Human Resources Benchmarking Study: The Ivy Plus Group · Executive Roundtable review human resources staffing allocations for benchmarking purposes across the Ivy Plus group

© 2009 The Advisory Board Company

Washington, D.C.

I. Methodology & Research Parameters

II. Executive Overview

III. University Profiles

• Brown University

• Columbia University

• Cornell University

• Dartmouth College

• Harvard University

• Johns Hopkins University

• Massachusetts Institute of Technology

• New York University

• Princeton University

• University of Pennsylvania

Major Sections:

Human Resources Benchmarking

Study: The Ivy Plus Group

Custom Research Brief – April 23, 2009

Senior Analyst

Adrienne Draper, MA

Consultant

Jennifer Yarrish

Practice Manager

Jena Prideaux McWha

UNIVERSITY BUSINESS EXECUTIVE ROUNDTABLE

Methodology and Research Parameters

Project Challenge:

The executive vice president for finance and administration at a private university in the northeast requested that the University Business

Executive Roundtable review human resources staffing allocations for benchmarking purposes across the Ivy Plus group.

Sources:

During the course of the research, the Roundtable searched the following resources to deepen their understanding of the topic:

• Advisory Board’s internal and online (www.educationadvisoryboard.com) research libraries

• Education Resources Information Center (ERIC) (http://www.eric.ed.gov)

• The Chronicle of Higher Education (http://chronicle.com)

Research Parameters:

• Based on the requesting member’s preference, the Council contacted universities that are part of the Ivy Plus group. To facilitate

the research process, the Roundtable developed a benchmarking survey (see page 13) that was used as a basis for conversations with

human resources department heads. In a few instances, data was collected primarily via email correspondence.

• In an attempt to develop comparable staffing data across human resources organizations, ten FTE definitions were developed by the

Roundtable for benchmarking purposes (see page 3 for categories and definitions). Participating universities were asked to do the

following when categorizing FTEs:

1) Indicate the number of FTEs for each category, keeping separate medical school (M.S.) and central university (Univ.) FTEs

2) Indicate where activities are outsourced

3) Note if, and how many, FTEs are paid outside of the HR budget in each category (e.g., HR Generalists paid by individual

departments)

4) Divide the FTE number among categories according to performance (e.g., an FTE that works half-time in benefits plan

strategy and half-time in benefits plan administration would be represented by .5 in each category).

• In addition to providing FTEs, universities were asked to indicate the 2007-08 human resources total and salary budget.

© 2009 Advisory Board Company 2

http://www.educationadvisoryboard.com/

http://www.eric.ed.gov/

http://chronicle.com/

Methodology and Research Parameters

Research Parameters (cont.):

• The University Business Executive Roundtable developed the following university human resources FTE categories:

Category Definition

1. Benefits Plan

Strategy/Design:

All aspects of benefits portfolio strategy, retirement counseling, “benefits help desk” support, worklife initiatives management

(including childcare, elder care, tuition/educational grants, health & wellness) and benefits communications (plan updates, event

coverage).

2. Benefits Plan

Administration:

General plan and pension administration, disability/FML/Sick Leave and vacation administration, COBRA administration, data

entry support, biographic and employee records management (including new hire and exit data processing).

3. Compensation:All aspects of competitive market/salary assessments, job and salary classifications, policy development, parity review/compliance,

workforce analytics and salary surveys and consulting to departments (job classifications/review).

4. Employment:

Both strategic employment functions: recruiting strategy and planning, executive search management, consulting to departments as

well as employment administration: job postings and website administration, applicant tracking and system administration,

background check processing, new hire processing/data entry, temporary pool management, diversity hiring.

5. HR Generalists:Responsible for departmental recruiting, departmental job/salary (re)classifications, staff evaluations and performance management,

training, employee relations, departmental finance and payroll administration.

6. Labor/ Employee

Relations:

Contract negotiations, arbitration/collective bargaining, compliance, HR policy development, performance management tracking

systems.

