The following attachments were submitted in support of the recommendations made by the Transition and Succession Work Team:

Transcription

1 HR Design Supporting Materials Transition and Succession Work Team Submitted: June 15, 2012 The following attachments were submitted in support of the recommendations made by the Transition and Succession Work Team: Attachment 1: Transition and Succession Lifecycle Attachment 2: Sample Succession Planning Document Attachment 3: Current Probation Periods Attachment 4: Current UW Madison Employing Units Attachment 5: Layoff Notice Periods of Other Higher Education Institutions Attachment 6: Readings, Information Sources, Websites, and Data Used to Facilitate Discussion Attachment 7: Clarification and Examples of Appointment Type Recommendations 1 hr design transition and succession supporting documents june pdf

2 ATTACHMENT 1: TRANSITION AND SUCCESSION LIFECYCLE Transition and Succession Lifecycle HIRING POSITION EMPLOYED PLANNING PHASE Recruitment Phase Onboarding Probation Period Organizational Planning Workforce Planning Strategic Planning Job Overlap Verify Qualifications/Experience Identify Duties Type of Position Materials PD/PVLs Exam Etc. Open Transfer Employee Orientation Job manuals Advisory Committee Faculty mentor Address Performance Identify Backup Mapout Skills Identify Internal Candidates ID of internal candidates Contact Lists EMPLOYED Effective supervision Opportunity for advancement Skills training Retention Explore options Job shadowing SOP Cross-training Inventory of skills (Address Performance) Mentoring Tools Professional employee development Skills Adjustment DECISION TO END JOB Retirement - Counseling announcement phased retirement - Employee Transfers - Resignation - Termination (Performance) End of Probation? - Layoff / Non-renewals - Reason Notice At Risk Priority referral Alternative job placement - Layoff / Nonrenewal Classified restoration eligibility Classified reinstatement eligibility Academic Appeal END OF JOB Emeritus Non Permanent Work options LAYOFF - Flexibility - Transparent (increase) - Ret. Priority Good - Not on seniority (job related) - Only on seniority - Avoid discrimination CONSIDERATIONS SUCCESSION - More prof. development - Clear way to track promotion/responsibility - Way to Grow - OK to hire internal w/o recruitment(not OR) - Ability for LTE/Project-Permanent - Job Try - Overlap - Cross-training - Shadowing - Toolkit - Employee Dev. Plans - Employee ID of duties/process - Pool of employees wanting new opportunity Updated: 05/08/2012

3 ATTACHMENT 2: SAMPLE SUCCESSION PLANNING DOCUMENT Succession Planning Data Employee Name: Current Position: Past Position: Completed by: Months in Current Position: Years with University: Most recent performance appraisal rating: Education, Training, Committee Involvement: Other Qualifications: Contributions/Performance Trend: Strengths: Development needs: Career Interests: Competency Strength Acceptable Manage/Mitigate Comments Operates Strategically Makes Sound Decisions Applies Functional Expertise Influences and Inspires Listens and Communicates Effectively Cultivates Relationships and Fosters Collaboration Displays Self Awareness

4 ATTACHMENT 3: CURRENT PROBATION PERIODS Type of Appointment Original & Promotional Transfer Reinstatement to Same Class Reinstatement to Different Class Voluntary Demotion Non Supervisor and Non Management Appointments Within Employing Unit 6 months, can t be waived None if not already serving a probationary period in the unit. If serving one, then time served is carried over. None if reinstated to same employing unit and permanent status previously held in another unit. None if reinstated to same employing unit and permanent status previously held in another unit. None unless demoting to a trainee position Between Employing Unit Between Agencies Supervisor and Management Positions Within Employing Unit Same Same 12 month, last 6 months may be waived. Successful completion of supervisor training required. None if not already serving a probationary period in the unit. If serving one, then time served is carried over. None if reinstated to same employing unit and permanent status previously held in another unit. None if reinstated to same employing unit and permanent status previously held in another unit. None Source: Wisconsin Human Resources Handbook, Chapter 116, Probationary Periods Between Employing Units/Agencies Initial Appointment to supv./mgt. position Same 12 months, 6 months may be waived (contingent on successful completion of supervisor training) 12 months, 6 months may be waived (contingent on successful completion of supervisor training) 12 months, 6 months may be waived (contingent on successful completion of supervisor training) 12 months, 6 months may be waived (contingent on successful completion of supervisor training) Previously had permanent status in supv./mgt. Same 12 months, 6 months may be waived 12 months, 6 months may be waived 12 months, 6 months may be waived 12 months, 6 months may be waived

