2015 Strategic Plan for the
CWU Human Resources Department
Human Resources ● 400 E. University Way ● Ellensburg, WA 98926-7425 ● 509-963-1202 ● FAX: 509-963-1733 Website: www.cwu.edu/hr EEO/AA/TITLE IX INSTITUTION ● TDD 509-963-3323
2015 Strategic Plan for CWU Human Resources
TABLE OF CONTENTS Executive Summary ............................................................................................................................................................................3 Mission Statement, Core Values, and Vision Statement....................................................................................................................4 HR Priorities in Support of the CWU Mission.....................................................................................................................................5 Priority I...............................................................................................................................................................................................6 Priority II..............................................................................................................................................................................................8 Priority III...........................................................................................................................................................................................11 Human Resources’ Purpose within the Operations Division............................................................................................................14 Appendix ........................................................................................................................................................................................18
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2015 Strategic Plan for CWU Human Resources
Executive Summary Introduction Human Resources (HR) supports Central Washington University’s mission through fostering success for all university employees: fulltime, part-time, and student employees. We have eight functional units including: Administrative Support, Central Learning Academy, Compensation and Benefits, Data Management, Employee Relations, Equal Opportunity and Compliance, Faculty and Staff Relations, and Student Employment. This HR Strategic Plan extends the university motto of “Learn, Do, Live” to encompass all CWU employees. It seeks to align the department’s vision and values with those of the university. It reflects HR’s new transformational focus and leadership. As our mission states, “Everything we do will be measured by the success of our employees.” This plan expresses our continued commitment to provide to the university community exceptional human resource services, approaches, and practices. HR will continue to serve as consultant, partner, and advisor to all departments on a wide range of compliance and non-compliance issues, to facilitate professional development opportunities for employees, and to promote effective communication within the university community. We seek to become an institutional partner in the development of transformational strategies to benefit and support employees and their supervisors. We reaffirm our commitment and desire to continue to serve as a strategic partner within the university and to continue to build a strong and united team. This plan represents our key themes and values, projects and tasks. It reflects a comprehensive approach to developing and sustaining an HR organization that values employee contributions and the entire life cycle of each employee at Central Washington University. The timeframe for the plan includes both immediate and three-year objectives and strategies, based in part on the needs and objectives of the university’s strategic plan. It is recognized that some strategies will require extended time in order to attain transformational improvements and/or changes.
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2015 Strategic Plan for CWU Human Resources
Mission, Vision, and Core Values Mission Statement Everything we do will be measured by the success of our employees. Vision Statement HR aspires to: Learn and address our employees’ needs. Do great work with passion, commitment, and innovation. Live the mission of Central Washington University. Statement of Core Values Our efforts are guided by: Dignity and Respect Collaboration Integrity
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2015 Strategic Plan for CWU Human Resources
HR Priorities in Support of the CWU Mission CWU’s Department of Human Resources intersects and touches every aspect of university life. The three strategic foci are based upon the needs of the university, informed by best practices in the HR field, and inspired by HR staff’s collective ambition to serve the individual and shared concerns of CWU employees: I.
Ensure that operational, transactional, and legally mandated HR responsibilities are managed effectively.
II.
Build the capacity for a more transformational focus.
III.
Focus on the entire life cycle of CWU employees.
Inherent in each focus are the values of difference and inclusion which, when done well, accentuate the warm and welcoming climate we wish to foster on our campus and to the larger community in which CWU is situated. This strategic plan represents HR’s review of its mission keeping in mind the dynamic forces and subsequent changes which occur within and outside the university community. Sometimes these changes can be anticipated and sometimes these changes are sudden, unexpected, and demand quick and innovative transitions. Our strength and strategic value to the university is our cumulative knowledge of the CWU workforce and our ability to leverage and influence CWU’s human resources. This plan identifies the top priorities that we will continually address in order to achieve and maintain our mission, adhere to our values, progress towards our vision, and lay the groundwork for lithe and adaptive responses to capricious events. The HR Strategic Plan is grounded in the goals and objectives outlined in the CWU Strategic Plan, our objectives and strategies address each of its broad priorities. Subsequently, results of this plan will be reported as outlined and required by the CWU Strategic Plan.
