financial administrator development programforesource.msu.edu/_files/pdf/2016-17/may2017/hr.pdf ·...

Financial Administrator Development Program

May 18, 2017

”

Our Mission

“…to support the university’s strategic imperatives by anticipating and meeting the needs of a changing community through high-quality, innovative services designed to advance our culture of high performance.”

2

Strategic GoalsGoal 1: Anticipate and meet the needs of a changing workforceGoal 2: Provide seamless, high quality servicesGoal 3: Improve and enhance service delivery through continual process improvementGoal 4: Improve individual and organizational effectiveness to advance a culture of high performance

*Performance metrics used to measure achievement of goals & objectives

3

Our Model

4

Our Organization Chart

5

Today’s MSU HR Presenters• Chuck Folino, Total Compensation and Wellness

• Kathie Elliott, Professional and Organization Development

• Jennie Yelvington, Professional and Organization Development

• Amy Holda, Employee Relations

• Jeff Brodie, Administrative Services

Questions?

Total Compensation and Wellness (TCW)

Chuck FolinoSenior Human Resources Professional

Topics:

• Introduction to the TCW teams• Services provided by the teams• Various metrics • Helpful resources/reference materials

10

Overview of TCWTalent Acquisition and ARO

Benefits, Compensation and Classification

Leaves

Retirement

11

Talent Acquisition CostsDirect Costs Indirect Costs

Cost of staff filling in while position is vacant Quality of work

Cost of lost knowledge, skills and contacts Increased absenteeism

Time invested in replacing employee Reduced customer service

Time invested in the hiring process Individual/team productivity

Cost of training newly hired employee Individual/team performance

12

Example: Financial ImpactQuestion: How much does one employee cost MSU over 30 years of employment? Consider an employee who makes $70,000.

Salary Cost = $70,000Benefit Cost = $20,000Total Cost per year = $90,000Multiply by 30 years = $2,700,000

= $2.7 Million for one employee

13

Team Members

Anna BarnerDebra Jackson

Karlita McClintonQueen McMiller

Kristie SovaShayla Thomas

Services

• Posting Positions• Screening Process• Initiate CBCs

Talent Acquisition

14

Talent Acquisition Resources

Links to additional information

15

Talent Acquisition Metrics

16

Number of Posted Positions (per year)Posting Type 2014 2015 2016

FAS Postings Opened 447 507 495SS Postings Opened 1,305 1,419 1617

Total 1,752 1,914 2,112

Number of Applications Received (per year)Posting Type 2014 2015 2016

FAS Postings Opened 14,358 17,576 14,674SS Postings Opened 34,815 36,027 40,196

Total 49,173 53,603 54,870

Talent Acquisition Metrics

17

Top 10 Most Commonly Posted Classifications in 2016

# Classification Title Total1. Administrative Assistant I 1012. Health Care Assistant 873. Assistant Professor 774. Information Technologist I 755. Secretary II 756. Research Associate 747. Information Technologist II 638. Assistant/Associate/Professor 529. Specialist Advisor 5110. Information Technology Professional 50

Team Members

Dana GrimmShannon KempSamantha Lake

Services

• Process Reengineering • Implementing Applicant

Tracking

Agile Recruiting and Onboarding (ARO)

18

AGILE RECRUITING AND ONBOARDING (ARO)

A R O i s a n i n i t i a t i ve t o s t r e n g t h e n h i r i n g , r e c r u i t i n g , a n d o n b o a r d i n g p r o c e s s e s a n d s ys t e m s . P l a n n e d o u t c o m e s i n c l u d e :

Automation of candidate evaluation and selection

Addressing time to fill positions.

Delivering more robust system functionality.

Improving process with fewer manual steps.

Offering new onboarding tools.

Enhancing reporting measures and metrics.

Improving the applicant experience.

19

WHAT DOES THE ATS DO?

