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Strategic Plan

University Human Resources
Strategic Planning Record, January 2012

Division of Finance and Operations

NOTE: University Human Resources is composed of the following units: Administrative Services (Admin Serv), Benefits, Compensation and Classification (C&C), Employee and Labor Relations (ELR), Employment Services (ES), Information Management Finance and Operations (IMFO), Organizational Effectiveness (OE), and Payroll.

Mission

To provide the quality and breadth of human resource services necessary for the University to flourish as an institution of higher education.

Aspiration

Human Resources (HR) aspires to maintain standards of excellence in current services and continually innovate and enhance services which contribute to the University’s recognition as one of the most distinguished public research universities in the country.

Core Values

Excellence -- Human Resources strives for excellence and to meet or exceed expectations of University colleagues through continuous quality improvement of our services, processes, and products.

Learning -- Our work is essential to the success of faculty, staff, and student education.  We provide the necessary education, services, and people to successfully support the teaching, research, and service mission of the University.

Community -- We value diversity of people and of thought, collaboration, communication, constructive conflict resolution, the recognition of all people’s contributions, and positive working relationships.

Diversity -- We value diversity of people and of thought, collaboration, communication, constructive conflict resolution, the recognition of all people’s contributions, and positive working relationships.

Integrity -- Our conduct conforms to the highest standards of the University and the Human Resources profession.

Respect -- Our daily activities demonstrate the highest level of respect for our customers and each other

Responsibility -- We are leaders in the stewardship of the University’s human resources.  Stewardship is accomplished by:

Themes

In supporting the mission, aspiration, and core values of the University, three themes permeate the work of Human Resources:

Priority 1: University Vitality and Excellence

This priority includes employee education and productivity, and the organization’s cultural attitudes related to both individual and organizational improvement and excellence.  The goals and strategies identify the means by which we will sustain our collective ability to innovate and improve.

Goal: Achieve an Optimal HR Professional Infrastructure throughout the Campus

Strategy:

Inquire, identify, and quantify HR effort currently expended across the campus, including the unit and departmental levels; compare it to professional HR literature for best practices regarding organizational HR ratios (Admin Serv)

Measure: Senior HR Leadership Representatives are canvassed regarding the efficacy of HR efforts within their respective orgs
Measure: Best practices are researched
Measure: A comprehensive gap analysis is completed in order to understand UI current and ideal HR ratios

Goal: Promote an Inclusive Environment where Individuals are Valued and Able to Contribute Fully to the Organization, Thereby Attracting and Retaining a Diverse Workforce

 

Strategy: Administer caregiver/aging workforce survey in conjunction with the Family Issues Charter Committee to assess campus needs

Measure: Complete gap analysis of services based on survey data

Strategy: Periodically communicate to departments the availability of the Recruitment Ambassador program to assist in recruitment of prospective employees through personal contact and participation in campus and community events (ES)

Measure: Number of requests to use services of program and satisfaction of users

Strategy: Utilize monthly Human Resource Representatives meeting topics to address challenges in meeting University diversity goals (Admin Serv)

Measure: Evaluation of diversity content by meeting participants

Strategy: Raise awareness of workforce diversity and retention within Finance and Operations (Admin Services)

Measure: Implementation of an annual report to Finance and Operations Senior Group that reviews division hiring and retention over the last twelve months related to gender and race

Strategy: Increase targeted efforts to create diverse pools when position openings in University Human Resources occur (All)

Measure: Number of new hires that contribute to a diverse workforce in University Human Resources

Strategy: Promote employment of minorities and women in Professional and Scientific (P&S) classifications, thereby increasing diversity within the P&S staff and on The University of Iowa campus overall. (Admin Services)

Measure: Expand funds for the Staff Diversity Opportunity Program (SDOP) as the financial climate allows
Measure: Number of requests for funds approved.
Measure: Number of opportunity hires for regular positions.