7. HRMS:HR systems application design/development, employee HR Web site design/administration, integration to payroll systems, disaster

recovery/business continuity, HR scorecards and reporting, and employee records administration and data entry.

8. Training:

University-wide training (including leadership, management, basic business skills), vendor/educational service provider

management, consultant to departments, training system administration (course posting and attendance tracking), new hire

orientation, recognition programs.

9. Organizational

Development:Consultant to departments for organizational redesign efforts, career pathing/coaching.

10. Finance and

Administration:HR budget management, benefits budget management, project management.

© 2009 Advisory Board Company 3

Executive Overview (cont.)

4© 2009 Advisory Board Company

Central Human Resources Staffing Allocations:

Brown

University

Columbia

University

Cornell

University

Dartmouth

College

Harvard

University

Johns

Hopkins

University

Mass.

Institute of

Technology

New York

University

Princeton

University

University

of Penn.

Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S.

Benefits Plan

Strategy/

Design

7.97 0 9 0 17 0 3 0 27.2 0 28.5 0 15 0 5 0 1.5 0 8 0

Benefits Plan

Admin.3.5 0 17 0 10 0 4 0 14 0 14.2 0 7.3 0 5 0 6.5 0 16.5 0

Compensation 3 0 3 0 4 0 3 1 6.8 0 6 4.5 3.35 0 6 0 3 0 4 0

Employment 4.5 0.8 2 0 7 0 3.5 0.5 4.8 0 4 10.5 8 0 6.5 0 10 0 5 0

HR Generalists 3.5 2 7 6 6 0 2.5 1 15.7 24.5 1 14 0 0 2 0 0 0 2 5

Labor/

Employee

Relations

2 0 8 0 3 0 1.5 0 7 0 1 2.4 10 0 6.5 0 8 0 6 0

HRMS 9.57 0 32.4 0 24 0 5 0 14.8 0 41 4 8.1 0 10.5 0 8.5 0 6.5 0

Training 3.6 0 4 1 7 0 2.5 0 30.5 2.6 22.5 0 1.9 0 1 0 3.5 0 6 0

Org.Dev. 0 0 0 0 3 0 1.5 0 5 0 9 0 7.8 0 3.5 0 3 0 1.5 0

Finance and

Admin.3 0 9 5 2 0 5 0 3 0 2 0 6.9 0 2 0 4 0 3 0

Total Univ. 40.64 2.8 91.4 12 83 0 31.5 2.5 128.8 27.1 129.2 35.4 68.35 0 48 0 48 0 58.5 5

Total Univ. &

M.S.43.44 103.4 83 34 155.9 164.6 68.35 48 48 63.5



Central Human Resources Staffing Allocations:

7.97 9

17

3

27.2 28.5

15

51.5

812.2

3.5

17

10

4

1414.2

7.3

56.5

16.5 9.8

3

3 4

3

6.8 6

3.35

6

3

44.2

4.5

2

7

3.5

4.8 4

8

6.5

10

55.5

3.5

7

6

2.5

15.7

1

20

24.0

2

8

3

1.5

7

1

10

6.58

6 5.3

9.57

32.4

24

5

14.8

41

8.1

10.58.5

6.5

16.0

3.6

4

7

2.5

30.522.5

1.9

1

3.5

6

8.3

3

1.5

5 9

7.8

3.53

1.5

3.4

3

9

2

5

32

6.9

24

3

4.0

0

10

20

30

40

50

60

70

80

90

100

110

120

130

Brown Columbia Cornell Dartmouth Harvard JHU MIT NYU Princeton UPenn Avg. Staff Allocation

Finance and Administration

Organizational Development

Training

HRMS

Labor/Employee Relations

HR Generalists

Employment

Compensation

Benefits Plan Administration

Benefits Plan Strategy/Design



Human Resources 2007-08 Budget Data:

$3.35

$8.85

$6.42

$2.71

$11.54

$8.35

$5.32

$3.24

$5.02 $5.52

$4.02

$12.74

$10.73

$4.71

$25.26

$15.78

$10.48

$7.87 $7.35

$10.30

$0

$5

$10

$15

$20

$25

Brown Columbia Cornell Dartmouth Harvard JHU MIT NYU Princeton UPenn

Millio

ns

Salary Budget: Total Budget:

Brown

University

Columbia

University

Cornell

University

Dartmouth

College

Harvard

University

Johns

Hopkins

University

Mass.

