Human ResourcesStrategic Plan2018-20232021 PROJECT FOCUS
A M E SSAG E F R O MT H E V IC E P R E SI D E N T O F H UM AN RE S O URC ESOver the period of five years, Human Resources will strive to deliver exceptional service and resources in aneffort to realize our vision of creating a culture where our employees are engaged and empowered.With the human resources industry gradually becoming less about administrative tasks due to the finessing oftechnological solutions, the future of HR is more about adding strategic value, enabling us to focus on buildingand nurturing a University culture that positively impacts employees’ lives.HR serves the University in the unique role of ensuring a positive work environment for both departments ANDemployees. In order to do this we are committing ourselves to the following strategic focus areas:GOAL 1 : PEOPLE Total Rewards Improved ServiceGOAL 2 : OP TIMIZATION Collaboration, Process and DocumentationGOAL 3: TECHNOLOGY HR Technology and Infrastructure Effective Partnering with Central ITGOAL 4: COMPLIANCE Initiatives MandatesThe goals and strategies identified in this report are a result of a collaborative effort by the Human Resourcesleadership team with feedback and input from the HR staff and the Executive Vice President’s office. The projectsassociated with these goals and strategies will continually evolve in ways that best align our support of UNM’sgoals and the outcomes of President Stokes’ strategic planning efforts.Dorothy T. AndersonVice President, Human ResourcesPage 2
WHAT WE STRIVE FORM I SS I O NDeliver exceptional service and resources to make employees’ lives better every day.VISIONCreate a culture where our employees are engaged and empowered.G U I D I N G P R I N CIP LESFRE E DOM OF INQUIRYWe encourage, protect, and respect the exploration of ideas and their free expression.INTEG RIT YWe build trust through transparency, truthfulness, and responsibility.INCLUSIVE NESS AND RESPEC TWe thrive in a diverse environment characterized by respectful regard for otherpersons, recognition of their dignity, and considered use of influence and power.RESPONSIBILIT Y TO COMM U NIT YWe reflect upon our past, serve our present, and strive to improve our future throughthoughtful stewardship of our cultures and environment.Page 3
GOAL 1: PEOPLEFirst and foremost, HR is about people. We must enhance the quality and consistency of services and resources weprovide to the people who work for UNM and the people that work with HR if we are to succeed in creating a cultureof engagement and empowerment for an improved overall experience at UNM.ST R ATE G IES1.1Total Rewards: Build upon programs and practices that attract, develop and retain qualityemployees1.2Improved Service: Cultivate relationships by providing employees and departments withup-to-date and useful information through consistent and exceptional customer service202 1 PR OJ E C TSPROJECTSACTIONSCoronavirus Pandemic PlanningCOVID-19 Pandemic Planning and Mitigation Strategies Continued– Human Resources continues to provide support for the UniversityCommunity through issuing policies and guidelines, and providingresources to aid staff with the many situations the university is facing.Below is a list of key initiatives that are being managed by HumanResources during the continuation of the COVID-19 pandemic. Employee Support Services and Policies Communications and Guidance Materials Compliance and Safety Policies Systems and Reporting Return from limited operations planning as neededHSC and Main Campus PositionEvaluation of job-based differences in complexity, nature, and scopeClassification Reviewbetween like-positions situated at HSC and Main Campus, withconsultation from an external consultant. Development of new/revisedclassifications to reflect differences identified.Project includes market analysis of positions, analyzing jobs identifiedwith market differences, identifying unique skills and complexitydifferences; and providing recommendations for changes to currentjob titles between HSC and Main Campus.Page 4
