Human Resources

What is the program’s mission statement or statement of purpose? Why does the program exist?

The Office of Human Resources consists of 6 units, 1) Benefits, 2) Compensation/Classification, 3) Employment and Examinations, 4) Human Resources Information Systems, 5) Training and Development and 6) Workers’ Compensation/Unemployment. Each unit has its own distinct purpose and mission in providing services to the University.

Overall, the Office of Human Resources will serve as a strategic partner and leader along-side the administration, faculty, and staff. Our mission is to provide leadership in the development, implementation, and administration of sound human resource policies, procedures, and programs, which support the University’s teaching/training, mission by offering a full range of centralized, comprehensive human resource management services for employees of the University.

Please note that the Benefits Office and the Office of Training and Development will not be discussed here, as they will be addressed in their own separate document. The HR Department is a resource for the campus community and is recognized as a dynamic team of knowledgeable professionals who impact and promote equity and fair human relations throughout the organization. The Department is a customer-service organization responsive to the changing needs and expectations of the community it serves.

The goal is to be responsive to the changing needs of constituents, including employees and students, management, employee organizations and other university or state-related entities, while advancing the strategic goals and interests of the University.

How does the program mission align with the university mission?

The Office of Human Resources aligns itself with the mission of the University by serving as a support function to all campus entities, ensuring compliance with all state and federal rules, regulations and laws and serving as a resource to support institutional functions.

Whom does the program serve?

The program serves both internal (faculty, staff and students) and external constituents.

What are the services provided? How do these services align with the university mission and program mission?

Services provided by the Office of Human Resources consist of the following:

(The Benefits Office and the Office of Training and Development will be discussed under separate cover.)

Classification/Compensation: This office manages the classification and compensation arm of the University. It provides services in the following areas:

• Salary and job Classification planning/policy.
• Desk audits/classification reviews (new and vacant positions, organizational development).
• New hire/promotion rates.
• Annual increase implementation, including salary modeling/planning.
• Job evaluation/pay ranges.
• Classification specification revisions.
• Performance evaluations.
• Labor market information/analyses.
• Bargaining unit bases (used in negotiations).
• Fair Labor Standards Act (exempt positions, overtime, hours worked, travel interpretations).
• Salary studies.
• PAE (A&P) Exemption requests/recommendations

Employment and Examination

The Office of Employment and Examinations mission is to support the goals of Eastern Illinois University by providing the highest quality employment candidates from which our departments may choose, ensuring employee information is accurate and useful to EIU decision makers, and providing high quality, respectful customer service that applies laws and policies in a fair and consistent manner which also protects the integrity and confidentiality of both University and personal information.

The main focus of the Employment and Examination unit is to comply with civil service hiring requirements. The unit conducts civil service testing; assist departmental office in meeting their recruitment needs; manages entry of faculty contracts; processes pay increases; promotions; leaves of absences; conduct criminal history checks and assess applicants for fit for EIU; process separations, and any other change in an employee’s status; administers layoffs processing; prepare employee and applicant reports for the State University Civil Service System, the State of Illinois , various departments of the Federal Government, the Office of Civil Rights and Diversity, the University General Counsel, Union requests, and many more.

The office also provides data and materials in response to Freedom of Information Act requests; organize and secure all Civil Service personnel files, medical files, testing materials and files, and any records or forms used for employment. This includes all I-9 forms to verify applicant’s ability to work in the United States, all DCFS forms, and all EEO data. Employment and Examinations is also responsible for monitoring new employees through their probationary period to aid departments in determining if the new employee is progressing satisfactorily in their new job. Supervisors are advised about how to address problems or needed behavior changes.

Human Resources Information Systems (HRIS)

HRIS exists to provide leadership in the development, implementation, and administration of sound human resource reporting policies, secure electronic data retrieval procedures and storage systems, which consequently  support the University=s teaching/training, mission by offering a full range of specialized and centralized electronic processing services for employees of the University and external customers, protected from unauthorized access and privacy intrusions including those defined by HIPPA. The goal is to be responsive to the changing world of electronic data processing, as well as the needs of our constituents, including employees, management, employee organizations and other university or state-related entities, while advancing the strategic goals and interests of the University.

