1. Contemporary Practices in Higher Education Human Resources 1 College Business Management Institute Sam Connally VP for Human Resources, University of Louisville Contemporary Practices in Higher Education Human Resources

2. Learning Objectives  Understand the role of Human Resources in university administration.  Recognize “comfort zones” in managing change and the importance of continuous process improvement.  Understand constituent roles in process improvement.  Distinguish between inductive and deductive reasoning in development & application of HR policy. 2

3. Learning Objectives  Understand difference between rule-based and judgment-based decision making.  Understand Campus Managers’ Role in effective HR administration.  Explore contemporary practices in HR administration.  Learn to become a more informed consumer of HR services in your institution. 3

4. HR’s Role in University Admin  Every university has a vision and a mission.  Every vision or mission requires people to bring it to life.  HR’s role is to help campus administrators:  Recruit  Retain  Recognize  Reward..... Top Quality Faculty & Staff 4

5. HR Priorities & Strategies  HR is a service unit whose purpose is to help the institution achieve its mission.  We must recognize that faculty and staff are the University’s #1 asset and should be Human Resources’ #1 priority.  We must align our services with the academic, research, and service mission of the University. 5

6. HR Priorities & Strategies  HR should move from a “rule-based” approach to a “judgment-based” approach to HR. and evaluate our services through the eyes of our customers.  HR staff should advise, but we should not direct. We should serve, but not regulate. We should “look for ways to say yes,” with multiple levels of review (cascading up to the chief HR officer) before we say no. 6

7. HR Priorities & Strategies  HR staff should share our knowledge and judgment, but without supplanting managers' judgment for our own.  We must maintain appropriate internal audit and accountability mechanisms and satisfy external stakeholder requirements, but do so in the least intrusive manner possible. 7

8. 8 Managing Change Comfort Zone Higher Education has Changed a lot In the past 20 years. Have you? Has your HR department?

9. Constituent Roles in Customer Service 9 Individuals who benefit from a service, but who do not consume it directly. Individuals or entities who have a vested interest in how the service is performed. Individuals who consume a service directly. Individuals who actually perform the service. Service Providers Customers Beneficiaries Stakeholders

10. Goal of Service Excellence Goal of Service Excellence:  Meet or exceed your customer’s expectations!  Not the expectations of beneficiaries, stakeholders, or service-providers. 10

11. Policy Development / Application Policy development entails inductive reasoning. Moving from the particular to the general. Policy application entails deductive reasoning. Moving from the general to the particular. 11

12. Policy Development / Application 12 Writing a policy is like connecting the dots, but without the numbers.

13. Policy Development / Application 13 So, if it looks like a duck & walks like a duck, it must be “Advanced Leave.” Applying a policy is like asking the question, “How does this dot fit in?”

14. Policy Development / Application 14 Work evolves. Policies must evolve as well. It doesn’t look much like a duck after all.

15. Case Study – Advanced Leave

16. Paradigm Shift in HR Admin 16 Judgment- Based Approach Rules-Based Approach

17. Manager’s Role in HR Admin  Decide what outcome you want to accomplish.  Apply policies to facts on the ground.  Apply common sense and use your best judgment.  Seek advice and counsel, when appropriate.  “If it doesn’t make sense, it’s probably wrong.” … or at least it could be improved. 17

18. Recruitment Strategies

19. Learning Objectives  Recognize constituent roles in recruitment.  Recognize opportunities to align recruitment process with mission.  Avoid pitfalls in advertising positions.  Treat your candidates with appreciation.  Understand the role of market & equity in setting new hire salaries.  Recognize common myths about the compensation process. 19

20. Constituent Roles in Recruitment  Who are the customers?  Applicants?  Hiring Officials?  Why does a recruitment function exist within an college or university?  Employment Security Commission vs. College or University Employment Office 20

21. Constituent Roles in Recruitment 21 Selected Candidate Non-selected Candidates Trustees Regulatory Agencies Departments Hiring Officials Employment Coordinators Unit Business Managers Service Provider Customers BeneficiariesStakeholders