Strategy: Periodically communicate to employees the availability of Career Development Advising to assist employees with attaining their career goals (ES, C&C)

Measure: Participation level
Measure: Participation satisfaction

Strategy: Interact with and market Staff Language and Culture Services (SLCS) to new employees who are English language learners, and their supervisors (Admin Services)

Measure: Number of new participants
Measure: Number of orientation events with a display table

Strategy: Offer/develop language skills of English speakers to facilitate communication with persons using Spanish

Measure: Number of new participants
Measure: Number of participants who advance from level of instruction to the next

Strategy: Promote, foster and support a more welcoming and inclusive environment for persons with disabilities (ELR)

Measure: Shared leadershipin the Disability Policy and Action Committee meetings and initiatives

Measure: Shared leadership and active participation in efforts to expand disability awareness by utilizing campus and community resources 

Goal: Promote and Implement Integrated Talent Management Strategies

Strategy: Standardize performance management processes across the organization (Admin Services, OE, ELR)

Measure: Units on campus begin to use a basic common process (includes employee and supervisor input into goal setting, development plan and measurement of goal attainment, at least quarterly formal feedback , and competency assessment for current and future roles) to manage staff performance and increase organizational effectiveness

Measure: Process is established and communicated via web, email, and training

Measure: Number of people using the online performance descriptor tool

Strategy: Expand utilization of onboarding processes to enhance knowledge transfer and rapid employee integration and create a welcoming environment for diverse groups (Admin Serv, OE, IMFO)

Measure: Key Performance Indicator data – selection and on-boarding; 3-year trend

Strategy: Enhanced career development processes are integrated with performance management and onboarding processes (ES, Admin Serv, OE, C&C)

Measure: Career development is emphasized and supported in training and via website.  Career development services are highlighted on the website

Measure: Career development services utilization increases

Strategy: Performance is more closely tied to compensation (Admin Serv, OE, C&C, ELR)

Measure: Career development is emphasized and supported in training and via website.  Career development services are highlighted on the website

Measure: Career development services utilization increases

Strategy: Performance is more closely tied to compensation (Admin Serv, OE, C&C, ELR)

Measure: Implementation of new compensation system and pay practices that support performance and career development

Measure: July 1 salary increases are supported by ratings on online performance descriptor tool, FY14

Measure: Career achievement is documented to support career advancement and promotion

Goal: A Healthy and Productive Work Environment

Strategy: Utilize Working at Iowa survey as a tool for continuous improvement to support employee engagement (OE)

Measure: Review 2008 survey process and prepare for survey to be repeated in 2012. Promote use of survey questions that are actionable
Measure: Provide tools and resources to support the University’s response
Measure: Promote and support unit-based strategies in response to 2012 survey results; periodically communicate with HR Unit Representatives to encourage progress and provide ongoing support

Measure: Identify and implement strategies for University Human Resources that would be responsive to each of the University-wide 2012 survey themes

Measure: Improve timeliness of data analysis and its availability to campus

Strategy: Expand integrative health management initiatives focused on campus needs related to health improvement, performance improvement, and cost containment (Benefits, OE)

Measure: Percent of employees participating in a health assessment (Target: 70% or greater)
Measure: Health coach participation and outcomes

Measure: At least 20 percent of employees utilize on-campus recreation and wellness facilities through incentive structure
Measure: UI population health: demonstrated risk reduction, risk migration, and cost management

Strategy: Promote worklife balance to improve individual and organizational performance (OE)

Measure: Percent of UI population participating in OE services and reported outcomes
Measure:

Number and campus distribution of formally designed flexible schedule options

Strategy: Promote worklife balance to improve individual and organizational performance (OE)

Measure: Percent of UI population participating in OE services and reported outcomes
Measure: Number and campus distribution of formally designed flexible schedule options

Strategy: Implementation of a campus-wide integrated population health management strategy focused on a sustained healthy campus culture (Benefits and OE)

Measure: Expansion of campus nutrition guidelines for food and vending service
Measure: Integration and expansion of service delivery in the Campus Recreation and Wellness Center