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2015 Strategic Plan for CWU Human Resources
Priority I: Ensure that operational, transactional, and legally mandated HR responsibilities are managed effectively. HR’s foundational responsibilities include compliance with federal and state rules and regulations, including, but not limited to, benefits, equal opportunity, and employment law. These areas are managed through effective policies, procedures, and practices. Best practice in the HR field suggests that the operational and transactional aspects of HR must be handled efficaciously and comprehensively. Regardless of the other work that we do, “…the trains still need to run on time.” 1 This also means ensuring that information technology systems provide relevant data for decision making and for strategic analysis. This particular focus supports the accomplishment of each and every one of the core themes of the current CWU strategic plan. These include: Teaching and Learning, Inclusiveness and Diversity, Scholarship and Creative Expression, Public Service and Community Engagement, and Resource Development and Stewardship. All employees rely on HR to manage the functions of benefits, compliance, safety and workers’ compensation, employee relations, compensation, equal opportunity, affirmative action, and nondiscrimination. Of special mention, HR’s responsibility for equal opportunity, affirmative action and nondiscrimination sets the basic legal foundation and baseline assurance for inclusiveness and diversity.
A.
Objectives HR will fully participate and respond to the CWU Strategic Plan.
1.
Strategies HR will establish a team to review HR’s priorities, objectives and strategies. We will integrate CWU’s institutional objectives into HR’s Strategic Plan.
2.
HR will work toward providing prescribed metrics and/or providing alternative data. Please see the appendix for a list of metrics required by the CWU Strategic Plan.
3.
HR will work and collaborate with other university entities (IS, OE, etc.) to ensure the availability of the necessary metrics.
1 Vosburgh, Richard M. The Evolution of HR: Developing HR as an Internal Consulting Organization. Human Resource Planning 30.3. c.ymcdn.com/sites/www.hrps.org/resource/resmgr/p_s_article_preview/hrps_issue30.3_evolutionofhr.pdf. February 10, 2015. 4.29.15
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2015 Strategic Plan for CWU Human Resources Objectives B. HR will capitalize on new and existing technology and redesign policy and business practices to optimize service delivery, data integrity, and reduce costs.
C. HR will adopt a culture and an organizational structure that encourages confidence in CWU’s compliance with university, state, and federal rules, policies, regulations, and executive orders.
D.
E.
HR will publish metrics that support the overall strategic direction of HR on a quarterly basis. HR will ensure professional training for HR Staff consistent with job responsibilities.
1. 2. 3. 1. 2. 3.
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Strategies 1. HR will collaborate with other departments to align payroll functions in one location. 2. HR will provide personnel and financial resources to support the implementation of PeopleSoft Recruiting Solutions 9.2. 3. HR will review, assess, and update the HR website on a monthly basis to ensure users optimum access to needed information. 4. By 7/1/15, HR will develop a marketing plan to institute a deliberate HR social media presence. This will include the creation, monthly assessment, and enhancement of social media for communication, recruitment, and retention purposes. 1. Establish processes for continual process review and revision of university policies and procedures. a. Investigate the cases of non-compliance in the review process and research possible strategies 2. Disseminate HR service level expectations to customers. 3. HR will invest in resources (membership to organizations such as WestLaw, conferences, etc.) to ensure HR staff stays current with legal developments. HR will coordinate with the CWU Strategic Plan Director to determine required information. HR will dedicate resources to compiling necessary data by collaborating with other departments to ensure availability of data. HR will submit reports to the President’s Cabinet on a consistent basis. HR will ensure long-term funding for the Central Learning Academy and job-related training. HR staff members will be identified as early adopters of SkillSoft/CWU On-line Training. HR will anticipate training needs.
