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1 HR_design_plan_presentation_powerpoint Campus Forums Sept 27.pptx
For discussion only
1HR_design_plan_presentation_powerpoint Campus Forums Sept 27.pptx
For discussion only
Vision for the HR Design Project
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EfficiencyEach process, step or rule adds value and can be accomplished in a timely way
Flexibility and ResponsivenessProcesses can be adapted to a broad range of situations and allow for ongoing improvement
AlignmentComponents of the design support one another across the employee lifecycle
ConsistencyPolicies and processes are common to as many employees as possible unless required by a business need
TransparencyProcesses are driven by guidelines that are clearly communicated
DiversityWe seek to create a community that draws upon the ideas, experiences, and perspectives of a diverse workforce and promotes an inclusive culture
EngagementWe seek to foster trust and commitment in employees and support their development
Right Talent and FitWe seek to attract, develop, and retain talent needed to sustain and continually improve a world-class university
AdaptabilityWe seek to create a culture that fosters a shared ability to embrace and respond to change
“The University of Wisconsin–Madison will be a modelpublic university in the 21st century, serving as a resourceto the public and working to enhance the quality of lifein the state, the nation, and the world.”
The HR Design project is a campus-wide effort to build, through thoughtful design, a more efficient and effective UW-Madison human resources system to best serve the needs of the University, its employees and the citizens of Wisconsin.
Thoughtful Design Workforce and Communityof the 21st Century
University Missionand Vision
For discussion only
Developing and Implementing the Strategic HR Plan
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Badger Working Group
Parameters
Project Vision
Project Parameters
Campus Strategic Framework
Work TeamRecommendations
Project TeamStrategic Plan
Technical Changes
Program and Service Changes
Statutory Changes
Policy and Process Changes
Governanceand
StakeholderInput
Governanceand
StakeholderInput
AdvisoryCommittee
Input
AdvisoryCommittee
Input
CulturalChanges
For discussion only
Critical HR Issues at UW‐Madison
Need for new approach to HR
Two separate personnel systems
Out-of-date job titles and
inflexible pay structures
Perception of hierarchy
Inconsistent employee
performance management
and development
Limited data to inform
decisions
Ineffective and inefficient
recruitment tools
Need to balance
workforce flexibility with employee job
security/ protections
For discussion only
Facts about HR Design
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All UW employees will continue to be state employees
Ability to create our own personnel system results from Act 32, not Act 10
Employee categories currently entitled to just cause and due process will continue to have these protections
Base wages will not decrease
Cost‐of‐living/general wage increases will still be used
New system will pay staff at least a living wage
Pay adjustments will reflect a broad range of factors (e.g., market, equity, performance) within defined guidelines
Not prescribing performance criteria for compensation decisions.
For discussion only
Facts about HR Design
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Right to collectively bargain will be maintained and not involuntarily taken away from current employees
Governance rights will not be diminished – they will be expanded
Hiring will be based on civil service principles (i.e., merit‐based hiring)
We will adopt a personnel system that meets the needs of our educational mission and culture
HR Design work team members represented all stakeholder groups, including HR
Permanent increases in OHR staffing levels to support the new personnel structure will be minimal.
For discussion only
Employee Categories – Key Components
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Starting July 1, 2013, include salaried positions (jobs exempt from Fair Labor Standards Act) in academic staff
Create new employee category – “university staff” – for hourly positions (classified non‐exempt)
Provide exempt classified employees choice
Provide degree waivers for exempt staff who choose to convert to academic staff; evaluate each academic staff vacancy to determine if degree required
Provide governance for university staff.
For discussion only
Compensation and Job Titles
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Develop compensation structure that balances market competitiveness and internal equity – also accommodates cost‐of‐living adjustments
Reward performance for all faculty and staff
Create transitional structure for university staff compensation (July 1, 2013)
Continue campus‐wide policy to provide living wage
Develop scope and proposal for university‐wide title and total compensation analysis.
