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Contemporary Practices in Higher Education
Human Resources
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College Business Management Institute Sam Connally
VP for Human Resources, University of Louisville
Contemporary Practices in Higher Education
Human Resources
Learning ObjectivesUnderstand 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.
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Learning ObjectivesUnderstand 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.
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HR’s Role in University AdminEvery 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
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.
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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.
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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.
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Managing Change
Comfort Zone
Higher Education has Changed a lot
In the past 20 years.
Have you?
Has your HR department?
Constituent Roles in Customer Service
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• 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
BeneficiariesStakeholders
Goal of Service Excellence
Goal of Service Excellence:
Meet or exceed your customer’s expectations!
Not the expectations of beneficiaries, stakeholders, or service-providers.
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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.
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Policy Development / Application
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Writing a policy is like connecting the dots, but without the numbers.
Policy Development / Application
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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?”
Policy Development / Application
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Work evolves. Policies must evolve as well. It doesn’t look much like a duck after all.
Case Study – Advanced Leave
Paradigm Shift in HR Admin
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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
Recruitment Strategies
Learning ObjectivesRecognize 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.
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Constituent Roles in RecruitmentWho 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
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Constituent Roles in Recruitment
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Design Process around CustomerResearch 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.
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Historical Recruitment ModelPI 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).
AwardBudgetJDClassifyAdRecruit
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Recruit First Recruitment ModelPI Obtains Research Contract/Grant PI Writes Ad, HR Recruits (10-15 Days).
PI Writes Job DescriptionHR classifies position HR Requests budget authorization
PI Selects & Hires Candidate.
AwardRecruit ….. Classify & Authorize
Select & Hire
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Advertising StrategiesMarket 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 …
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Position-Specific Ads
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1x2 Column In”Occasional Ads$1,000 per adDepartment’s election 8% of total vacancies $55,000 per year.
Institutional Ads w/ Pos. Titles
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2x6 Column In”52 Weeks / Year $1,500 per ad$125 per job 100% of total vacancies $80,000 per year
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.28
Salary at HireUofL 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.
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HR Case Study – Salary at Hire
Retention Strategies
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.
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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.
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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.
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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.
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Sam Connally Tracy Eells Mordean Taylor-ArcherVice President Vice Provost Vice Provost for Human Resources Faculty Personnel Diversity & Int’l Affairs
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
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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.
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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).
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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.
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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 2011-1240
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).
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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.
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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).
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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.
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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.
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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.
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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.
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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.
Recognition Strategies
Learning Objectives
Distinguish between recognition strategies. Length of Service Individual Performance Team Performance Institutional Performance
Share examples of recognition programs.
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Service Awards ProgramService 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.
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Celebrating Individual Performance
UofL Today Faculty & Staff Accomplishments New Faculty Profiles
Staff Award of Excellence Faculty Teaching Excellence AwardFaculty Research Excellence Award
Intel USB Port Inventor
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Celebrating Team Performance Oregon State University
Total Quality Improvement Teams
HR Forums Faculty Orientation Service Awards Program Open Enrollment
HR Constituency Reports
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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 54
Reward Strategies
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
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Constituency Roles in Compensation
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Market Analysis
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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.
Internal Equity
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• Compare salaries of positions with similar responsibilities
• Informs, but does not bind, decision making
• During analysis of a pay change or through periodic study.
Authority Guidelines
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HR should advise; but not direct.
Department exercise primary discretion.
VPs & Deans approve “exceptional” salary decisions.
EVPs approve Range “EX”.
Busting Myths in Compensation Practices
Myth or Fact?
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We should hire people in at the minimum of the salary range.
A = MythB = Fact
Answer: MYTH
Myth or Fact?
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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 = MythB = Fact
Answer: MYTH
Myth or Fact?
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Salary decisions should be supported by facts and data.
A = MythB = Fact
Answer: FACT
Myth or Fact?
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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 = MythB = Fact
Answer: MYTH
Myth or Fact?
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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 = MythB = Fact
Answer: MYTH
Myth or Fact?
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The job description should only include information about the position, not the
person in the position.
A = MythB = Fact
Answer: FACT
Myth or Fact?
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We should pay a person based on market rate of their position.
A = MythB = Fact
Answer: FACT
Myth or Fact?
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Positions with the same title should be paid the same.
A = MythB = Fact
Answer: MYTH
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
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Best Practices in SACUBO As a University Administrator, your goal is to
Recruit RetainRecognize Reward
….. Top Quality Faculty & Staff
How do you propose to do it?
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