Vice Chancellor for Human Resources

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1 Vice Chancellor for Human Resources System and Position Profile

The vice chancellor serves in the chancellor s cabinet and is responsible for designing and executing HR strategy in support of the strategic framework.

universities and system office. About is the largest single provider of higher education in the state.

Students and employers alike count on to provide an extraordinary education.

2 POSITION AND SYSTEM PROFILE ///// invites applications and nominations for the position of Vice Chancellor for Human Resources The Vice Chancellor for Human Resources provides overall strategic human resources leadership and serves as chief labor relations officer for the enterprise. The vice chancellor serves in the chancellor s cabinet and is responsible for designing and executing HR strategy in support of the strategic framework. In consultation with college and university constituencies, the vice chancellor is responsible for monitoring and evaluating policy regarding faculty and staff relations at the 37 colleges and universities and system office. About is the largest single provider of higher education in the state. With 37 institutions, including 30 community and technical and seven state universities, serves 58 percent of the state s undergraduate student population. Students and employers alike count on to provide an extraordinary education. Our colleges and universities are accredited by the Higher Learning Commission, and many of the academic programs offered have received specialized accreditations. Our faculty, too, are credentialed, experienced, and dedicated. Governance s 15-member Board of Trustees is appointed by the Governor and has policy responsibility for system planning, academic programs, fiscal management, personnel, admissions requirements, tuition and fees, and rules and regulations. minnstate.edu/board Chancellor Under the direction of the Board of Trustees, the chancellor is chief executive officer of and is responsible for providing academic leadership to the system s 37 colleges and universities, ensuring effective and efficient management and operation of the system so that can meet the current and long-term educational needs of all Minnesotans. minnstate.edu/system/chancellor Strategic Framework colleges and universities play an essential role in growing Minnesota s economy and opening the doors of educational opportunity to all Minnesotans. To that end, we will: Ensure access to an extraordinary education for all Minnesotans Our faculty and staff will provide the best education available in Minnesota, preparing graduates to lead in every sector of Minnesota s economy. We will continue to be the place of opportunity, making education accessible to all Minnesotans who seek a college, technical, or university education; those who want to update their skills; and those who need to prepare for new careers. Be the partner of choice to meet Minnesota s workforce and community needs Our colleges and universities will be the partner of choice for businesses and communities across Minnesota to help them solve real-world problems and keep Minnesotans at the leading edge of their professions. Our faculty and staff will enable Minnesota to meet its need for a substantially better educated workforce by increasing the number of Minnesotans who complete certificates, diplomas, and degrees. Deliver to students, employers, communities, and taxpayers the highest value / most affordable option Our colleges and universities will deliver the highest value to students, employers, communities, and taxpayers. We will be the highest value, most affordable higher education option.

SERVING MINNESOTA ///// Northland & Technical East Grand Forks Moorhead Moorhead Minnesota State and Technical Moorhead Northland & Technical Thief River Falls and Technical Fergus Falls Alexandria

Worthington Northwest Technical Bemidji and Technical Detroit Lakes & Technical Jackson Central Lakes Staples St. Cloud State St. Cloud, Mankato Mankato NHED-Itasca Grand Rapids St.

Cloud Ridgewater Hutchinson South Central North Mankato NHED-Hibbing Hibbing Central Lakes Brainerd Lake Superior Duluth Fond du Lac Tribal & Cloquet Pine Technical & Pine City Anoka-Ramsey Cambridge

