Financial Administrator Development Programforesource.msu.edu/_files/pdf/2016-17/May2017/HR.pdf ·...
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Financial Administrator Development Program May 18, 2017
Transcript of Financial Administrator Development Programforesource.msu.edu/_files/pdf/2016-17/May2017/HR.pdf ·...
Financial Administrator Development Program
May 18, 2017
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Our Mission
“…to support the university’s strategic imperatives by anticipating and meeting the needs of a changing community through high-quality, innovative services designed to advance our culture of high performance.”
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Strategic GoalsGoal 1: Anticipate and meet the needs of a changing workforceGoal 2: Provide seamless, high quality servicesGoal 3: Improve and enhance service delivery through continual process improvementGoal 4: Improve individual and organizational effectiveness to advance a culture of high performance
*Performance metrics used to measure achievement of goals & objectives
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Our Model
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Our Organization Chart
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Today’s MSU HR Presenters• Chuck Folino, Total Compensation and Wellness
• Kathie Elliott, Professional and Organization Development
• Jennie Yelvington, Professional and Organization Development
• Amy Holda, Employee Relations
• Jeff Brodie, Administrative Services
Questions?
Total Compensation and Wellness (TCW)
Chuck FolinoSenior Human Resources Professional
Topics:
• Introduction to the TCW teams• Services provided by the teams• Various metrics • Helpful resources/reference materials
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Overview of TCWTalent Acquisition and ARO
Benefits, Compensation and Classification
Leaves
Retirement
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Talent Acquisition CostsDirect Costs Indirect Costs
Cost of staff filling in while position is vacant Quality of work
Cost of lost knowledge, skills and contacts Increased absenteeism
Time invested in replacing employee Reduced customer service
Time invested in the hiring process Individual/team productivity
Cost of training newly hired employee Individual/team performance
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Example: Financial ImpactQuestion: How much does one employee cost MSU over 30 years of employment? Consider an employee who makes $70,000.
Salary Cost = $70,000Benefit Cost = $20,000Total Cost per year = $90,000Multiply by 30 years = $2,700,000
= $2.7 Million for one employee
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Team Members
Anna BarnerDebra Jackson
Karlita McClintonQueen McMiller
Kristie SovaShayla Thomas
Services
• Posting Positions• Screening Process• Initiate CBCs
Talent Acquisition
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Talent Acquisition Resources
Links to additional information
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Talent Acquisition Metrics
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Number of Posted Positions (per year)Posting Type 2014 2015 2016
FAS Postings Opened 447 507 495SS Postings Opened 1,305 1,419 1617
Total 1,752 1,914 2,112
Number of Applications Received (per year)Posting Type 2014 2015 2016
FAS Postings Opened 14,358 17,576 14,674SS Postings Opened 34,815 36,027 40,196
Total 49,173 53,603 54,870
Talent Acquisition Metrics
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Top 10 Most Commonly Posted Classifications in 2016
# Classification Title Total1. Administrative Assistant I 1012. Health Care Assistant 873. Assistant Professor 774. Information Technologist I 755. Secretary II 756. Research Associate 747. Information Technologist II 638. Assistant/Associate/Professor 529. Specialist Advisor 5110. Information Technology Professional 50
Team Members
Dana GrimmShannon KempSamantha Lake
Services
• Process Reengineering • Implementing Applicant
Tracking
Agile Recruiting and Onboarding (ARO)
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AGILE RECRUITING AND ONBOARDING (ARO)
A R O i s a n i n i t i a t i ve t o s t r e n g t h e n h i r i n g , r e c r u i t i n g , a n d o n b o a r d i n g p r o c e s s e s a n d s ys t e m s . P l a n n e d o u t c o m e s i n c l u d e :
Automation of candidate evaluation and selection
Addressing time to fill positions.
Delivering more robust system functionality.
Improving process with fewer manual steps.
Offering new onboarding tools.
Enhancing reporting measures and metrics.
