University of Michigan

Transcription

1 University of Michigan Human Capital Report Highlights 2015 Laurita Thomas, Associate Vice President for Human Resources Thomas Palmer, Senior Business Analyst Human Resources 1

2 Overview The Human Capital Report, now in its eleventh edition, provides critical data for human resource decision making. A significant part of the University budget is committed to our workforce to fund compensation and benefits, making human resource data critical to our stewardship and to building our investment. Using human resource data to understand changing demographic trends allows us to consider proactive plans that respond to challenges and help sustain our leadership position as one of the nation s greatest public research universities. For 2015, the Human Capital Report has been redesigned using Tableau software and expanded to include an: Ability to produce campus, major unit and departmental reports; Ability to view the reports in a web browser, print or export the report; The 2015 Human Capital Report is organized in the following sections: o o o o o Employee Profile Employee Trends Staff Recruitment Profile Retirement Outlook Financial Profile This executive summary: o o Provides updates on key HR metrics Provides examples of how the university community is utilizing the Human Capital Report 2

3 5 Year Compound Annual Growth Rate Ann Arbor Campus (excluding the University of Michigan Health System) Comparison of Compound Annual Growth Rate (CAGR) of Key Activity Indicators with Faculty & Staff FTE Growth NOTE: See Appendix A for Additional Detail Key Activity Indicators 18.3% FTE Growth by Employee Type 18.0% 13.0% 10.7% 8.0% 4.5% 4.4% 3.0% 1.7% 1.6% 3.2% 2.8% 0.6% 1.3% 2.4% Overall Non-Instructional 5 Yr. CAGR was 0.9% 0.3% -2.0% Total Enrollment Student Credit Hours Freshman Applications Graduate/ Professional Applications Volume of Research Gifts Campus Buildings (excluding UM Health System) Instructional Faculty Academic, Instructional, and Student Services Research Staff Fund Raising Information Technology 5 Yr CAGR 1.7% 1.6% 10.7% 3.2% 2.8% 18.3% 0.6% 1.3% 4.5% 2.4% 4.4% 0.3% -0.1% -0.4% 5 Yr 3,459 94,087 19,811 6,784 $167,453,390 $248,645, , % Facilities -0.4% Administration (Admin, HR, Finance, Purchasing) 3

4 Faculty and Staff Demographic Trends Generations STAFF: All Campuses FACULTY: All Campuses 4

5 By State Where We Live Michigan by County Top 10 Cities by Campus Ann Arbor Hospitals & Health Centers Dearborn Flint City No. of Employees % of Total City No. of Employees % of Total City No. of Employees % of Total City No. of Employees % of Total Ann Arbor % Ann Arbor % Dearborn % Flint % Ypsilanti % Ypsilanti % Ann Arbor % Grand Blanc % Dexter 624 2% Canton 769 4% Canton 66 6% Davison 64 5% Saline 595 2% Brighton 554 3% Livonia 48 4% Fenton 57 5% Canton 529 2% Belleville 491 3% Detroit 45 4% Flushing 56 5% Brighton 352 1% Howell 473 3% Dearborn Heights 43 4% Ann Arbor 34 3% Chelsea 351 1% Saline 470 3% Northville 38 4% Swartz Creek 31 3% Pinckney 330 1% Pinckney 437 2% Farmington 35 3% Linden 27 2% Whitmore Lake 299 1% Dexter 418 2% Plymouth 32 3% Clio 26 2% Plymouth 276 1% Plymouth 348 2% Westland 29 3% Burton 24 2% Other % Other % Other % Other % Overall Total % Overall Total % Overall Total % Overall Total % 5

