2What does it mean to be a higher ed HR / CUPA-hr leader? How do you define HR leadership inHigher education?CUPA-HR?Why are you in this leadership role?
3Anticipate How does leadership impact our strategic success? Anchor: Leadership4
4Mission, Strategic priorities and multi-year planning Our Mission: CUPA-HR is higher ed HR. We serve higher education by providing the knowledge, resources, advocacy and connections to achieve organizational and workforce excellence.
5Strategic priorities and multi-year planning Create learning and development opportunities that help ensure present and future professional excellence and success.
6Strategic priorities and multi-year planning Proactively influence legislative and regulatory issues that impact higher education, human resources and the higher education workforce.
7Strategic priorities and multi-year planning Identify emerging human resources and higher education trends and address their impact on the higher education workplace.
8Strategic priorities and multi-year planning Embody a culture of excellence through diversity, inclusion and equitable practices in order to achieve excellence in higher education.
9Strategic priorities and multi-year planning Engage CUPA-HR leaders and higher education human resources professionals in work related to CUPA-HR strategic priorities.
10Strategic priorities and multi-year planning Deliver salary research, analysis and reporting resources that are the benchmark for higher education.
11Reflect Acknowledge success – congratulations! How does our leadership play a key role?How can we best document and track our continued success?5
12Anticipate How does an emphasis on priorities lead to overall success? How does an emphasis on multi-year planning make us stronger as leaders and as an association?How does lifelong learning play a role in strategic priorities, leadership and achievements?4
13CUPA-HR Learning framework Why a CUPA-HR Learning Framework?Illustrates the dynamic and changing process of HE HRBuilds a foundation for common HE HR language and practicesThe CUPA-HR Learning Framework supports how we promote and encourage the highest standards of higher ed human resources leadership and development.
14CUPA-HR Learning framework It should also:Provide a basis for consistent Higher Ed HR discourse and expectationsBuild HR expertise and professional competencyBe compatible with current approaches to HR methodologiesBe tailored to the development of essential Higher Ed HR skills
15Association Member Development: CUPA-HR Learning Framework CUPA-HR MissionCUPA-HR Strategic PrioritiesAssociation Member Development:Preparing Higher Ed HR Professionals to be Successful TODAY and TOMORROW.CUPA-HR Learning Framework to build HR expertise and professional competency.CUPA-HR Learning FrameworkKey Higher Education HR Professional Expertise & Knowledge:Understanding Higher EducationHR Operations (domestic & international)BenefitsCompensationBudget & FinanceRecruitmentEmployee/Labor RelationsEmployee DevelopmentHR Data & SystemsRisk Management, Compliance & Public PolicyOrganizational Development & PlanningBuilding & Developing Self & OthersSelf AwarenessCritical ThinkingRelationship ManagementConflict engagementFacilitation skillsConsulting skillsChallenging established practicesConstructive inquiryCollaborationChange ManagementEthicsCommunicationCultural CompetencyDiversity, Equity & InclusionEstablishing Credibility and AccountabilityTeam BuildingCoachingLeadershipMentoringBuilding & Developing Talent & Your Organization ManagementIdentifying & Recruiting TalentSourcing & recruitingWorkforce planning – principles & modelsMission-Driven Performance ManagementAligning talent (the right people on the bus & in the right seats)Aligning performance to mission, strategies, goalsMeasuring performance & outcomesRecognition, rewards, strategic retentionEmployee & Leadership DevelopmentCareer developmentContinuous learningAdaptive leadershipCultural Architect & StewardInclusivity“Employer of Choice” mentalityDiversity & internationalization of talent & talent poolCreating conditions that enable employees to perform at their very bestChanging environment & nature of work5. Professional NetworkAccessing/Utilizing Knowledge, Information & TechnologyLeading the way: The Higher Ed Business ModelMetrics that matter to whom?Measuring the work & defining what success looks likeUnderstanding demographics from your own institutionDiversity & inclusion dataBuilding an HR model for the futureCollaboration & Managing Key RelationshipsWorking with constituents—focus on them with dataManaging vendor relationshipsAsking the right questionsHR TransformationProcess Reengineering & PracticeInsourcing rather than outsourcingHR technology tools that will help leverage HR workMaking the case for technology investmentSocial media/networking
16CUPA-HR Learning framework Take a few minutes to review the framework. Then, jot down:Which competencies included in the framework are most important for you? Pick 3 and also note which quadrant(s) these priorities are in. Which competencies included in the framework are most important for your chapter board? Pick 3 and also note which quadrant(s) these priorities are in.
18Reflect The Learning Framework: builds a foundation for common HE HR language and practices;aids in immediately identifying and prioritizing key goals that align with strategic priorities and framework;establishes direction for achieving essential activities (national, regional, chapter, individual); andaids in creating consistent dialogue with association leaders5
19Anticipate In Your Words: What is most important to your work as a leader on campus? As a volunteer leader?How will the strategic priorities steer you into the direction you want to take – as a chapter leader? What will you do to ensure multi- year planning is mapped in innovative and meaningful ways?In what way will the learning framework guide you?How can your group build a plan connecting to the strategic priorities and the learning framework?4