Institute of

Technology

New York

University

Princeton

University

University of

Penn.

Salary

Budget:

$3,352,021

(83.3%)

$8,852,593

(69.5%)

$6,420,000

(59.8%)

$2,705,000

(57.5%)

$11,540,197

(45.7%)

$8,346,700

(52.9%)

$5,322,680

(50.8%)

$3,236,718.48

(41.1%)

$5,023,100

(68.4%)

$5,519,886

(53.6%)

Other

Budget:

$671,533

(16.7%)

$3,891,316

(30.5%)

$4,310,000

(40.2%)

$2,000,000

(42.5%)

$13,716,957

(54.3%)

$7,431,112

(47.1%)

$5,159,683

(49.2%)

$4,632,422.67

(58.9%)

$2,322,600

(31.6%)

$4,778,901

(46.4%)

Total

Budget: $4,023,554 $12,743,909 $10,730,000 $4,705,000 $25,257,154 $15,777,812 $10,482,363 $7,869,141.15 $7,345,700 $10,298,787



Central Human Resources & Total University Staff:

Brown

University

Columbia

University

Cornell

University

Dartmouth

College

Harvard

University

Johns

Hopkins

University

Mass.

Institute of

Tech.

New York

University

Princeton

University

University

of Penn.

Total HR Staff 43.44 103.4 83 34 155.9 164.6 68.35 48 48 63.5

Total Full-time

staff3,578 14,049 9,983 3,837 13,635 13,242 9,643 11,884 4,735 13,139

Total Part- &

Full-Time Staff5,023 15,591 10,972 4,937 18,130 16,572 13,726 17,109 5,458 15,847

0.9%

0.7%

0.8%0.7%

0.9%

1.0%

0.5%

0.3%

0.9%

0.4%

1.2%

0.7%

0.8%0.9%

1.1%

1.2%

0.7%

0.4%

1.0%

0.5%

0.0%

0.2%

0.4%

0.6%

0.8%

1.0%

1.2%

1.4%

Brown Columbia Cornell Dartmouth Harvard JHU MIT NYU Princeton UPenn

Percentage of Central HR Staff to Total Univ. Staff

% of HR Staff to Full- & Part-Time Staff % of HR Staff to Full-Time Staff

Category Univ. M.S Notes

Benefits Plan

Strategy/Design7.97 0

3- Sr. Ben. Specialists, 1- Ben. Asst., 1-

Ben. Comm. Specialist, 1- Sr. Ben. Special

Programs Coord. (.67 fte), 1- Ben. Special

Programs Coord. (.80 fte), 1- Dir. of

Benefits, 1- Benefits Mgr. (.5 fte)

Benefits Plan

Administration3.5 0

1- Systems Analyst, 1- Data Coord. , 1- Sr.

Leave Specialist 1, 1- Benefits Manager

(.5 fte)

Compensation 3 0

1- Comp Analyst, 1- Organization and

Comp Consultant, 1- Dir. Comp,

Organizational Services & Employee

Programs (.5 fte)

Employment 4.5 0.8

1- Limited Duration Payroll Specialist, 1-

Position Coord., 1- Dir. HR Services (.5

fte), HR Assistants (2 - vacant)/ MS - 1-

HR Asst. (.80 fte)

HR Generalists 3.5 22- HR Generalists, 1- HR Specialist, 1-

Director of Employment (.5 fte)/ MS 1- Dir.

Bio Med HR, 1- Bio Med Generalist

Labor/ Employee

Relations2 0

Dir. of Labor Relations (1), Dir. of

Employee Relations (1)

HRMS 9.57 0

1- HRIS Analyst (.90 fte), 2- HRIS

Assistants (.67 fte and 1.00 fte), 1- HRIS

Student Payroll Coord., 2- HRIS

Operations Coords,1- HRIS Mngr., 2-

HRIS Coords., 1- HRIS Dir.

