GoodThinking HR
- 1. GoodThinking: The rEvolution and reInvention of HR at the University of Georgia
- 2. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia UGA is a Land & Sea Grant Public Research University Customers: 10,000+ benefits-eligible employees (3,300 faculty/contract; 6,700 staff) 7,000 temporaries (non-student 4,000; students, 3,000) 5,000+ active retirees 35,000+ students (8,000 grad; 27,000 undergrad) 10,000 active volunteers $1.2B Budget HR: 34 FTE (1:296 HR/FTE) One of the highest HR/FTE staff ratios in higher education
- 3. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia All Central HR to Faculty/Staff Ratios All Central HR to Faculty/Staff Ratios Faculty/Staff Faculty/Staff Institution HR Employees (benefits-eligible Ratio Institution HR Employees (benefits-eligible Ratio only) only) NC State 84 7420 1: 88 Florida 79 12440 1: 157 Virginia 87 8040 1: 92 LSU 32 5195 1: 162 Alabama 38 3904 1: 103 Washington 158 26699 1: 169 Kentucky 110 11888 1: 108 Texas 70 12142 1: 173 Minnesota 169 19157 1: 113 Iowa State 30 6083 1: 203 Michigan State 98 11320 1: 116 Arizona 53 11807 1: 223 GT 52 6963 1: 134 Penn State 103 23276 1: 226 Iowa 107 15609 1: 146 UC Davis 77 18892 1: 245 UNC 82 12204 1: 149 Illinois 73 17988 1: 246 Ohio State 185 27547 1: 149 UGA 34 10053 1: 296 Wisconsin 96 15061 1: 157
- 4. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia Why HR rEvolution or reInvention Needed Major economic/financial pressures and competition: Nearly all states cut budgets due to state revenue shortfalls during the Great recession. In addition, 39 states have cut higher education funding and this trend will continue with only modest investments from state revenues being restored. Endowment returns and individual asset values were negatively impacted, but have regained ground. Institutions are now more than ever investment conscious of the inherent risks of the market place and are looking for ways to limit the down swings in the market on endowments. Up to 75% of an organizations baseline operating budget goes to salaries, benefits and other employee-based programs, and this is starting to grow again. It is have an significant impact on tuition revenues which are under optics of the federal government, elected officials, parents, students and tax payers. Talent dynamics and demographics: The top ten in-demand jobs in 2010 did not exist in 2004: IT; financial advisors; HR professionals; educators; pharmacists; health care professionals; engineers; government positions Todays learner will likely have 10-14 jobs before age 38 employees need to become productive faster than ever Multiple generations in the workforce Knowledge can become outdated quickly organizations that dont encourage continuous learning can severely limit their potential Parts excerpted from presentation by Lynell James, Senior Vice President for Human Resources, TIAA-CREF, April 2010 TIAA Client Forum, Phoenix, AZ
- 5. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia Why HR Evolution or reInvention Needed (continued) Technology impacts Two-thirds of social networking users are in the workforce how does this affect productivity at work and how HR screens candidates? HR processes have moved from paper-based to online self- service Ability for workers to contribute remotely: estimates suggest that there are 50 million employees who can work from home & growing by leaps and bounds Is traditional HR work going away? Are the days of company picnics and a turkey for the holiday coming to an end? Parts excerpted from presentation by Lynell James, Senior Vice President for Human Resources, TIAA-CREF, April 2010 TIAA Client Forum, Phoenix, AZ
- 6. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia UGA HRs New Frontier and New Normal New Reality: Can no longer be all things to all people. No longer about volume about creating exceptional results. For every $1 spent, HR must generate an increase in $X to create value-add and a sustainable velocity of impact throughout the organization/workforce Traditional HR Functions/Activities/Tasks: Must be outsourced, automated, eliminated, decentralized- to-field in order to perform higher level functions needed by the organization; These questions are not likely to be asked by seniors leaders; therefore, HR Needs to Lead the Way Primary Customer: Principally MBUs; Senior Leader (Client) Engagements; Highly targeted workforce/employee engagements, typically entire intact business units (top-to-bottom engagements) Type of HR Practitioner: Master/Expert in Specialty Fields; Currently at UGA @60% at Master/Expert- level with goal of 100% in two years Service Expectation: Perfection and Excellence in All HR Does! The UGA HR Success Formula: High-Touch + High-Quality + High Value-Add = Exceptional Outcomes/Results
- 7. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia As the New Normal has arrived, isnt it time for HR to take the transactional, old school thinking, and business-as-usual to the proverbial landfill?
