CUPA-HR STRONG – TOGETHER!

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WHAT DOES IT MEAN TO BE A HIGHER ED HR / CUPA-HR LEADER?How do you define HR leadership in

Higher education? CUPA-HR?

Why are you in this leadership role?

ANTICIPATE

How does leadership impact our strategic success?

Anchor: Leadership

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MISSION, STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

Our Mission: CUPA-HR is higher ed HR. We serve higher education by providing the knowledge, resources, advocacy and connections to achieve organizational and workforce excellence.

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STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

Create learning and development opportunities that help ensure present and future professional excellence and success.

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Proactively influence legislative and regulatory issues that impact higher education, human resources and the higher education workforce.

STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

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Identify emerging human resources and higher education trends and address their impact on the higher education workplace.

STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

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Embody a culture of excellence through diversity, inclusion and equitable practices in order to achieve excellence in higher education.

STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

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Engage CUPA-HR leaders and higher education human resources professionals in work related to CUPA-HR strategic priorities.

STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

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Deliver salary research, analysis and reporting resources that are the benchmark for higher education.

STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

REFLECT

Acknowledge success – congratulations!

How does our leadership play a key role?

How can we best document and track our continued success?

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ANTICIPATE

How does an emphasis on priorities lead to overall success?

How does an emphasis on multi-year planning make us stronger as leaders and as an association?

How does lifelong learning play a role in strategic priorities, leadership and achievements? 4

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CUPA-HR LEARNING FRAMEWORK

Why a CUPA-HR Learning Framework? Illustrates the dynamic and changing

process of HE HR Builds a foundation for common HE HR

language and practices

The CUPA-HR Learning Framework supports how we promote and encourage the highest standards of higher ed human resources leadership and development.

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CUPA-HR LEARNING FRAMEWORK

It should also: Provide a basis for consistent Higher Ed HR

discourse and expectations Build HR expertise and professional

competency Be compatible with current approaches to HR

methodologies Be tailored to the development of essential

Higher Ed HR skills

Association Member Development:Preparing Higher Ed HR Professionals to be Successful TODAY and TOMORROW.

Key Higher Education HR Professional Expertise & Knowledge:1. Understanding Higher

Education2. HR Operations (domestic &

international)3. Benefits4. Compensation5. Budget & Finance6. Recruitment7. Employee/Labor Relations8. Employee Development9. HR Data & Systems10. Risk Management,

Compliance & Public Policy11. Organizational

Development & Planning

CUPA-HR Learning Framework

Building & Developing Self & Others1. Self Awareness 2. Critical Thinking3. Relationship Management

• Conflict engagement• Facilitation skills• Consulting skills• Challenging established

practices• Constructive inquiry• Collaboration

4. Change Management5. Ethics6. Communication7. Cultural Competency8. Diversity, Equity & Inclusion9. Establishing Credibility and

Accountability10. Team Building11. Coaching12. Leadership13. Mentoring

Building & Developing Talent & Your Organization Management1. Identifying & Recruiting Talent

• Sourcing & recruiting• Workforce planning –

principles & models2. Mission-Driven Performance

Management• Aligning talent (the right

people on the bus & in the right seats)

• Aligning performance to mission, strategies, goals

• Measuring performance & outcomes

• Recognition, rewards, strategic retention

3. Employee & Leadership Development

• Career development• Continuous learning• Adaptive leadership

4. Cultural Architect & Steward• Inclusivity• “Employer of Choice”

mentality• Diversity &

internationalization of talent & talent pool

• Creating conditions that enable employees to perform at their very best

• Changing environment & nature of work

5. Professional Network

Accessing/Utilizing Knowledge, Information & Technology

1. Leading the way: The Higher Ed Business Model

• Metrics that matter to whom?

• Measuring the work & defining what success looks like

• Understanding demographics from your own institution

• Diversity & inclusion data • Building an HR model for

the future 2. Collaboration & Managing Key

Relationships• Working with constituents

—focus on them with data• Managing vendor

relationships• Asking the right questions

3. HR Transformation4. Process Reengineering & Practice

• Insourcing rather than outsourcing

• HR technology tools that will help leverage HR work

• Making the case for technology investment

• Social media/networking

CUPA-HR Mission

CUPA-HR Strategic Priorities

CUPA-HR Learning Framework to build HR expertise and professional competency.

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CUPA-HR LEARNING FRAMEWORK

Take a few minutes to review the framework. Then, jot down: Which competencies included in the

framework are most important for you? Pick 3 and also note which quadrant(s) these priorities are in.

 Which competencies included in the framework are most important for your chapter board? Pick 3 and also note which quadrant(s) these priorities are in.

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ALP GROUP ACTIVITY OUTCOMES

REFLECT

The Learning Framework: builds a foundation for common

HE HR language and practices; aids in immediately identifying

and prioritizing key goals that align with strategic priorities and framework;

establishes direction for achieving essential activities (national, regional, chapter, individual); and

aids in creating consistent dialogue with association leaders

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ANTICIPATE

In Your Words: What is most important to your work

as a leader on campus? As a volunteer leader?

How will the strategic priorities steer you into the direction you want to take – as a chapter leader? What will you do to ensure multi-year planning is mapped in innovative and meaningful ways?

In what way will the learning framework guide you?

How can your group build a plan connecting to the strategic priorities and the learning framework?

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REVIEW OF CHAPTER CONNECT

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SUMMARY