3 SERVING MINNESOTA ///// Northland & Technical East Grand Forks Moorhead Moorhead Minnesota State and Technical Moorhead Northland & Technical Thief River Falls and Technical Fergus Falls Alexandria Technical & Alexandria & Technical Canby Bemidji State Bemidji Ridgewater Willmar Southwest Minnesota State Marshall and Technical Wadena & Technical Granite Falls & Technical Pipestone & Technical Worthington Northwest Technical Bemidji and Technical Detroit Lakes & Technical Jackson Central Lakes Staples St. Cloud State St. Cloud, Mankato Mankato NHED-Itasca Grand Rapids St. Cloud Technical & St. Cloud Ridgewater Hutchinson South Central North Mankato NHED-Hibbing Hibbing Central Lakes Brainerd Lake Superior Duluth Fond du Lac Tribal & Cloquet Pine Technical & Pine City Anoka-Ramsey Cambridge Riverland Albert Lea NHED-Mesabi Range Virginia Minneapolis/St. Paul South Central Faribault Riverland Owatonna Employees and Bargaining Units NHED-Rainy River International Falls Minnesota State Southeast Red Wing Rochester and Technical Rochester NHED-Vermilion Ely NHED-Mesabi Range Eveleth Anoka Technical Anoka Hennepin Technical Brooklyn Park Riverland Austin Minneapolis & Technical Minneapolis Hennepin Technical Eden Prairie Southeast Winona Winona State Winona 07/17 Universities s METRO AREA Anoka-Ramsey Coon Rapids North Hennepin Brooklyn Park Normandale Bloomington Metropolitan State Minneapolis Metropolitan State St. Paul Saint Paul St. Paul Dakota County Technical Rosemount Century White Bear Lake Inver Hills Inver Grove Heights The system employs more than 16,000 people, many of whom are represented by one of several bargaining units and personnel plans. The bargaining units include: Inter Faculty Organization Faculty Association of Administrative and Service Faculty American Federation of State, County and Municipal Employees Minnesota Association of Professional Employees Minnesota Government Engineers Council Middle Management Association Minnesota Nurses Association Extraordinary Facts We serve 375,000+ students annually and more students of color, first-generation college students, and students of modest financial means than anyone else in the state, including: 63,500 Students of Color and American Indian Students 48,500 First-Generation Students 84,000 Low-Income Students 95,000 Students Aged 25 or Older 10,000 Veterans and Service members We offer the lowest tuition in Minnesota. Our colleges and universities have 54 campuses that are conveniently located in 47 communities throughout Minnesota. We provide more than 3,700 academic programs, including nearly 600 offered entirely online. We award more than 40,000 degrees, certificates, and diplomas annually. 85% of graduates are employed in a field related to their degree program. Our colleges and universities produce more graduates for jobs in critical, high-demand fields such as health care and information technology than anyone else in the state. We employ more than 16,000 dedicated faculty and staff focused on student success. We provide essential training and specialized certification options for business, industry, and professionals throughout Minnesota. Diversity and Inclusion has made tremendous progress in the diversification of its workforce and student body: Women comprise fully one-half of those in senior leadership positions. One-third of the system s 30 presidents are people of color or American Indian, as are one-quarter of recently hired professional, managers, and administrators. One quarter of the students served across the state are students of color or American Indian students - a 61% increase over the past decade

PLANNING ///// Strategic Human Resources Initiative is midway through a major change initiative in human resources administration.

The new model allows the campus HR teams to focus on the needs of their institution and serve as strategic partners engaged in transformational rather than transactional work, such as: Campus Culture

Onboarding Organizational Development Performance Management Strategic Workforce Planning and Design Succession Planning HR-TSM Financial Model Service centers will be funded by a per headcount fee

recovery model, i.e., the amount collected will cover costs of staff/ operations and no more Phase 1 scope focuses solely on faculty transactions; any services that HR Service Centers may provide

4 PLANNING ///// Strategic Human Resources Initiative is midway through a major change initiative in human resources administration. Groundwork has been laid for a new common business practice model for systemwide HR transactional delivery which involved moving transitional work to four regional service centers. The new model allows the campus HR teams to focus on the needs of their institution and serve as strategic partners engaged in transformational rather than transactional work, such as: Campus Culture and Employee Engagement Change Management Diversity, Equity, and Inclusion Employee and Labor Relations Employee and Leadership Development Intentional Recruitment and Retention New Employee Onboarding Organizational Development Performance Management Strategic Workforce Planning and Design Succession Planning HR-TSM Financial Model Service centers will be funded by a per headcount fee that would be adjusted periodically as an operational costs change (exact amount is still to be determined) All colleges and universities will pay the same per headcount fee Financing will be a cost recovery model, i.e., the amount collected will cover costs of staff/ operations and no more Phase 1 scope focuses solely on faculty transactions; any services that HR Service Centers may provide outside of this scope during Phase 1 would be chargeable (e.g., payroll and reconciliation services) Campus assessment (cost to campuses) for the HR service center services will begin July 2018 (FY19) The four regional HR service centers will: Deliver cost-effective, high-quality HR transactional services to their client colleges and universities Provide subject matter expertise on HR transactional activities to support campus HR teams Focus on continuous improvement and establish common business practices to mitigate risk and ensure accuracy Provide systemwide business continuity for HR transactional services in the event of emergency or unforeseen situations at any regional HR service center

SEARCH DETAILS ///// About the Position»» Provide vision and leadership in the development of enterprise level strategies for organizational design, effectiveness, and change, focusing on the HR

Lead the development of strategies and create initiatives to enhance the performance of the HR division and ensure its contribution to meeting enterprise goals and objectives.