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Priority II: Build the capacity for a more transformational focus. Central Washington University’s success is dependent upon the success of its employees. Everything HR does is to support employees as they work to ensure that the strategic goals of the university are met. HR employees must be leaders who are transformational in their approach. Transactional organizations react to a problem or request; whereas, a transformational one anticipates and proposes solutions. A transformational leader looks beyond the accomplishment of basic HR transactions and compels his or her team to consider innovative or uncommon methods and procedures. These leaders influence organizational culture through actions, modeling, decision-making, and personal attitude, which in turn, positively enhances the customer’s cultural perceptions and values. HR staff must work to create solutions that work, educate customers about possibilities, and operate successfully in an ever-changing environment. In order for each HR employee to become a transformational leader each staff member must work toward improving and sustaining personal characteristics that increase their individual credibility and capacity. This effort includes but is not limited to: •
Building effective interpersonal relationships and skills.
•
Making a commitment to access, engagement and shared governance.
•
Understanding client issues and delivering results.
•
Providing advocacy for values of inclusion, diversity, and workplace cohesion.
•
Developing skills and traits to execute effective communication.
•
Building a reputation of integrity and ethics.
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2015 Strategic Plan for CWU Human Resources Objectives A. HR will become more flexible in responding to a dynamic environment outside the university.
B.
HR will adopt a culture and an organizational structure that recognizes work that is transformational.
1.
2. 3.
C.
HR will develop and maintain relationships with other HR professionals at the local and state level.
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4.
Strategies 1. HR will strengthen partnerships across the university to provide innovative solutions and visionary leadership while transforming HR services within the constraints of limited resources. 2. HR will conduct regular outreach and attend division and/or department meetings. 3. Each staff member will identify and develop strategic relationships within their areas of responsibility and seek out opportunities to serve on committees and attend events that continually informs and adds to his or her understanding of the university culture. HR will establish a process that supports continual review, development and improvement of strategies intended to increase transformational leadership skills for HR staff. HR will discover and document the customer experience through surveys and focus groups. HR will educate campus community about what it can expect HR to provide in terms of transformational support. HR will encourage value-added activities for CWU process compliance. 1. HR staff will be encouraged and supported in SHRM and CUPA-HR and other university business related memberships and conferences. 2. HR staff will dedicate resources in providing leadership for working with other Kittitas County employers to improve collaboration in finding solutions to shared challenges. 3. HR will be an active member of the Washington State HERC (Higher Education Recruitment Consortium) to assist with recruitment and diversity initiatives.
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2015 Strategic Plan for CWU Human Resources Objectives D. HR will establish an ongoing dialogue with the campus community to foster mutual consideration.
E.
HR will ensure professional development for HR staff to increase ability to provide transformational support to constituents.
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Strategies 1. HR will create an HR Advisory Council, which consists of key HR customers. It will be used, not as a governance group, but rather a forum that would provide end-user feedback on current and proposed system-wide HR policies and practices. 2. HR will develop a marketing plan that will be used to consistently communicate with various constituencies. 3. HR will identify innovative programs and approaches to support supervisors and managers in their work. 1. HR will ensure adequate funding for advanced professional development. 2. An HR staff member will be identified to manage HR professional development. 3. Each HR Staff meeting will include an education component.
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Priority III: Focus on the entire life cycle of CWU employees. This final priority brings attention to the success and engagement of employees throughout their career with CWU. By focusing on the entire life cycle of CWU employees, HR will implement services and support strategies not previously considered. HR will develop techniques and strategies that provide supervisors and managers the information and tools they need to support and develop CWU employees. By way of investigating, evaluating, and sharing the current knowledge in human resource management, combined with university data, HR will provide resourceful and discipline-endorsed strategies, provide data based analyses to supervisors and managers, and research and discover other advanced innovative techniques. These efforts aim to address employee turnover, employee productivity, and related issues in order to maximize employee contributions and reduce the overall cost of human resources to the university. It is incumbent upon HR to delineate and define each step of the employee life cycle for employees, supervisors and managers as well as educate, guide and support each shareholder in this important process. The employee life cycle includes the following four phases:
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Recruitment includes attracting the best candidate, job marketing strategies, public relations efforts, and job description analyses. Onboarding includes the hiring process, New Employee Welcome, and the New Employee Ambassador Program. Engagement and Retention includes career and performance management, reward and recognition, training and development, and the provision of advancement opportunities. Separation includes resignation, retirement and termination. This is a shift in focus: from addressing several distinct areas in the life cycle to engaging in the full life cycle of a CWU employee. This approach promotes flexibility and supports managers and supervisors toward implementing services and strategies that will best meet the needs of individual employees as each contributes to meeting the strategic goals of the institution . Objectives A. HR will assess, review, and make appropriate recommendations to improve total compensation for employees.