5 ATTACHMENT 4: CURRENT UW MADISON EMPLOYING UNITS A01 A02 A03 A04 A05 A06 A07 A10 A12 A17 A19 A27 A34 A40 A42 A45 A48 A49 A52 A53 A54 A56 A57 A63 A71 A77 A80 A85 A87 A88 A93 A96 GENERAL EDUCATIONAL ADMINISTRATION GENERAL SERVICES BUSINESS SERVICES DEAN OF STUDENTS ACADEMIC SERVICES DIVISION OF INFORMATION TECHNOLOGY COLLEGE OF AGRICULTURAL AND LIFE SCIENCES INTERNATIONAL STUDIES AND PROGRAMS SCHOOL OF BUSINESS SCHOOL OF EDUCATION COLLEGE OF ENGINEERING SCHOOL OF HUMAN ECOLOGY GRADUATE SCHOOL INSTITUTE FOR ENVIRONMENTAL STUDIES INTERCOLLEGIATE ATHLETICS LAW SCHOOL COLLEGE OF LETTERS AND SCIENCE GENERAL LIBRARY STATE LABORATORY OF HYGIENE SCHOOL OF MEDICINE AND PUBLIC HEALTH SCHOOL OF NURSING SCHOOL OF PHARMACY UNIVERSITY HEALTH SERVICES OFFICER EDUCATION FACILITIES PLANNING AND MANAGEMENT POLICE AND SECURITY RECREATIONAL SPORTS UNIVERSITY HOUSING SCHOOL OF VETERINARY MEDICINE WISCONSIN VETERINARY DIAGNOSTIC LABORATORY DIVISION OF CONTINUING STUDIES WISCONSIN UNION

6 ATTACHMENT 5: LAYOFF NOTICE PERIODS OF OTHER HIGHER EDUCATION INSTITUTIONS BIG 10 SCHOOLS University of Illinois 30 days Indiana University 30 days The University of Iowa days depending on union contract 3 months for professional and scientific University of Michigan 30 days Michigan State University 45 days for professional staff; but some bargaining units are 7 days, 14 days or 21 days University of Minnesota 28 days for classified 1 12 months based on years of service for faculty and certain administrative staff University of Nebraska 2 wks for office and support staff 90 days for management and professionals Northwestern University 2 3 weeks depending on years of service The Ohio State University 14 days for classified 30 days for unclassified Penn State 4 weeks Purdue University 30 days OTHER MAJOR UNIVERSITIES UCLA 30 days for professional and support staff

7 ATTACHMENT 5: LAYOFF NOTICE PERIODS OF OTHER HIGHER EDUCATION INSTITUTIONS University of North Carolina 30 days Duke University 60 days University of Pennsylvania 30 days University of Washington 30 days for professionals 15, 20 or 30 days for unionized classified employees Washington University (St. Louis) Advance notice whenever possible

8 ATTACHMENT 6: READINGS, INFORMATION SOURCES, WEBSITES, AND DATA USED TO FACILITATE DISCUSSION Readings: Talent Management and Succession Planning in Higher Education management and succession planning higher education Preparing Leaders for the Future Succession Planning in Higher Education Witt/Kieffer Survey of Presidents/Trustees leadership/practice/education%20succession%20planning.pdf Leadership, Diversity and Succession Planning in Academia Cristina Gonzalez University of California, Davis Center for Studies in Higher Education Career Management and Succession Planning University of Canberra development/career mgt and succession planning Passing the Baton Who Will Take It? Paula Singer, Ph.D. and Laura Francisco HR News Magazine September 2010 Keeping a Strategic Focus in a Tough Economy Elizabeth Kellar HR News Magazine September 2010 Study of Faculty Attrition at UW Madison: Combined Results, Christine Maidl Pribbenow, Ph.D. WISELI, UW Madison October 25, Boomer Retirement: When not If Thomas J. Calo, Ed.D., IPMA CP HR News Magazine November 2009 Strategic Planning for Higher Education Philip Kotler and Patrick E. Murphy Journal of Higher Education