22. Design Process around Customer  Research is UNLV’s #1 Goal.  New AVP-HR to VP-Research: How can Human Resources help support the University’s research goal?  How the hell should I know, Sam? You’re the HR guy. You tell me. 22

23. Historical Recruitment Model  PI Obtains Research Contract/Grant  PI Requests Budget Authorization (5-10 Days).  PI Writes Job Description (5-10 Days).  HR classifies position (10-30 Days).  PI Writes Ad, HR Recruits (10-15 Days).  PI Selects Candidate. (10-15 Days). Award  Budget  JD  Classify  Ad  Recruit 23

24. Recruit First Recruitment Model  PI Obtains Research Contract/Grant  PI Writes Ad, HR Recruits (10-15 Days).  PI Writes Job Description  HR classifies position  HR Requests budget authorization  PI Selects & Hires Candidate. Award  Recruit …..  Classify & Authorize  Select & Hire 24

25. Advertising Strategies  Market your institution, not just your job.  Describe principle duties.  State minimum requirements.  Clearly distinguish preferred qualifications.  Focus on KSA’s, not just E&E’s. It’s ok to have a bit of fun:  UofL seeks a Director of HR Admin …  Higher Ed has changed a lot in 20 years … 25

26. Position-Specific Ads 26  1x2 Column In”  Occasional Ads  $1,000 per ad  Department’s election  8% of total vacancies  $55,000 per year.

27. Institutional Ads w/ Pos. Titles 27  2x6 Column In”  52 Weeks / Year  $1,500 per ad  $125 per job  100% of total vacancies  $80,000 per year

28. Treat your candidates with care.  Treat your candidates with care. They are your supply chain. Market your institution, not just your job.  Describe principle duties.  State minimum requirements.  Clearly distinguish preferred qualifications.  It’s ok to have a bit of fun:  UofL seeks a Director of HR Admin …  Higher Ed has changed a lot in last 20 years …  Hire People Who Fit, then Pay them Well. Hire People Who Fit 28

29. Salary at Hire  UofL Policy 1798 – 2010  Hire at minimum.  Exceptions require HR approval.  New Hires up to Mid-Point; Promo’s up to 8.0%.  UofL Policy 2010 – Present  Based on facts & data.  Linked to market value.  Consider internal equity; but not bound.  Reasonably documented. 29

30. HR Case Study – Salary at Hire

31. Retention Strategies

32. Vision of a Great Place to Work  The University’s vision reflects a mandate that the University of Louisville become a “preeminent metropolitan research university” by the year 2020.  Faculty and staff give life to our vision and are the means by which we fulfill our teaching, research, and public service mission. 32

33. Vision of a Great Place to Work  Faculty contribute to student success in the classroom, generate knowledge through research and creative endeavor, and translate knowledge into practical solutions that improve the lives of the citizens of our city and state.  Staff employees help make this work possible, both in providing direct support to our academic and research activities, as well as through the myriad ways their work supports University operations. 33

34. Vision of a Great Place to Work  Making faculty and staff concerns a priority is what our Great Places to Work Initiative is all about.  The University is committed to a continuing and systematic evaluation of work life issues – in collaboration with the Faculty Senate, Staff Senate, CODRE, and COSW – to improve the quality of work life at UofL. 34

35. Assignment of Responsibility  To ensure continuity in our GPTW Initiative, the Provost has assigned responsibility for co- chairing the GPTW Initiative to the institutional officers with operational responsibility for policies and practices that most directly impact the work life of faculty and staff. 35 Sam ConnallyTracy EellsMordean Taylor-Archer Vice PresidentVice Provost Vice Provost for Human ResourcesFaculty Personnel Diversity & Int’l Affairs

36. GPTW Steering Committee  Chairs & Co-Chairs of GPTW Committees  Chair or Vice-Chair of Faculty Senate  Chair or Vice Chair of Staff Senate  Chair or Vice Chair of Commission on Diversity & Racial Equality  Chair or Vice Chair of Commission on the Status of Women 36

