li>Commission and Charge a Business Divisional HR Implementation Team </li></ul>