Improving the applicant experience.
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WHAT DOES THE ATS DO?
Manages Applicants and Applicant Materials
Manages References
Search/Selection Committee Ratings and Rankings (Optional)
Communicates to Applicants and Administrators
Manages Offers
Centralizes Employee Onboarding
Schedules Events with Applicant (Optional)
Manages Jobs
Allows Streamlining via Bulk Actions
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PAGEUP: EXTERNAL APPLICANT SITE
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APPLICANT FEATURES
Optional job alerts when a posting is published for a specific work type (FAS/SS), specific area of interest (Engineers, Advising/Counseling), specific type of employment (full time, part time) and/or location (East Lansing, Grand Rapids).
Filters to quickly identify postings of interest. Notifications via email and through the applicant portal regarding the status
and events of postings to which an applicant has applied. Ability to upload a CV/resume to assist in prefilling portions of the application. Ability to Refer a Friend. Ability to apply remotely on a tablet of mobile device. Refreshed and modern look and feel.
Overview
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ONBOARDING FEATURES
A seamless transition from candidates to employees through the personalized Onboarding Portal.
A list of important tasks to be completed before first day, first week (e.g., complete the I-9 form, sign up for emergency alerts), and first thirty days (e.g., enroll in benefits), allowing employees to feel welcomed and supported.
Ability for supervisors to track the status of each task and add additional departmental-specific tasks (e.g., review departmental bylaws).
An organized body of resources available to new employees (e.g., benefits, “university at a glance” information, systems information).
T h e O n b o a r d i n g P o r t a l e n s u r e s n e w h i r e s a r e e n g a g e d w e l l b e f o r e t h e i r f i r s t d a y. T h e p o r t a l f u n c t i o n a l i t y p r o v i d e s t h e f o l l ow i n g f e a t u r e s :
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ONBOARDING PORTAL
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What is Total Compensation?“Compensation refers to all forms of financial returns and tangible services and benefits employees receive as a part of an employment relationship.” (Milkovich, Newman, Gerhart, 2014)
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Team Members
Tabatha DixonJoe Galardi
Carole Nicholas
Services
• Benefits Administration• ACA • COBRA• Student Insurance
Benefits Administration
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Benefits Administration
• Eligibility – including ACA• Open Enrollment – support staff, faculty
and academic staff, and students
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Benefits Resources
Links to additional information
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Benefits Resources (Cont.)
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Team Members
Chuck FolinoAnn Hill
Jayme MillerShayla Thomas
Services
• Support Staff Compensation
• Support Staff Classification
Compensation and Classification
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Compensation and Classification•Support Staff Compensation
o Lump sum payments – merit, equity, retention, recognition awards, signing bonus, etc.
o Pay changes - merit, equity, retention, step increase, job rate, etc.
•Support Staff Classificationo Position classification/reclassification - including
position auditso Classification and compensation data/surveys
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Classification Data
Reclassifications 2014
(4th qtr.)2015 2016 2017
(to date)
Number of Requests 44 523 574 213
Ave. Time (days)To Complete 43 22 25 16
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Comp/Class Resources
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Team Members
Debby JacksonKarlita McClintonQueen McMiller
Kristie SovaShayla Thomas
Services• Layoff• Bypass• Trial Periods• Reduction in Hours• Off-Date• Limited Term
Placement Services
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Placement Services Data
YEAR 2015 2016 2017*Layoff/Bypass Cases 20 59 27
% of Displaced Employees Placed 75% 94% 61%
*2017 (January to May)
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Team Members
Kendra CulhamSheila ChoreyTony Lemke
Julie ReynoldsBeth Tominski
Services
• Paid, Unpaid and FMLA
• LTD• Workers’
Compensation
Leaves
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Leaves (2015/2016 data)• FMLA – 1,000 employees per year• LTD – 20 cases
Workers’ Compensation 2015 2016
Claims 1013 1086
Cost $2.1M $2.3M
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Resources• Campus Outreach• Workers’ Compensation Agency –
http://www.michigan.gov/wca • USDOL
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Team Members
Dianne KnepshieldDan Mackey
Sherry VanKampen
Services
• 403(b)• 457(b)• Executive
Compensation o(e.g. 401(a))
Retirement
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RetirementRetirement 2015 2016
Total Plans Value $4.4B $4.6B
403(b) Base Participation 96.1% 96.0%
403(b) Supp. Participation 33.8% 34.2%
457(b) Def. Comp. Part. 9.0% 10.4%
Total Contributions
Employee Contribution $85.3M $88.2M
MSU Contribution $77.9M $83.9M
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Retirement Resources• Campus
Outreach• One-on-One
Consultation
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Retirement Resources (Cont.)
