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CUPA-HR STRONG – TOGETHER!. WHAT DOES IT MEAN TO BE A HIGHER ED HR / CUPA-HR LEADER? How do you define HR leadership in  Higher education?  CUPA-HR?

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Presentation on theme: "CUPA-HR STRONG – TOGETHER!. WHAT DOES IT MEAN TO BE A HIGHER ED HR / CUPA-HR LEADER? How do you define HR leadership in  Higher education?  CUPA-HR?"— Presentation transcript:

1 CUPA-HR STRONG – TOGETHER!

2 WHAT DOES IT MEAN TO BE A HIGHER ED HR / CUPA-HR LEADER? How do you define HR leadership in  Higher education?  CUPA-HR? Why are you in this leadership role? 2

3 ANTICIPATE  How does leadership impact our strategic success?  Anchor: Leadership 4

4 MISSION, 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. 4

5 STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING  Create learning and development opportunities that help ensure present and future professional excellence and success.learning and development opportunities 5

6  Proactively influence legislative and regulatory issues that impact higher education, human resources and the higher education workforce.legislative and regulatory issues 6 STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

7  Identify emerging human resources and higher education trends and address their impact on the higher education workplace.emerging human resources and higher education trendstheir impact on the higher education workplace 7 STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

8  Embody a culture of excellence through diversity, inclusion and equitable practices in order to achieve excellence in higher education. diversity, inclusion and equitable practices 8 STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

9  Engage CUPA-HR leaders and higher education human resources professionals in work related to CUPA-HR strategic priorities. 9 STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

10  Deliver salary research, analysis and reporting resources that are the benchmark for higher education.salary research, analysis and reporting resources 10 STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

11 REFLECT  Acknowledge success – congratulations!  How does our leadership play a key role?  How can we best document and track our continued success? 5

12 ANTICIPATE  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

13 CUPA-HR LEARNING FRAMEWORK Why a CUPA-HR Learning Framework?  Illustrates the dynamic and changing process of HE HR  Builds a foundation for common HE HR language and practices The CUPA-HR Learning Framework supports how we promote and encourage the highest standards of higher ed human resources leadership and development. 13

14 CUPA-HR LEARNING FRAMEWORK It should also:  Provide a basis for consistent Higher Ed HR discourse and expectations  Build HR expertise and professional competency  Be compatible with current approaches to HR methodologies  Be tailored to the development of essential Higher Ed HR skills 14

15 Association Member Development: Preparing Higher Ed HR Professionals to be Successful TODAY and TOMORROW. Key Higher Education HR Professional Expertise & Knowledge: 1.Understanding Higher Education 2.HR Operations (domestic & international) 3.Benefits 4.Compensation 5.Budget & Finance 6.Recruitment 7.Employee/Labor Relations 8.Employee Development 9.HR Data & Systems 10.Risk Management, Compliance & Public Policy 11.Organizational Development & Planning CUPA-HR Learning Framework Building & Developing Self & Others 1.Self Awareness 2.Critical Thinking 3.Relationship Management Conflict engagement Facilitation skills Consulting skills Challenging established practices Constructive inquiry Collaboration 4.Change Management 5.Ethics 6.Communication 7.Cultural Competency 8.Diversity, Equity & Inclusion 9.Establishing Credibility and Accountability 10.Team Building 11.Coaching 12.Leadership 13.Mentoring Building & Developing Talent & Your Organization Management 1.Identifying & Recruiting Talent Sourcing & recruiting Workforce planning – principles & models 2.Mission-Driven Performance Management Aligning talent (the right people on the bus & in the right seats) Aligning performance to mission, strategies, goals Measuring performance & outcomes Recognition, rewards, strategic retention 3.Employee & Leadership Development Career development Continuous learning Adaptive leadership 4.Cultural Architect & Steward Inclusivity “Employer of Choice” mentality Diversity & internationalization of talent & talent pool Creating conditions that enable employees to perform at their very best Changing environment & nature of work 5. Professional Network Accessing/Utilizing Knowledge, Information & Technology 1.Leading the way: The Higher Ed Business Model Metrics that matter to whom? Measuring the work & defining what success looks like Understanding demographics from your own institution Diversity & inclusion data Building an HR model for the future 2.Collaboration & Managing Key Relationships Working with constituents—focus on them with data Managing vendor relationships Asking the right questions 3.HR Transformation 4.Process Reengineering & Practice Insourcing rather than outsourcing HR technology tools that will help leverage HR work Making the case for technology investment Social media/networking CUPA-HR Mission CUPA-HR Strategic Priorities CUPA-HR Learning Framework to build HR expertise and professional competency.

16 CUPA-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. 16

17 17 ALP GROUP ACTIVITY OUTCOMES

18 REFLECT 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); and  aids in creating consistent dialogue with association leaders 5

19 ANTICIPATE 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

20 REVIEW OF CHAPTER CONNECT 20

21 SUMMARY 21


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