HRTransformation

HR Implementation Overview

May 2006

HRTransformation

• The HR plan:– Creates consistencies in HR policies and

processes by reducing the number of points of delivery from 61 to 3

– Shifts basic HR services from units to Divisional HR units

– Adds strategic value by creating a training and development unit and strategic compensation function

– Creates efficiencies by redesigning and automating three key HR processes

HRTransformation Approach

• HR implementation planning was organized into three teams

Service Delivery • Create the path for migrating from 61 points of delivery to three Divisional HR units

Strategic HR• Develop a plan to add training and development,

compensation, strategic recruiting and performance management functions to central HR

Process andTechnology

• Redesign processes and identify technology required to automate PTF, time and attendance and recruitment

HRTransformation

Functional HR Organizational Structure

Central HR

HR Strategy Unit

Shared Services Center

Business ServicesHR Unit

Student AffairsHR Unit

Academic Affairs HR Unit

(faculty and staff)

EVP FinanceAnd Operations

ProvostVP Student Affairs

HRTransformation

Strategic HR Team

HRTransformation OD&T - The Training Role

Training - Key Functions• Build a campus wide curriculum for professional training and development

courses

Safety Training

Safety Training

DiversityTrainingDiversityTraining

Personal Development

Personal Development

Supervisory DevelopmentSupervisory Development

Leadership Development

Leadership Development

ProfessionalDevelopmentProfessionalDevelopment

TrainingTraining

• Create course content, either directly or through external providers

• Deliver the training, either directly or through external providers

• Regularly assess campus wide training needs

• Identify and manage external providers

• Perform training administration (registration, tracking, reporting, etc.)

• Use a small internal staff, develop a network of external developers and trainers

HRTransformation The Individual Development Role

Individual Development - Key Functions

• Create a standard process and system for an institution-wide employee performance management plan

– Individual Performance Plans (IPP) for each employee

• Develop and track individual skills, competencies and behaviors and provide an outline for career development

• Use new technology to automate process

• Provide training and other support services to foster high levels of participation and quality of IPP’s

• Provide career support through workshops, internships and informal learning opportunities

• Offer career counseling about development paths or other topics of interest

HRTransformation The Organizational Development Role

Organizational Development – Key Functions• Create a scaleable succession and workforce planning process and

methodology

• Create an internal consulting capability focused on improving organizational productivity

– Organizational design

– Skill and competencies improvement

– Process improvement

– Future staffing demands linked to succession and workforce planning

• Offer professional facilitation– Departmental meetings

– Retreats

– Off-sites

HRTransformation

Organizational Development and TrainingStructure

DirectorOD & TDirectorOD & T

Training ManagerTraining Manager

OD & T Specialist(s)

OD & T Specialist(s)

OD & T Administrator

OD & T Administrator

OrganizationalDevelopment

Manager

OrganizationalDevelopment

Manager

• Manage external design and delivery of training

• Coordinate internal delivery of training

• Work with vendors in designing training

• Training designer• Capture subject matter training

content• Train campus trainers• Policy and procedure writers• Career counseling and career

support

• Conducts annual training needs assessment

• Training logistics• Training tracking

• Responsibility for Performance Management Plan

• Advice and consultation to units about future workforce issues

• Workforce planning

• Institution wide organization development planning

• Strategic guidance and advice• Internal advocate for OD & T function

• Add position in 2008

HRTransformation The Compensation and Classification Role

Compensation and Classification – Key Functions

• Create and maintain a campus wide compensation and classification plan

– Establish salary guidelines based on market and other comparative data

– Create standard classification guidelines

– Create compensation and classification policies

• Conduct regular salary surveys and market reviews

• Serve as the repository for all campus compensation and classification data

• Create appropriate tools and processes to access compensation and classification levels and guidelines

• Conduct benefits and retirement planning, auditing, and marketing

• Provide compensation and classification advice and data to Divisional HR Units

HRTransformation Compensation and Benefits Unit

DirectorCompensation and

Benefits

DirectorCompensation and

Benefits

Compensationand BenefitsSpecialist(s)

Compensationand BenefitsSpecialist(s)

• Maintains compensation / classification database

• Maintains integrity of compensation / classification data

• Conducts compensation audits• Supports Benefits design and delivery

• Oversees the development and implementation of compensation and classification plan and guidelines

• Oversees strategic Benefits and Retirement planning and delivery

• Manages compensation / classification and benefits vendors

HRTransformation The Strategic Recruiting Role

Recruiting – Key Functions

• Fully implemented Divisional HR model will determine whether Strategic Recruiting in Central HR is needed

• If not performed within Divisional HR, the following services will be provided after the first year– Develop campus-wide recruiting policies and standards

– Provide external partner placement services

– Serve as an expert in sourcing strategies

– Provide strategic recruiting advice

– Candidate cultivation

– Enable shared candidate pools

– Manage external search firms

– Perform background checks (policy development, external vendor, legal compliance, etc.)