9 ATTACHMENT 6: READINGS, INFORMATION SOURCES, WEBSITES, AND DATA USED TO FACILITATE DISCUSSION Strategic Human Resources Management (3 rd ed.) Jeffrey A. Mello 2011 GE s Talent Machine: The Making of a CEO Christopher A. Bartlett and Andrew N. McLean Harvard Business Review November 3, 2006 Statutes, Policies & Procedures: Unclassified Personnel Policies and Procedures Referral Priority Program and Career Search Resources, Academic Personnel Office, UW Madison Policies and Procedures for Classified Employees Wisconsin Administrative Code University of Wisconsin System Board of Regents Wisconsin ER MRS (Office of State Employment Relations Division of Merit Recruitment & Selection) mrs Wisconsin Human Resources Handbook Various collective bargaining agreements Wisconsin Statutes & Annotations Employee Trust Funds Privileges for UW Madison Retirees Office of Human Resources March 2008 Institutions of Higher Education Websites: University of Michigan

10 ATTACHMENT 6: READINGS, INFORMATION SOURCES, WEBSITES, AND DATA USED TO FACILITATE DISCUSSION University of Minnesota University of Illinois The University of Iowa Michigan State University University of Nebraska Northwestern University The Ohio State University Penn State Purdue University UCLA University of North Carolina Duke University University of Pennsylvania University of Washington Washington University (St. Louis) Data Provided by the HR Design Project Team: Years in job by employee class Number of academic staff indefinite appointments Employees close to retirement age FTE count by appointment type

11 ATTACHMENT 6: READINGS, INFORMATION SOURCES, WEBSITES, AND DATA USED TO FACILITATE DISCUSSION Academic and classified layoffs for FY10, FY11 and FY12 (partial FY) Number of rehired annuitants Failed probations by classification for

12 ATTACHMENT 7: CLARIFICATION AND EXAMPLES OF APPOINTMENT TYPE RECOMMENDATIONS Current Appointment Type Option 1: FLSA Exempt Classified Transition to Academic Staff Option 2: NO Classified Staff Transition to Academic Staff Academic Staff Appointments Indefinite AS Permanent AS Permanent AS Renewable AS Permanent AS (most) Permanent AS (most) Fixed Term Terminal AS Project AS Project AS Fixed Term Terminal Instructional AS Fixed Term Instructional Fixed Term Instructional Classified Staff Appointments Classified Permanent FLSA Exempt Permanent AS Classified Permanent Classified Permanent Non Exempt Classified Permanent Classified Permanent Classified Project Project AS Classified Project Classified LTE LTE AS Classified LTE EXAMPLES FOR DETERMINING ACADEMIC STAFF APPOINTMENT TYPE If funding and needs are expected to continue, the academic staff appointment should be Permanent. This includes most research and instructional related positions. If the need is for a one time project with a definite beginning and end date and no expectation of continuation after that end date, the academic staff appointment should be Project. If an instructional need has an expected end date, the academic staff appointment should be Fixed Term Instructional. For example, a faculty member takes a leave of absence or temporarily assumes other duties (such as serving as Chair of the department) for a specific period of time. Since that faculty member s teaching duties need to be covered during this period of time, the academic staff hired to fill those duties would be hired as a Fixed Term Instructional with an end date to coincide with the return from the leave or the expected end of the faculty member s temporary duties. If a course is taught every year and is expected to be continued to be taught every year, the academic staff appointment should be Permanent. However, if the course is taught only in one semester and not in the other semester, but the course is still taught every year, the academic staff appointment type still should be Permanent. The appointing department will need to appropriately deal with appointment percent, leave of absence (if appropriate) and benefits issues. We refer this type of situation to the implementation team. A new course is being offered and the future of the course is not certain, the academic staff appointment should be Fixed Term Instructional with an expected end date. If the course continues to be taught on the regular basis, the appointment type should be converted to Permanent as in the above example. Schools/colleges/departments will be held accountable for the reasons certain appointment types are used.