Measure: Evaluate outcomes from campus wide integrated health strategic plan

Strategy: Lead campus pandemic preparedness related to Human Resource issues and participate broadly in campus preparedness efforts (Admin Serv)

Measure: Representation on Continuity of Operations and Public Health subcommittees of UI Pandemic Influenza Preparedness Task Force
Measure: Information about preparedness efforts is disbursed to HR Unit Representatives
Measure: Senior HR Leadership Representatives lead preparedness efforts related to human resources in their respective colleges/divisions
Measure: Delegation of authority and essential functions are identified and periodically reviewed in University Human Resources
Measure: Plans are developed with internal and external entities on which we rely to conduct essential functions which includes the Board of Regents and the State of Iowa
Measure: HR policies related to influenza and pandemic are developed and communicated to campus

Strategy:

Promote best practices regarding attendance and use of leave, consistent with philosophy to support health, engagement, and productivity (Benefits, ELR, OE)

Measure: Key Performance Indicator data – inactivity data for University of Iowa comparable to Bureau of Labor Statistics (BLS) benchmark
Measure: Improved leave utilization through increased accuracy in reporting and designating absences
Measure: Increased education of HR Unit Representatives, supervisors, and employees regarding issues of health, productivity, and use of leave
Measure: Enhanced skills and increased knowledge of managers and HR Unit Representatives pertaining to employee leave and disability management

trategy: Develop and maintain effective working relationships and open communications with those who represent the interests of staff employees (ELR, Admin, Services)

Measure: Maintain regular and effective communication with staff and leadership of local unions representing University employees
Measure: Provide administrative liaison and work closely with Staff Council leadership to address interests of non-organized staff

Goal: Promote Campus Safety and a Humane Response to Concerning Behavior from Students, Faculty, Staff and Visitors

Strategy: Embed Threat Assessment Team (TAT) in University culture (OE)

Measure: Participation targets are met either through case referrals or training events

Strategy: Develop, implement and evaluate/improve solid procedures for referral, response and roles and responsibilities (OE)

Measure: Campus customers express confidence in TAT abilities and procedures
Measure: Campus customers express satisfaction in TAT services, cases and trainings

Measure: Expand training opportunities (i.e. Suicide Prevention Training and Psychological First Aid)

Goal: Raise Proficiency of Staff Campus-wide for Selected Competencies

Strategy: Embed leadership competencies in all leadership development opportunities (OE)

Measure: Specific resources are identified and commuicated to campus for leadership development opportunities: assessment, talent plan, referral, and monitoring

Measure: Increase annual enrollment in development and leadership programs

Strategy: Promote and deliver “new supervisor” and “new DEO” orientation and training (OE, in collaboration with the Office of the Provost)

Measure: Participation and satisfaction
Measure: Training and orientation packets are compiled and available to HR Unit Representatives
Measure: Participation and utilization of materials

Measure: Participant satisfaction meets or exceeds expectations

Strategy: Support campus education by offering consultation to instructors to increase training effectiveness as requested and when class surveys indicate a need (OE)

Measure: Training is delivered
Measure: Participant and sponsors satisfaction meets or exceeds expectations

Strategy: Develop and support supervisors in effective coaching and performance management skills and practices

Measure: Provide opportunities for building knowledge and skills, as well as just in time resources and support

 

Strategy: Enhance utilization of HR Key Performance Indicators (KPIs) report by University HR and Senior HR Leadership Representatives through refinement of reporting and measures (All)

Measure: Conduct annual review of metrics and report
Measure: University HR reports utilization of KPI metrics for decision making as appropriate
Measure: Senior HR Leadership Representatives report utilization of KPI metrics for decision making as appropriate

Goal: A P&S Compensation and Classification System that is Equitable, Flexible, Competitive, and Facilitates the Recruitment and Retention of Talent

Strategy: Maintain a market-calibrated compensation system that is transparent and provides flexibility, salary competitiveness, supports performance and career development, and enhances recruitment and retention of employees, FY11-12 (C&C)

Measure: Refresh salary information annually.
Measure: Monitor voluntary turnover from annual KPI data

Measure: Annually review benchmark jobs and salary surveys to assure that pay levels are calibrated to appropriate recruitment markets

Measure: Monitor efficacy and use of new pay practices in relation to campus needs.