Training 3.6 01- Training Manager, 1- Consultant (.80

fte), 1- Manager of Employee Programs

(.80 fte), 1- Training Coord.

Organizational

Development0 0

1- Organizational and Comp. Consultant

(.5 fte), 1- Dir. Comp and Org. (.5 fte)

included in Comp

Finance and

Administration3 0

VP for HR (1), Admin. Mngr/Exec.

Assistant. (1), Benefits Fin. Mngr (1)

TOTAL 40.64 2.8

Profile: Brown University


Benefits Plan Strategy/Design,

7.97, 20%

Benefits Plan Administration,

3.5, 9%

Compensation, 3, 7%

Employment, 4.5, 11%

HR Generalists, 3.5, 9%

Labor/Employee Relations, 2, 5%

HRMS, 9.57, 23%

Training , 3.6, 9%

Organizational Development, 0,

0%

Finance and Administration, 3,

7%

Salary Budget (% of total): $3,352,021.00 (83.3%)

Other Budget (%of total): $671,533.00 (16.7%)

Total Budget: $4,023,554.00

University HR Staff Allocation

HR Budget


Benefits Plan

Strategy/Design9 0

Benefits Plan

Administration17 0

Compensation 3 0

Employment 2 0

HR Generalists 7 6An additional 35+ local HR representatives

are located in and funded by individual

departments.

Labor/ Employee

Relations8 0

HRMS 32.4 0

Training 4 1

Organizational

Development0 0

Finance and

Administration9 5

TOTAL 91.4 12

Profile: Columbia University


Salary Budget (% of total): $8,852,593 (69.5%)

Other Budget (%of total): $3,891,316 (30.5%)

Total Budget: $12,743,909

HR Budget

Benefits Plan Strategy/ Design,

9, 10%


17, 19%

Compensation, 3, 3%

Employment, 2, 2%

HR Generalists, 7, 8%

Labor/ Employee Relations, 8, 9%

HRMS, 32.4, 35%

Training , 4, 4%


10%



Benefits Plan

Strategy/Design17 0

Excludes 4 whose focus is Workforce

Diversity, Equity and Life Quality and

Affirmative Action

Benefits Plan

Administration10 0 Excludes 2 whose focus is EAP

Compensation 4 0

Employment 7 0

HR Generalists 6 0

Labor/ Employee

Relations3 0

HRMS 24 0

Training 7 0

Organizational

Development3 0

Finance and

Administration2 0

Excludes staff outreach (3),

communications (3), VP area

administrative support (2), Academic

Personnel Policy (2)

TOTAL 83 0

Profile: Cornell University






HR Budget


17, 21%


10, 12%

Compensation, 4, 5%

Employment, 7, 8%



HRMS, 24, 29%

Training , 7, 8%


4%

Finance and Administration,

2, 2%

Profile: Dartmouth College



Benefits Plan

Strategy/Design3 0

Childcare is managed outside HR. There

are 3 FTEs in EAP, although expenses are

from fringe and not included in operating

budget #s above.

Benefits Plan

Administration4 0

Enrollment is online, so no data processing

in benefits. New hire data comes out of

processing unit in payroll.

Compensation 3 1One FTE on central HR staff handles

Medical School compensation needs.

Employment 3.5 0.5One half of an FTE on central HR staff is

responsible for medical school

employment.

HR Generalists 2.5 12.5 HR generalists are part of the central

HR staff. There are 2.5 additional quasi-

HR roles in the field funded by their dept.

Labor/ Employee

Relations1.5 0 --

HRMS 5 0Employee records/entry is under payroll as

a service provider to HR.

Training 2.5 0

Training and OD are a combined function,

but FTE load is separated out for both

functions based on descriptions here.

Work/life falls is included here.

Organizational

Development1.5 0

Finance and

Administration5 0

Includes CHRO, administrative assistants,

communications manager, and

finance/office manager.