5 SEARCH DETAILS ///// About the Position»» Provide vision and leadership in the development of enterprise level strategies for organizational design, effectiveness, and change, focusing on the HR implications of organizational change. Lead the strategic planning, development, and administration of human resource initiatives, programs, and policies for the enterprise. Lead the development of strategies and create initiatives to enhance the performance of the HR division and ensure its contribution to meeting enterprise goals and objectives. Provide vision and leadership to the commitment to cooperative service delivery across the enterprise. Continue the development and implementation of the HR transactional services model for the enterprise. Collaborate with the system s chief diversity officer to provide leadership and proactive implementation of diversity, equal opportunity, and affirmative action policies and programs. Oversee the creation and implementation of policies, including a total rewards strategy, that result in the successful recruitment, development, and retention of highly effective, diverse, executive, managerial, instructional, and classified staff throughout the enterprise. Determine, in consultation with the chancellor, cabinet, presidents and Board of Trustees, the negotiations strategy for collective bargaining agreements with faculty instructional units and the administrative and service faculty units. Direct s participation in state negotiation of classified bargaining agreements. Provide leadership to the labor relations team in handling contract interpretation, grievance arbitration, unit determination, and meet and confer, for the system s three faculty groups. In conjunction with Minnesota Management and Budget, [a state agency], direct enterprise participation in these activities for classified bargaining units. Coordinate the human resources legislative agenda for and advocate for enterprise initiatives and budget proposals before the Legislature in matters related to human resources. On behalf of the chancellor, oversee the presidential, vice chancellor, and other executive hiring processes and development of employment agreements, as appropriate. Deliver leadership and employee development programs that foster a diverse and engaged workforce. Provide leadership in developing initiatives designed to assist colleges, universities, and the system office in complying with federal and state law and system policy and procedure related to human resources, in consultation with campus human resources representatives and legal counsel. Serve on the chancellor s cabinet and represent positions to the Board of Trustees, presidents, and other bodies as requested by the chancellor. Serve as the chancellor s designee in the mediation and settlement of employment-related claims and litigation in consultation with legal counsel. Staff and support the Board of Trustee committee on Human Resources. Reports to chancellor; supervises and and manages Human Resources division (includes human resources, labor relations, and the system office human resources staff) Qualifications»» Bachelor s degree in Human Resource Management, Business, or related area is required; advanced degree is preferred. A minimum of 10 years of successful and progressive human resources leadership experience in a large, diverse, and complex organizational setting. Solid employee relations/labor relations experience, including negotiating and managing collective bargaining agreements and maintaining sound business relationships with union representatives in a complex, public collective bargaining environment. Experience successfully leading, communicating, and executing large scale organizational change. Evidence of excellent writing, speaking, and interpersonal and intercultural communication skills. Demonstrated experience in strategic planning. Demonstrated leadership as an innovative, nimble, creative thinker who is comfortable with ambiguity. Demonstrated ability to foster participation of others and to work effectively and collaboratively with faculty, senior administrators, board, and staff. Demonstrated experience advancing diversity and the creation of inclusive work environments. Nominations, Inquiries, and Search Timeline Isaacson, Miller, an executive search firm, is assisting Minnesota State with the Vice Chancellor for Human Resources search. Screening of applications will begin immediately and continue until an appointment is made. Nominations should include the name, position, address, and telephone number of the nominee. Applicant should submit a cover letter and resume via the following website at imsearch.com/6270. Confidential inquiries and nominations should be directed to: Kaden Stearns kstearns@imsearch.com The target start date for the new Vice Chancellor of Human Resources is May 1, To learn more about, please visit minnstate.edu

6 30 East 7th Street, Suite 350 St. Paul, MN MinnState.edu The s and Universities system is an Equal Opportunity Educator and Employer. Candidates with hearing or speech disabilities may contact us via preferred telecommunications relay services.

Purchasing Cards: Internal Control and Compliance Audit. Office of Internal Auditing April 16, 2014

Purchasing Cards: Internal Control and Compliance Audit Office of Internal Auditing April 16, 2014 Reference Number 2014-02 Report Classification: Public Purchasing Card Internal Control and Compliance