Goal: Competitive and Appropriate Compensation – Salary

Strategy: Strategy: Coordinate, with the Office of the Provost, the Development of Annual Salary Policy – Non-organized P&S and Faculty (Admin Serv)

Measure: Clear communication is provided on a timely basis

Strategy: Provide annual data to colleges and division regarding P&S distribution across market ranges and median zones

Measure: Annual salary increases actively take into account market range and median zone

Strategy: Collective Bargaining – Merit (ELR)

Measure: Total compensation increase (across the board plus steps) is in line with inflation and increases for other employee groups

Strategy: Collective Bargaining – COGS (ELR)

Measure: Total compensation includes maintenance of full tuition scholarship

Strategy: Collective Bargaining – SEIU (ELR)

Measure: Total compensation supports high quality patient care and service excellence

Strategy: Equitable salaries for members of protected classes (C&C in collaboration with EOD)

Measure: OFCCP analysis tool applied annually for non-organized P&S employees

Goal: Competitive and Appropriate Compensation – Benefits

Strategy: Communicate our strong benefit program to both current and prospective employees, retirees and students (Benefits)

Measure: Create materials that effectively and efficiently market our programs to targeted audiences using various formats

Strategy: Offer a comprehensive and competitive package of benefit programs (Benefits)

Measure: Relative standing with CIC institutions
Measure: Conduct a review of the University insurance plans for faculty and P&S staff with the Funded Retirement Insurance Committee

Priority 2: Financial Stewardship

This priority includes risk-assessment and cost-benefit data. The goals and strategies identify means to effect positive financial impact.

Goal: Positive Influence on Annual University Budget

Strategy: Provide effective consultation with other Regent institutions and campus constituencies for the development of an annual salary policy within the context of the University budget (Admin Services)

Measure: Provide for the exchange of information necessary for effective discussion of potential elements of the annual salary policy by governance groups and University leadership

Strategy: In collaboration with Controller and Budget Office, manage various TTI accounts (reserves and Principal’s), flex spending accounts, central fringe pool, and Principal’s dividend and interest earnings (Benefits)

Measure: Interest earnings are applied to appropriate expenditures; accounts balance and maintain and/or grow

Strategy: In collaboration with the Board of Regents and other Regent institutions, develop any cross-institutional programs that can assist institutions financially (Benefits)

Measure: Convert the Workers' Compensation program from the State of Iowa to the University of Iowa's Benefits Office

Strategy: Improve employees' health and productivity by designing University health insurance and population health programs using the Benefits Data Warehouse (Benefits, OE)

Measure: Work with College of Pharmacy, the Carver College of Medicine, and UIHC Pharmacy to develop program recommendations for University health insurance plans and our population health goals
Measure: Investigate linkage of health management participation to health insurance premium differential through integrated data management

Strategy: Meet with UI administration, Senior HR Leadership Representatives, and budget officers to influence their perception that integrated Talent Management processes and tools are cost effective

Measure: Return on Investment estimations are identified and communicated

Measure: Salary planning processes utilize performance outcomes and salary range, positions, FY13

Measure: Utilization rates for online performance descriptor tool for P&S staff, FY14

Goal: Reduce Excessive or Unwanted Turnover

Strategy: Further develop transition services for job change for strong performers that have been furloughed (ES, Admin Services, OE, ES)

Measure: Placement of furloughed P&S employees

Strategy: Promote use of the Furlough Networking and Resume SharePoint site containing employment information for furloughed P&S employees (C&C)

Measure: An increased number of furloughed employees are placed through the Furlough Networking Program, eliminating time and cost associated with advertising a position vacancy

Strategy: Improve hiring practices, especially assessment of candidates (ES)

Measure: Short-term retention rates improve (less than one year)