Workers’ Compensation/Unemployment

Eastern Illinois University’s workers’ compensation program is guided by the Illinois Workers’ Compensation Act, which is designed to promote the general welfare of the people of this State by providing compensation for accidental injuries or death suffered in the course of employment within this State. 

EIU Workers’ Compensation is administered by the Department of Central Management Services, Tristar (a third party administrator).  The primary objectives of the Workers’ Compensation Program are:  1) help promote the general welfare of the employee by providing compensation and payment of applicable benefits for accidental injuries, occupational illnesses, or death suffered in the course of and arising out of employment; 2) to provide prompt and equitable services to eligible employees and to return them to productive work as safely and quickly as possible; 3) to provide prompt payment to providers for reasonable and necessary treatment; and 4) to assure the taxpayer that resources are managed effectively and prudently.

The program serves all eligible EIU employees.

Describe the program’s origins (e.g. year established, purpose, expectations).

It is unknown when the HR unit actually began. The initial purpose/expectations and history is unknown, except that it is assumed that there was a function on campus in 1895 that managed the hiring process.

How has the unit changed or adapted over time?

Classification and Compensation office was created in 1977 when the first Compensation Specialist position was established. A second position was created in 1986; however, this position evolved into what is now Labor Relations in the mid-1990s.

It is unclear as to when the Office of Employment /Examination began; however, Civil Service rules came into effect in 1952. It is assumed that the office existed at that time. Our records indicate that Human Resources was originally called Personnel and Employee Relations Office in 1986. The name was changed to the Office of Human Resources in 1987 when the office moved from the Booth House.

Our HRIS unit came into existence in 1996 as a one person shop to address the changing demands of technology.

For the area of Workers’ Compensation and Unemployment, it is unclear when this unit was established.

How has the unit changed or adapted over time?

The Office of Human Resources has adapted and changed over time due to the changing rules and regulations/laws that have occurred over the years. Some of the rules and regulations that have guided the direction of Human Resources include; the Fair Labor Standards Act, the Family Medical Leave Act of 1993, Title VII, American with Disabilities Act of 1990, Civil Service Act of 1952, Workers’ Compensation Act, Patient Protection Affordable Care Act, National Labor Relations Act of 1935, Abused Neglect Child Reporting Act, Ethics Act, Return to Work Legislation (Affected Annuitant), Consolidated Omnibus Budget Reconciliation Act of 1986 (COBRA), Civil Service Audit requirements, Equal Pay Act of 1963, Civil Rights Act of 1964 and 1968, Older Americans Act of 1965, Age Discrimination in Employment Act of 1967, Equal Employment Opportunity Act of 1972, Rehabilitation Act of 1973, Age Discrimination Act of 1975, Pregnancy Discrimination Act of 1978, the Fair Credit Reporting Act of 1969 and many others.

Classification/Compensation: the first compensation specialist was established in 1977. In 1986 a second compensation specialist was added to the staff; however, this position transitioned into a labor relation position in the early-mid 1990’s.

Employment/Examinations: Under the civil service Act, 110 ILCS 70, the civil service rules became law in January, 1952, which provides for a process in how applicants are recruited, hired, promoted, and disciplined, etc. Human Resources responsibilities are constantly changing. Federal and state laws are constantly changing and reporting needs are in flux. Employment and Examinations must monitor and adapt to these changes on a daily basis. New ways to automate processes is a priority. New testing hours and days have been implemented to satisfy customer requests and to accomplish EIU Department’s needs when testing for advertised positions. We are constantly striving to improve our internal and external customers’ experience when they request our services. Communication and a timely response to requests are emphasized so that our customers’ needs are met by staff.

Human Resources Information Systems: The area of HRIS is constantly changing and evolving with the many new and different technologies coming into the marketplace. EIU transitioned into the BANNER HR system in 2006; moving away from the old legacy system of PPP. This new system has required constant updating and monitoring.

