Presentation is loading. Please wait.

Presentation is loading. Please wait.

Human Resources Update

Similar presentations


Presentation on theme: "Human Resources Update"— Presentation transcript:

1 Human Resources Update
UTMB Faculty Senate Ian Barrett, EdD, MBA, SPHR, CCP, CBP Associate Vice President, Human Resources and Talent Management March 10, 2014 Office of Human Resources

2 Overview Office of Human Resources

3 HR Organizational Chart
Ronald B. McKinley, PHD, MBA, SPHR Vice President, Human Resources and Employee Services, Chief Human Resources Officer Ian Barrett, EdD, MBA, SPHR, CCP, CBP Associate Vice President, Human Resources and Talent Management Adeola Oduwole, MSc Director, Diversity and Inclusion Lee Webster, JD, MM, SPHR, GPHR Director, Talent Acq. and Recruitment Zenglo Chen, PHD Director, Talent and Org. Development Debbie Conley, MA, RN, LPC, SPHR Associate Vice President, Human Resources and Employee Relations Kathleen O’Neill, RN, BSN, MS, CCM, CPDM Director, Employee Health and Wellness CMC HR Leads Charlotte Kearney Sr. HR Manager Alison McLellan, MBA, PHR ER Consultant Leads David Harrington, PHR HR Generalist Manager Drew Walker, BBA Investigation Team Lead Philesha Evans, MBA, PHR Catherine Riley, MA, BA Title IX Coordinator Alexa Akim, BS Employee Communications Coordinator Bo Stults, MA, SPHR, CEBS, CCP, CBP Assistant Vice President, HR Services and Process Improvement Shannon Speakes HR Business Coordinator OPEN Director, Compensation Tony Edmond, MHA, CBP Director, HR Business Operations Scott Livanec, MBA Director, Workforce Tech. and Analytics Ming Guo, MBA, MS, SPHR Business Intelligence Manager Roy Alanis, BA Sr. Business Process Transformation Analyst Korie Vance, PHR Operational Projects and Planning Manager Marie Kraft, MBA, MS Director, UTMB HealthCare Systems Solution Carol Jordan Lynn Coyne, BS Business Manager Steve Christmas, MBA, RN, BA Assistant Nurse Manager Nickie Prelow, BS Executive Assistant Judith Price Admin. Support Associate (UTMB Retirees) 144 HR staff members supporting approximately 11,450 employees Office of Human Resources

4 Vision, Mission, and Values
To be the leader in HR management services in academic health care Our mission is to provide high-quality, innovative, client-centered human resource management solutions to further UTMB’s objectives and to compete in a global environment Excellence Integrity Innovation Vision, Mission, and Values Vision To be the leader in HR management services in academic health care Mission Our mission is to provide high-quality, innovative, client-centered human resource management solutions to further UTMB’s objectives and to compete in a global environment. By developing positive collaborative relationships, we will meet the institution’s strategic human resource needs while delivering the best possible client experiences and outcomes. Values Excellence: We will strive to excel in every aspect of our services by focusing on the value-added outcomes for our internal clients. We will respect each person, work hard to improve the quality of work/life integration at UTMB, and improve the practice of human resource management. Integrity: We will practice the highest standard of ethics, adhering to the Society of Human Resource Management’s Code of Ethics, within the context of public policy. Innovation: We will employ innovative, necessary, and effective technologies (electronic and otherwise) to serve our clients’ needs. We will encourage constructive change, creativity, and the application of new ideas. Office of Human Resources