37. Chronicle of Higher Education Great Colleges Survey  Chronicle of Higher Education Great Colleges to Work For Survey is Scorecard Metric for GPTW  2020 Goal: Improve Overall Employee Satisfaction from 62 to 75.  2012 Goal: Improve from 62 to 65 in 2012  Improve participation rate from 40 to 50%  Included Classified Staff in addition to Faculty & Professional Staff. 37

38. Campus Climate Initiatives  Promoted Chronicle Great Colleges Survey as key metric for UofL GPTW Initiative.  Promoted UofL Campus Climate Survey to supplement GPTW Survey.  Hosted Community Ice Cream Socials on Belknap & HSC (with over 2000 participants). 38

39. Campus Climate Initiatives  Summer Outdoor Film Series and Fall Family Picnic at Shelby Campus (2500 participants).  Office of Ombuds established & funded.  Received commitment for President / Provost to host campus-wide Open Forums each semester to enhance internal communications.  Received commitment for HR to review / re- energize employee suggestion and employee recognition programs. 39

40. Health & Wellness Initiatives  Expansion of Health Plan Subsidy for Get Health Now Participants increased from $240 to $480/yr.  Premium for on-campus health initiatives waived.  Level health plan premiums for four years!  Health Management Program Highlights  Disease Management Program Highlights  Elder Care Workshop Series 2011-12 40

41. Health & Wellness Initiatives  Expanded health plan subsidy for part-time employees from $108/mo to 50% of FT subsidy.  Early adoption of Age 26 for children to remain on employee’s health plan.  Early adoption of women’s reproductive health care as preventive care (no co-pays, deductibles, or co-insurance).  Adoption of 2 ½ month extension on Flexible Spending Accounts (thru March 15). 41

42. Family Friendly Policy Initiatives  Expansion of Shared Leave Program for Staff Employees (320 -> 480 hours).  Expansion of Parental Leave Program for Faculty & Staff from three to six weeks funded through Health & Wellness Program.  Suspension of tenure clock for birth or adoption.  Increased maximum point-in-time leave accrual from 44 days to 66 days for staff employees to promote leave use & avoid loss of leave. 42

43. Family Friendly Policy Initiatives  Added domestic partners and their children to Family Medical Leave eligibility.  Modified FML policy to permit two employees to each take 12 weeks FML on birth or adoption (instead of sharing 12 weeks).  Recognized child birth as qualifying event for six weeks Short Term Disability (for all employees).  Added three months health insurance to Short Term Disability program (6 months total). 43

44. Professional Development Initiatives  Supported HR commitment to create Staff Development Program (with two FTE).  Introduction to Supervision  Customer Service Excellence  Performance Management Training  Disciplinary, Grievance, & Appeal Training  Supported initiative by Office of Faculty Personnel to provide leadership training to academic department chairs & other academic leaders. 44

45. Professional Development Initiatives  Faculty Grievance Policy revised.  Staff Disciplinary, Grievance, & Appeal policies revised.  Staff Performance Evaluation form revised & campus-wide training underway.  Unit Business Manager training developed & implemented campus-wide. 45

46. Total Rewards Initiatives  Supported President’s scorecard goal for all UofL faculty & staff salaries to average 100% of market value by 2020.  Faculty increased from 90% to 91.0% since 2009  Staff increased from 90% to 93.7% since 2009  Restoration of merit funding in 2011-12  3.0% for Board appointed administrators; faculty with regular appointments; and contract faculty.  3.0% for Staff earning $40,000 or more.  $1200 (4.0%) for Staff earning less than $40,000. 46

47. Total Rewards Initiatives  Received Provost’s commitment to faculty salary equity study in 2011-12.  Received Provost’s commitment to staff salary equity study in 2012-13  Received approval and $10,000 funding to develop “Total Rewards” website for employees. 47

48. 48 A Time for Celebration and Setting New Expectations  GPTW Status Report presented to Faculty Senate, Staff Senate, CODRE, COSW, HRAC, Unit Business Managers, VPs, and Academic Deans Council.  GPTW Newsletter Launched Spring 2012  Campus-wide solicitation for suggestions to GPTW Committees to help set our strategies for the next two years.