Staff is constantly in tune to changing demands to enhance efficiencies and prompt and accurate reporting requirements are the order of the day. The State mandates several reports, ex. Return to Work data (Affected Annuitants); Civil Service staff hiring and turnover reports; the Office of Civil Rights and Diversity report requests for Affirmative Action and Disability reporting requirements to meet federal and state requirements, as well as ad hoc management reports.

Workers’ Compensation/Unemployment: The workers’ compensation program was established by the Workers’ Compensation Act in April of 1951, Cite: 820 ILCS 305/1 et seq. As of 3/16/13, the State of IL has implemented a Third Party Administrator, Tristar. Rules regarding these two areas change periodically, which then requires an adjustment by staff, ex? The new third party administrator for Works’ Compensation (Tristar) implemented a new process for reporting and addressing workers’ compensation injuries.

If needed, provide supplemental comments to help the reader understand the program’s history and relevance to university mission.

Provide data, if available, on the numbers of students, faculty, staff, or others served by the program during the past four years. If no data are available, please estimate the numbers served annually.

Classification/Compensation: Approximately 30-75 civil service desk audits are conducted annually as well as hundreds of position descriptions and performance evaluations.

Employment and Examinations: On average approximately 200-275 civil service staff is hired each year. These numbers are expected to increase with a more proactive approach towards diversity recruitment.

Human Resource Information Systems

HRIS is responsible for supporting 16 staff in five units. The HRIS staff person also assists other campus units (ex. Payroll) as needed.

Workers’ Compensation/Unemployment:

Workers’ Compensation Cases

Unemployment Claims

Does the program offer any co-curricular opportunities for students (e.g., internships, RSO support, service-learning activities)? Please describe.

Interns are assigned special projects that expose them to the operations of HR. This gives them a broad overview of the breath and complexity of Human Resources. Interns attend meetings and social events and are encouraged to offer input as they would in a working environment.

Human Resources also employ student workers. Student workers are provided a caring work environment while attending school. Many have the intent of seeking employment in the HR field. Students are taught good work habits and held accountable for attendance and their ability to get the work done.

For administrative programs: Does the program contribute to the delivery of academic programs (e.g., providing professional expertise, serving as adjunct faculty)? Please describe.

Does the program contribute to the delivery of academic programs (e.g., providing professional expertise, serving as adjunct faculty)? Please describe.

Yes, HR works cooperatively with the academic departments in providing consultation on employee relation issues and the data entry of faculty contracts. There are times when an academic department may have special request that may be addressed by HR, ex. serving as an expert instructor in delivery of information in an academic course to enhance the student experience and knowledge base. Expertise is also offered in the recruitment area. When departments have a need to fill apposition, HR assists with recruitment strategy and actual advertisement. We also provide credential when the departments are prepared to interview candidates.

We also look for ways to streamline the employment process. Where possible we automate processes to make the hiring process more efficient and timely.

If needed, provide supplemental comments to help the reader understand the internal demand for the program. Note any clarifications or special circumstances (e.g., curriculum changes made by another program) that should be considered when reviewing the above data.

Is the program accredited or approved by a recognized external agency or otherwise certified to meet established professional standards? Provide an executive summary of and link to the program’s most recent accreditation or certification report, if available.

Classification/Compensation: Is responsible for external new Civil Service hire per State Universities Civil Service System Rules.

Employment and Examinations: To assist applicants to test and being placed on registers per State Universities Civil System Rules.

To be made aware of employment opportunities.

Human Resource Information Systems

Workers’ Compensation/Unemployment – Illinois Department of Employment Security Rules

The HR unit as a whole is audited internally by institutional auditors. Where findings are made, we make every effort to correct the deficiency.

HR Director is a certified mediator through the Atlanta Justice Center (1998) and the University Of Missouri School Of Law (2006). Also, the HR Director is certified by the Society for Human Resource Management, as a Senior Professional in Human Resources (SPHR - 2011).