Strategy: Increased utilization of the Career Development Advising Service (ES)

Measure: Number of employees who utilize the service within the first two years of employment

Goal: Compliance

Strategy: Manage Medicare Part D and Early Retiree Reinsurance Program (ERRP) (Benefits)

Measure: Decrease organizational risk

Measure: Obtain the largest possible refund through the Medicare Part D and Early Retiree Reinsurance Program subsidy programs

Strategy: Monitor types and implications of Board of Regents governance reports (Admin Services)

Measure: Reports are submitted in a timely manner; subsequent recommendations are implemented in a timely manner

Strategy: Develop institution-wide alternate duty (Return-to-Work) for work-related injuries to meet State of Iowa requirements (OE, Benefits, ELR, ES)

Measure: Reduction of missed time, turnover  and associated costs for the organization

Strategy: Maintain compliance with employment-related regulations as changes occur through legislation, regulation and/or court decisions (All)

Measure: Regular communication to University constituents reflects current and effective guidance for regulatory compliance related to Human Resource responsibilities

Strategy: Maintain compliance with the University’s sub certification process (IMFO, Payroll, Benefits, Admin Serv)

Measure: Annual assessment by University Human Resources to assure compliance

Strategy: Monitor and manage federal Heathcare Reform

Measure: Update health insurance products to meet federal requirements

Goal: Department Expense Reduction and Financial Exposure

Strategy: Optimize utilization of Faculty and Staff Immigration Services in recruitment, selection and retention of foreign nationals through service marketing (ELR)

Measure: Minimize use of external attorneys
Measure: Senior HR Leadership and foreign national employee reporting indicate service as retention factor

Strategy: Control financial exposures arising from individual employment disputes through management of exposures related to disputes/settlements, timely and respectful responses and collaborative efforts with the General Counsel and UI departments (ELR)

Measure: Costs are at or below target levels

Priority 3: Quality of Service to Customers

Goal: High Customer Satisfaction

Strategy: Assess customer satisfaction periodically within each unit for targeted services through an appropriate method, e.g., survey, focus group, charter committee, advisory group, etc. (All)

Measure: Percent of responses that meet or exceed expectations
Measure: Percent of improvements implemented based on feedback

Strategy: Vice President conducts annual 1:1 meetings with Senior HR Leadership Representatives to determine campus needs

Measure: Topics revealed are addressed by UHR unit leaders and staff

Goal: Build Trust and Open Communication with Key Partners across Campus

Strategy: Vice President and/or specific unit leaders meet with all Deans, Vice Presidents, and major Directors on a 1:1 basis (All)

Measure: Occurs annually; interactions will result in identifying strategic initiatives and needs of campus community

Strategy: Vice President meets with Senior HR leaders on a regular basis (Admin Services)

Measure: Group meetings occur monthly; special and periodic meetings on focused content; 1:1 meetings occur annually; interactions will result in identifying strategic initiative and needs of campus community for continuous improvement
Measure: Annual KPI reports and dashboards provided to Senior HR Leadership Representatives, on a regular basis

Strategy: Advise and lead campus HR staff regarding emerging HR issues as may apply in their units (All)

Measure: Occurrence and frequency, including monthly HR Unit Rep meetings
Measure: Consult with Senior HR leaders regarding effectiveness of communications

Strategy: Seek opportunities to use social media to link people and communicate HR messages (All)

Measure: HR communications are shared through a variety of mediums

Measure: Utilization of training on use of social media

 

Strategy: Collaborate and Consult with Campus IT Organizations (IMFO)

Measure: Provide dynamic, authoritative HR data for HCIS HR systems

 

Strategy: Develop use of strategic communications across all HR units to manage change and foster productive relationships with campus constituencies

Measure: HR units coordinate content and method of communication to maximize effectiveness
Measure: Strategic communication is a part of any major change or initiative led by HR

Priority 4: Process Improvement

This priority allows us to determine the efficiency, productivity, and proactive nature of products and services, and whether they conform to customer requirements.  The goals and strategies identify means to excel at internal and external processes.