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Summary of TCW
Talent Acquisition and ARO
Benefits, Compensation and Classification
Leaves
Retirement
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Talent Management
Organization DevelopmentProfessional Development Services
OverviewOur unit helps individuals and teams align their human resources with their strategic vision to enhance organizational effectiveness. Services include:• Organization Development• Professional Development• Performance Management Support
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Organization Development (OD) Services
• Unit assessments• Team development/alignment interventions• Behavioral style profiling - DiSC• Vision, mission, goal-setting• Change management• Conflict management• Strategic planning
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OD services can assist teams in enhancing their work environment by facilitating:
• Effective communication• Clear roles within a structure• Effective processes• Clear expectations for performance and behavior• Timely informal/formal accountability and feedback• A foundation of effective leadership
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Professional Development Services
• Instructor led classes• Customized departmental programs• elevateU online learning• Leadership development• Mentoring • Organizational consulting re: professional
development needs/gaps
Skill gaps on your team? We can help!
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Anticipated Organizational Impact
• Stronger leaders• Increased collaboration and team
effectiveness• Highly skilled, agile workforce• Improved unit processes • Increased engagement• Retention of high performers
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Performance ManagementPerformance Excellence program rolled out January 2016• Required training• Website and toolkits• Supplemental training• Individual and unit support
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Metrics and Measurements Tools employed to measure outcomes & establish benchmarks:
1. OD post-intervention surveys 2. Customer surveys 3. Focus groups4. Course evaluations & participation reports5. Follow up course evaluations to measure application
of skills6. Performance management reports
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MSU Impact Target(Examples, actual targets not yet set)
Method Current Results
Stronger Leaders Increased engagement in PDS leadership programs as evidenced by yearly increase in participation and survey participants reporting that they are applying skills learned
• Number of Participants in leadership programs (PDS & elevateU)
• Survey - training usefulness on the job (self report)
• 112 new supervisors trained in 2016• 785 attendees in all ILT leadership programs
in 2016 (42% increase over 2015)• Reported improvement in decision making,
work relationships, effectiveness & productivity
Skilled workforceProvide relevant programming to boost staff skills needed at MSU, as evidenced by yearly increase in participation and survey participants reporting that they are applying skills learned
• Number of participants, instructor led training & elevateU
• Surveys re: application of skills learned
• 6154 users in elevateU (193% increase)• 1530 class completions (103% increase), plus
6720 Performance Excellence participants• 94% of elevateU surveys indicate they are
applying content learned
Process Improvement
Improve understanding and application of process improvement strategies, as evidenced by number of individuals and units who have taken MSU Process mapping and reports from units on progress.
• Total participants in process mapping
• Number of units who have participated
• Reporting of changes to processes
• 368 people trained representing more than 80 units on campus
• Reduced silos, increased understanding
PerformanceManagement
Eligible staff and supervisors complete trainingPerformance Planning sessions and Annual Reviews are occurring on time.
