1. Ms. Ann Sherman, Director of Human Resources

2. Ann Sherman Director of Human Resources Phyllis Hurley Assistant Director Payroll and IS June Nelson Payroll (UltraTime) Leslie Herman Payroll (staff) Pat Wooldridge Payroll and Reception Art Pickering Assistant Director Compensation and Training Kristen Portale Assistant Director Benefits Margaret Schwalm Benefits Assistant Graduate Assistant Debra LaMere Sr. HR Generalist Julane Cappo Employment Manager Student Intern

3.  Manual staffing process  Professional development/training needs at all staff levels  Modification of classification and compensation systems to better address current issues for AP and TOP employee groups  Less-than-effective communications with key constituencies  HR as a pain, not a partner

4. 1)Implement PeopleAdmin to streamline and standardize the staffing process 2)Establish a training/development strategy, needs analysis, offerings 3)Complete the Sibson classification project and review compensation approach 4)Meet with key groups and open avenues for on-going communication and feedback 5)Build the HR team and shift perspective

5.  Use the PeopleAdmin technology implementation to improve the Staffing process  PeopleAdmin enables a hiring manager to: ◦ Create a Posting from a Template Create a posting and submit it for approval. Create a Posting from a Template ◦ Create a Hiring Proposal Create a hiring proposal and submit it to the next approver Create a Hiring Proposal ◦ Creating & Managing Performance Evaluations Initiate a performance evaluation, search for evaluations, and review historical evaluations. Creating & Managing Performance Evaluations ◦ Initiating & Managing Position Description Actions/Requests Initiate an action to modify a position description. Find actions pending approval and search the position description library. Initiating & Managing Position Description Actions/Requests ◦ Screening Applicants Electronically review applicants and their materials. Enable a change in applicant status to reflect their status in the hiring process. Screening Applicants

6.  Employees are in charge of their own careers.  NMU is committed to providing opportunities for employees to achieve their full potential.  Opportunities should be chosen which coincide with employees’ interests, abilities, experience, and willingness, as well as the needs of NMU.  Development is most effective when it is just-in-time and able to be immediately applied. To every degree possible, development will use action learning which is immediately applicable to the job.  Rewards are the result of proven successes and/or reasonable risks. Needs Analysis Response Diagnosis Delivery Assessment Evaluation 1. Defining expected outcome(s) and audience 2. Identifying appropriate response, given #1 3. Preparing trainers, delivering response 4. Gathering data on outcomes expected from #1 5. Evaluating outcomes and deciding improvements

7.  Address classification systems for A/P and TOP employees  Continue to review internal and external pay to ensure equitable compensation  Better communication of pay determination methodology, particularly for new hires  Clarify and streamline the administration of re- classification

8.  Meetings with key constituents:  Union representatives  College faculty and department heads  HR Open House November 1 st  Visibility and presence at campus events  Staffing process focus groups  Open-door policy and reach-out  Teaching and colloquium opportunities  Professional networking with CUPA and community

9. Tactical Strategic Collective Individual

10. Tactical Strategic Collective Individual

11. 1)Implement PeopleAdmin to streamline and standardize the staffing process 2)Establish a training/development strategy, needs analysis, offerings 3)Complete the Sibson classification project and review compensation approach 4)Meet with key groups and open avenues for on-going communication and feedback 5)Build the HR team and shift perspective