Manages Applicants and Applicant Materials

Manages References

Search/Selection Committee Ratings and Rankings (Optional)

Communicates to Applicants and Administrators

Manages Offers

Centralizes Employee Onboarding

Schedules Events with Applicant (Optional)

Manages Jobs

Allows Streamlining via Bulk Actions

20

PAGEUP: EXTERNAL APPLICANT SITE

21

APPLICANT FEATURES

Optional job alerts when a posting is published for a specific work type (FAS/SS), specific area of interest (Engineers, Advising/Counseling), specific type of employment (full time, part time) and/or location (East Lansing, Grand Rapids).

Filters to quickly identify postings of interest. Notifications via email and through the applicant portal regarding the status

and events of postings to which an applicant has applied. Ability to upload a CV/resume to assist in prefilling portions of the application. Ability to Refer a Friend. Ability to apply remotely on a tablet of mobile device. Refreshed and modern look and feel.

Overview

22

ONBOARDING FEATURES

A seamless transition from candidates to employees through the personalized Onboarding Portal.

A list of important tasks to be completed before first day, first week (e.g., complete the I-9 form, sign up for emergency alerts), and first thirty days (e.g., enroll in benefits), allowing employees to feel welcomed and supported.

Ability for supervisors to track the status of each task and add additional departmental-specific tasks (e.g., review departmental bylaws).

An organized body of resources available to new employees (e.g., benefits, “university at a glance” information, systems information).

T h e O n b o a r d i n g P o r t a l e n s u r e s n e w h i r e s a r e e n g a g e d w e l l b e f o r e t h e i r f i r s t d a y. T h e p o r t a l f u n c t i o n a l i t y p r o v i d e s t h e f o l l ow i n g f e a t u r e s :

23

ONBOARDING PORTAL

24

What is Total Compensation?“Compensation refers to all forms of financial returns and tangible services and benefits employees receive as a part of an employment relationship.” (Milkovich, Newman, Gerhart, 2014)

25

Team Members

Tabatha DixonJoe Galardi

Carole Nicholas

Services

• Benefits Administration• ACA • COBRA• Student Insurance

Benefits Administration

26

Benefits Administration

• Eligibility – including ACA• Open Enrollment – support staff, faculty

and academic staff, and students

27

Benefits Resources

Links to additional information

28

Benefits Resources (Cont.)

29

Team Members

Chuck FolinoAnn Hill

Jayme MillerShayla Thomas

Services

• Support Staff Compensation

• Support Staff Classification

Compensation and Classification

30

Compensation and Classification•Support Staff Compensation

o Lump sum payments – merit, equity, retention, recognition awards, signing bonus, etc.

o Pay changes - merit, equity, retention, step increase, job rate, etc.

•Support Staff Classificationo Position classification/reclassification - including

position auditso Classification and compensation data/surveys

31

Classification Data

Reclassifications 2014

(4th qtr.)2015 2016 2017

(to date)

Number of Requests 44 523 574 213

Ave. Time (days)To Complete 43 22 25 16

32

Comp/Class Resources

33

Team Members

Debby JacksonKarlita McClintonQueen McMiller

Kristie SovaShayla Thomas

Services• Layoff• Bypass• Trial Periods• Reduction in Hours• Off-Date• Limited Term

Placement Services

34

Placement Services Data

YEAR 2015 2016 2017*Layoff/Bypass Cases 20 59 27

% of Displaced Employees Placed 75% 94% 61%

*2017 (January to May)

35

Team Members

Kendra CulhamSheila ChoreyTony Lemke

Julie ReynoldsBeth Tominski

Services

• Paid, Unpaid and FMLA

• LTD• Workers’

Compensation

Leaves

36

Leaves (2015/2016 data)• FMLA – 1,000 employees per year• LTD – 20 cases

Workers’ Compensation 2015 2016

Claims 1013 1086

Cost $2.1M $2.3M

37

Resources• Campus Outreach• Workers’ Compensation Agency –

http://www.michigan.gov/wca • USDOL

38

Team Members

Dianne KnepshieldDan Mackey

Sherry VanKampen

Services

• 403(b)• 457(b)• Executive

Compensation o(e.g. 401(a))

Retirement

39

RetirementRetirement 2015 2016

Total Plans Value $4.4B $4.6B

403(b) Base Participation 96.1% 96.0%

403(b) Supp. Participation 33.8% 34.2%

457(b) Def. Comp. Part. 9.0% 10.4%

Total Contributions

Employee Contribution $85.3M $88.2M

MSU Contribution $77.9M $83.9M

40

Retirement Resources• Campus

Outreach• One-on-One

Consultation

41

Retirement Resources (Cont.)

