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.

HR Strategic Plan figure

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 encircled 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

Indicators and Measures:

  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

Indicators and Measures:

  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

Indicators and Measures:

  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 University Human 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 Healthy and 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 Contribute Fully to the Organization, thereby Attracting 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 Proficiency of 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 University Human 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 University Budget

  •  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 Quality Third 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)

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