TTUHSC HR 2009

 Need common ground  Opportunity to assess organization  Make us all better at what we do  Reaffirm: Why we do what we do  Improve: Perception, relationships, HR value  Still not systems focused----process focused

 Pro-active versus reactive  Alignment with the work in the institution and individual campuses  Internal staff and those we serve looking for consistency in direction: Different levels of expectations  Need additional resources

What we learned from those we serve What we heard from hr staff Where the institution is headed What we learned from each other How we align ourselves Portrait of Excellence

 20% return on customer survey administered in November  80% return rate for internal HR survey  Results presented for the department as a whole and for individual campuses (lots of comments)

 Interviews were held with TTUHSC President, VPs, Deans, several Directors, Managers and Supervisors  Discussions were held with HR staff at each campus  Best practices were researched  Exit interviews held with HR staff in Lubbock who have taken other jobs outside the department

 Enhanced customer service  More education on benefits  Recruitment and retention strategies needed  Employee relations issues need to be more effectively addressed  Need more education on policies  Develop leaders/managers  Push for accountability

 Influence other departments to do what’s necessary  Website / Access needs to be updated and more useful  Confidentiality is questioned  More training and development needed  Job Performance  Leadership  Soft skills  HR  Accuracy & timeliness of information is needed from HR

Key areas of focus   Increase Access to Healthcare   Effectiveness/Efficiency   Increase in External Research Funding Impact on HR   Attract & Retain Quality Staff   New Recruiting Sources “New ponds by which to fish”   Refine Recruitment Process   Retention initiatives needed   Refine HR Functional areas

Key areas of focus   Growth in Programs Impact on HR Impact on HR   Increase in employee skill sets   Need to assess current level of skill in workforce   Pay equity assessment   Communication (effective)   Wage/Compensation education   Increased training and development

Key areas of focus   Fairness   Team Effectiveness   Equitable Pay   Change Orientation Impact on HR   Focus on Diversity Issues/Awareness   Regular salary assessments   Employer of Choice   Employee relations support

 People  Communication  Employee Development  Operational Effectiveness and Efficiency  Process Improvement

 ACHIEVE excellence in all human resources functional areas and administrative responsibilities.  SUPPORT Service Plus in both philosophy and everyday activity.  PROVIDE quality human resources to support the teaching, research and public service functions of the organization.  PROVIDE quality leadership from the Human Resources Office management team including the Human Resources Managers at the Amarillo, El Paso and Odessa campuses.

 HR Lubbock office structure will change to better support HR regional offices, faculty and staff and the Lubbock campus  More emphasis put on employee relations management, training and organizational development  Streamline processes  Improved efficiency  Leverage HR resources across campuses

 New structure of Lubbock office HR functions  Decrease in duplication of processes  Office of Immigration Employment Services will be established (possibly three new positions)  There will be increased focus on recruitment, wage and compensation administration  Combined function of employee relations, training and development

What We Value  Relationships we have with those we support  Value our people and the people we serve  Competence  The work we do  Contributions to the institution  Honesty, integrity  Fun team philosophy

What Must Be in Place! Credibility Skilled and knowledgeable personnel Resources/Funds Positive perception of the department Us/Them mentality demolished Ability to influence others Accountability