Some common questions about HR 2020 drivers, goals, and potential outcomes follow. See regular project updates and other resources for additional info, including current timelines.
For UHR employees, the project will bring the workload-management, professional-development, and workplace-security benefits outlined above.
For other campus HR professionals, the project will provide more-reliable processes; quicker answers and results; additional data on topics like pay, transactions, support contacts, etc.; and access to new strategic expertise from UHR.
For UI staff and faculty in general, the project will make HR services easier to navigate and problems quicker to solve. The one-stop welcome center will reduce wait times and transfers, while other changes will reduce issues with pay, leave, and other key functions.
The project will enhance services provided by UHR to employees university-wide, including UI Health Care staff and faculty. In addition, it may open additional avenues for collaboration between UHR and UI Health Care Human Resources.
Initial planning for all five tracks is under way. Implementation targets vary—some will be mostly complete by mid-late 2019, while others will continue well into 2020. See regular project updates for current track-by-track timelines.
First, this project responds to concerns about workload distribution, a recurring theme in UHR’s Working at Iowa results. Organizing Payroll into Payroll Services and HR Transaction teams will let us define clearer roles and apportion responsibilities equitably. Creating a one-stop welcome/help center will route questions to a core team of experts and reduce strain on distributed unit staff.
Organizational changes will create opportunities for staff to focus on the work they’re best at or to branch out into new areas. Accompanying renovations to USB will improve overall building security and help everyone feel safer at work.
Parts of this project—including Payroll restructuring—stem from Talent@Iowa assessments that started nearly three years ago. They’re supported by more recent evaluations, including an external review that complimented Payroll’s service focus and recommended specific improvements. Acting now helps us ensure that these assessments are put to good use.
In addition, this project aims to address concerns about workload distribution that go back years, as well as newer recommendations regarding building security. These and other issues are just too important to neglect—addressing them now is the right thing to do.
Details depend in part on your current role and the job you aspire to, but everyone should benefit from the job-clarity, workload-distribution, and workplace-safety improvements described above. Other opportunities may include:
- Additional training and the chance to shift to a new role
- Technology enhancements that streamline processes, improve accuracy, or use artificial intelligence address routine functions
- Fewer interruptions as employee questions are routed to a central help center
- Satisfaction in providing faster, more reliable solutions for UI colleagues
- Better-informed decisions that draw on front-line staff perspectives and real-time data
This means actively assessing institutional and org-level needs, researching problems and recommending solutions, and building trusted partnerships. It’s a shift from the largely transactional focus that once characterized human resources.
For HR professionals, the emphasis on strategy means:
- Embracing technology and analytics
- Understanding how the institution succeeds
- Staying focused on people
- Being ready for the new workforce
- Marketing a modern benefits package
- Staying abreast of compliance issues
- Being certified and updating our skill sets