Hr strategic plan

HR Strategic Plan
In support of the mission, values, and aspirations of the University, the
work of University Human Resources (UHR) is focused on creating a positive
campus culture and supporting the talent and development, engagement, and
health and well-being of faculty and staff achieving high performance and
positive outcomes for the institution.
The figure represents the following: On a foundation of compliance and
management of risk, stand three strategic pillars supporting the talent and
development, engagement, and health and well-being of faculty and staff. These
pillars support the overarching umbrella of high performance and positive
outcomes for the institution. the entire structure is encircles by a positive campus
culture promoted by the work of University Human Resources.
University of Iowa Balanced Scorecard -
January 2014
University Vitality & Excellence
Goals:

1. Attract, support and engage a healthy, productive, and diverse workforce
2. Support competitive compensation practices and benefit programs that facilitate the
recruitment and retention of talent at the University
3. Facilitate and support leadership and professional development
4. Promote campus safety through effective responses to behaviors or events that
raise concern
Indicators and Measures:
1. KPIs for turnover, time to fill positions, source of hires, inactivity rates, population
health improvement
2. WAI (Engagement ) Survey
3. Workforce demographics
4. Annual market studies of compensation and benefits
5. Annual Comprehensive Human Resources Report to Board of Regents
6. Annual Health and Well-Being Report
Financial Stewardship
Goals:
1. Provide leadership in managing HR related risks and assuring University
compliance
2. Provide leadership and influence on annual salary and benefits budgets
3. Reduce excessive or unwanted turnover
4. Demonstrate value on investment for key initiatives
1. KPIs for turnover, time to hire and workers compensation, and inactivity rates
2. Financial costs of non-compliance and/or other employment disputes/settlements
3. ROI of key initiatives
Quality Customer Service
Goals:
1. Continuous improvement in delivery of HR services
2. Achieve and maintain high customer satisfaction
3. Build and maintain effective communications and trust with key partners
4. Provide effective support to decentralized human resource functions

1. Utilization of HR programs and services
2. Customer surveys and feedback provided by Senior HR Leadership
Representatives, HR Unit Representatives, and other campus constituencies
3. Periodic unit reviews
Process Improvement
Goals:
1. Improve HR processes through integration and technology to improve outcomes
2. Enhance campus practices and strategies for recruitment and onboarding of staff
talent
3. Provide effective resources to campus to facilitate local process improvements,
work redesign, transitions and succession planning
1. Projects and initiatives to increase integration and efficiency of HR processes and
systems
2. Demand for HR services and resources to facilitate and support local process
improvements
3. Projects and initiatives to adopt and integrate emerging technologies
4. ROI on work redesign and process improvements
University Human Resources Strategic
Planning Record
January 2014, Division of Finance and Operations
NOTE: University Human Resources (UHR) is composed of the following
functional units: Administrative Services (Admin Serv), Benefits, Compensation
and Classification (C&C), Employee and Labor Relations (ELR), Employment
Services (ES), Information Management, Human Resources (IMHR),
Organizational Effectiveness (OE), and Payroll.
Mission

To provide the quality and breadth of human resource services necessary for the
University to fulfill its mission of education, research and creative work, outreach,
and healthcare.
Aspiration
University Human Resources aspires to be a leader in the HR field through
innovation and enhanced service delivery while contributing to the University’s
success in meeting its strategic goals, consistent with its mission and values.
Core Values
Excellence -- University Human Resources strives for excellence and to meet or
exceed expectations of University colleagues through continuous quality
improvement of our services, processes, and products.
Learning -- University Human Resources strives for excellence and to meet or
exceed expectations of University colleagues through continuous quality
improvement of our services, processes, and products.
Community -- University Human Resources staff are our source of strength. Our
individual actions and collective responses determine our reputation and vitality
within the campus community and beyond. We are a diverse team with many
partners.
Diversity -- We value diversity of people and of thought, collaboration,
communication, constructive conflict resolution, the recognition of all people’s
contributions, and positive working relationships.
Integrity -- Our conduct conforms to the highest standards of the University and
the Human Resources profession.
Respect -- Our daily activities demonstrate the highest level of respect for our
customers and each other.
Responsibility -- We are leaders in the stewardship of the University’s human
resources. Stewardship is accomplished by:

 Treating students, staff and faculty with fairness and respect
 Offering high quality, outcome-based, cost-effective, and efficient services and
programs
 Utilizing performance management systems effectively
 Investing in the professional development of staff and faculty
 Fostering an inclusive, supportive, humane, and healthy culture
 Supporting positive relationships between all members of the University community
 Modeling the highest standard of ethical behavior
Themes
In supporting the mission, aspiration, and core
values of the University, three themes permeate the
work of UniversityHuman Resources:
 Attracting and supporting a healthy and engaged workforce to maximize productivity
and support excellence.
 Improving human resource processes through the application of technology and
talent management strategies, to include managing and rewarding performance,
identifying competencies and developing talent during the life cycle of a UI
employee. Recruitment, selection and succession planning are other human
resource processes where talent management strategies will be utilized.
 Providing strategic leadership on issues impacting the University, with particular
attention to compliance and management of risks.
Theme 1
Attracting and supporting a healthy and engaged workforce to maximize
productivity and support excellence.
Goal: A Healthyand Productive Work Environment
Strategies
 Utilize Working at Iowa survey as a tool for continuous improvement to support
employee engagement (OE)
 Explore a model for integration of data (engagement, health, talent) and processes
to foster high performance across the organization (OE)

 Expand integrative health management initiatives focused on campus needs
related to health improvement, performance improvement, and cost containment
(Benefits, OE)
 Promote work-life balance to improve individual and organizational performance
(OE)
 Implementation of a campus-wide integrated population health management
strategy focused on a sustained healthy campus culture (Benefits and OE)
 Lead campus emergency preparedness related to Human Resource issues and
participate broadly in campus preparedness efforts (Admin Serv, ELR)
 Promote best practices regarding attendance and use of leave, consistent with
philosophy to support health, engagement, and productivity (Benefits, ELR, OE)
 Support employers in addressing poor performance (ELR, OE)
 Develop and maintain effective working relationships and open communications
with those who represent the interests of staff employees (ELR, Admin, Services)
Strategy: Develop guidelines and educate employees about how social media can
be used for recruitment, to promote programs and services, and support change
and responsible use (Admin Serv)
Goal: Promote an Inclusive Environment where
Individuals are Valued and Able to ContributeFully
to the Organization, therebyAttracting and Retaining
a Diverse Workforce
Strategies
 Develop, implement and evaluate expanded service delivery related to identified
workforce needs in the area of caregiving and an aging workforce (OE)
 Periodically communicate to departments the availability of the Recruitment
Ambassador program to assist in recruitment of prospective employees through
personal contact and participation in campus and community events (ES)
 Utilize monthly Human Resource Representatives meeting topics to address
challenges in achieving University diversity goals and promoting an inclusive
environment (Admin Serv)
 Increase targeted efforts to create diverse pools when position openings in
University Human Resources (UHR) occur (All)

 Promote employment of minorities and women in Professional and Scientific (P&S)
classifications, thereby increasing diversity within the P&S staff and on The
University of Iowa campus overall. (Admin Serv)
 Promote, foster and support a more welcoming and inclusive environment for
veterans (All)
 Periodically communicate to employees the availability of Career Development
Advising to assist employees with attaining their career goals (ES, C&C)
 Interact with and market Staff Language and Culture Services (SLCS) to new and
continuing employees who are English language learners, and their supervisors
(OE)
 Develop opportunities to support multicultural communication in the workplace (OE)
 Increase multicultural awareness in the workplace (OE)
 Promote, foster and support a more welcoming and inclusive environment for
persons with disabilities. (ELR)
Goal: High Customer Satisfaction
 Assess customer satisfaction periodically within each unit for targeted services
through an appropriate method, e.g., survey, focus group, charter committee,
advisory group, etc. (All)
 Vice President conducts annual 1:1 meetings with Senior HR Leadership
Representatives to determine campus needs (Admin Serv)
Goal: Promote Campus Safety and a Humane
Response to Concerning Behavior from Students,
Faculty, Staff and Visitors
 Embed Threat Assessment Team (TAT) in University culture (OE)
 Develop, implement and evaluate/improve solid procedures for referral, response
and roles and responsibilities (OE)
 Through the University Occupational Safety and Health Work Group, determine
occupational health and safety priorities for campus (OE)
Goal: Raise Proficiencyof Staff Campus-wide for
Selected Competencies
 Provide consultation to instructors from units other than OE related to effective
training and adult learners (OE)

