1. UA Human Resources Redesign Update May/June 2007 UNIVERSITY of ALASKA – Many Traditions One Alaska

2. 1 Case for Change  Over time the University has evolved  Organizational changes  Procedural changes  Labor agreement changes  Segal Sibson Study  Three distinct HR offices  Different processes  Process inefficiencies  Decision to Proceed in November 2006  Transition Manager Hired  Initiated the Redesign Program

3. 2 UAHR MISSION STATEMENT It is the mission of the University of Alaska Human Resources to support the University’s mission of teaching, research and public service by creating and maintaining a work climate that is characterized by fair treatment of all employees, open communications, personal accountability, trust and mutual respect. The mission of UAHR

4. 3 The UAHR Charter What we stand for … and what we’ll stand on. To deliver on our mission, UAHR will strive to attract and retain a high quality, diverse workforce; develop and reward talent and innovation; and promote academic excellence, student success and lifelong learning while adhering to the following principles for working with our customers and each other: Valued Partnership  HR will be a knowledgeable and trusted advisor  HR will be present, visible, and involved  HR will contribute value to the business by developing flexible solutions to address unique customer needs Trust and Respect  HR will hold confidentiality as a paramount concern  HR will have a reputation for problem-solving and consistency  HR will promote mutual expectations of competence and goodwill Customer Service  HR services will be easily accessible  HR staff will be approachable, attentive, and responsive  HR staff will be empowered at the point of service Subject Matter Expertise  HR staff will be fluent in the HR implications of important and disparate business issues  HR staff will have rapid access to accurate, reliable, valid answers and will serve as a repository for information  HR staff will proactively work to understand and meet all regulatory requirements  All HR staff will be committed to continuous improvement and competency development Strategic Contribution  HR will develop innovative approaches to attracting, selecting, retaining, and developing talent  HR will facilitate business decision-making with clear, valid data  HR will tailor its service delivery to meet the requirements of the university’s unique constituencies Fiscal Responsibility  HR will maximize the value and impact of human capital investments  HR will ensure the wise investment of university resources  Investments in HR will take into consideration best practices in higher education and beyond

5. 4 An update on our progress…  We’ve built our HR Charter  We’ve identified our HR process design priorities, and have mapped our “as-is” priority processes  We conducted a workload study with Human Resources staff and key HR processes supporters working within the University  We’re in the final stages of drafting our UAHR guiding principles – with input from UA leadership, HR staff and the senior advisory group  We continue to meet with our senior advisory group, made up of key HR customers UAHR Design Update Reminder: We are working to…  Integrate the statewide and Fairbanks campus HR function  Define a charter for UAHR that drives our mission to help UA execute its mission through its people  Improve and streamline our HR processes and delivery of our services  Provide development opportunities for our HR leaders and staff  Identify how we will measure our effectiveness going forward

6. 5 A four-phased approach to redesign 1. DiscoveryUnderstanding the “as-is” state of HR service delivery to customers in Fairbanks 2. RedesignRethinking our HR organization structure and improving our business processes to meet and exceed customer requirements and expectations 3. ImplementationPutting in place a new HR organization structure and processes; communicating with and training HR staff and customers 4. MeasurementGauging redesign effectiveness against key performance metrics; adjusting course as necessary Our “discovery” work is close to complete – we anticipate all milestones reached by June 2007.

7. 6 What we completed through the “Discovery” phase To understand the “as is” condition of Fairbanks-based Human Resources functions and its processes we are:  Interviewing every Fairbanks-based HR employee – one on one  Interviewing key leadership, customers and PPAs  Prioritizing HR business processes for redesign  Establishing process design teams  Completing process mapping for priority processes  Completing an HR workload study to measure process labor

8. 7 Why focus on process design? Focusing on process will:  Ensure HR understands and can support customer needs and expectations  Identify where HR has inadequate resources or can align resources more effectively  Build consistent delivery of HR practices and services to the University  Identify opportunities for improved HR and customer training and communication

9. 8 Our highest priority processes for redesign HR staff and the HR redesign senior advisory group identified these processes as having the most critical need for improvement:  Recruitment – faculty (including adjuncts and post-docs), staff, students, foreign nationals and executives  “On-boarding” (i.e., bringing faculty and staff into the University after they accept a job offer)  Job classification and reclassification  Exceptional compensation  Performance appraisals and performance management  Termination and non-retention  Benefits orientation

10. 9 Process design mapping sessions We facilitated intensive one-day sessions through which we inventoried and mapped the current state of each priority process:  We discussed the culture and customer perspective  We established the flow of information and coordination of process inputs  We identified exceptions and differences across the process  We identified all parties responsible for a given process  We listed all the steps for a given process  We mapped all process steps based on work performed by responsible parties Our process mapping sessions uncovered significant differences and inconsistencies in processes across Fairbanks-based HR functions. Simplicity and standardization will be key to a successful redesign.

11. 10 HR Redesign Workload Study The HR Redesign Workload Study is our final “discovery” deliverable. The study will help us to:  Identify the main Human Resources functions currently performed by staff  Identify the possible overlaps and gaps in the work each function performs  Ensure we have the resources needed to deliver HR service in the improved, future state Fairbanks-based HR staff, PPAs, and other line staff supporting HR business processes will be invited to complete the workload study. Staff input is confidential and will be reported in aggregate only. Segal/Sibson will conduct the study in May.

12. 11 What’s next?  We are transitioning into the Redesign Phase  We need to redesign inefficient processes  We need to redesign an effective organization  We need to identify and develop training needs  We need to implement other improvements to HR along the way

13. 12 For more information Visit the HR Redesign web site for updates and reference and background material. www.alaska.edu/hr/redesign/ The site includes:  Announcements and links to HR redesign news  Information regarding redesign committee members and process teams  Redesign documents, reports and recommendations  Answers to frequently asked questions We encourage you to submit your HR redesign questions and feedback through the our web site. Watch for updated FAQs every two weeks.