GoodThinking HR

GoodThinking:
The rEvolution and reInvention of HR
at the University of Georgia

2010USGHR Conference

GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia

UGA is a Land & Sea Grant Public Research University
• Customers:
• 10,000+ benefits-eligible employees (3,300 faculty/contract; 6,700 staff)
• 7,000 temporaries (non-student 4,000; students, 3,000)
• 5,000+ active retirees
• 35,000+ students (8,000 grad; 27,000 undergrad)
• 10,000 active volunteers

• $1.2B Budget

• HR: 34 FTE (1:296 HR/FTE) One of the highest HR/FTE staff
ratios in higher education


GoodThinking

All Central HR to Faculty/Staff Ratios All Central HR to Faculty/Staff Ratios
Faculty/Staff Faculty/Staff
Institution HR Employees (benefits-eligible Ratio Institution HR Employees (benefits-eligible Ratio
only) only)

NC State 84 7420 1: 88 Florida 79 12440 1: 157
Virginia 87 8040 1: 92 LSU 32 5195 1: 162
Alabama 38 3904 1: 103 Washington 158 26699 1: 169
Kentucky 110 11888 1: 108 Texas 70 12142 1: 173
Minnesota 169 19157 1: 113 Iowa State 30 6083 1: 203
Michigan State 98 11320 1: 116 Arizona 53 11807 1: 223
GT 52 6963 1: 134 Penn State 103 23276 1: 226
Iowa 107 15609 1: 146 UC Davis 77 18892 1: 245
UNC 82 12204 1: 149 Illinois 73 17988 1: 246
Ohio State 185 27547 1: 149 UGA 34 10053 1: 296

Wisconsin 96 15061 1: 157


GoodThinking

Why HR rEvolution or reInvention Needed
• Major economic/financial pressures and competition:
– Nearly all states cut budgets due to state revenue shortfalls during the Great recession. In addition, 39 states
have cut higher education funding and this trend will continue with only modest investments from state
revenues being restored.
– Endowment returns and individual asset values were negatively impacted, but have regained ground.
Institutions are now more than ever investment conscious of the inherent risks of the market place and are
looking for ways to limit the down swings in the market on endowments.
– Up to 75% of an organization’s baseline operating budget goes to salaries, benefits and other employee-based
programs, and this is starting to grow again. It is have an significant impact on tuition revenues which are under
optics of the federal government, elected officials, parents, students and tax payers.
• Talent dynamics and demographics:
– The top ten in-demand jobs in 2010 did not exist in 2004: IT; financial advisors; HR professionals; educators;
pharmacists; health care professionals; engineers; government positions
– Today’s learner will likely have 10-14 jobs before age 38 – employees need to become productive faster than
ever
– Multiple generations in the workforce
– Knowledge can become outdated quickly – organizations that don’t encourage
continuous learning can severely limit their potential

Parts excerpted from presentation by Lynell James, Senior Vice President for Human Resources, TIAA-CREF, April 2010 TIAA Client Forum, Phoenix, AZ


GoodThinking

Why HR Evolution or reInvention Needed (continued)
• Technology impacts
– Two-thirds of social networking users are in the workforce – how
does this affect productivity at work and how HR screens
candidates?
– HR processes have moved from paper-based to online self-
service
– Ability for workers to contribute remotely: estimates suggest that
there are 50 million employees who can work from home &
growing by leaps and bounds

Is traditional HR work going away? Are the days of company
picnics and a turkey for the holiday coming to an end?


GoodThinking

UGA HR’s New Frontier and New Normal
• New Reality: Can no longer be all things to all people. No longer about volume – about creating
exceptional results. For every $1 spent, HR must generate an increase in $X to create value-add and a
sustainable velocity of impact throughout the organization/workforce

• Traditional HR Functions/Activities/Tasks: Must be outsourced, automated, eliminated, decentralized-
to-field in order to perform higher level functions needed by the organization; These questions are not
likely to be asked by seniors leaders; therefore, “HR Needs to Lead the Way”

• Primary Customer: Principally MBU’s; Senior Leader (Client) Engagements; Highly targeted
workforce/employee engagements, typically entire intact business units (top-to-bottom engagements)

• Type of HR Practitioner: Master/Expert in Specialty Fields; Currently at UGA @60% at Master/Expert-
level with goal of 100% in two years

• Service Expectation: Perfection and Excellence in All HR Does!