TOTAL 31.5 2.5


Salary Budget (% of total): $2,705,000.00

Other Budget (%of total): $2,000,000.00


HR Budget


3, 9%


4, 13%

Compensation, 3, 9%



Labor/Employee Relations, 1.5,

5%

HRMS, 5, 16%

Training , 2.5, 8%

Organizational Development,

1.5, 5% Finance and Administration,

5, 16%

Profile: Harvard University



Benefits Plan


EAP services are outsourced.

Benefits Plan

Administration14 0

Tuition Assistance administration, Flexible

Spending Accounts administration, Cobra,

and Retiree billing services as well as

open enrollment processing services are

all outsourced.

Compensation 6.8 0 --

Employment 4.8 0

The employment function in VPHR

handles strategic employment functions.

Employment administration is handled

locally and is captured in the HR

Generalists category below.

HR Generalists 15.7 24.5

Included in this category are 8.0 FTE from

the VPHR Communications office because

they did not fit well into any other category,

7.7 FTE of VPHR HR services employees.

140 HR Generalists are also employed by

departments across the university.

Labor/ Employee

Relations7 0 --

HRMS 14.8 0 --

Training 30.5 2.6

One back-filled position should have been

excluded from these numbers and 5.5 FTE

have been moved from the OD section to

the Training section.

Organizational

Development5 0

5.5 FTE originally included in the OD

departments should have been placed in

the Training section. In addition, one FTE

is a temporary administrative fellow and

should not be included in these numbers.

Finance and

Administration3 0 --

TOTAL 128.8 27.1



Other Budget (%of total): $13,716,957.00 (54.3%)

Total Budget: $25,257,154.001

HR Budget


27.2, 21%


14, 11%

Compensation, 6.8, 5%

Employment, 4.8, 4%



HRMS, 14.8, 12%

Training , 30.5, 24%


4%


3, 2%

1 This budget is for the central offices of the VP Human Resources (VPHR) and includes $5M in professional services for several outsourced services, consulting fees, legal fees, and benefit plan audits as well as $1M in campus shuttle bus costs. It does not include the human resources budgets of the schools and other human resources units.

Profile: Johns Hopkins University


Category Univ.* M.S Notes

Benefits Plan

Strategy/Design28.5 0 --

Benefits Plan

Administration14.2 0

COBRA administration-outsourced; FSA

and Commuter administration-

outsourced; Leave program

administration-divisional HR

Compensation 6 4.5 --

Employment 4 10.5 --

HR Generalists 1 14MS = 6 HR Mgrs; 8 HR Generalists

Academic schools = 8; Sch of Public

Health = 1

Labor/ Employee

Relations1 2.4

Sch of Public Health = 1.5

HRMS 41 4Includes HR Shared Services

transactional unit entering data for

employee records.

Training 22.5 0

All training is centralized into “Learning

Solutions,” that provides career

management training and also oversees

organizational design and effectiveness.

Organizational

Development9 0 --

Finance and


TOTAL 129.2 35.4




Total Budget: $15,777,812.00

HR Budget

*Due to the distinct geographic locations of the campuses, JHU HR is

divided into 3 divisional units: Homewood Schools, the Medical School

and the School of Public Health. "Univ" includes all central HR functions

and the Homewood divisional office.

Benefits Plan Strategy/ Design,

28.5, 22%


14.2, 11%

Compensation, 6, 5%

Employment, 4, 3%


Labor/ Employee Relations, 1, 1%

HRMS, 41, 32%

Training , 22.5, 17%


7%


1%

Profile: Massachusetts Institute of Technology



Benefits Plan

Strategy/Design15 0 --

Benefits Plan

Administration7.3 0

Specialist for long –term disability

claims, all others are generalists

(FMLA claims, compensation claims);

Downstream benefits processing is

outsourced.

Compensation 3.35 0 --

Employment 8 0 --

HR Generalists 0 0

308 satellite HR Generalists support

Departments, Labs, and Centers.

These positions are not supported by

HR Central budget.