Classification/Compensation: The Compensation/Classification Manager is certified as a Certified Compensation Professional through World of Work (formerly the American Compensation Association). The position is responsible for external new Civil Service hire rates.

Employment and Examinations: The Employment and Examinations area must comply with the rules governing the State of Illinois Civil Service System. Every two years, the State University Civil Service System audits Employment and Examinations programs and processes to ensure compliance. When findings are made, we make every effort to correct the deficiency.

Human Resource Information Systems: NA

Workers’ Compensation/Unemployment: Must comply with the State of Illinois Workers’ Compensation laws and processes.

Is the program required to meet any regulatory or legal requirements? Is the program subject to any special auditing requirements?

Yes – all are subject to internal and external auditing.

Our compensation and classification adheres to the pay ranges established by the State Civil Service System.

The State University Civil Service System audits the Employment and Examinations unit every two years on civil service compliance issues.

Our Workers’ Compensation Program is required to comply with the laws governing workers’ compensation for the State of Illinois.

What are the most important outreach or public service activities supported by the program?

Recruitment and job advertisement are key elements of what we do. We plan on providing training sessions to the public on the civil service process (testing and hiring). We expect to deliver this service sometime in 2014.

Other organizational involvement includes the following:

Human Resources Directors Advisory Committee to the State University Civil Service System: This group is made of state Human Resource Director across the state that comes to together to share and address concerns about the civil service system.

ILHEHC – Illinois Higher Education Consortium on Human Capital: Is a group of HR professional that assist each other in sharing information and best practices in the HR field.

Human Resource Association of East Central Illinois: purpose is the same as ILHEHC

College and University Personnel Administrators (CUPA) is a national organization with over 16,000 members. It is the association for HR professional in higher education. CUPA-HR provides leadership on higher education workplace issues in the US and abroad. CUPA monitors trends, explores emerging workforce issues, conducts research and promotes strategic discussions among colleges and universities.

Society for Human Resource Management (SHRM) – national organization - The Society for Human Resource Management is the world’s largest association devoted to human resource management. Representing more than 250,000 members in over 140 countries, the Society serves the needs of HR professionals and advances the interests of the HR profession.

Illinois CUPA: regionally based – purpose same as national organization

Illinois SHRM: regionally based – purpose same as national organization

Under Employment  and Examinations we are currently working with a consortium of churches and a diversity recruitment organization to enhance our diversity recruitment efforts.

How do the local community and the region benefit from the program?

The local community and region benefit by the knowledge gained and utilized to improve HR services on campus and serving as an advocate on legislative and compliance issues impacting the higher education workforce.

The community also benefits by being made aware of employment opportunities so that EIU can attract the most talented applicant available.

If needed, provide supplemental comments or data sources to help the reader understand the external demand for the program.

What are the two or three more important measureable outcomes tracked to assess program quality? Does the program conduct an outcomes assessment, and if so, what has been the impact?

Number of applicants testing.

Number of recruitment resources used to attract applicants.

Number of desk audits conducted.

The overall goal is to improve operational efficiencies.

What are the two or three most effective best practices that the program has implemented? What benefits have been gained from implementing these best practices?

Classification and Compensation conducts best practices:

Web Page - Printable Forms:

<    Administrative & Professional Position/Title Request Instructions and Form

<        Civil Service Position Description Form

<        Request for Audit of Civil Service Position Form

<        Maintains and reviews request for Temporary Upgrade

<        Tracks and monitors Performance Appraisal forms

Web Page - Links:

<        Civil Service Salary Administration Plan

<        Designated Pay Grades for Non-Negotiated and Negotiated Classifications

<    All State Universities Civil Service System Classification Specifications (State Universities Civil Service System link)

All above Internet resources reduce need for customers to phone, e-mail and/or walk to Human Resources in order to obtain routine information/forms.   This improves customer service (flexibility to obtain information before/after hours), as it reduces telephone calls to the office as well as paper, copying, envelopes use/costs.