The UGA HR Success Formula: High-Touch + High-Quality + High
Value-Add = Exceptional Outcomes/Results


GoodThinking

As the New Normal has arrived, isn’t it
time for HR to take the
transactional, old school thinking, and
business-as-usual to the proverbial
landfill?


GoodThinking

Becoming a Professional Practice Organization
2006 (50 FTE) 2007 (45 FTE) 2008 (48 FTE)

Dissolution of HR Faculty & Staff ASP (PeopleAdmin) ASP (Willis HRH)
Generalist Model Relations Team iPAWS–online staff hiring, HRconnection –
position description, online benefits admin &
performance mgmt online enrollment & changes
Office of Spousal & University Search
+
Partner Assistance Group K-12 Partnership;
Young DawgsUGA

2009 (44 FTE) 2010 (38 FTE) 2011 (38 FTE) 2012 (38 FTE)

403b ASP (TALX) 360 Personal Financial ASP (Willis HRH)
consolidation Employment Consultation (360PFC) iHouse–online
Verifications People & Organizational benefits admin &
ASP (PayFlex) – enrollment
Excellence Training
FSA Admin
Nearing ASP (TALX)
ASP (TALX: I-9express) completely Onboarding:
E-Verify & I-9 Processing paperless HRexpress

ASP (VALIC) Retirement Manager ASP (ElementK)
–403b/457b retirement admin, eLearning environment for
compliance, common remitter, workforce development
recordkeeping,
online participant enrollment &
Not inclusive of all activities changes, education


GoodThinking

Offer More Value From Your Organization

Faculty & Staff
Relations Team
(FSRT)
Training & Employee Benefits
Development Center Center
(TDC) (EBC)
University Search Compensation and
Group Staffing Team
(USG) (CAST)

Not inclusive of all activities e.g. certain
compliance, contract administration activities
may fall under leadership team


GoodThinking

Major Professional Practice Services
Employee Benefits Center (EBC) University Search Group (USG)
– Financial life management – Talent Sourcing
• 360PFCUGA (Personal Financial Consultation) – Search Committee Management
– Academic & research partnerships – Fee-for-services à la carte
– Lifelong education: financial, investment, health, etc.
• Making better consumers of benefits offerings Faculty & Staff Relations Team (FSRTUGA)
– Comprehensive employee relations services
Compensation and Staffing Team (CAST)
– Organizational Structuring Training & Development Center (TD&C)
– Role/Job Development; Classification Analysis – Methods, practices, tips, techniques, tools, etc.
– People Fit: Qualifications & Competencies • Leadership Development
– Compensation Analysis • Professional Development
– Customized Services: • Personal Development
• Fee-for-services à la carte – Customized Programming:
• Fee-for-services à la carte

The UGA HR Success Formula:
High-Touch + High-Quality + High Value-Add
= Exceptional Outcomes/Results

Not inclusive of all activities e.g. certain
compliance, traditional HR & contract administration
activities fall under leadership team & professional
practice units


GoodThinking

Is Your Human Resources…
• a likely area for future institutional investment?
• are you looking for ways to generate revenue/funding streams for non-
traditional needed services?
• integrated in highly professional teams or a collection of traditional silos
and functions?
• client-focused (senior leader) and customer service centered?
• demonstrating the highest professional maturity and mastery of
professional competence in specialized areas?
• highly change competent, adaptable, and flexible?
• “above the line1” accountability in all that HR does and
how it acts?


GoodThinking

How HR Evolution and reInvention Happens
• Build a business case and get buy in and leadership from the top of the organization
• Create the capability to measure results
• Understand how much your most valuable asset: people (and particularly the “right” people)
costs
• Identify critical strategic issues/opportunities facing your organization, then translate them
into very specific HR actions
• Make sure change is relevant to both employees and the organization and that it solves a
problem
• Leverage technological advancements, outsourcing, and other opportunities to shed low
value-added activities
• Focus on building critical core competencies internally and leverage best-in-class providers
to handle lower-value transactions
• Communicate: be sure employees know they are the most important asset
- they make all things possible



GoodThinking

Hey, did you hear?
The New Normal is here!
HR has to be more…
•High-touch Breaking New
•High Quality Barriers, Unconv
•High Value-Added entional, Noncon
forming, Unusual
And
•Highly Cost Effective
•Highly Specialized
•Highly Expert
•Highly Flexible

Traditional * Conventional * Conforming * Usual

GoodThinking HR

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