Labor/ Employee

Relations10 0 --

HRMS 8.1 0 --

Training 1.9 0

The university invested in a special

initiative called the Training Alignment

Team (TAT), a collaborative cross-

functional group that develops and

implements training strategies.

Organizational

Development7.8 0

OD is a centralized consulting

service; units can tap the center for

service (e.g., facilitation, redesign).

Finance and

Administration6.9 0 --

TOTAL 68.35 0




Total Budget: $10,482,363.00

HR Budget


15, 22%


7.3, 11%

Compensation, 3.35, 5%

Employment, 8, 12%

Labor/Employee Relations, 10,

14%

HRMS, 8.1, 12%

Training , 1.9, 3%


7.8, 11%


6.9, 10%

Profile: New York University



Benefits Plan

Strategy/Design5 0 --

Benefits Plan


Compensation 6 0 --

Employment 6.5 0 --

HR Generalists 2 0

96 HR "Generalists“ work in the Schools

and/or Units and do not report directly to

"Central HR" or count towards the

Central HR budget. None of these

employees are functional specialist (i.e.

compensation, HRIS, benefits, talent,

ER).

Labor/ Employee

Relations6.5 0 --

HRMS 10.5 0 --

Training 1 0 --

Organizational

Development3.5 0 --

Finance and


TOTAL 48 0


5, 10%

Benefits Plan Administration, 5,

10%

Compensation, 6, 13%



Labor/Employee Relations, 6.5,

14%

HRMS, 10.5, 22%

Training , 1, 2%Organizational Development,

3.5, 7%


4%





HR Budget


Benefits Plan


Benefits Plan

Administration6.5 0 COBRA is outsourced

Compensation 3 0

Employment 10 0

Includes 2 front desk positions and 2

diversity positions. I could not find a

category that squarely fit of diversity

programming positions. We have 5 people

doing "recruiting" and one admin support

in this area.

HR Generalists 0 0

Labor/ Employee

Relations8 0

HRMS 8.5 0

Training 3.5 0

Organizational

Development3 0

Finance and

Administration4 0

TOTAL 48 0

Profile: Princeton University






HR Budget


1.5, 3%


6.5, 14%

Compensation, 3, 6%

Employment, 10, 21%

Labor/Employee Relations, 8,

17%

HRMS, 8.5, 18%

Training , 3.5, 7%


6%


4, 8%

Profile: University of Pennsylvania



Benefits Plan

Strategy/Design8 0

Includes VP, Exec Dir and Exec Assistant,

Communications Manager, Tuition Mgr

1/2 QOWL 1/2 HRIM.

Benefits Plan

Administration16.5 0

Includes 3 Benefits Accountants who were

in Finance. No records mgt here.

Outsource website admin, call center,

pension and COBRA admin.

Compensation 4 0 --

Employment 5 0Outsource applicant mgt system,

background checks, relocation program

and temp agency.

HR Generalists 2 5These Generalists are all on the HR

budget. Penn Generalists do NOT perform

department finance or payroll.

Labor/ Employee

Relations6 0

Responsible for Paid Time Off admin (sick

and vacation).

HRMS 6.5 0Responsible for all records mgt. Imaging

function is outsourced to University

Archives and Records.

Training 6 0 Recognition programs are part of Quality

of Worklife unit.

Organizational

Development1.5 0

No OD group, all efforts jointly managed

by Compensation, Employee Relations

and Learning & Education (Compensation

leads).

Finance and


TOTAL 58.5 5


8, 14%


16.5, 28%

Compensation, 4, 7%

Employment, 5, 9%



HRMS, 6.5, 11%

Training , 6, 10%


1.5, 3%


5%




Total Budget: $10,298,787.00

HR Budget

Appendix: Advisory Board Benchmarking Survey


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ing

to

dep

artm

ents

(jo

b c

lass

ific

atio

ns/

revie

w).