5 Strategies Our strategies include attracting, retaining, developing, partnering with, and ensuring the performance of UTMB’s workforce Our focus is on producing: Recognition as the employer of choice Engaged, valued, and committed employees Education, training, and development programs Consistent, easy-to-administer services, policies, and processes A safe, healthy, diverse, and balanced work environment Strategic business partnerships Proactive services and effective, prompt resolutions Our strategies include attracting, retaining, developing, partnering with, and ensuring the performance of UTMB’s workforce Our focus is on producing: Recognition as the employer of choice by attracting and retaining the best talent Engaged, valued, and committed employees to meet current and future needs Education, training, and development programs Consistent and standard services, policies, and processes that are transparent, technology enabled, easy to administer, and intuitive A safe, healthy, diverse, and balanced work environment Strategic business partnerships with our customers to meet demands Proactive services and effective and prompt resolution to customer problems Office of Human Resources

6 Accomplishments Office of Human Resources

7 Recruitment Developed new compensation philosophy and methodology
Refined recruitment processes to comply with public policy Streamlined position request process – cycle times shortened to 7.5 days Established new sources and vendor relationships Enhanced the faculty recruitment and selection processes Selected to manage the medical operations for the U.S. Antarctica Program Accomplishments involving recruitment Developed and implemented new compensation philosophy, methodology, and structure to increase market competitiveness – Compensation that is linked to an employee’s performance and his or her achievement of the UTMB mission – Total compensation that is competitive within, and responsive to, regional, national, and international markets, enabling UTMB to attract and retain talent – State-of-the-art methodology to determine market value, and external, independent experts to ensure understanding of all relevant markets an valid compensation administration methods Refined our recruitment processes to comply with public policy and created metrics to measure the performance of our recruiting operation. The average time to fill a position is currently 71 days. Streamlined the position request process, eliminating paper forms and shortening cycle times from 64 days to 7.5 days Established new sources and vendor relationships for obtaining talent, improving the quality of applicants Provided recommendations and strategies to enhance the faculty recruitment and selection processes Coordinated the Nursing Education and Placement Program (NEPP), which was funded by an ARRA U.S. Department of Labor grant to address critical shortages in nurses and certified nurses’ aides Selected by the National Science Foundation (NSF) to manage the medical operations for the United States Antarctica Program – UTMB’s contract runs through September 2016 with options to renew in two-year increments through March 2025 – The institution handles the hiring for medical opportunities at the South Pole, McMurdo, and Palmer stations Office of Human Resources

8 Retention and Development
Implemented People Planning program Improved delivery of the institution’s flu vaccination and TB testing programs Conducted You Count! employee engagement surveys Restructured the Diversity Council Trained employees on the Fair Labor Standards Act Reorganized CMC structure statewide and improved salary admin. process Accomplishments involving retention and development Implemented People Planning program to ensure UTMB will have a skilled workforce for the future Improved the delivery and recordkeeping methodology of the institution’s annual influenza vaccination and TB testing programs Conducted You Count! surveys in 2011, 2012, and 2013 to evaluate and address employee satisfaction and engagement Restructured the Diversity Council to better reflect our community and to include a multi-year operational plan and a continuous agenda of diversity and inclusion initiatives Educated and trained managers and employees on the Fair Labor Standards Act (FSLA) and compliance with wage and hour law Reorganized CMC structure statewide and improved salary administration process Launched the Physician Leadership Academy to develop the skills needed to lead people and processes in a health care environment – 12-month program provided in partnership with the University of Houston Clear Lake School of Business – Includes 54 hours of classroom instruction and project work – 13 physicians graduated from the FY13 cohort and 14 physicians currently enrolled in the FY14 cohort Experienced a decrease in workers’ compensation premiums Hired a full-time Title IX Coordinator and assembled a Title IX Advisory Group with representation from all areas of the institution and appointed a new ADA Coordinator to assist patients, students, and employees with matters relating to the Americans with Disabilities Act Launched the Physician Leadership Academy Decrease in workers’ compensation premiums Hired a full-time Title IX coordinator and appointed a new ADA coordinator Office of Human Resources