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7 Recruitment and Retention - Key Indicators Recruitment Activity: Hiring Levels : Overall hiring was up 17% from the hiring cycle. Time to fill: On average jobs took 68 days to fill during the hiring cycle, the average over the previous 6 years was 63 days to fill. Candidate Source: 60% of these positions were filled by external applicants during hiring cycle. Size of Candidate Pools: Michigan unemployment rates decreased from 8.2% to 6.5% during the hiring cycle and currently is 5.4%, the average number of applicants per staff job opening was 55. Location of Hiring Activity: 57% of the positions filled were in the Hospitals & Health Centers, 40% were Ann Arbor(excluding Hospitals & Health Centers), 1% in Dearborn and 1% in Flint. Types of Job Opportunities: Approximately 89% of the job openings are in nine career families led by Nursing, Patient Care Services, Administration, and Research. Job Groups with hiring goals for minority and women staff: The Ann Arbor Campus (excluding Hospitals & Health Centers) currently has minority goals in 28 of the 108 job groups and female goals in 12 job groups. The Hospitals & Health Centers have minority goals in 23 of 98 job groups and female goals in 6 job groups. (see Appendix A for additional information) Staff Retention/Turnover: Staff turnover rates are below benchmark comparison rates Benchmark rates, Educational Institutions 13.4%, Healthcare 18.6% (source: United States Department of Labor) U-M Overall rate is 8.7% Ann Arbor (excluding Hospitals & Health Centers) 9.2% Hospitals & Health Centers 8.3% Dearborn 10.0% Flint 6.7% Overall staff retention has averaged 92% over the past five years Overall manager retention has averaged 91% over the past five years U-M named one of Best Colleges to Work For for the 7 th consecutive year by the Chronicle of Higher Education 7

8 Key Indicator Staff Positions Filled All Campuses Source of Hire for Filled Staff Positons Source External Hires Internal Hires % External Hires 63% 62% 65% 61% 60% % Internal Hires 37% 38% 35% 39% 40% Average No. of Candidates Average Days to Fill

9 Number of Jobs Filled Key Indicator - Recruitment Type of Job Opportunities Available Number of Staff Jobs Filled by Career Family Over the past 5 years these 9 career families, which account for ~86% of staff employees, have accounted for 89% of the overall staff jobs filled Patient Care Services Nurses Administration Healthcare Admin & Support Research Service Maintenance Information Technology Academic & Student Services Career Family Finance 9

10 Turnover % Key Indicator Turnover Rates 20.0% 18.0% University of Michigan Turnover Rate Trends through Dept of Labor Healthcare 16.0% 14.0% Dept of Labor Educational Services 12.0% 10.0% Ann Arbor 8.0% Flint 6.0% 4.0% Hospitals & Health Centers Dearborn 2.0% 0.0% Ann Arbor 10.2% 11.5% 11.5% 9.8% 9.2% Hospitals & Health Centers 5.9% 6.2% 6.7% 8.1% 8.3% Dearborn 3.1% 3.9% 6.7% 9.8% 10.0% Flint 7.1% 7.4% 6.9% 10.9% 6.7% Dept of Labor Educational Services 11.4% 11.8% 12.3% 12.3% 13.4% Dept of Labor Healthcare 15.8% 15.5% 17.0% 17.9% 18.6% 10

11 Number of Actual or Projected Retirements Key Indicator - Retirement Forecast By 2021, 43% of tenured and tenure track faculty, 28% of staff and 45% of managers will be eligible to retire. Projections suggest that 21% of current tenured and tenure track faculty, 15% of staff and 24% of managers will retire between now and the end of Actual retirements in 2013 (446) were 37% lower than projections, principally due to the large number of retirements in late 2012 triggered by changes in the retirement eligibility rules and in the costs of retiree health benefits. The average age at which faculty and staff are retiring has been increasing and is now at 68 for faculty and 63 for staff. Annual Retirement Trends and Projections Through Actual Projected Overall Faculty Faculty Manager Retirees Staff Retirees Overall Staff Managers 11

12 HR Strategic Goal: Leadership Development Strengthen leadership capability and capacity throughout the University of Michigan to encourage high levels of performance and productivity that sustain excellence. Recruitment and Development of Administrative managers: In addition to the changes in senior leadership positions, for the past 5 years, on average, 325 management and supervisor positions are filled. Roughly 60% of the positions were filled by promotion of current UM staff ~85 managers a year are projected to retire through An additional staff per year are projected to retire, many of whom are long service with a wealth of knowledge about U-M operations. Programs targeted for Leadership development are highlighted on the chart below Trends in New Hires or Staff Promotions into Manager Positions Nov Nov Nov Nov Nov Total Managers Continuing Managers Staff Promoted to Managers New Hire Managers