4. E

mp

loym

ent

00

Bo

th s

trat

egic

em

plo

ymen

t fu

nct

ion

s: r

ecru

itin

g st

rate

gy a

nd

pla

nn

ing,

exec

uti

ve

sear

ch

man

agem

ent,

co

nsu

ltin

g to

dep

artm

ents

as

wel

l as

em

plo

ymen

t ad

min

istr

atio

n: jo

b p

ost

ings

an

d

web

site

adm

inis

trat

ion

, ap

plic

ant

trac

kin

g an

d s

yste

m a

dm

inis

trat

ion

, b

ackgr

oun

d c

hec

k p

roce

ssin

g,

new

hir

e p

roce

ssin

g/d

ata

entr

y, t

emp

ora

ry p

oo

l m

anag

emen

t, d

iver

sity

hir

ing.

5. H

R G

ener

alis

ts0

0

Res

po

nsi

ble

fo

r dep

artm

enta

l re

cruit

ing,

dep

artm

enta

l jo

b/sa

lary

(re

)cla

ssif

icat

ion

s, s

taff

eval

uat

ion

s

and

per

form

ance

man

agem

ent,

tra

inin

g, e

mp

loye

e re

lati

on

s, d

epar

tmen

tal fi

nan

ce a

nd

pay

roll

adm

inis

trat

ion

.

6. L

abo

r/E

mp

loye

e R

elat

ion

s0

0

Co

ntr

act

neg

oti

atio

ns,

arb

itra

tio

n/co

llect

ive

bar

gain

ing,

co

mp

lian

ce, H

R p

olic

y dev

elo

pm

ent,

per

form

ance

man

agem

ent

trac

kin

g sy

stem

s.

7. H

RM

S0

0

HR

sys

tem

s ap

plic

atio

n d

esig

n/

dev

elo

pm

ent,

em

plo

yee

HR

web

site

des

ign

/ad

min

istr

atio

n,

inte

grat

ion

to

pay

roll

syst

ems,

dis

aste

r re

cover

y/b

usi

nes

s co

nti

nuit

y, H

R s

core

card

s an

d r

epo

rtin

g,

and

em

plo

yee

reco

rds

adm

inis

trat

ion

an

d d

ata

entr

y.

8. T

rain

ing

00

Un

iver

sity

-wid

e tr

ain

ing

(in

cludin

g le

ader

ship

, m

anag

emen

t, b

asic

busi

nes

s sk

ills)

,

ven

do

r/ed

uca

tio

nal

ser

vic

e p

rovid

er m

anag

emen

t, c

on

sult

ant

to d

epar

tmen

ts, tr

ain

ing

syst

em

adm

inis

trat

ion

(co

urs

e p

ost

ing

and

att

endan

ce t

rack

ing)

, n

ew h

ire

ori

enta

tio

n, re

cogn

itio

n

pro

gram

s.

9. O

rgan

izat

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al D

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op

men

t0

0

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nsu

ltan

t to

dep

artm

ents

fo

r o

rgan

izat

ion

al r

edes

ign

eff

ort

s, c

aree

r p

ath

ing/

coac

hin

g.

10. F

inan

ce a

nd

Adm

inis

trat

ion

00

HR

budge

t m

anag

emen

t, b

enef

its

budge

t m

anag

emen

t, p

roje

ct m

anag

emen

t.

Un

iv.

MS

To

tal

To

tal

FT

Es:

0

00

The

Ad

vis

ory

Boar

d C

om

pan

y

© 2

00

8

No

tes:

No

tes:

$0.0

0

$0.0

0

No

tes:

No

tes:

No

tes:

No

tes:

No

tes:

No

tes:

Dir

ecti

on

s:

Wh

ile w

e re

cogn

ize

that

ever

y un

iver

sity

is

un

ique,

in

an

att

emp

t to

dev

elo

p c

om

par

able

sta

ffin

g d

ata

acro

ss I

VY

+ H

R o

rgan

izat

ion

s, w

e've

outl

ined

10 F

TE

def

init

ion

s fo

r b

ench

mar

kin

g p

urp

ose

s.

