Human Resources Annual Report January December The University of Arizona Human Resources CY 2007 Page 1 of 13

Transcription

1 Human Resources Annual Report January December 2007 The University of Arizona Human Resources CY 2007 Page 1 of 13

2 I. Executive Summary The Human Resources Division has three interrelated major priorities: 1) Increase the UA employment value proposition -- Increase the perceived value of UA employment by strengthening affiliation rewards, career rewards, work rewards and competitive benefits and compensation programs. 2) Increase organizational effectiveness --Streamline business systems and processes; increase manager & employee self sufficiency; and support data-informed decision making. 3) Build future capacity -- Bolster organizational identity; develop architecture required to attract and engage our future workforce; and develop and acquire talent required to meet UA s emerging needs. During this calendar year we focused particular attention on understanding what drives people to both join and leave the University. So what did we learn? People join us with tremendous enthusiasm, but tend to leave as a result of perceived inadequacies in leadership, a sense of isolation, and frustration about future career opportunities. While compensation is an area of concern, it tends to be a driving force for departure when faculty and staff feel disconnected or undervalued in other ways as well. For the first time, we have both quantitative and qualitative data that provides us with a road map for increasing our success in attracting and retaining outstanding talent. It is clear that we must focus on developing stronger leaders, better document the benefits of being part of the UA community, and create opportunities for people to establish connections. Toward this end, we identified several priorities last year and are pleased to report our accomplishments. GOAL ONE: Increasing the Employee Value Proposition Identify the factors that satisfy and dissatisfy faculty and staff in order to increase engagement and reduce undesired turnover. Used findings from the New Hire Survey conducted in 2006 to enhance programs for newly hired employees, including an on line New to the U newsletter for all faculty and staff employed less than 18 months and a revamped orientation program. Implemented a web based exit survey tool to be used by employees who have left the university. Implemented an exit interview program for all departing faculty and subset of classified staff and non faculty appointed personnel. Implemented a new position survey to determine the factors prompting UA employees to move from one department to another. In partnership with the Provost s Office, analyzed and reported COACHE findings on tenure track faculty satisfaction. The University of Arizona Human Resources CY 2007 Page 2 of 13

3 Create a safe and secure work environment As a result of state law and ABOR policy, the University expanded its criminal background check activity for security sensitive positions by use of fingerprint cards and checks through the FBI s national database. Coordination of criminal background checks was centralized in Human Resources which required us to staff and initiate a new interdepartmental billing process. Developed and launched a training program to educate first responders about critical incident stress management strategies. Developed a no rehire policy, which was implemented on an interim basis pending shared governance review. This policy precludes the return to UA employment of those employees who have committed egregious offenses. Provide employees with the family care resources they need to minimize stress and increase workplace productivity. Developed new elder care community and national information and referral guidelines for local and long distance care giving situations using various websites. Identified childcare resources for the Phoenix and greater Arizona areas and provided access to this information on our website. Support employee career growth opportunities in order to grow and retain exceptional talent. Secured ABOR and legislative approval to establish new conditions of employment for new postdoctoral fellows. Introduced a series of career development programs for employees. Launched a classification study of classified staff information technology functions. Increase employees sense of financial security Launched a communication campaign to increase awareness and participation in the Flexible Spending Account program, increasing healthcare reimbursement account plan participation by 11% and dependent care plan participation by 21%. Support fair and efficient dispute resolution processes. Replaced our current arbitration provider with a roster of qualified and efficient hearing officers to preside over employee dispute resolution hearings. The University of Arizona Human Resources CY 2007 Page 3 of 13