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Strategies 1. HR will evaluate compensation programs to address market competitiveness issues and develop a total compensation philosophy and accompanying strategies. 2. HR will make organizational changes to ensure that the compensation process is responsive and relevant to the business and operational requirements of CWU.
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2015 Strategic Plan for CWU Human Resources Objectives B. HR will evaluate and improve strategies for recruiting and retaining a diverse faculty and staff.
A.
HR will adopt an organizational structure that recognizes employees throughout the employee life cycle so as to encourage high-performance and retention.
B.
The performance management process will be used effectively through the university.
C.
HR will increase employee engagement in shared governance of the university and the extended community.
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Strategies 1. HR will review and develop new recruitment strategies (including the identification of specific venues in which to advertise) to expand the diversity of applicant pools. 2. HR will create a mentoring program that highlights cultural competencies, mobility, and professional development. 3. HR will support academic affairs and student life in providing relevant and effective trainings for new faculty, new chairs, and high potential faculty. 4. HR will create a retention program that works to maintain a strong, stable workforce. 5. HR will ensure a seamless, efficient onboarding experience. 1. HR will create a comprehensive program which recognizes and rewards employees for their good work and longevity. 2. HR will implement suggestions from various sources to devise and implement effective ways to retain employees. 3. HR will ensure that employees are provided with professional development opportunities to support exceptional work performance and career development. 1. HR will educate and assist managers to improve the quality and consistency of performance management. 2. HR will review and improve the performance management process. 3. HR will create and implement a 360째 evaluation process for CWU executives. 4. HR will explore the feasibility of implementing the PeopleSoft performance management module. 1. HR will encourage faculty, staff and students to participate in various university committees. 2. HR will encourage faculty, staff and students to participate in various Kittitas County organizations.
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2015 Strategic Plan for CWU Human Resources Objectives D. HR will develop a succession planning program to assist managers and appointing authorities in ensuring immediate, midrange and long-range staffing needs.
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Strategies 1. The Succession planning program will ensure the effective: • Replacement for key employees and positions; • Support for anticipated growth; • Identification and development of high-performing employees; • Identification and management of talent shortages.
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2015 Strategic Plan for CWU Human Resources
Human Resources’ Purpose within the Operations Division Under the leadership of the CWU Vice President of Operations, the Human Resources Department recruits and manages the staff and faculty necessary for the accomplishment of the university’s mission. The Human Resources Department is divided into the following operating units: 1. 2. 3. 4. 5. 6. 7. 8.
Administrative Support Central Learning Academy Compensation and Benefits Data Management Employee Relations Equal Opportunity and Compliance Faculty and Staff Relations Student Employment
Each unit is charged with the responsibility of implementing assigned segments of the strategic plan and initiative. Nature and Extent of HR Activities Administrative Support: • First-line of service: in person, by email, and over the telephone. • Supports the HR web presence. • Assists and supports applicants with on-line recruitment and testing. • Responds to initial inquiries regarding HR systems serving as the first point of customer contact. • Maintains the HR and medical files in compliance with federal and state laws and regulations. • Oversees the employee appreciation program and provides support for the employee council. Central Learning Academy: • Supports training and development needs • Provides professional development opportunities 4.29.15
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2015 Strategic Plan for CWU Human Resources • • • • • • •
Provides leadership and coordination for training and development activities and initiatives through the Human Resources Department. Provides assistance to all levels of the university in the area of organizational development and change management. Assists senior leadership with strategic planning for change initiatives. Encourages and actively communicates best practices to supervisors and managers. Works with departments to leverage human resources to achieve unit and institutional mission. Designs, coordinates, and implements training programs to assist the university in accomplishing its mission. Provides coordination and oversight of the CWU Staff Leadership Programs. Provides assistance and guidance in the development of succession plans and mentoring programs. Provides leadership for the identification, prioritization, and addressing of critical and emerging human resource issues. In partnership with customers, facilitates the development of strategic plans, solutions, and recommendations to address issues and clearly communicates actions and goals.