13 HR Strategic Goal: Leadership Development Strengthen leadership capability and capacity throughout the University of Michigan to encourage high levels of performance and productivity that sustain excellence. Programs targeted for Leadership development are highlighted on the chart below Example: B&F Leadership Academy Outcome Measures: 13

14 Human Resources Strategic Goals LEADERSHIP: Strengthen leadership capability and capacity throughout the University of Michigan to encourage high levels of performance and productivity that sustain excellence. A variety of leadership development programs exist to support both units and individual faculty and staff. Examples include the Business and Finance Leadership Academy; Plant Academy; Health System Masters Program, CEW Advanced Leadership Skills Program Business & Finance Leadership Academy has an overall 89% retention rate and 50% or participants have been promoted to new leadership roles at the University. A number of units have implemented performance management programs and are beginning to utilize the Mpathways performance management system tools. As the number of units using these tools grows our plan is to utilize performance data to support recruitment, retention and succession planning. HEALTH AND WELL-BEING: Improve the university community s health and well-being, reduce the health care cost trend and enhance productivity. U-M named one of nation's 100 healthiest employers More than 21,000 of U-M s benefits-eligible population participated in the annual MHealthy Rewards program in 2014, with nearly 18,000 participating in an inperson wellness screening. More than 11,500 individuals participated in Active U. More than 23 million exercise minutes were logged in by Active U participants. EFFICIENCY AND EFFECTIVENESS: Achieve financial efficiency and increase operational effectiveness to support and advance university goals. Enhanced e-recruit to capture veteran and disability information on applicants, faculty and staff to support new federal compliance regulations. AST (Administrative System Transformation) Phase I went live in August, 2014 Phase II went live in April, 2015 CULTURE AND CLIMATE: Facilitate a workplace culture and climate that is respectful, inclusive, collaborative, safe and healthy. Chronicle of Higher Education named U-M one of Best Colleges to work for for the 7 th consecutive year and U-M was named to the Honor Roll which includes institutions cited most often across all recognition categories. VOICES of the STAFF teams partnered with administrative teams to offer input on issues ranging from Benefit Plan improvement, parking &transportation, communications, new employee orientation information, savings & discounts for U-M Staff, skill-building events for supervisors and managers, and helpful tools for career development. 14

15 Leveraging the Human Capital Data to support workforce planning at UM Human resource management is dynamic in our complex and evolving community, and access to high-quality, accurate decision support data is vital to predicting and successfully responding to workforce trends. Over the past few years a number of units and university task forces have used the Human Capital Report data resources and the expertise of the HRIS staff to support workforce planning, recruitment and succession planning. Human Capital Report Data has been used to support: University Tasks Forces, Constituent Groups and Unit Based Programs Ongoing B&F Leadership Academy projects Onboarding Retirement Attrition B&F Succession Planning Dearborn Human Capital update Flint Campus Staffing Trends Parking & Transportation Services and AATA planning for ExpressRide bus service Division of Student Life Profile and Trend Data ITS FTE data for billing/recharge models DPSS Accreditation Data Athletics Department Diversity Recruitment Rackham Post Doc analysis A number of major units have requested special faculty and staff profile and retirement analyses of their units. Policy and Program Initiatives: Provost s Committee on Diversity, Equity, and Inclusion Staff Committee on Diversity, Equity, and Inclusion Voices of the Staff HR Community of Practice Administrative Services Transformation (AST) IT Rationalization Committee on Retirement Savings Plan and Retiree Health Benefits Committee evaluating U-M emergency closure policy M-Healthy 15

16 Appendix A Additional Information Pages provide additional information on faculty and staff FTE trends for both the Ann Arbor Campus and the University of Michigan Health System. Pages provide additional information on staff recruitment hiring goals and provide faculty and staff demographic trend data. 16