Employment and Examinations

1. An on-line application process was implemented two years ago which has streamlined the application and screening process for Employment and Examinations. Not only has it reduced the amount of foot traffic disruptions for E/E employees, we can now electronically send applications and resumes to departments filling positions. Civil Service Examinations has changed its testing hours and days to accommodate this streamlined process and to satisfy applicants’ and employees’ requests. Better customer service is always a priority.
2. Electronic registers for Civil Service pen and pencil tests has become a reality at EIU. One thing the electronic registers give us the opportunity to list prospective candidates quickly for departments when filling positions.
3. Employment and Examinations has developed a process for screening applicants who have indicated that they have a criminal history. A committee is in place to objectively screen these applicants and determine if they will be allowed to test and/or be accepted for employment on our campus making it a safer place for students to attend.

Human Resource Information System

            Conducted live testing in the inventory/surplus asset management program developed by ITS

            Moved HR shared server to an organized grouping of cluster servers for all of HR/Payroll.

            Assisted with the submission of specific Audit, State of Illinois & Illinois Higher Education informational data/reports

Workers’ Compensation/Unemployment

• Transitioned to new third party provider for Workers’ Compensation filing.
• Developing training program to deliver to campus community on new workers’ compensation injury reporting process.

What external recognitions (e.g., awards, accommodations, professional certifications, references in trade publications) have the program and its staff received in the past three years?

NA

Is the program active with any regional, national, or international professional organizations?

Yes

Human Resources Directors Advisory Committee to the State University Civil Service System: This group is made of state Human Resource Director across the state that comes to together to share and address concerns about the civil service system.

ILHEHC – Illinois Higher Education Consortium on Human Capital: Is a group of HR professional that assist each other in sharing information and best practices in the HR field.

Human Resource Association of East Central Illinois: purpose is the same as ILHEHC

College and University Personnel Administrators (CUPA) is a national organization with over 16,000 members. It is the association for HR professional in higher education. CUPA-HR provides leadership on higher education workplace issues in the US and abroad. CUPA monitors trends, explores emerging workforce issues, conducts research and promotes strategic discussions among colleges and universities.

Society for Human Resource Management (SHRM) – national organization - The Society for Human Resource Management is the world’s largest association devoted to human resource management. Representing more than 250,000 members in over 140 countries, the Society serves the needs of HR professionals and advances the interests of the HR profession.

Illinois CUPA: regionally based – purpose same as national organization

Illinois SHRM: regionally based – purpose same as national organization

For administrative programs outside of Academic Affairs: Note any presentations, publications, or offices held in the last three years.

President of IL-CUPA Midwest (Sandy Bowman) 2011

Julie Benedict – Employee Advisory Council Representative (Chair)

Julie Wilkerson and Donna Noffke members Civil Service Council

Jeff Marlo – member School of Continuing Education Advisory Committee

Richard Enyard, HR DirectorBoard member ofGlobal Academic Executive Board and Human Capital Executive Research Board.

Note any presentations, publications, or offices held in the last three years.

Director of HR presented at an HR conference on "Becoming an Employer of Choice" in Chicago.

If needed, provide supplemental comments or data sources to help the reader understand the quality of program outcomes.

Note any special benefits (e.g., personnel support, equipment, permanent improvements) that the program has received in the past three years from its grants and other sponsored programs.

NA

How does the program benefit from donor gifts (e.g., scholarships, endowed chairs)? Does donor support provide a significant percentage of the program’s overall funding?

NA

List two or three key relationships that the program maintains with external constituencies (e.g., community colleges, other universities, government bodies). How do these relationships advance the university mission or otherwise benefit the university?

State University Civil Service System – this is the governing body for civil service compliance , our relationship with this group is positive so that we have a good working relationship to address any issues involving audits or other civil service compliance issues.

Human Resources Directors Advisory Council: this is the Human Resources Director for all state institutions. We collaborate and share best practices to enhance our HR operations.

If needed, provide supplemental comments to help the reader understand the resources generated by the program. Note any clarifications or special circumstances (e.g., revenue pass-throughs) that should be considered when reviewing the above data.

Provide an executive summary of and link to any metrics or benchmarks that the program tracks to measure productivity.