49. Recognition Strategies

50. Learning Objectives  Distinguish between recognition strategies.  Length of Service  Individual Performance  Team Performance  Institutional Performance  Share examples of recognition programs. 50

51. Service Awards Program  Service Awards Program  Multiples of 5 years beginning at 10  Luncheon program with Deans & VPs  Service Award Gift (Value based on years)  Recipients may bring guest.  Remainder of day off. 51

52. Celebrating Individual Performance  UofL Today  Faculty & Staff Accomplishments  New Faculty Profiles  Staff Award of Excellence  Faculty Teaching Excellence Award  Faculty Research Excellence Award  Intel USB Port Inventor Intel USB Port Inventor 52

53. Celebrating Team Performance  Oregon State University  Total Quality Improvement Teams  HR Forums  Faculty Orientation  Service Awards Program  Open Enrollment  HR Constituency Reports 53

54. Celebrating Institutional Performance  Make the connection between individual and team performance and achieving institutional outcomes.  I’m Card Proud to Work at UofL … …Cause I Help Make it Happen!  Excell UofL Video in Orientation Excell UofL Video in Orientation 54

55. Reward Strategies

56. Learning Objectives  Understand strategies to promote market competitive salaries.  Understand strategies to promote salary equity.  Dispel popular myths regarding individual compensation.  Share UofL “Total Rewards” Estimator 56

57. Constituency Roles in Compensation 57 University Community Employees Trustees Regulatory Agencies Taxpayers Departments Hiring Officials HR Staff Unit Business Managers Service Provider Customers BeneficiariesStakeholders

58. Market Analysis 58  We should pay for job- related knowledge, skills and abilities; not education & experience.  Salaries will be connected to market rates.  Salaries should achieve market competitiveness over time. HR will provide data to help you make sound decisions.

59. Internal Equity 59 Compare salaries of positions with similar responsibilities Informs, but does not bind, decision making During analysis of a pay change or through periodic study.

60. Authority Guidelines 60  HR should advise; but not direct.  Department exercise primary discretion.  VPs & Deans approve “exceptional” salary decisions.  EVPs approve Range “EX”.

61. Busting Myths in Compensation Practices

62. Myth or Fact? 62 We should hire people in at the minimum of the salary range. A = Myth B = Fact Answer: MYTH

63. Myth or Fact? 63 If employees see someone working in a position that they think is similar to theirs, their pay should be exactly the same as the other person’s pay. A = Myth B = Fact Answer: MYTH

64. Myth or Fact? 64 Salary decisions should be supported by facts and data. A = Myth B = Fact Answer: FACT

65. Myth or Fact? 65 If a position requires 3 years of experience and we hire a person with 8 years, their salary should be higher than midpoint of the grade. A = Myth B = Fact Answer: MYTH

66. Myth or Fact? 66 If a person’s workload increases and they are doing more of the same work, the department should ask for an in-range adjustment. A = Myth B = Fact Answer: MYTH

67. Myth or Fact? 67 The job description should only include information about the position, not the person in the position. A = Myth B = Fact Answer: FACT

68. Myth or Fact? 68 We should pay a person based on market rate of their position. A = Myth B = Fact Answer: FACT

69. Myth or Fact? 69 Positions with the same title should be paid the same. A = Myth B = Fact Answer: MYTH

70. Learning Objectives  Understand strategies to promote market competitive salaries.  Understand strategies to promote salary equity.  Dispel popular myths regarding individual compensation.  UofL Total Rewards Estimator UofL Total Rewards Estimator 70

71. Best Practices in SACUBO As a University Administrator, your goal is to  Recruit  Retain  Recognize  Reward ….. Top Quality Faculty & Staff  How do you propose to do it? 71

72. 72 Sam Connally sam.connally@louisville.edu 502-852-3698 www.louisville.edu/hr/itemsofinterest