For discussion only
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Incorporate analysis of leave programs, including vacation/sick leave, into title and total compensation analysis
Create benefits “backpack” to ensure that vacation and sick leave are portable
Implement “quick wins” to improve benefits programs
Recommend streamlining supplemental insurances to the UW System Fringe Benefit Advisory Committee
Provide opportunities for governance groups to provide advice and input on benefits.
Employee Benefits
For discussion only
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Continue permanent appointment types for university staff and create temporary appointment type Implement university staff layoff policies
• Increase layoff notice from 15 to 60 days• Allow factors in addition to seniority to be considered• Eliminate mandatory placement but expand placement services• Define layoff group by operational area – not college, school, division
Implement more consistent probation policy for university staff Eliminate right to return after failed probation Work with university staff governance to create UW‐Madison university staff appeals process.
Job Security
For discussion only
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Implement new online job application and applicant tracking system
Replace current classified hiring process with merit‐based tools and processes customized to UW‐Madison needs
Create mechanisms for direct hire and internal recruitment with controls to protect diversity and fairness
Continue to develop recruitment toolkit and expand training and support for recruitment and selection.
Recruitment, Selection and Employee Movement
For discussion only
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Develop and implement more effective performance management for all staff
Expand employee development, including programs for managers and supervisors
Pilot the use of competencies – first with HR jobs and then expand to managers/supervisors.
Fostering and Managing Talent
For discussion only
Diversity, Inclusion and Employee Engagement
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Create campuswide accountability for employee diversity and develop workforce diversity plan
Create and monitor measures of diversity and equity
Establish accountabilities for employee diversity in OHR
Conduct campus‐wide employee engagement and inclusion survey
Improve campus climate by building on current efforts to enhance onboarding
Develop workplace flexibility toolkit.
For discussion only
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Conduct OHR organizational assessment
Create HR dashboard
Enhance HR communications for employees and managers.
Developing OHR Capabilities
For discussion only
Critical HR Issues at UW‐Madison
Need for new approach to HR
Out-of-date job titles and
inflexible pay structures
Perception of hierarchy
Inconsistent employee
performance management
and development
Limited data to inform
decisions
Ineffective and inefficient
recruitment tools
Need to balance
workforce flexibility with employee job
security/ protections
Two separate personnel systems
For discussion only
How the New HR Approach Meets Our Needs
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Limited data to inform decisions
Two separate personnel systems
Perception of hierarchy
Out‐of‐date job titles and Inflexible pay structures
Need to balance workforce flexibility with employee job security/protections
Inconsistent employee performance management and development
Implement transitional compensation structure Adopt compensation approach with multiple pay mechanisms Conduct title and total compensation analysis
More clearly define employee categories Provide university staff with governance Conduct employee engagement and inclusion survey
Implement consistent performance management policy Expand training, including for managers and supervisors
Create diversity metrics and HR dashboard Implement online application/applicant tracking system Conduct title and total compensation study
Implement online application/applicant tracking system Redesign recruiting processes and toolkit
Link employee categories to FLSA Create greater consistency in policies and practices Conduct title and total compensation analysis
Ineffective and inefficient recruitment tools
Create permanent appointments for university staff Maintain just cause/due process for current AND future university staff Eliminate right of return Modify layoff process
For discussion only
In Effect by July 1, 2013
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New UW‐Madison personnel system
Statutory changes
New employee category definitions
University staff governance established
University staff appeal process
Transitional compensation structure
New university staff recruitment and selection process and applicant tracking system
For discussion only
Moving Forward
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Collect feedback from governance and stakeholder groups
Refine plan and make final adjustments
Executive Sponsors will review plan and make decision
Board of Regents takes action on plan at December 7 meeting
Selected components will be submitted to JCOERfor review in spring 2013
Stakeholders will be involved throughout planning and implementation
For discussion only
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Academic Staff (through Academic Staff Executive Committee) [email protected]
Classified Staff (through Council for Non-Represented Classified Staff) -- [email protected]
Faculty (through the Secretary of the Faculty) [email protected]
Labor Management Advisory Committee (through labor organizations) -- [email protected]
Students (through the Associated Students of Madison) [email protected]
Ways to Give Input
For discussion only
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www.hrdesign.wisc.edu
