HR_design_plan_presentation_powerpoint Campus Forums Sept 27.pptx 1
Vision for the HR Design Project The HR Design project is a campus-wide effort to build, through thoughtful design, a more efficient and effective UW-Madison human resources system to best serve the needs of the University, its employees and the citizens of Wisconsin. Thoughtful Design Efficiency Each process, step or rule adds value and can be accomplished in a timely way Flexibility and Responsiveness Processes can be adapted to a broad range of situations and allow for ongoing improvement Alignment Components of the design support one another across the employee lifecycle Consistency Policies and processes are common to as many employees as possible unless required by a business need Transparency Processes are driven by guidelines that are clearly communicated Workforce and Community of the 21 st Century Diversity We seek to create a community that draws upon the ideas, experiences, and perspectives of a diverse workforce and promotes an inclusive culture Engagement We seek to foster trust and commitment in employees and support their development Right Talent and Fit We seek to attract, develop, and retain talent needed to sustain and continually improve a world-class university Adaptability We seek to create a culture that fosters a shared ability to embrace and respond to change University Mission and Vision The University of Wisconsin Madison will be a model public university in the 21st century, serving as a resource to the public and working to enhance the quality of life in the state, the nation, and the world. 2
Developing and Implementing the Strategic HR Plan Campus Strategic Framework Badger Working Group Parameters Governance and Stakeholder Input Work Team Recommendations Governance and Stakeholder Input Project Team Strategic Plan Statutory Changes Policy and Process Changes Cultural Changes Project Vision Advisory Committee Input Advisory Committee Input Technical Changes Project Parameters Program and Service Changes 3
Critical HR Issues at UW Madison Need to balance workforce flexibility with employee job security/ protections Two separate personnel systems Out-of-date job titles and inflexible pay structures Ineffective and inefficient recruitment tools Need for new approach to HR Perception of hierarchy Limited data to inform decisions Inconsistent employee performance management and development
Facts about HR Design All UW employees will continue to be state employees Ability to create our own personnel system results from Act 32, not Act 10 Employee categories currently entitled to just cause and due process will continue to have these protections Base wages will not decrease Cost of living/general wage increases will still be used New system will pay staff at least a living wage Pay adjustments will reflect a broad range of factors (e.g., market, equity, performance) within defined guidelines Not prescribing performance criteria for compensation decisions. 5
Facts about HR Design Right to collectively bargain will be maintained and not involuntarily taken away from current employees Governance rights will not be diminished they will be expanded Hiring will be based on civil service principles (i.e., merit based hiring) We will adopt a personnel system that meets the needs of our educational mission and culture HR Design work team members represented all stakeholder groups, including HR Permanent increases in OHR staffing levels to support the new personnel structure will be minimal. 6
Employee Categories Key Components Starting July 1, 2013, include salaried positions (jobs exempt from Fair Labor Standards Act) in academic staff Create new employee category university staff for hourly positions (classified non exempt) Provide exempt classified employees choice Provide degree waivers for exempt staff who choose to convert to academic staff; evaluate each academic staff vacancy to determine if degree required Provide governance for university staff. 7
Compensation and Job Titles Develop compensation structure that balances market competitiveness and internal equity also accommodates cost of living adjustments Reward performance for all faculty and staff Create transitional structure for university staff compensation (July 1, 2013) Continue campus wide policy to provide living wage Develop scope and proposal for university wide title and total compensation analysis. 8
Employee Benefits Incorporate analysis of leave programs, including vacation/sick leave, into title and total compensation analysis Create benefits backpack to ensure that vacation and sick leave are portable Implement quick wins to improve benefits programs Recommend streamlining supplemental insurances to the UW System Fringe Benefit Advisory Committee Provide opportunities for governance groups to provide advice and input on benefits. 9
Job Security Continue permanent appointment types for university staff and create temporary appointment type Implement university staff layoff policies Increase layoff notice from 15 to 60 days Allow factors in addition to seniority to be considered Eliminate mandatory placement but expand placement services Define layoff group by operational area not college, school, division Implement more consistent probation policy for university staff Eliminate right to return after failed probation Work with university staff governance to create UW Madison university staff appeals process. 10
Recruitment, Selection and Employee Movement Implement new online job application and applicant tracking system Replace current classified hiring process with merit based tools and processes customized to UW Madison needs Create mechanisms for direct hire and internal recruitment with controls to protect diversity and fairness Continue to develop recruitment toolkit and expand training and support for recruitment and selection. 11
Fostering and Managing Talent Develop and implement more effective performance management for all staff Expand employee development, including programs for managers and supervisors Pilot the use of competencies first with HR jobs and then expand to managers/supervisors. 12
Diversity, Inclusion and Employee Engagement Create campuswide accountability for employee diversity and develop workforce diversity plan Create and monitor measures of diversity and equity Establish accountabilities for employee diversity in OHR Conduct campus wide employee engagement and inclusion survey Improve campus climate by building on current efforts to enhance onboarding Develop workplace flexibility toolkit. 13
Developing OHR Capabilities Conduct OHR organizational assessment Create HR dashboard Enhance HR communications for employees and managers. 14
Critical HR Issues at UW Madison Two separate personnel systems Out-of-date job titles and inflexible pay structures Perception of hierarchy Need to balance workforce flexibility with employee job security/ protections Need for new approach to HR Inconsistent employee performance management and development Ineffective and inefficient recruitment tools Limited data to inform decisions
How the New HR Approach Meets Our Needs Two separate personnel systems Out of date job titles and Inflexible pay structures Perception of hierarchy Inconsistent employee performance management and development Link employee categories to FLSA Create greater consistency in policies and practices Conduct title and total compensation analysis Implement transitional compensation structure Adopt compensation approach with multiple pay mechanisms Conduct title and total compensation analysis More clearly define employee categories Provide university staff with governance Conduct employee engagement and inclusion survey Implement consistent performance management policy Expand training, including for managers and supervisors Ineffective and inefficient recruitment tools Need to balance workforce flexibility with employee job security/protections Limited data to inform decisions Implement online application/applicant tracking system Redesign recruiting processes and toolkit Create permanent appointments for university staff Maintain just cause/due process for current AND future university staff Eliminate right of return Modify layoff process Create diversity metrics and HR dashboard Implement online application/applicant tracking system Conduct title and total compensation study 16
In Effect by July 1, 2013 New UW Madison personnel system Statutory changes New employee category definitions University staff governance established University staff appeal process Transitional compensation structure New university staff recruitment and selection process and applicant tracking system 17
Moving Forward Collect feedback from governance and stakeholder groups Refine plan and make final adjustments Executive Sponsors will review plan and make decision Board of Regents takes action on plan at December 7 meeting Selected components will be submitted to JCOER for review in spring 2013 Stakeholders will be involved throughout planning and implementation 18
Ways to Give Input Academic Staff (through Academic Staff Executive Committee) -- ashrdesign@lists.wisc.edu Classified Staff (through Council for Non-Represented Classified Staff) -- dweber@wisc.edu Faculty (through the Secretary of the Faculty) -- jdymond@secfac.wisc.edu Labor Management Advisory Committee (through labor organizations) -- lmachrdesign@lists.wisc.edu Students (through the Associated Students of Madison) -- uwstudenthrdesignfeedback@gmail.com 19
www.hrdesign.wisc.edu 20