Compensation and Benefits: Benefits • Provides leadership and strategic direction for all benefits related issues within the university. • Provides accurate and timely benefit consultation to individuals. • Partners with external and internal resources for outstanding benefits administration. • Ensures that the university’s fiduciary responsibility is met. Compensation • Participates in total compensation surveys and maintains current total compensation information relative to external markets. • Provides leadership and strategic direction to the university in support of classification and compensation. • Provides integrated advice and consultation to client constituencies on strategic compensation and classification. • Leads and guides the implementation of organizational reviews, job restructuring programs, and strategic compensation projects. Medical Leave, Reasonable Accommodation, and Workers’ Compensation • Supports employees when difficult work/life issues require the use of extended leave. • Participates in the interactive process to establish accommodations for disabled employees. • Administers the Workers’ Compensation program for the university. 4.29.15
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2015 Strategic Plan for CWU Human Resources Ensures compliance with state and federal leave, accommodation, and work-related injury requirements. Data Management: • Manages payroll data. • Responds to Manager Self-Service and MyCWU questions. •
Employee Relations (HR Partners): • Provides leadership and coordination for all employee relations through relationships with supervisors, managers, and appointing authorities. • Coordinates with and maintains good working relationships with constituents. • Addresses HR issues affecting CWU faculty members and staff. • Works closely with managers and supervisors to resolve questions . • Serves as the key HR liaison by providing leadership and strategic direction to the university in support of the overall day-today human resources operations to include such areas as recruitment, performance management, policy administration, and policy implementation. • Provides integrated advice and consultation to client constituencies on recruitment management, organization, and job design. Equal Opportunity and Compliance: • Promotes and supports the development of an inclusive and diverse community of students and employees. • Ensures compliance with Washington State and federal rules, regulations, and guidelines regarding civil rights issues. • Investigates complaints of discrimination, harassment, workplace violence, and ethics. Faculty and Staff Relations include: • Provides leadership and coordination for all staff relation activities and administration. • Ensures compliance with collective bargaining agreements. • Coordinates with and maintains good working relationships with bargaining unit representatives. • Addresses labor issues affecting CWU faculty and staff. • Works closely with appointing authorities and labor representatives to resolve labor-management questions. • Provides integrated advice and consultation so as to protect the legal interests of CWU. Student Employment • Provides leadership and coordination for all student employment. 4.29.15
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2015 Strategic Plan for CWU Human Resources • Cultivates constructive relationships with student employees and managers of student employees. • Serves as the key HR liaison for student employment. Manages recruitment, performance management, policy implementation, and other issues related to student employees.
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2015 Strategic Plan for CWU Human Resources
Appendix HR Metrics Required for CWU Strategic Plan •
Report the number of HR Staff who participate in campus committees (2.1.1)
•
Report the percentage of employees from underrepresented groups (2.2.1)
•
Performance development plan report (5.3.1)
•
Variance report of forecast to actual (5.3.1 and 5.3.3)
•
Percentage of candidate pools that exceed basic standard (5.3.2 and 5.3.4)
•
Percentage of hiring made from top two applicant choices (5.3.2 and 5.3.4)
•
Reason for separation through regular exit interviews (5.3.2 and 5.3.4)
•
Bi-annual report on strategies to address key retention issues found through exit interviews (5.3.2 and 5.3.4)
•
1-year and 5-year forecasting report (5.3.3)
•
Report of programs and services (5.3.3)
•
Report on results of benchmark studies (5.3.3)
•
Report positive HR feedback and comments from HR Advisory Council (5.3.5)
•
Environmental Health and Safety Report (5.4.2.4) (Now under the jurisdiction of FMD)
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