1. 1
APPENDIX A
Cluster 1 Modifications
and
Cluster 2 Design
September 2009
HR Solutions Center

2. 2
Next Steps
• To consolidate existing staff providing Human Resources
services and support to all “President’s Plus” Units (i.e.
UDAR, Public Safety, Legal, Public Relations/Affairs, SVP
Health) as well as the Registrar and ITS into Cluster 1 (i.e.
the OEVP HR Solutions Center).
• Create Cluster 2 by consolidating existing staff providing
Human Resources service and support to all units in
Central Provost (Undergraduate Admissions and Financial
Aid, Office of VP Student Affairs, Student Health, Athletics,
Senior Vice Provost for Research) into a second cluster
reporting into Cluster 1 Executive Director.
• Consider creating cluster 3 pilot of small school HR staff.

3. 3
Why Cluster?
• Assures consistent application of HR policies, and
delivery of HR services
• Leverages efficiencies and economies of scale
• Avoids legal and financial risk
• Enhances ability to provide strategic HR services
• Provides seamless backup for team members’ vacations
and other absences
• Delivers “high touch” support and service

4. 4
• 71% of surveyed organizations have
restructured HR within last 3 years
• Rationale cited for restructuring HR include:
• 74% Better align HR with broad business strategy
• 50% Changes in HR roles and responsibility
• 29% Better serve global workforce
• 19% Reduce HR budget
• 12% Merger and acquisition activity
• 10% Outsourcing
Why Cluster?

5. 5
HRSC Clusters As Colleagues To UHR
• Founded on the basis of shared resources, information
and professional partnerships
• Partners and accesses the talent and expertise of the
entire University HR team
• Expands the capacity of both groups to address more
effectively employee concerns and University priorities
• Exceeds the HR service and support needs of the
clients

6. 6
Current Structure – HR Solutions Center – Cluster 1
Controller/
Treasurer
Internal
Audit
University HR
Central
Provost
(Bobst)
Presidents
Office
OEVP Chief
of Staff
FCM Campus
Services
Housing/
Res Ed
Units Currently Supported by Cluster 1
SVP
Health

7. 7
• Current Structure
– Business Partners (4 FTEs)
– Managers (3 FTEs)
– Generalists (2 FTEs)
• Proposed New Structure
– Senior Business Partner (1 FTE)
– Business Partners (4 FTEs)
– Generalists (4 FTEs)
• Rationale for New Structure
– Eliminates the “Manager” layer which is redundant to the “Generalist” layer
– Streamlines the lines of responsibility
– Adds greater control of the work product and enhances customer service
– Adds a Senior Business Partner who serves as the Cluster Team Leader
– FTE neutral while creating a more effective and efficient organizational
structure
Cluster 1 - Current Structure vs.
Proposed New Structure

8. 8
Current Structure – Possible Add-ons to Cluster 1
920 Total Employees
1:74

9. 9
Current Structure – Possible Units for Cluster 2
517 Total Employees
1:61

10. •Controller/Treasurer
•Internal Audit
•University HR
•President’s Office
•OEVP/ Chief of Staff
•F&CM
•Campus Services
•Housing/Res Ed
•SVP Health
•ITS
•Legal
•Public Safety
•UDAR
•Public Relations
•Undergrad Admissions
•VP Student Affairs
•Student Health Center
•Athletics
•Registrar
•Central Provost (Bobst)
Total # of Cluster 1 employees supported: 1824
HR to employee ratio: 1:166
Total # of Cluster 2 employees supported: 665
HR to employee ratio: 1:110
Proposed New Structure
HR Sol Center Cluster 1 Staff HR Sol Center Cluster 2 Staff
HR Sol Center Exec Director
Units Supported by Cluster 1 HR Sol Center Staff: Units Supported by Cluster 2 HR Sol Center Staff:

11. HR Solutions Center
Executive Director
Sr. Business Partner
Cluster 1 Leader
Sr. Business Partner
Cluster 2 Leader
Business
Partner A
Business
Partner B
Business
Partner C
Business
Partner E
Business
Partner F
Generalist
A*
Generalist
B*
Generalist
C*
Generalist
D*
Generalist
E**
Generalist
F**
Generalist
G**
Cluster 1 Cluster 2
Total # of Cluster 1 employees supported: 1824
HR to employee ratio: 1:166
Total # of Cluster 2 employees supported: 665
HR to employee ratio: 1:110
* Generalists ABCD function as a pool ** Generalists EFG function as a pool
Proposed New Structure
Administrative
Assistant
Business
Partner D

12. 12

13. 13
HRSC Service Provider
Roles & Responsibilities Overview
Business Partner HR Generalist
Help managers forecast and plan talent
pipelines in line with unit strategy
Resolve complex employee relations,
collective bargaining and performance
issues, escalating where appropriate
Help business leaders align performance
metrics and evaluation processes with
OEVP units and University strategic
priorities
Advise supervisors and employees on
routine to moderately complex employee
relations issues, escalating highly
complex issues as needed
Assist Business Partners
in recruitment, performance
management, AMI processes, etc.
Assist, interpret, and communicate
University policies and regulatory
guidelines
Manage payroll processes and tracking
of HR data
Help business leaders identify and build
climate, capabilities, behaviors,
structures, processes to support unit
strategy
STRATEGIC TACTICAL

14. 14
HRSC Service Provider
Roles & Responsibilities Overview
Business Partner HR Generalist
Communicates with Manager and assist
in Performance Review process for
Grades 14 and above
Collaborates with the management team
to roll out AMI process and ensure that
it is align with University guidelines,
business results and performance
For On/Off Boarding, will partner with
management to ensure business
continuity for Grades 14 and above
Strategizes and manages recruitment
for Grades 13 and below
Communicates with Manager and assist
in Performance Review process for
Grades 13 and below
Implements AMI processes
For On/Off Boarding, will partner with
management to ensure business
continuity for Grades 13 and below
Strategizes and manages recruitment
for Grades 14 and above

15. 15
Projection
• Total Existing Staff
33
• Projected Needed Staff
17
Approximated savings:
16 FTE @ $65,000 per head =
$1,040,000

16. 16
Implementation To Do List
• Identification of clusters’ location and space
• Budget creation
• Redistribution of non-HR duties:
– Unit budgeting; purchasing / invoice processing
– Coordinating requests for facilities / telecom service
– Coordinating maintenance on unit copiers
– Coordinating IT requests (requests for service, upgrades, etc.)
– Unit fire safety
– Fleet safety
– Site inspections / risk management
– Employee newsletters and communications
– Managing seasonal employees and other non-HR employees
– Other administrative tasks (managing calendars, etc.)
• Talent management of staff, i.e., recruitment, orientation, team-building