42

Summary of TCW

Talent Acquisition and ARO

Benefits, Compensation and Classification

Leaves

Retirement

43

Questions?

Chuck Folino517-884-0138folinoch@hr.msu.edu

44

Talent Management

Organization DevelopmentProfessional Development Services

OverviewOur unit helps individuals and teams align their human resources with their strategic vision to enhance organizational effectiveness. Services include:• Organization Development• Professional Development• Performance Management Support

46

Organization Development (OD) Services

• Unit assessments• Team development/alignment interventions• Behavioral style profiling - DiSC• Vision, mission, goal-setting• Change management• Conflict management• Strategic planning

47

OD services can assist teams in enhancing their work environment by facilitating:

• Effective communication• Clear roles within a structure• Effective processes• Clear expectations for performance and behavior• Timely informal/formal accountability and feedback• A foundation of effective leadership

48

Professional Development Services

• Instructor led classes• Customized departmental programs• elevateU online learning• Leadership development• Mentoring • Organizational consulting re: professional

development needs/gaps

Skill gaps on your team? We can help!

49

Anticipated Organizational Impact

• Stronger leaders• Increased collaboration and team

effectiveness• Highly skilled, agile workforce• Improved unit processes • Increased engagement• Retention of high performers

50

Performance ManagementPerformance Excellence program rolled out January 2016• Required training• Website and toolkits• Supplemental training• Individual and unit support

51

Metrics and Measurements Tools employed to measure outcomes & establish benchmarks:

1. OD post-intervention surveys 2. Customer surveys 3. Focus groups4. Course evaluations & participation reports5. Follow up course evaluations to measure application

of skills6. Performance management reports

52

MSU Impact Target(Examples, actual targets not yet set)

Method Current Results

Stronger Leaders Increased engagement in PDS leadership programs as evidenced by yearly increase in participation and survey participants reporting that they are applying skills learned

• Number of Participants in leadership programs (PDS & elevateU)

• Survey - training usefulness on the job (self report)

• 112 new supervisors trained in 2016• 785 attendees in all ILT leadership programs

in 2016 (42% increase over 2015)• Reported improvement in decision making,

work relationships, effectiveness & productivity

Skilled workforceProvide relevant programming to boost staff skills needed at MSU, as evidenced by yearly increase in participation and survey participants reporting that they are applying skills learned

• Number of participants, instructor led training & elevateU

• Surveys re: application of skills learned

• 6154 users in elevateU (193% increase)• 1530 class completions (103% increase), plus

6720 Performance Excellence participants• 94% of elevateU surveys indicate they are

applying content learned

Process Improvement

Improve understanding and application of process improvement strategies, as evidenced by number of individuals and units who have taken MSU Process mapping and reports from units on progress.

• Total participants in process mapping

• Number of units who have participated

• Reporting of changes to processes

• 368 people trained representing more than 80 units on campus

• Reduced silos, increased understanding

PerformanceManagement

Eligible staff and supervisors complete trainingPerformance Planning sessions and Annual Reviews are occurring on time.