 Develop and support supervisors in effective coaching and performance
management skills and practices (OE)
 Enhance utilization of HR Key Performance Indicators (KPIs) report by University
HR and Senior HR Leadership Representatives through refinement of reporting and
measures (All)
Goal: Competitive and Appropriate Compensation –
Benefits
 Promote University benefit programs to both current and prospective employees,
retirees and students (Benefits)
 Offer a comprehensive and competitive package of benefit programs (Benefits)
Goal: A Compensation and Classification System for
P&S Staff (non-organized) that is Equitable, Flexible,
Competitive, and Facilitates the Recruitment and
Retention of Talent
 Review 20% of the job classification structure annually to ensure it to accurately
reflects the work of P&S staff, with accurate pay level assignments based upon the
nature of work involved (C&C)
 Recalibrate annually the P&S compensation system based on benchmark jobs and
a wide array of salary surveys reflective of varying industries and geography to
ensure it provides flexibility, salary competitiveness, supports performance and
career development, and enhances recruitment and retention of employees (C&C)
Goal: Competitive and Appropriate Compensation –
Salary
 Coordinate, with the Office of the Provost, the Development of Annual Salary Policy
– Non-organized P&S and Faculty (Admin Serv)
 Provide annual data to colleges and divisions regarding individual P&S
performance ratings, market positions, and collegiate/division distributions (C&C)
 Total compensation increase (across the board plus steps) for Merit employees is in
line with inflation and increases for other employees groups (ELR)
 Total compensation for members of the COGS bargaining unit is consistent with
market, including maintenance of full tuition scholarship (ELR)

 Total compensation for members of the SEIU bargaining unit is consistent with
market and supports high quality patient care and service excellence (ELR)
 Equitable salaries for members of protected classes (C&C in collaboration with
EOD)
Goal: Build Trust and Open Communication with Key
Partners across Campus
 Vice President and/or specific unit leaders meet with all Deans, Vice Presidents
and major Directors on a 1:1 basis (All)
 Vice President meets with Senior HR leaders on a regular basis (Admin Services)
 Advise and lead campus HR staff regarding emerging HR issues as may apply in
their units (All)
 Collaborate and Consult with Campus IT Organizations (IMHR)
 Develop use of strategic communications across all HR units to maximize
effectiveness, manage change and provide resources to campus constituencies
(All)
 Support supervisors and staff with effective information and resources (All)
Theme 2
Improving human resource processes through the application of
technology and talent management strategies, to include managing and
rewarding performance, identifying competencies and developing talent
during the life cycle of a UI employee. Recruitment, selection and
succession planning are other human resource processes where talent
management strategies will be utilized.
Goal: Implement Integrated Talent Management
Strategies to Improve HR Processes and Outcomes
 Establish consistent performance management processes across the organization
(Admin Serv, OE, ELR)
 Expand utilization of onboarding processes to enhance knowledge transfer and
rapid employee integration and create a welcoming environment for diverse groups
(Admin Serv, OE)
 Enhanced career development processes are integrated with performance
management and onboarding processes (ES, Admin Serv, OE, C&C)

 Performance is closely tied to compensation (Admin Serv, OE, C&C, ELR)
 Explore expanding My UI Career to employees covered by the AFSCME and SEIU
collective bargaining agreements (Admin Serv, ELR, OE, IMHR)
 Explore expanding My UI Career to include new functionality in the form of an
employee profile (Admin Serv, ELR, OE, IMHR)
Goal: Improve UniversityHuman Resources (UHR)
Processes
 Promote consistency, coordination and collaboration of University HR units in
providing services to the campus, both internal to University HR and in partnership
with other campus offices (All)
 Improve efficiency in the retroactive accounting process (Payroll, IMHR, campus
partners)
Goal: Increase Effectiveness at the Unit Level
Campus-wide
 Lead at least twelve LEAN/redesign events out of Human Resources per semester
(OE)
 Target work redesign assistance to specific situations involving leadership
change/transition, budget restrictions and unit consolidations, or opportunities for
technology improvements (OE)
Goal: Enhance the effectiveness and capabilities of
internal and external recruitment in the HR function
as a part of Integrated Talent Management
 Continue to develop the P&S Search Consultant group for a more consistent and
strategic approach to recruitment processes (Admin Serv)
 Partner with EOD to clarify compliance requirements and expectations in
recruitment processes (Admin Serv)
 Operationalize internal talent mobility philosophy by use of strategic workforce
planning (Admin Serv, OE)
 Assess coordinated, new and expanded services that should be offered through
University Human Resources (UHR) Employment Services (ES, Admin Serv)
 Operationalize the competency model to enhance internal talent development and
external talent recruitment (Admin Serv, OE)

