UA Human Resources Redesign UpdateMay/June 2007

UNIVERSITY of ALASKA – Many Traditions One Alaska

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Case for Change

Over time the University has evolved Organizational changes Procedural changes Labor agreement changes

Segal Sibson Study Three distinct HR offices Different processes Process inefficiencies

Decision to Proceed in November 2006

Transition Manager Hired

Initiated the Redesign Program

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UAHR MISSION STATEMENTIt is the mission of the University of Alaska Human Resources to support the University’s mission of teaching, research and public service by creating and maintaining a work climate that is characterized by fair treatment of all employees, open communications, personal accountability, trust and mutual respect.

The mission of UAHR

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The UAHR CharterWhat we stand for … and what we’ll stand on.

To deliver on our mission, UAHR will strive to attract and retain a high quality, diverse workforce; develop and reward talent and innovation; and promote academic excellence, student success and lifelong learning while adhering to the following principles for working with our customers and each other:

Valued Partnership

HR will be a knowledgeable and trusted advisor HR will be present, visible, and involved HR will contribute value to the business by developing flexible solutions to address unique

customer needs

Trust and Respect

HR will hold confidentiality as a paramount concern HR will have a reputation for problem-solving and consistency HR will promote mutual expectations of competence and goodwill

Customer Service

HR services will be easily accessible HR staff will be approachable, attentive, and responsive HR staff will be empowered at the point of service

Subject Matter Expertise

HR staff will be fluent in the HR implications of important and disparate business issues HR staff will have rapid access to accurate, reliable, valid answers and will serve as a repository for

information HR staff will proactively work to understand and meet all regulatory requirements All HR staff will be committed to continuous improvement and competency development

Strategic Contribution

HR will develop innovative approaches to attracting, selecting, retaining, and developing talent HR will facilitate business decision-making with clear, valid data HR will tailor its service delivery to meet the requirements of the university’s unique constituencies

Fiscal Responsibility

HR will maximize the value and impact of human capital investments HR will ensure the wise investment of university resources Investments in HR will take into consideration best practices in higher education and beyond

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An update on our progress… We’ve built our HR Charter

We’ve identified our HR process design priorities, and have mapped our “as-is” priority processes

We conducted a workload study with Human Resources staff and key HR processes supporters working within the University

We’re in the final stages of drafting our UAHR guiding principles – with input from UA leadership, HR staff and the senior advisory group

We continue to meet with our senior advisory group, made up of key HR customers

UAHR Design Update

Reminder: We are working to… Integrate the statewide and Fairbanks

campus HR function

Define a charter for UAHR that drives our mission to help UA execute its mission through its people

Improve and streamline our HR processes and delivery of our services

Provide development opportunities for our HR leaders and staff

Identify how we will measure our effectiveness going forward

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A four-phased approach to redesign

1. Discovery Understanding the “as-is” state of HR service delivery to customers in Fairbanks

2. Redesign Rethinking our HR organization structure and improving our business processes to meet and exceed customer requirements and expectations

3. Implementation Putting in place a new HR organization structure and processes; communicating with and training HR staff and customers

4. Measurement Gauging redesign effectiveness against key performance metrics; adjusting course as necessary

Our “discovery” work is close to complete – we anticipate all milestones reached by June 2007.

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What we completed through the “Discovery” phase

To understand the “as is” condition of Fairbanks-based Human Resources functions and its processes we are:

Interviewing every Fairbanks-based HR employee – one on one

Interviewing key leadership, customers and PPAs

Prioritizing HR business processes for redesign

Establishing process design teams

Completing process mapping for

priority processes

Completing an HR workload study to

measure process labor

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Why focus on process design?

Focusing on process will:Ensure HR understands and can support customer needs

and expectations

Identify where HR has inadequate resources or can align resources more effectively

Build consistent delivery of HR practices and services to the University

Identify opportunities for improved HR and customer training and communication

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Our highest priority processes for redesign

HR staff and the HR redesign senior advisory group identified these processes as having the most critical need for improvement:

Recruitment – faculty (including adjuncts and post-docs), staff, students, foreign nationals and executives

“On-boarding” (i.e., bringing faculty and staff into the University after they accept a job offer)

Job classification and reclassification

Exceptional compensation

Performance appraisals and performance management

Termination and non-retention

Benefits orientation

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Process design mapping sessions

We facilitated intensive one-day sessions through which we inventoried and mapped the current state of each priority process:

We discussed the culture and customer perspective

We established the flow of information and coordination of process inputs

We identified exceptions and differences across the process

We identified all parties responsible for a given process

We listed all the steps for a given process

We mapped all process steps based on work performed by responsible parties

Our process mapping sessions uncovered significant differences and inconsistencies in processes across Fairbanks-based HR functions. Simplicity and standardization will be key to a successful redesign.

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HR Redesign Workload Study

The HR Redesign Workload Study is our final “discovery” deliverable. The study will help us to:

Identify the main Human Resources functions currently performed by staff

Identify the possible overlaps and gaps in the work each function performs

Ensure we have the resources needed to deliver HR service in the improved, future state

Fairbanks-based HR staff, PPAs, and other line staff supporting HR business processes will be invited to complete the workload study. Staff input is confidential and will be reported in aggregate only. Segal/Sibson will conduct the study in May.

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What’s next?

We are transitioning into the Redesign Phase

We need to redesign inefficient processes

We need to redesign an effective organization

We need to identify and develop training needs

We need to implement other improvements to HR along the way

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For more information

Visit the HR Redesign web site for updates and reference and background material.

www.alaska.edu/hr/redesign/

The site includes:Announcements and links to HR redesign news

Information regarding redesign committee members and process teams

Redesign documents, reports and recommendations

Answers to frequently asked questions

We encourage you to submit your HR redesign questions and feedback through the our web site.

Watch for updated FAQs every two weeks.