Performance Excellence Reports

• 90% of eligible staff & faculty completed PE training

53

Talent Management

Looking to the future…

54

Organizational Effectiveness

•Support MSU’s strategic priorities, goals and objectives through targeted strategies and actions

Workforce Developmet

•Develop, implement, facilitate and manage programs to support MSU’s strategies related to support staff development

Leadership Development

•Support MSU’s leadership priorities through the development of individual and organizational programs

Questions and CommentsKathie Elliott 517-884-8894 Elliott.k@hr.msu.edu

JennieYelvington517-884-3798jennie@hr.msu.edu

www.hr.msu.edu

55

Strategies for Performance Management To Reduce Potential LiabilitiesAmy HoldaHR Assistant DirectorEmployee Relations

Agenda• Who are we?• What do we do?• Contract Administration• Performance Management• Role of the Union

57

Employee Relations (ER) Responsibilities• Establish and maintain relations with bargaining unit

leadership representing MSU employees• Negotiate collective bargaining agreements• Administer and oversee adherence to collective

bargaining agreements• Assist and counsel supervisors and administrators

on contract interpretation, performance management/setting expectations and issuing discipline

58

Contract Administration• Derive rights from Management’s Rights

clauses. Contract regulates how you exercise those rights.

• Laws further limit rights (FMLA, ADA, ADEA, PERA)

• Clauses to be familiar with:o Probationary Languageo Layoff Languageo Filling of Vacancies

59

Probation and Trial PeriodKnow what probation/trial period length applies –Talent Management will assist with timelines

o Probation• APA, APSA, Nurses, CCLP (former FOP) – one year• CTU - 1040 hours worked (full-time, prorated for others)• 1585, 324, 999 – 1040 hours worked and six months (some

proration)

o Trial (does not apply to reclassifications)• APA – Six months• APSA, Nurses – Six months• CCLP – One year• CTU – 256 hours worked

60

Probation and Trial PeriodsRepresent the majority of “urgent” cases in ER• APA and APSA require interim evaluations• CTU requires evaluation at conclusion of probation• Best practices would dictate that all employees receive

ongoing and specific feedback• The halfway point is a great place for a supervisor to

evaluate

EXTENSIONS AND TERMINATIONS REQUIRE ER AGREEMENT! (Extensions require two-week notice to ER and may also require Union concurrence)

61

Layoff Language

• Contract language defines employees’ rights to other employment opportunities through either “bumping” or “bypass”

• Used during financial hardship or restructuring of duties

• Never to be used to address performance issues

62

Filling of Vacancies

Contract language prescribes how long positions will be posted and in some cases, who may be selected for interview.

63

Conflict AvoidanceThere is probably a performance issue which needs to be addressed when:

o Duties and responsibilities are being moved to reduce interactions or errors

o Others are refusing to take work to the employeeo The employee is being reassignedo There is talk of staff reductions – of a specific positiono There has been a physical move, rearrangement of the office,

doors closedo Staff are “coordinating” absenceso Staff are “going around” the supervisoro Communication is through email, avoidance

of face-to-face conversation

64

LiabilitiesThe impact of neglecting these opportunities to address performance

o Irritation, stress, conflicto Delay or failure in meeting deadlineso “Product” isn’t best qualityo Internal issues become publico “Invites” external parties to review your operation (Union, General

Counsel, Internal Audit, Arbitrator, Outside Agencies)o Time!o Records collection, review and releaseo Financial settlementso Unwanted turnovero Place yourself “on the radar” of union

65

Prevention and Early InterventionWhen ER and the supervisor partner early on for case management:

o Reduction in “urgency of cases”o Improved understanding of timing of interventions and

level of responseo Reduces number of administrators involved or at least

time spento Pre-emptive efforts = stronger cases = stronger

university positionBehavioral Threat Assessment Team (BTAT) involvement?

66

Continuum of Performance Management• Coaching• Counseling• Written Record of a Verbal Warning• Written Reprimand• Suspension (long and short)• Discharge

Formal discipline: triggers right to union representation and right to grieve

67

Just Cause Discipline

• Notice/prior warning• Reasonable rule or order• Investigation held• Fair and objective investigation• Proof: conclusion supported by evidence• Equal treatment/Nondiscriminatory• Penalty “fits the crime”

68

Role of the Union

• Protect the interests of members• Maintain adherence to contract provisions• Has this changed with Right-to-Work law?

69

Questions?Jim Nash, Director517-884-0108

Amy Holda517-884-0116amyholda@hr.msu.edu

Greg Harris517-884-0103harri437@hr.msu.edu

70