Performance Excellence Reports
• 90% of eligible staff & faculty completed PE training
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Talent Management
Looking to the future…
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Organizational Effectiveness
•Support MSU’s strategic priorities, goals and objectives through targeted strategies and actions
Workforce Developmet
•Develop, implement, facilitate and manage programs to support MSU’s strategies related to support staff development
Leadership Development
•Support MSU’s leadership priorities through the development of individual and organizational programs
Strategies for Performance Management To Reduce Potential LiabilitiesAmy HoldaHR Assistant DirectorEmployee Relations
Agenda• Who are we?• What do we do?• Contract Administration• Performance Management• Role of the Union
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Employee Relations (ER) Responsibilities• Establish and maintain relations with bargaining unit
leadership representing MSU employees• Negotiate collective bargaining agreements• Administer and oversee adherence to collective
bargaining agreements• Assist and counsel supervisors and administrators
on contract interpretation, performance management/setting expectations and issuing discipline
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Contract Administration• Derive rights from Management’s Rights
clauses. Contract regulates how you exercise those rights.
• Laws further limit rights (FMLA, ADA, ADEA, PERA)
• Clauses to be familiar with:o Probationary Languageo Layoff Languageo Filling of Vacancies
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Probation and Trial PeriodKnow what probation/trial period length applies –Talent Management will assist with timelines
o Probation• APA, APSA, Nurses, CCLP (former FOP) – one year• CTU - 1040 hours worked (full-time, prorated for others)• 1585, 324, 999 – 1040 hours worked and six months (some
proration)
o Trial (does not apply to reclassifications)• APA – Six months• APSA, Nurses – Six months• CCLP – One year• CTU – 256 hours worked
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Probation and Trial PeriodsRepresent the majority of “urgent” cases in ER• APA and APSA require interim evaluations• CTU requires evaluation at conclusion of probation• Best practices would dictate that all employees receive
ongoing and specific feedback• The halfway point is a great place for a supervisor to
evaluate
EXTENSIONS AND TERMINATIONS REQUIRE ER AGREEMENT! (Extensions require two-week notice to ER and may also require Union concurrence)
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Layoff Language
• Contract language defines employees’ rights to other employment opportunities through either “bumping” or “bypass”
• Used during financial hardship or restructuring of duties
• Never to be used to address performance issues
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Filling of Vacancies
Contract language prescribes how long positions will be posted and in some cases, who may be selected for interview.
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Conflict AvoidanceThere is probably a performance issue which needs to be addressed when:
o Duties and responsibilities are being moved to reduce interactions or errors
o Others are refusing to take work to the employeeo The employee is being reassignedo There is talk of staff reductions – of a specific positiono There has been a physical move, rearrangement of the office,
doors closedo Staff are “coordinating” absenceso Staff are “going around” the supervisoro Communication is through email, avoidance
of face-to-face conversation
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LiabilitiesThe impact of neglecting these opportunities to address performance
o Irritation, stress, conflicto Delay or failure in meeting deadlineso “Product” isn’t best qualityo Internal issues become publico “Invites” external parties to review your operation (Union, General
Counsel, Internal Audit, Arbitrator, Outside Agencies)o Time!o Records collection, review and releaseo Financial settlementso Unwanted turnovero Place yourself “on the radar” of union
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Prevention and Early InterventionWhen ER and the supervisor partner early on for case management:
o Reduction in “urgency of cases”o Improved understanding of timing of interventions and
level of responseo Reduces number of administrators involved or at least
time spento Pre-emptive efforts = stronger cases = stronger
university positionBehavioral Threat Assessment Team (BTAT) involvement?
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Continuum of Performance Management• Coaching• Counseling• Written Record of a Verbal Warning• Written Reprimand• Suspension (long and short)• Discharge
Formal discipline: triggers right to union representation and right to grieve
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Just Cause Discipline
• Notice/prior warning• Reasonable rule or order• Investigation held• Fair and objective investigation• Proof: conclusion supported by evidence• Equal treatment/Nondiscriminatory• Penalty “fits the crime”
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Role of the Union
• Protect the interests of members• Maintain adherence to contract provisions• Has this changed with Right-to-Work law?
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