1. Agenda –March 8, 2018
EOD Process Change - Jennifer Modestou
Talent Acquisition Update
- Overview of project to date/decisions made- Angie Bell
- Communication Plan- Lin Larson
- Change Management milestones – Angie Bell
- Pre-Planning Demonstration (Feb 21 & Feb 22) – Reactions/Feedback- Angie Bell
Proposed changes to furlough process - Kevin Ward
Committee Survey Results - Neda Barrett

2. Change Management Milestones/Key Deliverables
Change Readiness/Recruiter Assessment
Final Assessment Due 3/16 (Blair & Teresa)
Job Impact Assessment/Recruiter ID
Final Recruiter Identification Due 3/26 (Angie & Keith)
Issue resolution plan Due 4/6 (Angie & Keith; Steering Committee)
Specific Org Workforce Planning/Coaching assistance for Senior Starts 4/30 (Blair & Teresa)
Job change implementation
Recruiter/Non-Recruiter Impacts Identified Due 4/30 (Keith & Blair)
Coaching/Issue resolution Completed by 6/18 (Blair & Teresa)
Training Prep begins Due 6/18 (TA Team; Keith)
Training
Sessions held (July through Sept.)

3. Upcoming change in administration of P&S Furlough Program
•Benefit of career status include notice and priority consideration for finding another University position
•Current process is not compatible with process in the new Talent Acquisition system
•Therefore, need to modify the way priority consideration of furlough employees is part of the search process
What will be the same?
•Furlough candidates will self identify to exercise priority as part of the application process
•Furlough candidates that meet the qualifications of the position will be guaranteed an interview, working directly with the local recruiter
•Furlough candidates continue to have ability to use resume data base, furlough networking and support from Comp/Class
•Maintains university commitment to furlough staff

4. Changes and advantages
•Hiring process will not be stopped to interview a candidate with furlough priority
•Comp class will work with local recruiters to audit the process
•Reduces negative reactions to stopping the search due to application of furlough candidate
•Becomes part of a larger focus on internal talent pipelines, of which furlough candidates are one part
Next Steps
•Complete configuration of Taleo system
•Intensive training of local recruiters on their role in the Taleo system
•Continue consultation with campus leadership
•Prepare changes in the Operations Manual policy to reflect modified process

5. Proposed Change in EOD’s Monitoring and Review of P&S
CONFIDENTIAL Mar. 1, 2018
Proposed Change in EOD’s Monitoring and Review of P&S
Search and Selection Summary Forms (Prior to Implementation of the Taleo System)
Proposal:
Prior to implementation of the Taleo system, EOD proposes to cease conducting the post-org review of Search & Selection Summary (S&SS) forms for P&S searches. This change would likely occur in early to mid-April 2018.
REQ: No change proposed for review of Requisitions
Responsibility for the review and approval of P&S Reqs transferred to HR- Comp & Class in January 2016 and to HR-Employment Services in October 2017.
EOD provided training to HR staff prior to these changes, continues to have review access to Reqs in Workflow, and provides feedback as needed to HR staff if concerns are noted.
PIR: No change proposed for review of Pre-Interview Reports (PIR)
EOD reviews and approves PIRs, provides feedback to search chair/admin, HR Unit Rep, and/or Sr. HR leader as needed. PIR step enables EOD to provide timely feedback, before a hiring manager/search chair becomes fully committed to selecting a particular candidate. The majority of EOD staff time is spent on resolving issues at the PIR stage, not the S&SS stage.
S&SS: Proposed change for review of Search & Selection Summary (S&SS) forms
Within the next 4-6 weeks, and prior to implementation of the Taleo system, EOD proposes to cease conducting the post-org review of S&SS forms for P&S searches. The review of Faculty S&SS forms by EOD will continue unchanged.
In addition to its online P&S/Faculty Recruitment Manual, EOD will provide a one-page reference guide to explain EOD’s review criteria for S&SS forms for search chairs/admins, HR Unit reps, and Sr. HR leaders prior to making changes to the post-org review process. EOD will also offer training on EOD’s review function as a refresher for HR representatives & Sr. HR leaders.
EOD will continue to have view access to P&S S&SS forms in Workflow in order to perform an audit of these forms. EOD will provide feedback to search chairs/admins, HR Unit Reps, and/or Sr. HR leaders on particular forms as needed but will not be required to review and approve every P&S S&SS form.
APPT: No change proposed for review of appointment forms (APPT)

6. Possible Advantages/Reasons to Proceed with Proposed Change:
Rationale for Interim Change:
EOD to begin transitioning from a reviewer function to an auditor function. This change will function as a preliminary step to help hiring managers and HR reps/Sr. HR leaders transition to the new talent acquisition model, for which EOD will not have a post-org reviewer role for transactions in the workflow path.
Greater value added for EOD staff review at the PIR stage rather than the S&SS stage
EOD staff time spend the majority of their time on the PIR review, not on the S&SS form review. Gradually shifting more of the responsibility for careful review of search documents to the
departments/orgs is consistent with the new talent acquisition model that is proposed by Baker Tilley and the UI Taleo design team.
Upcoming staffing change in EOD
Due to upcoming changes in the staffing level in the EEO compliance functional area of EOD, we believes there’s a need to reduce the volume of search forms that receive a high level of scrutiny by EOD.
Reducing the volume of search forms that EOD must review and approve will make our temporary plan more feasible to have a staff member from HR- Employment Services assist EOD on a part-time basis with the review of search forms.
Possible Advantages/Reasons to Proceed with Proposed Change:
Reduced time to fill P&S vacancies by eliminating a step in the review process
Colleges and organizational units take on greater responsibility/ownership for their hiring decisions and the associated documentation
Planning for new Taleo system is well underway with a high degree of confidence in the process
to ensure timely review by the compliance team for design decisions
No OFCCP audits underway at UI at this time
Possible Concerns:
Reduced ability to correct errors before S&SS forms are approved
Lesser qualified candidates are selected and offered a position without sufficient justification by the hiring manager/search chair
Biased or other problematic language included in the official justification
Documentation of reasons for non-selection of interviewed and/or veterans’ preference candidates not sufficiently documented
Salaries are offered that exceed the salary range as advertised in the REQ or the pay level maximum
Offers extended without obtaining two different people (one each at the departmental and org level) authorizing the offer
Increased legal risk in the event of a complaint (internal and external), lawsuit, and/or OFCCP audit

7. Talent@IOWA Survey Results

8. Survey Results from 13 T@Iowa Committees
Phase I:
Immigration
FMLA
IT Transition
HR as Independent Org
Payroll
Phase II:
Data Driven Decisions
Benchmarking
Talent Acquisition
Phase III:
Policy
Benchmarking
Compensation & Classification
Diversity, Equity, and Inclusion
Training and Onboarding

9. Survey Questions
The committee’s charge assisted in focusing the work of the committee.
I was able to obtain adequate information to contribute to discussions and make recommendations.
The committee provided an open environment in which I was able to share my views.
UHR’s leadership support advanced the work of the committee.
Time spent on the committee involvement was a good use of my time.
57 responses out of 121 members (47%)

11. "It strengthened the decentralized model with centralized oversight."
Survey Comments
"It strengthened the decentralized model with centralized oversight."
"Feeling like I could make a positive impact."
"Focus on the charge. Be thoughtful but move swiftly."
"Working with a diverse group; brainstorming ideas." "Collaborating on a cross-campus team.”
"Being able to participate in the initiative was beneficial to understanding what is changing and why.”