17 Faculty and Staff FTE Trends Ann Arbor Campus (excluding the University of Michigan Health System) All Funds: Faculty: Over the 5 year period, compound annual growth rate (CAGR) for faculty has been 1.2%. Instructional Faculty had a 5 year CAGR of 1.3% reflecting in part the investment in increasing the number of tenured and tenure track positions. During the period the CAGR for student enrollment was 1.7% with total enrollment growth of 3,459 students. Volume of research during the 4 year period from FY to FY had a CAGR of 2.8%, with total research dollar growth of $167,453,390. Non-instructional staff: Over the 5 year period, compound annual growth rate (CAGR) for non-instructional staff has been 0.9%. Recent (5 year) growth is largely attributable to increases in (1) Academic, Instructional, and Student Services, (2) Fundraising, and (3) Research occupations. General Funds: Faculty: Over the 5 year period compound annual growth rate (CAGR) for faculty FTE s on General Fund has been 1.0%. Non-instructional staff: Over the 5 year period compound annual growth rate for non-instructional FTE staff on the General Fund has been 0.5%. As with the All Funds FTE s, recent (5 year) growth in General Fund staff FTE s is largely attributable to increases in (1) Academic, Instructional, and Student Services, (2) Fundraising, and (3) Research occupations. 17

18 ALL FUNDS Faculty and Staff FTE Trends Ann Arbor Campus (excluding the University of Michigan Health System) Nov. 1, 2009 Nov. 1, 2012 Nov. 1, 2013 Nov. 1, Yr 5 Yr CAGR 2 Yr 2 Yr CAGR 1 Yr 1Yr %Change TOTAL for all Faculty 3,270 3,411 3,440 3, % % % Instructional Faculty 2,702 2,801 2,833 2, % % % Primary (Research) Faculty % % % *TOTAL for all Non-Instructional Staff 10,040 10,190 10,277 10, % % % Academic, Instructional, and Student Services , % % % Administration 3,173 3,123 3,120 3, % % % Facilities 2,286 2,230 2,226 2, % % % Fund Raising % % % Information Technology 1,274 1,279 1,282 1, % % % Patient Care % % 7 2.2% Research % % 6 0.7% Other 1,130 1,169 1,188 1, % % % GENERAL FUNDS FTE's FTE's Nov. 1, 2009 Nov. 1, 2012 Nov. 1, 2013 Nov. 1, Yr 5 Yr CAGR Change Change 2 Yr 2 Yr CAGR 1 Yr 1Yr %Change TOTAL for all Faculty 2, , , , % % % Instructional Faculty 2, , , , % % % Primary (Research) Faculty % % % *TOTAL for all Non-Instructional Staff 4, , , , % % % Academic, Instructional, and Student Services % % % Administration 1, , , , % % % Facilities % % % Fund Raising % % % Information Technology % % % Patient Care % % % Research % % % Other % % % ACTIVITY FY10 FY13 FY14 FY15 5 Yr # Change 5 Yr CAGR 2 Yr # Change 2 Yr CAGR 1 Yr # Change 1 Yr % change Total Enrollment 40,166 43,426 43,710 43,625 3, % % % Student Credit Hours 1,125,448 1,216,802 1,219,535 1,219,535 (3) 94, % 2, % - - Freshman Applications 29,965 42,544 46,813 49,776 19, % 7, % 2, % Grad/Professional Applications 39,595 46,041 47,796 46,379 6, % % -1, % Volume of Research $1,132,702,650 $1,321,643,729 $1,300,156,041 $1,300,156,041 (3) 167,453, % -21,487, % - - Gifts $188,259,881 $366,814,355 $436,905,288 $436,905,288 (3) 248,645, % 70,090, % - - Campus Buildings (excluding Health System/NCRC) 26,715,932 27,120,768 27,541,404 27,541,404 (3) 825, % 420, % - - Note: (3) Data for FY15 are not available. The FY14 figures are displayed instead. 18