GOA L 1: PEO P L E 2 02 1 P ROJE CTS (CO NTI N U ED)PROJECTSACTIONSResident Physician BenefitCurrently, UNM is the benefit administrator for approx. 650 ResidentAdministrationPhysicians (RPs), split between Benefits & Employee Wellness andGraduate Medical Education Office (GME). Benefits & EmployeeWellness provides full administration for dental, vision and FSA plansfor RPs and Banner transaction for GME’s medical, life and disabilityplans. GME administers their own self-funded medical plan andseparate life and disability policies.Benefits & Employee Wellness has proposed to transition the fulladministration of RP benefits to the Benefits & Employee Wellnessoffice such that they will be responsible for full administration andoversight of the RP benefits. This transition will also include thepayment of medical claims invoices and life and disability premiumpayments to carriers like currently done for the benefit plans forfaculty, staff and students.Salary Placement & Level 3Develop and implement enterprise level process and policy changesEquity- Process Changepertaining to staff salary placement and equity review for new hires,reclassifications, career ladders, and demotions. Changes will alsorequire union discussions.Process changes include a pilot program beginning Jan. 2021 throughJune 2021. Target implementation date is schedule for July 2021. Pilotwill include participation from select units across campus. Participantswill provide feedback on process changes.Efforts include tool design, testing/piloting the tool, creating jobaides, training and communication, and website updates.Page 5
GOA L 1: PEO P L E 2 02 1 P ROJE CTS (CO NTI N U ED)PROJECTSACTIONSThe Successful SupervisorThe Successful Supervisor Pathway is divided into 4 levels with thePathway training programfirst two being the core that will give new leaders and supervisors the(formerly Employee Life Cycle)tools and strategies to be the most effective supervisor/leader they canbe. The third and fourth level will dive deeper into tools and advancedleadership skills.The most common issues reported to Employee Relations, HR ClientServices, Ombuds Services for Staff and the Office of Compliance,Ethics and Equal Opportunity are conflicts between parties due to:Communication skills, respect/treatment, not understanding policies,departmental climate, and work-related stress. Courses have beenselected for this pathway that address these issues. The pathway isappropriate for a new supervisor as well as a refresher for currentsupervisors.Goal: Develop and implement a new and updated version of theEmployee Life Cycle supervisor training (later deemed The SuccessfulSupervisor Pathway). The new offering will be developed as ablended course, utilizing online modules for pre-work and improvingeffectiveness of the in-person class by tailoring content to participantsand integrating ample time for discussion and questions.Voluntary Retirement IncentiveThe University of New Mexico is offering a special opportunity toOption (VRIO)eligible faculty and staff (non-HSC) who choose to retire in accordancewith the terms and conditions of the 2020 VRIO program withretirement option dates extending to Jan. 31, 2021.The program provides an incentive payment to retiring individualsthat is designed to ultimately achieve a cost savings for the University.Similar to other universities, UNM is experiencing budget cuts andexpects future reductions in spending due to the economic impact ofthe Coronavirus pandemic.Page 6
GOAL 2: OPTIMIZATIONOptimize the HR Division by increasing internal collaboration, evolving our organization structure and refining ourbusiness processes to allow us to focus less on red tape and more on helping UNM departments and employees gettheir jobs done more effectively.ST R ATE G IES2.1Collaboration, Process and Documentation: Enhance collaboration across HR departmentsand reduce duplication through the review, refinement and documentation of internalbusiness processes2021 PR OJ EC TSPROJECTSACTIONSGraduate Student TransactionalThe division of Human Resources and Graduate Studies have begunProcessing Transferdiscussions for the transition of transactional processing of graduatecontracts and employment personnel actions. The transition of thesebusiness activities will reduce operational duplication and increaseinstitutional efficiencies by streamlining processes and procedures;therefore, reducing labor costs. Transition Planning: List of personnel duties, copies of SOPs,update website and train Client Services HR Transaction Centerpersonnel on graduate classifications. Communication: Meet with college Academic Officers, providenotice of transition, transfer notices to Graduate Studentpersonnel. Page 6Labor CostsPage 7