9 Retention and Development
34,000 participants Employee development courses Employee engagement and recognition programs State/national/international seminars and conferences Nursing Education and Placement Program Tuition reimbursement program Assessment-based development programs and coaching services Leadership and management development programs 14,224 participants 8,097 participants 7,095 participants 467 students 1,277 participants 1,925 participants 799 participants Accomplishments involving retention and development OWD and HR has served approximately 34,000 participants in the past three years through its development and recognition programs and initiatives Employee development courses – 14,224 participants Employee engagement and recognition programs – 8,097 participants State/national/international seminars and conferences – 7,095 participants Assessment-based development programs and coaching services – 1,925 participants Tuition reimbursement program – 1,277 participants Leadership and management development programs – 799 participants Nursing Education and Placement Program – 467 participants Office of Human Resources

10 Employee Support Upgraded PeopleSoft HCM system Implemented Enterprise Learning Management online training system Digitized employee records – scanned and converted 89,000+ personnel files Automated the At-Risk Compensation and Merit programs Deployed online Total Rewards statements Developed Certified Medication Aide program Accomplishments involving employee support Upgraded the PeopleSoft HCM system to better maintain information and transactions related to recruitment and retention, compensation, payroll, benefits, and employee data Implemented Enterprise Learning Management (ELM) system to streamline the institution’s process for delivering and maintaining compliance-related training Digitized active and terminated employee records – scanned and converted more than 89,000 personnel files for a total of 3 million documents Automated the at-risk compensation and merit programs through PeopleSoft HCM Deployed online Total Rewards statements to illustrate the institution’s commitment and investment in its employees and to provide the true value of one’s total compensation package received from UTMB Developed and implemented Certified Medication Aide program in partnership with the Texas Department of Criminal Justice (TDCJ) Streamlined the Family and Medical Leave Act (FMLA) request process to include evidence-based disability guidelines, resulting in a reduction of leave hours Streamlined our FMLA request process Office of Human Resources

11 The HR Road Ahead Office of Human Resources

12 Focus on the Future Facilitate implementation of You Count! survey action plans Implement ePerformance Adjust nursing recruitment strategy Initiate an institution-wide employee safety program Devise a pilot program for addressing unconscious bias Improve service delivery model and process by with new CRM system HR is focused on the future. In the coming months, we will: Help facilitate implementation of You Count! survey action plans Implement ePerformance, which is an employee evaluation tool within the PeopleSoft HCM system that provides a standardized approach for reviewing and measuring employee performance Adjust the nursing recruitment strategy and develop a plan to decrease vacancy rates Initiate an institution-wide employee safety program as a Clinical Safety and Effectiveness strategy supported by UT System Devise a pilot program for addressing unconscious bias in talent management Improve HR’s service delivery model and process by launching a new customer relationship management system Design annual executive conference to refresh institutional vision and align strategies to lead change Implement managerial skills training program Develop – in conjunction with the Association of American Medical Colleges (AAMC) – an institution-wide engagement survey to determine UTMB’s needs and opportunities for enhanced cultural competency and inclusion Design annual conference Implement managerial skills training program Develop an institution-wide diversity engagement survey Office of Human Resources

13 Resources Office of Human Resources

14 Available Resources Human Resources homepage – http://hr.utmb.edu/
HR Strategic Plan HR Operating Plan HR Organizational Chart Training and educational opportunities – HR forms library – Here is a list of additional resources you may access for further information, including HR’s strategic and operational plans. Office of Human Resources

15 Contact Information Dr. Ronald McKinley, VP of Human Resources and Employee Services (409) Dr. Ian Barrett, AVP of Human Resources and Talent Management (409) Debbie Conley, AVP of Human Resources and Employee Relations (409) Bo Stults, AVP of HR Services and Process Improvement (409) Office of Human Resources

16 Questions Thank You Thank you for allowing me to provide an update on HR’s accomplishments and our focus for the future. I am happy to answer any questions. Office of Human Resources


Download ppt "Human Resources Update"

Similar presentations


Ads by Google