HRTransformation

Service Delivery Team

HRTransformation HR Service Center

• The HR Transformation effort resulted in the separation of HR services along three distinct lines

– Strategic HR– Consultative HR– Administrative HR

• This plan focuses heavily on the construction of strategic HR (adding training, compensation, etc.) and building consultative HR through the three Divisional HR Units

Administrative

Consultative

Strategic

• 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

• That effort will occur throughout the next year as the strategic and consultative elements evolve

HRTransformation The Role of Divisional HR

• The Divisional HR Units will serve as the primary point of contact for employees and managers needing HR support

Divisional HR Unit – Key Services

Faculty and Staff

Managers / Supervisors

EmployeeRelations

EmployeeRelations

PerformanceManagement

PerformanceManagement

Compensation&

Classification

Compensation&

Classification

Recruiting Support

Recruiting Support

DivisionalHR

Services

DivisionalHR

Services

HRTransformation The Role of Divisional HR

Divisional HR – Key Activities

• Apply and administer campus HR policies and standards

• Ensure equity in compensation and classification

• Provide units with up-to-date compensation and classification data

• Ensure that IPP’s are being completed and administered

• Consult directly with units about workplace issues

• Help units create meaningful sourcing strategies

• Advise search committees on their roles and responsibilities

• Collect and maintain unit specific HR data

• Facilitate and support key HR processes

HRTransformation Migration Path

1. Create the Business Services HR Divisional Unit first

– Launch internal recruitment for Director

– Complete staffing of the Unit three months later

– Test and pilot new processes and structures

– Modify processes and model as appropriate

2. Create the Student Affairs HR Divisional Unit

– Launch internal recruitment for the Director 3 months after launching the Business Services HR Director search

– Complete staffing for the Student Affairs Unit three later

– Further test the model and then create Academic Affairs Unit

3. Create the Academic Affairs HR Divisional Unit

– Launch internal recruitment for the Academic Affairs Director three to four months after launching the Student Affairs HR Director search

– Complete staffing of the unit three months later

HRTransformation Migration Planning

• Space and infrastructure– Develop space for the new Business Divisional HR unit in a

facility adjacent to Crofts Hall– Develop space for OD&T and Compensation Unit in the same

facility– Begin to identify space for Student Affairs unit

• Communication– Review presentation with Deans and VP’s– Review presentation with HR Advisory Committee– Review plan with unions– Place notice and presentation on various UB / HR websites

• Position Classification– SUNY classifying positions

HRTransformation

Business Services UnitInitial Staffing Levels

Administrative Offices /External Affairs

HR Representative1 Person

FacilitiesHR Representatives

1 Person

IT / LibrariesHR Representatives

1 Person

Business Services HR

Director

Shared Administrative

Support

EVPFinance andOperations

AthleticsHR Representatives

1 Person

HRTransformation

Divisional HR PositionsDirectors

• Directs the operation of the Divisional Human Resources office

• 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

• Serves as trusted advisor to divisional leadership• Ensures alignment of HR policies, procedures and

practices with the University mission and core values.

HRTransformation

Divisional HR PositionsGeneralists

• 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

• Serves as trusted advisor to divisional leadership and staff

• Ensures alignment of HR policies, procedures and practices with the University mission and core values.

HRTransformation Staffing Numbers

• Business Services – 1 Director and 4 Generalists, 1 Administrative Staff

• Student Affairs – 1 Director and 4 Generalists, 1 Administrative Staff

• Academic – 1 Director, 2 Managers, 10 (approx.) Generalists, 2 Administrative Staff

HRTransformation Posting

• The HR Director and HR Generalist positions will be posted campus-wide

HRTransformation Expression of Interest

HRTransformation Divisional HR Implementation Team

Next Steps

• Forum to review implementation progress

• Surface and resolve structural and process issues with the new model

• Develop mechanisms to collect on-going feedback about service levels

• Create on-going communication mechanisms about model

• Create a path for documenting key processes, workflows, job aids, and knowledge base for use across all HR Divisions

• Monitor return on investment commitments

• Surface current and future training needs within HR Divisions

• Composed of Divisional HR Director(s), HR Representative(s), HR Service Center Staff, Strategic HR Staff, and Customer Representative(s)

HRTransformation

Process and Technology Team

HRTransformation Recruiting

Recruiting • Recommendation is to deploy the PeopleAdmin

system– Automates key elements of the recruiting process

• Job descriptions• Job advertisements• Application acceptance and review• Candidate response and tracking• EEO reporting and compliance

– Eliminates paper based processes– Used by over 200 US Universities and Colleges,

including 5 within SUNY

HRTransformation Time and Attendance and PTF

PTF– Utilizing the “build” approach– System will automate and streamline the PTF process– Reduce error rates– State transactions - Sept 2006– RF & UBF transactions - June 2007

Time and Attendance– System will automate the collection of employee work time

• Reduce significantly high error rate• Keep accurate vacation and sick day accruals• Streamlines unit level workload

– Commence Project in early 2007

HRTransformation Next Steps

• Launch the communications plan– Review presentation with Deans and VP’s

– Review plan with unions

– Review presentation with HR Advisory Committee

– Place notice and presentation on various UB / HR websites

• Begin to implement the new technologies

• Launch internal searches for the following positions:– Business Divisional HR Unit Director

– Organizational Training and Development Director

• Begin to prepare the new space– Business Divisional HR unit

– OD&T unit

• Commission and Charge a Business Divisional HR Implementation Team