- 8. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia Becoming a Professional Practice Organization 2006 (50 FTE) 2007 (45 FTE) 2008 (48 FTE) Dissolution of HR Faculty & Staff ASP (PeopleAdmin) ASP (Willis HRH) Generalist Model Relations Team iPAWSonline staff hiring, HRconnection position description, online benefits admin & performance mgmt online enrollment & changes Office of Spousal & University Search + Partner Assistance Group K-12 Partnership; Young DawgsUGA 2009 (44 FTE) 2010 (38 FTE) 2011 (38 FTE) 2012 (38 FTE) 403b ASP (TALX) 360 Personal Financial ASP (Willis HRH) consolidation Employment Consultation (360PFC) iHouseonline Verifications People & Organizational benefits admin & ASP (PayFlex) enrollment Excellence Training FSA Admin Nearing ASP (TALX) ASP (TALX: I-9express) completely Onboarding: E-Verify & I-9 Processing paperless HRexpress ASP (VALIC) Retirement Manager ASP (ElementK) 403b/457b retirement admin, eLearning environment for compliance, common remitter, workforce development recordkeeping, online participant enrollment & Not inclusive of all activities changes, education
- 9. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia Offer More Value From Your Organization Faculty & Staff Relations Team (FSRT) Training & Employee Benefits Development Center Center (TDC) (EBC) University Search Compensation and Group Staffing Team (USG) (CAST) Not inclusive of all activities e.g. certain compliance, contract administration activities may fall under leadership team
- 10. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia Major Professional Practice Services Employee Benefits Center (EBC) University Search Group (USG) Financial life management Talent Sourcing 360PFCUGA (Personal Financial Consultation) Search Committee Management Academic & research partnerships Fee-for-services la carte Lifelong education: financial, investment, health, etc. Making better consumers of benefits offerings Faculty & Staff Relations Team (FSRTUGA) Comprehensive employee relations services Compensation and Staffing Team (CAST) Organizational Structuring Training & Development Center (TD&C) Role/Job Development; Classification Analysis Methods, practices, tips, techniques, tools, etc. People Fit: Qualifications & Competencies Leadership Development Compensation Analysis Professional Development Customized Services: Personal Development Fee-for-services la carte Customized Programming: Fee-for-services la carte The UGA HR Success Formula: High-Touch + High-Quality + High Value-Add = Exceptional Outcomes/Results Not inclusive of all activities e.g. certain compliance, traditional HR & contract administration activities fall under leadership team & professional practice units
- 11. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia Is Your Human Resources a likely area for future institutional investment? are you looking for ways to generate revenue/funding streams for non- traditional needed services? integrated in highly professional teams or a collection of traditional silos and functions? client-focused (senior leader) and customer service centered? demonstrating the highest professional maturity and mastery of professional competence in specialized areas? highly change competent, adaptable, and flexible? above the line1 accountability in all that HR does and how it acts?
- 12. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia How HR Evolution and reInvention Happens Build a business case and get buy in and leadership from the top of the organization Create the capability to measure results Understand how much your most valuable asset: people (and particularly the right people) costs Identify critical strategic issues/opportunities facing your organization, then translate them into very specific HR actions Make sure change is relevant to both employees and the organization and that it solves a problem Leverage technological advancements, outsourcing, and other opportunities to shed low value-added activities Focus on building critical core competencies internally and leverage best-in-class providers to handle lower-value transactions Communicate: be sure employees know they are the most important asset - they make all things possible Parts excerpted from presentation by Lynell James, Senior Vice President for Human Resources, TIAA-CREF, April 2010 TIAA Client Forum, Phoenix, AZ
- 13. 2010USGHR Conference GoodThinking innovative solutions and smart ideas reInvention of HR: University of Georgia Hey, did you hear? The New Normal is here! HR has to be more High-touch Breaking New High Quality Barriers, Unconv High Value-Added entional, Noncon forming, Unusual And Highly Cost Effective Highly Specialized Highly Expert Highly Flexible Traditional * Conventional * Conforming * Usual