Compensation/Classification Accomplishments - FY 13

Sixty-six desk audits/appeals were completed by the EIU auditor in FY 13, with 79% of them within the State Universities Civil Service System-targeted 30-day turnaround time.  Many new/vacant positions were also classified (particularly after last year’s mass retirements).  Eighty-six non-negotiated new hire/promotion rates were determined (in conjunction with department heads) in FY13, again above normal due in part to the many retirements in FY 12.  Position Description updates ran between 75-85% current.  Numerous PAE (A&P) requests were analyzed by the Compensation Manager.  Performance Appraisals were collected (still in progress) and the Compensation Manager served as a consultant for the process/form.  Annual raises were planned and implemented on a timely basis for the Civil Service employee groups (negotiated, non-negotiated, crafts & trades) that have been approved/bargained to date.

The Compensation Manager was at the bargaining table (on a management team headed by the Employee & Labor Relations Director) for AFSCME Clerical/Technical negotiations - which ultimately resulted in a finished contract - and provided input into several other Union negotiation/issues (involving Electricians, Plumber/Pipefitters, and Grounds).  Internally, the Compensation Manager served on an Annuitant work group, as well as the HR Newsletter committee.

Employment/Examinations tracks number of applicants testing and the number of recruitment resources used.

Workers' Compensation tracks the number of injuries and claims on annual basis as well as the number of former EIU employees receiving unemployment insurance and background checks.

What initiatives has the program implemented to enhance staff productivity (e.g., access to training, workflow improvements)? Briefly describe the costs and benefits of these initiatives.

Staff is reviewing the capacity of BANNER HR to better utilize technology to enhance our processes. We have also worked with IT to look at Cloud Technology to enhance the security of our testing function. For recruitment, Employment and Examinations is exploring the use of social media to attract and identify a more diverse applicant pool.

If needed, provide supplemental comments to help the reader understand the productivity of the program. Note any clarifications or special circumstances (e.g., accreditation requirements, curricular changes, program restructuring) that should be considered when reviewing the above data.

If needed, provide supplemental comments to help the reader understand the costs associated with the program. Note any clarifications or special circumstances (e.g., expenditures made centrally or externally, expenditures made on behalf of other units) that should be considered when reviewing the above data.

How does the program seek to distinguish itself from similar programs at other institutions?

 Our goal is to become an employer of choice. To accomplish this, we must constantly review and improve our programs and services. Each area of HR is constantly under review for process improvements.

Note any unique and/or essential contributions that the program makes to the university.

Compensation/Classification ensures that EIU remains competitive in the market place for top talent by tracking and providing information on competitive wage structures.

Employment and Examinations conducts I-9 verifications to ensure applicants are qualified and eligible to work in the United States.

Workers' Compensation/Unemployment conducts background check to ensure  EIU is hiring quality staff.

Employment and Examinations

1.      Automate and improve processes.

a.                   Enhance on-line application process.

b.                   Utilize technology to better track Extra Help 900 hour reporting and the creation of Extra Help referral registers.

c.                   Continue to monitor and track all interview information for status hires is transmitted electronically to hiring departments – either through the On-line Application system or Panther file, depending on the location of the register.

2.      Automated the employee address change notification process Create Matrix and written guidelines to use for reviewing applicants with conviction records. 

3. Improve Examinations security.

a.                   Worked with ITS Security to install cameras at each testing station to provide recordings of applicants’ activities, while also ensuring security of the examination itself. Also, the use of cloud technology to enhance security.

4. Expanded testing hours.

5.      Review and improve upon Form I-9s processing.

6.      This office improved the method of reporting summer school jobs for faculty

HRIS

Converted all HR/Payroll arena has been converted to Windows 7 - enhancing the non-experienced user/s to a safer computing environment.

            Participated as a live testing member in the inventory/surplus asset management program developed by ITS

            Moved HR shared server to an organized grouping of cluster servers for all of HR/Payroll.