GOAL 3: TECHNOLOGYEmploy technology to improve efficiency within HR and to increase employee satisfaction and success acrosscampus.ST R ATE G IES3.1HR Technology and Infrastructure: Deploy technical solutions within our sphere ofauthority to enhance HR department effectiveness3.2Effective Partnering Across Campus: Leverage relationships and expertise withdepartments across campus to implement and improve enterprise applications, systemsand processes2021 PR OJ EC TSPROJECTSACTIONSCentralizing Education andDevelop system module to capture and maintain job-related educationExperience: Phase 1- Buildand relevant experience for all staff employees including aging the dataApplication in APEXand incorporating methodology for calculating relevant experience. Asa first step, the module will initially pull in data from the clearing house.This effort will enhance the users experience for the purposes of salaryplacement and managing equity at the Level 3 organization and ideallyfeed into the Salary Placement & Equity Tool (SPET).Salary Placement & Equity ToolA salary placement and equity application tool, SPET, is being(SPET) for Level 3developed by HR Information Technologies and will be used byparticipating departments to assist with making salary placementand equity decisions. Modifications and enhancements to the tool areanticipated throughout the pilot program and implementation. Thetool will be instrumental in assisting departments with the anticipatedguideline changes related to staff salary placement and equityapproach, and will aid departments and HR in making informed salaryplacement decisions.Page 8
GOAL 4: COMPLIANCEEmbrace HR’s role in an effective university-wide compliance program while responding with agility to newchallenges and requirements.STR ATE G IE S4.1Initiatives: Adopt best practices across the Division to effectively support employees,manage risk and control cost4.2Mandates: Implement new obligations in a forward-looking manner that promotes anenvironment of ethics and compliance while balancing efficiency and effectiveness202 1 PR OJ EC TSPROJECTSACTIONSFMLA Process ChangePer the Family Medical Leave Act (FMLA) Assessment conducted inImplementation2019, Benefits & Employee Wellness will rework the FMLA trackingprocess such that it is managed centrally, rather than by thedepartments. Banner will likely be used as the official tracking system,and policy and process documentation may need to be updated tocomply with the new process. The first phase of this project for CY2021 will focus on staff and possibly Resident Physicians. Centralizingfaculty FMLA procedures will be evaluated in CY 2022 as a possiblesecond phase.Minimum Wage Response Plan andYear 1 - Evaluate cost and impact for 2021. Due to changes to theSalary Structure Review - 2021State minimum wage, we will evaluate impact and propose a plan toMulti-year project - Implementationaddress the changes. Upon leadership approval, implement changes.2021-2023Project includes cost analysis, working with impacted departments,broad communication, employee notifications, system updates, salarystructure review, etc. Evaluation to begin July 1, 2019 and will beimplemented Jan. 1, 2021.Additionally, modifications to the staff salary structure will be madebased on movement to minimum ranges and in efforts to maintainmidpoint relationships. Recommendations made by Huron (externalconsultant) will be considered in the salary structure changes for allyears.Page 9
GOA L 4 : CO M P L I A N C E2 02 1 P ROJECTS (CO NTI N U ED)PROJECTSACTIONSMinimum Wage Response Plan andYear 2 - Evaluate cost and impact for 2022. Due to changes to theSalary Structure Review - 2022State minimum wage, we will evaluate impact and propose a plan toMulti-year project - Implementationaddress the changes. Upon leadership approval, implement changes.2021-2023Project includes cost analysis, working with impacted departments,broad communication, employee notifications, system updates, salarystructure review, and more. Evaluation to begin Jan. 1, 2021 and will beimplemented Jan. 1, 2022.Additionally, modifications to the staff salary structure will be madebased on movement to minimum ranges and in efforts to maintainmidpoint relationships. Recommendations made by Huron (externalconsultant) will be considered in the salary structure changes for allyears.Page 10
HR.UNM.EDUHRINFO@UNM.EDUREVISED MARCH 12, 2021
Human Resources Strategic Plan 2018-2023 2021 PROJECT FOCUS. A MESSAGE FROM THE VICE PRESIDENT OF HUMAN RESOURCES Over the period of five years, Human Resources will strive to deliver exceptional service and resources in an . The division of Human Resources and Graduate Studies have begun
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