4 GOAL TWO: Building Future Capacity Establish plans to manage the large number of projected retirements Developed and delivered general and customized department retirement advising sessions. Led a Tri U effort to develop a phased retirement plan. Enhance our employee recruitment efforts Expanded the UA presence at career fairs through the design and creation of professional banners, posters and brochures and re design of our booth format; and included line managers to assist in recruiting efforts. Develop effective strategies to orient and support the success of new employees. Enhanced Lunch and Learn brown bag sessions by including topics that address needs of employees in early stages of their career, such as, Managing Your Performance and Effective Networking. Develop total compensation systems aligned with institutional goals As part of our annual effort to maintain market competitiveness of the classified staff compensation structure, we re graded 244 classified job titles. GOAL THREE: Increasing Organizational Effectiveness Enhance employee and manager self service options Developed a web based letter of offer builder Completed the Benefits Online Enrollment feature of Employee Link. Establish enhanced data collection, management systems and reporting mechanisms to support institutional planning and assessment. Provided leadership to the Human Resources Application Architecture Team to map future system directions for human resources and payroll related functions. Launched project to provide departmental managers with unit profiles to support data informed decision making. Increase administrative efficiencies through systems streamlining and education Developed tighter protocols for responding to employment verification requests. Led a year long project with campus wide representation to transition academic pay dates to conform to contract dates to be effective with academic year The University of Arizona Human Resources CY 2007 Page 4 of 13

5 The University of Arizona Human Resources CY 2007 Page 5 of 13

6 I. Prepare Arizona s Youth and Ensure Access and Opportunity I. Contributions to the University s Strategic Plan II II. Engage and Graduate Students Who Can Contribute to the State, Nation, and World III. Provide World Class Research That Improves the Human Condition in Arizona and Beyond IV. Partner with and Serve the People of Arizona President Shelton and Executive Vice President and Provost Sander have expressed their sentiment that quality people are essential to the University s success and that an outstanding faculty is essential for us to reach our aspirations. While we sometimes talk about some units being mission driven and others being support units, we see things differently in Human Resources. Everything we do is designed is aligned with the University s mission. We see ourselves as partners in attracting, retaining, growing and engaging the kind of people the University requires prepare Arizona s youth and ensure access and opportunity; engage and graduate students who can contribute to the state, nation and world; provide world class research that improves the human condition in Arizona and beyond; and partner and serve the people of Arizona. In addition to ensuring that the University has the people and systems it needs to be successful, members of the Human Resources Division are actively involved in service and community outreach. Our members frequently consult with and present to national, local and state wide organizations on topics ranging from pandemic planning to managing workplace violence. Our members provide community service to 28 local organizations and serve in leadership roles for 15 different professional organizations. The University of Arizona Human Resources CY 2007 Page 6 of 13

7 III. Unit s Unique Challenge and Strategies for Adressing the Challenge Our research has shown that visionary and high quality management is a key component of successful recruitment and retention of faculty and staff. While we have a handful of management consultants poised to offer advice and conduct instructional classes, we lack the resources needed to make the impact we desire. Our goal is to ensure that every manager and department head begins with the information and resources required for him or her to be successful, and we look forward to the opportunity to provide a management orientation to each person who assumes leadership responsibilities. We have submitted a request for financial support to achieve this goal and look forward to a favorable response. The University of Arizona Human Resources CY 2007 Page 7 of 13

8 IV. Appendices A salary equity analysis and description of the implemented strategies for addressing salary equity at the local level. Each quarter we evaluate HR salaries against market data with special attention to gender and ethnicity. We make adjustments as necessary and possible twice each year. While we have several positions that are below market levels, we have made necessary adjustments to ensure we have no salary equity issues. B report on faculty and appointed professional recruitments, outlining the number of searches the unit conducted, the number successfully concluded, and how the search process and its conclusion advanced our institutional diversity goals. TITLE Recruitment Advisor Family Care Advisor SELECTED CANDIDATE Asian Male White Female C executive summary of the highlights for the research/outreach centers and institutes housed within your college. N/A D. Departmental Metrics these are reported on a fiscal year basis (see next page). The University of Arizona Human Resources CY 2007 Page 8 of 13