Ple

ase

follo

w t

he

guid

elin

es b

elo

w w

hen

fill

ing

in t

he

bud

get

dat

a an

d F

TE

cat

ego

ry in

form

atio

n:

(1)

Ple

ase

indi

cate

the

num

ber

of F

TE

s fo

r ea

ch c

ateg

ory,

kee

ping

sep

arat

e m

edic

al s

choo

l (M

S)

and

othe

r un

iver

sity

(U

niv.

) F

TE

s.

(2)

Ple

ase

note

whe

re a

ctiv

itie

s ar

e ou

tsou

rced

, an

d if

and

how

man

y F

TE

s ar

e pa

id o

utsi

de o

f th

e H

R b

udge

t in

eac

h ca

tego

ry.

(3)

If a

FT

E p

erfo

rms

func

tion

s in

tw

o se

para

te c

ateg

orie

s, p

leas

e di

vide

the

FT

E n

umbe

r ac

cord

ingl

y (e

.g.,

an F

TE

tha

t w

ork

s ha

lf-tim

e in

ben

efits

plan

str

ateg

y an

d ha

lf-tim

e in

bene

fits

plan

adm

inis

trat

ion

wou

ld b

e re

pres

ente

d by

.5 in

each

cat

egor

y).

IV

Y+

HR

Ben

ch

mark

ing

In

itia

tive

: D

ata

Req

uest

No

tes:

No

tes:

19

Contacts

© 2009 Advisory Board Company

Marilyn Hausammann

Vice President for Human Resources

Harvard University

Massachusetts Hall, VPHR 3rd Floor

Cambridge, MA 02138

Phone: (617) 495 8635

E-mail: [email protected]

Charlene Moore Hayes

Vice President of Human Resources

Johns Hopkins University

617 N Wyman Pk

Baltimore, MD 21218

Phone: (410) 516-8113


Lianne C. Sullivan-Crowley


Princeton University

1 New South

Princeton, NJ 08544

Phone: (609) 258-2430


Alison Alden


Massachusetts Institute of Technology

E19-215

Cambridge, MA 02139-4307

Phone: (617) 253-6512


Karen Davis


Brown University

Providence, RI 02912

Phone: (401) 863-6050


Mary G. Opperman


Cornell University

Day Hall, Room 130

Ithaca, NY 14853

Phone: (607) 255-3621


Lucinda Durning


Columbia University

615 West 131 Street

Studebaker - 4th Floor

New York, NY 10027-6902

Phone: (212) 851-0627


Traci Nordberg

Chief Human Resources Officer

Dartmouth College

7 Lebanon Street, Suite 203

Hanover, NH 03755

Phone: (603) 646-3776


Catherine Casey


New York University

Fairchild, 7 East 12 Street, 202

New York, NY 10003

Phone: (212) 998 - 1245


John Heuer


University of Pennsylvania

538A 3401 WALNUT/6228

Philadelphia, PA 19104

Phone: (215) 898-6884


mailto:[email protected]










20

The Advisory Board has worked to ensure the accuracy of the information it provides to its members.

This project relies on data obtained from many sources, however, and The Advisory Board cannot

guarantee the accuracy of the information or its analysis in all cases. Further, The Advisory Board is not

engaged in rendering clinical, legal, accounting, or other professional services. Its projects should not

be construed as professional advice on any particular set of facts or circumstances. Members are

advised to consult with their staff and senior management, or other appropriate professionals, prior to

implementing any changes based on this project. Neither The Advisory Board Company nor its

programs are responsible for any claims or losses that may arise from any errors or omissions in their

projects, whether caused by the Advisory Board Company or its sources.

© 2009 The Advisory Board Company, 2445 M Street, N.W., Washington, DC 20037. Anyreproduction or retransmission, in whole or in part, is a violation of federal law and is strictlyprohibited without the consent of the Advisory Board Company. This prohibition extends tosharing this publication with clients and/or affiliate companies. All rights reserved.

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Human Resources Benchmarking Study: The Ivy Plus Group · Executive Roundtable review human resources staffing allocations for benchmarking purposes across the Ivy Plus group