Goal: Appropriate Application of Technology
 Lead with Information Technology Services the development and deployment of a
new universal, robust electronic workflow system for the UI Campus (IMHR)
 Effectively utilize technology in delivery of information to campus (All)
 Continue to enhance the Employee Self Service portal (IMHR)
 Continue to improve the delivery of University Human Resources (UHR) web
content (IMHR)
 Implement a Staff Scheduling, Time and Attendance and Labor Management
System
that will lead to greater efficiencies in staff scheduling, collection and reporting of
hours
worked and labor management (Payroll, IMHR)
 Develop a new HR Transaction System that will include improved functionality,
technology,
user interaction, and systems integration (Payroll IMHR)
 Reduce the use of paper documents (Benefits)
 Development of electronic application process for student employees (IMHR)
 Development of a University Compliance and Qualification System (IMHR)
 Ensure that dependents over the age of 26 are eligible to remain on the health
and dental insurance plans (Benefits)
Theme 3
Providing strategic leadership on issues impacting the University, with
particular attention to compliance and management of risks.
Goal: Positive Influence on Annual UniversityBudget
 Provide effective consultation with other Regent institutions and campus
constituencies
for the development of an annual salary policy within the context of the University
budget (Admin Serv)
 In collaboration with Controller and Budget Office, manage various TTI accounts
(reserves and Principal’s),
flex spending accounts, central fringe pool, and Principal’s dividend and interest
earnings (Benefits)

 In collaboration with the Board of Regents and other Regent institutions, develop
any cross-institutional
programs that can assist institutions financially (Benefits)
 Improve employees’ health and productivity by designing University health
insurance and population
health programs using the Benefits Data Warehouse (Benefits, OE)
Goal: Reduce Excessive or Unwanted Turnover
 Further develop transition services for job change for strong performers that have
been furloughed (ES, Admin Serv, OE, ES)
 Promote use of the Furlough Networking and Resume SharePoint site containing
employment information for furloughed P&S employees (C&C)
 Improve hiring practices, especially assessment of candidates (ES)
 Increased utilization of the Career Development Advising Service (ES)
Goal: Compliance
 Manage Medicare Part D (Benefits)
 Monitor types and implications of Board of Regents governance reports (Admin
Serv)
 Maintain compliance with employment-related regulations as changes occur
through legislation, regulation and/or court decisions (All)
 Maintain compliance with the University’s sub certification process (IMHR, Payroll,
Benefits, Admin Serv)
 Monitor and manage federal Heathcare Reform (Benefits)
 Increase compliance with policy on Criminal Background Check (CBC) at Point of
Hire (Admin Serv, IMHR)
 Implement Conflict of Interest (COI) in the Workplace policy, CY14 (Admin Serv, in
collaboration with the Office of the Provost)
 Reduce annual salary overpayment campus-wide to a negligible amount (Payroll)
 Increase I-9 filing compliance (Payroll)
Goal: Competitive and High QualityThird Party
Administrators and Provider Networks
 Evaluate vendor contracts and feasibility of other third party
administrators/networks (Benefits, OE)

Goal: Department Expense Reduction and Financial
Exposure
 Optimize utilization of Faculty and Staff Immigration Services in recruitment,
selection and retention of foreign nationals (ELR)
 Control financial exposures arising from individual employment disputes through
management of exposures related to disputes/settlements, timely and respectful
responses and collaborative efforts with the General Counsel and UI departments
(ELR)

Hr strategic plan

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