9 Trend Data for FY 2007 Description FY 2007 FY 2006 FY 2005 FY 2004 DEMOGRAPHICS (benefits eligible employees) # of benefits eligible employees 10,719 10,541 10,626 10,519 % of employees with 0 2 years of service 34.1% 33.4% 33.1% 33.1% % of employees with 3 5 years of service 16.5% 17.6% 18.9% 19.0% % of employees with 6 10 years of 17.5% 16.7% 15.8% 15.3% service % of employees with 11+ years of service 32.0% 32.3% 32.1% 32.6% Mean/median age of classified staff 43.8/ / / /44.7 Mean/median age of non faculty 42.9/ / / /42.2 appointed personnel Mean/median age of faculty 51.1/ / / /51.1 Mean/median age of administrators 57.0/ / / /56.2 EMPLOYMENT # of employment openings 2,146 2,049 1,983 2,092 # of new hires/rehires 1,408 1,368 1,346 1,350 # of transfers/promotions/title changes 1,826 2,057 1,719 1,783 # of employment applicants 17,649 18,088 21,454 N/A # of employment applications 40,767 43,467 48,045 45,885 1 # of employment applications opening learned via website # of employment applications opening learned via print or electronic advertising # of employment applications opening learned via departmental invitation # of employment applications opening learned via employee referral # of employment applications opening learned via other sources 26,636 28,169 31,161 N/A 5,123 4,395 5,852 N/A 1, N/A 3,210 3,280 3,408 N/A 4,450 3,889 4,432 N/A Annual Turnover 14.8% 15.6% 15.6% 15.3% # of voluntary terminations 1,058 1,100 1,115 1,137 # of layoffs # of contract non renewals # of involuntary terminations: probation period/discharge for cause/other # of other terminations: deceased, job completed, temp job completed 55/16/11 75/17/16 85/7/30 69/6/ # of 4 th step classified staff grievances *Total includes an estimate of 15,000 applications received as ʺdepartment collectsʺ from July 2003 Jan 2004, as this info cannot be accurately determined. The University of Arizona Human Resources CY 2007 Page 9 of 13

10 Description FY 2007 FY 2006 FY 2005 FY 2004 RETIREMENT # of retirements # of ASRS retirements # of ORP retirements mean age of ASRS retirees mean age of ORP retirees mean years service of ASRS retirees mean years service of ORP retirees # of employees enrolled in 403 (b) or 457 2,410 2,475 2,531 2,525 plans # of employees (benefits eligible) 6,874 6,859 6,959 6,943 enrolled in the ASRS # of employees (benefits eligible) 3,090 3,037 3,000 2,902 enrolled in the ORP WORK/LIFE PROGRAMS AND SERVICES # of employees enrolled in the sick child care program and emergency /back up care program # of students enrolled in the sick child care program # employees issued child care vouchers # of students awarded child care subsidy # of employees provided childcare (CC) 735 1,015 1,261 1,009 consultation # of students provided childcare consultation # of employees provided eldercare (EC) consultation # of students provided eldercare consultation # of employees provided work/life (WL) 357 1, consultations # of employees provided employee N/A N/A 894 1,173 assistance service # of employee assistance visits N/A N/A # of employees w/combined CC, EC, and/or WL consultations* 1,762 1,627 N/A N/A The University of Arizona Human Resources CY 2007 Page 10 of 13