            Participated in the restoration of Surplus Computers Program, replacing older machines with newer machines

             Submission of specific Audit, State of Illinois & Illinois Higher Education informational data/reports

Compensation/Classification Accomplishments - FY 13

Sixty-six desk audits/appeals were completed by the EIU auditor in FY 13, with 79% of them within the State Universities Civil Service System-targeted 30-day turnaround time.  Many new/vacant positions were also classified (particularly after last year’s mass retirements).  Eighty-six non-negotiated new hire/promotion rates were determined (in conjunction with department heads) in FY13, again above normal due in part to the many retirements in FY 12.  Position Description updates ran between 75-85% current.  Numerous PAE (A&P) requests were analyzed by the Compensation Manager.  Performance Appraisals were collected (still in progress) and the Compensation Manager served as a consultant for the process/form.  Annual raises were planned and implemented on a timely basis for the Civil Service employee groups (negotiated, non-negotiated, crafts & trades) that have been approved/bargained to date.

The Compensation Manager was at the bargaining table (on a management team headed by the Employee & Labor Relations Director) for AFSCME Clerical/Technical negotiations - which ultimately resulted in a finished contract - and provided input into several other Union negotiation/issues (involving Electricians, Plumber/Pipefitters, and Grounds).  Internally, the Compensation Manager served on an Annuitant work group, as well as the HR Newsletter committee.

Provide any program-specific metrics that help to document program contributions or program quality. Examples of some commonly used program-specific metrics may be found here.

Compensation and Classifications through its desk audit process review job description for proper classification and pay. Salary surveys are periodically conducted to track competitiveness of pay plan.

Employment and Examinations - I-9 verifications to ensure employment eligibility of job candidates, and diversity recruitment initiatives.

Background checks conducted and number of negligent hires prevented.

Workers' Compensation - workplace injuries will be more closely monitored and reviewed to identify cause of injuries and to determine if they could have been prevented and if so, to offer training to address concerns.

HR metrics to explore for future use are:

Diversity recruitment, (applicants, interviews and hires)

Recruitment sources used

Position posted and number of applicants applying

Promotions

If needed, provide supplemental comments to help the reader understand the program impact on the university mission.

All units,  Classification/Compensation, employment and Examinations and Workers' Compensation/Unemployment are core functions of any Human Resources department.

Provide a link to or listing of the program’s goals and/or strategic plan.

Strategy

• Support divisions/departments as they seek to achieve their strategic vision, goals and objectives.
• Planning.
• Support recruiting efforts by utilizing rewards strategies in order to develop a high performing, diverse workforce.
• Recognize and reward individual and team achievement where applicable

• Respond to customer needs in a helpful, supportive, and proactive manner and provide quality services on which they can rely.
• Equitably, fairly and consistently administer University policies and procedures; initiate policy/procedure reviews in response to changes in laws and/or market conditions.
• Develop compensation philosophy (lead vs. lag market, retain vs. hire, etc.).
• Maintain open and clear channels for communication.
• Strive for mutual understanding of standards of performance expectations and communicating routinely to reinforce that understanding.
• Encourage growth and career development of employees by coaching, and by helping employees achieve their personal goals.

• Practice fair pay, where employees:
• Understand how pay is determined
• Know how to maximize pay
• Believe pay is correlated to performance/value

Seek to determine correlation between fair pay and employee engagement.

What role will the program have in the implementation of the university’s strategic plan (provide link to strategic plan)?

Directly related to staffing to assist in identifying and recruiting a more diverse workforce to carry out the mission of the institution. HR also ensures compliance with all state and federal employment laws. Without the constant monitoring of these laws and adherence to them, the institution could suffer costly penalties for violations.

In the next two or three years, what best practices, improvements in operations, or other opportunities to advance the university’s mission are likely to be implemented?

Better use of technology in the employment process for recruiting a more diverse workforce.

Succession planning, approximately 25% of the workforce can retire as of todays’ date; HR will play a key role in assisting management in filling these vacancies when they occur.

Compensation planning to maintain internal pay equity and for talent management to track the marketplace for competitive pay.

If needed, provide supplemental comments to help the reader understand future opportunities for the program.