Goal: Appropriate Application of Technology

Strategy: Lead with Information Technology Services the development and deployment of a new universal, robust electronic workflow system for the UI Campus (IMFO)

Measure: Deploy a Universal Electronic Workflow system that provides utility for students, faculty, staff, and affiliates of the University of Iowa, as well as The University’s off-campus partners

Measure: Provide robust form creation tools for UI service providers to develop and deploy workflow forms with minimal technical overhead

Measure: Enable form owners to establish their own diverse business rules for form routing, including role-based approvals and dynamic approval requirements that relate to specific form information

Measure: Increase total UI Electronic Transaction volume to one million transactions per year by 2016

Strategy: Comply with Accessibility standards for campus in our web content and technical development (IMFO)

Measure: Implement a new web content management system for all static HR and Finance sites that meet the accessibility standards set by the university
Measure: Establish development guidelines and begin complying for all new web development starting in the summer of 2011

Strategy: Implement a Staff Scheduling, Time and Attendance and Labor Management System that will lead to greater efficiencies in staff scheduling, collection and reporting of hours worked and labor management (Payroll, IMFO)

Measure: Increase ability of departments to more efficiently schedule, monitor, report and manage labor within certain areas of the University
Measure: Decrease the number of staff scheduling, time and attendance and labor management systems on campus by providing a vendor product that will meet the needs of various units on campus

Measure: Staffing for support of this project is completed and implementation has begun for one of the business owners by end of FY13

Strategy: Investigate developing a new HR Transaction System that will allow the user to more easily identify the correct transaction form to be used based upon the employee and employment action (Payroll IMFO)

Measure: Reduce the number of errant and voided transactions based upon selection of the wrong form type for that employee and employment action
Measure: Increase ease of use by initiators which will lead to a reduction in the amount of time spent on transaction processing

Strategy: Reduce the use of paper documents (Benefits) Reduce the use of paper documents (Benefits)

Measure: Implement annual dependent verification form in self service
Measure: Implement Voluntary Retirement Salary Reduction Agreement form

Measure: Move additional employee groups to online enrollment

Strategy: Development of electronic application process for student employees (IMFO)

Measure: Electronic application implemented by 2012
Measure: Reduces time to hire new students by college/division

Strategy: Continued enhancement of electronic personnel file (Admin Serv, IMFO)

Measure: Additional employee groups are included

Measure: Implement ability to insert attachments

Strategy:   Investigate feasibility of mobile applications for key HR applications such as flex spending, Jobs@UIOWA, and paycheck review                                           

Strategy: Automation of position management, including key role tracking (IMFO)

Measure: Implemented during FY2013

Strategy: Improve efficiency of the Vacation & Sick Leave Application (Payroll, IMFO)

Measure: Remove vacation/sick leave application from the mainframe system
Measure: Reduce/remove limitations in current application

Measure: Provide information to campus in a more timely manner

Strategy: Ensure that dependents over the age of 26 are eligible to remain on the health and dental insurance plans

Measure: Semi-annual dependent verification of full time student status

Goal: Improve University Human Resources Processes

Strategy: Promote consistency, coordination and collaboration of University HR units in providing services to the campus, both internal to University HR and in partnership with other campus offices (All)

Measure: Utilization of cross-functional teams/resources
Measure: Senior HR Leaders report improved perception of consistency in University HR applications

Goal: Increase Effectiveness at the Unit Level Campus-wide

Strategy: Lead at least eight LEAN/redesign events out of Human Resources per semester (OE)

Measure: Improved efficiencies with units
Measure: Cost savings quantified

Strategy: Target work redesign assistance to specific situations involving high employee turnover, leadership change/transition, budget restrictions and unit consolidations, or opportunities for technology improvements (OE)

Measure: Number of Organizational Effectiveness consults related specifically to work redesign
Measure: Amount of cost savings, technology enhancements, and employee participation related to change management

Last update January, 2012