11 Description FY 2007 FY 2006 FY 2005 FY 2004 # of students w/combined CC, EC, and/or WL consultation* # of employee assistance counseling visits/clients* # of employee assistance consultations/clients* # of employee assistance Wellness Screening consultations* # of Critical Incident Group responses/participants* # of UA employees provided wellness screening # of State employees provided wellness screening (through ADOA contract) # of UA employees participating in wellness workshops # of UA retirees provided wellness screening # of State employees participating in wellness workshops (through ADOA contract) # of employees provided nutrition/fitness consultations N/A N/A / /249 N/A N/A 2,148/2, /1,292 N/A N/A N/A N/A 422/ /736 N/A N/A , N/A *Indicates a new or redefined reporting category to more accurately reflect LWC activities EMPLOYEE COMPENSATION mean/median annual salary for all benefits eligible employees mean/median annual salary for faculty (benefits eligible) mean/median annual salary for nonfaculty appointed personnel (benefits eligible) mean/median annual salary for classified staff (benefits eligible) EMPLOYEE BENEFITS # of employees enrolled in health insurance # of employees enrolled in dental insurance # of employees enrolled in vision insurance # of employees enrolled in statesponsored supplemental life insurance # of employees enrolled in Aetna supplemental life insurance $58,505/ $45,587 $101,733/ $86,805 $67,301/ $52,949 $37,419/ $35,150 $56,850/ $44,146 $98,479/ $84,113 $65,482/ $51,941 $36,989/ $34,651 $53,361/ $41,277 $94,072/ $80,779 $62,103/ $49,128 $34,542/$ 32,195 $51,164/40,040 $89,950/77,683 $59,849/47,657 $33,439/31,000 9,147 9,062 9,103 8,906 8,988 8,919 9,021 8,848 5,944 5,664 5,803 5,334 3,932 4,058 4,215 3,940 2,546 2,530 2,656 2,584 The University of Arizona Human Resources CY 2007 Page 11 of 13

12 Description FY 2007 FY 2006 FY 2005 FY 2004 # of employees enrolled in supplemental life insurance (either or both) # of employees enrolled in short term disability insurance # of employees enrolled in the flexible spending account plan Health Care # of employees enrolled in the flexible spending account plan Dep. Care Total # of employees enrolled in a flexible spending account plan 4,737 4,786 4,957 4,801 4,976 4,957 4,989 4,773 1,189 1,039 1,027 1, ,274 1,115 1,109 1,109 # of financial education courses offered N/A # of employees attending financial N/A education courses EMPLOYEE TUITION PROGRAMS # of employees utilizing QTR (Qualified 2,230 2,249 2,323 2,273 Tuition Reduction, for self or family members) # of employees utilizing DPTP (Domestic Partner Tuition Program) N/A N/A EMPLOYEE LEAVE # of cases active during period 1, N/A average number of open cases N/A # of cases closed during period N/A # of closed cases involving family medical leave for employee # of closed cases involving family medical leave for other family members # of closed cases involving ʺcontinuousʺ family medical leave for employee # of closed cases involving ʺcontinuousʺ family medical leave for other family members average length of closed cases involving ʺcontinuousʺ family medical leave N/A N/A N/A N/A N/A # of employees using compassionate transfer of leave Annual cost of compassionate transfer of $159,683 $178,054 $107,913 $173,862 leave # of closed cases involving military leave N/A # of closed cases involving leave without pay # of closed leaves eligible for short term disability # of closed leaves eligible for long term disability N/A N/A N/A The University of Arizona Human Resources CY 2007 Page 12 of 13

13 Description FY 2007 FY 2006 FY 2005 FY 2004 CAREER AND PROFESSIONAL DEVELOPMENT # of HR sponsored professional development sessions # of University Leadership Institute (ULI) sessions # of Professional Success Institute (PSI) sessions # of Successful Supervisor Series (SSS) N/A N/A sessions # of attendees in HR sponsored 1,477 1,784 1,488 1,298 professional development sessions EMPLOYEE ADVISING # of employees provided assistance N/A N/A related to coaching and policy interpretation # of employees provided assistance related to employee development N/A N/A # of employees provided assistance related to job dissatisfaction # of employees provided assistance related to job performance # of employees provided assistance related to layoff/non renewal # of employee contacts provided assistance by AHSC HR related to employee relations # of employee contacts provided assistance by AHSC HR related to layoff/non renewal # of Employee Advising workshops offered N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 12 9 N/A N/A The University of Arizona Human Resources CY 2007 Page 13 of 13