19 Faculty and Staff FTE Trends University of Michigan Health System (Medical School, Hospitals & Health Centers) All Funds: Faculty: Over the 5 year period compound annual growth rate for UMHS faculty has been 3.1%. Instructional Faculty had a 5 year CAGR of 3.6% reflecting in part the investment in increasing the number of tenured and tenure track positions. Non-instructional staff: Over the 5 year period compound annual growth rate for UMHS non-instructional staff has been 4.0%. Recent (5 year) growth is largely attributable to increases in (1) Patient Care (including Nurses, Patient Care Services staff),(2) Healthcare Administration, Information Technology (MiCharts), and (3) Research occupations. General Funds: Overall there has been a net decrease in General Fund FTE s in UMHS. Faculty: Over the 5 year period compound annual growth rate (CAGR) for UMHS faculty FTE s on General Fund has been 1.2%. Non-instructional staff: Over the 5 year period compound annual growth rate (CAGR) for UMHS non-instructional FTE staff on the General Fund has been -9.5%. 19

20 ALL FUNDS Faculty and Staff FTE Trends University of Michigan Health System (Medical School, Hospitals & Health Centers) Nov. 1, 2009 Nov. 1, 2012 Nov. 1, 2013 Nov. 1, Yr 5 Yr CAGR 2 Yr 2 Yr CAGR 1 Yr 1Yr %Change TOTAL for all Faculty 2,043 2,289 2,318 2, % % % Instructional Faculty 1,715 1,935 1,986 2, % % % Primary (Research) Faculty % % 7 2.1% *TOTAL for all Non-Instructional Staff 15,100 17,376 17,570 18,358 3, % % % Academic, Instructional, and Student Services % % % Administration 2,297 2,547 2,593 2, % % % Facilities 1,232 1,350 1,386 1, % % % Fund Raising % % 6 9.2% Information Technology , % % % Patient Care 9,141 10,659 10,762 11,391 2, % % % Research 1,419 1,605 1,568 1, % % % Other % % 6 3.6% GENERAL FUNDS FTE's FTE's Nov. 1, 2009 Nov. 1, 2012 Nov. 1, 2013 Nov. 1, Yr 5 Yr CAGR Change Change 2 Yr 2 Yr CAGR 1 Yr 1Yr %Change TOTAL for all Faculty % % 9 4.9% Instructional Faculty % % % Primary (Research) Faculty % % % *TOTAL for all Non-Instructional Staff % % % Academic, Instructional, and Student Services % % % Administration % % % Facilities % % 0 5.3% Fund Raising 2-2 Information Technology % % % Patient Care % % % Research % % % Other % % % 20

21 Key Indicator Recruitment and Retention Job Groups with Hiring Goals for Minority and Women staff The table below provides a comparison of the number of occupational job groups, with hiring goals for women or minorities, in 2013 vs for each campus. A job group is comprised of a number of job titles associated with the same standard occupational group. The Standard Occupational Classification (SOC) system is used by Federal agencies to classify workers into occupational categories for a variety of purposes including the development of Affirmative Action Plans. During 2013 the Dept. of Labor made available new labor market availability data from the 2010 Census. In many cases the labor market availability rates for minorities in UM job groups increased resulting in an increase in job groups with hiring goals. Job Groups with Hiring Goals Number Women of Job Groups Difference Ann Arbor Hospitals & Health Centers Dearborn Flint People of Color Ann Arbor Hospitals & Health Centers Dearborn Flint Ann Arbor - Placement Goals of Note Women Instructional Services Professionals Environmental Health & Safety Specialists Service Maintenance Food & Custodial Health Care Aides People of Color Administration Exec. & Admin. IT Business Systems Analysts Communications & Marketing Exec./Admin & Professionals Miscellaneous Executives & Administrators Professional Support Staff Hospitals & Health Centers - Placement Goals of Note Women Health Care Aides Respiratory Therapy Technicians People of Color Health Care Execs. & Admin. Professional Support Staff IT Exec./Admin and IT Business Systems Analysts Dieticians Nursing Supervisors & Clinical Nurse Coordinators Physical Therapists 21

22 Ethnicity/Race Faculty Demographic Trends All Campuses Gender 22

23 Ethnicity/Race Staff Diversity Demographic Trends All Campuses Gender 23