Division of Human Resources and Safety Services Strategic Priorities, FY12 Goals, Objectives and Deliverables

Transcription

1 Division of Human Resources and Safety Services Strategic Priorities, FY12 Goals, Objectives and Deliverables Divisional Mission The Division of Human Resources and Safety Services fosters a safe, secure environment where the students, staff and faculty of Cornell can learn, work and live as a community to advance the University s mission and purpose. Human Resources Mission Human Resources fosters an environment of inclusiveness and provides programs and services that meet the changing needs of the university and its workforce. Human Resources promotes a respectful and welcoming environment where the best high-performing faculty and staff are able to integrate their personal and professional priorities while advancing and supporting the University s mission and purpose. Human Resources Vision The best staff and faculty in the world choose Cornell. Environmental Health & Safety Mission & Vision Environmental Health and Safety staff will be leaders in promoting a safe learning, working and living environment for the University through the integration of programs and services we provide to faculty, staff and students. Cornell University Police Mission The mission of the Cornell Police is Service. The Cornell Police will perform the activities of a municipal police department, in addition to the activities peculiar to the academic institution this department has been created to serve. Not only does it respond to required police services, preserve the peace, protect life and property, and recover lost and stolen property, but it also enforces, in a fair and impartial manner, the regulations which comprise the Cornell Campus Code of Conduct, as well as the applicable local, State and Federal laws. We appreciate our role in enhancing the quality of life at Cornell by our contributions that foster a safe and secure environment, the cornerstone of academic freedom. We also recognize that justice is the foundation for peace, and to this end, our department is built on a foundation of community service and crime prevention which respects and preserves the human dignity of all individuals served. Cornell University Police Vision Best in Class To be the standard by which all campus law enforcement agencies measure their success. Divisional Priorities Provide competitive benefits, programs and services to attract and retain a diverse, high caliber faculty and staff Support university leadership efforts with a strategic workforce plan that creates a climate of innovation and educational excellence Cultivate an inclusive and welcoming environment on campus and in the local community

2 Foster a positive and civil environment that lets faculty and staff thrive at home and in the workplace Create strategic processes that support university goals and balance compliance with the need for innovation Human Resources Goals for FY12 Continue to advance diversity Support staff and faculty excellence Implement Workday Environmental Health and Safety Goals for FY12 Continue to advance an integrated BioSafety program Develop a comprehensive Emergency Management Strategy Clarify EH&S accountabilities in research compliance Develop, communicate, and implement a strategy plan for ongoing Air Compliance Develop a common Document Management System for health and safety and environment documents Cornell University Police Goals for FY12 Implement Spillman, a records management system and computer aided dispatch software Develop a comprehensive Ithaca campus physical security strategy HR & SS Goals, Objectives & Deliverables FY /01/2011

3 Divisional Priorities Provide competitive benefits, programs and services to attract and retain a diverse, high caliber faculty and staff. Cultivate an inclusive and welcoming environment on campus and in the local community HR Goal: Continue to advance diversity Aligns to CU Strategic Plan: Faculty & Staff Excellence Objective 1 Increase the diversity of Cornell s workforce and create an inclusive climate by reviewing current regulatory requirements, benchmarking best employer diversity practices, and implementing revised/new programs to make Cornell the best employer for faculty and staff from diverse backgrounds 1.1 Revitalize anti-discrimination compliance program 1.2 Implement comprehensive work/life program for staff and faculty 1.3 Implement diversity strategies for staff and, as appropriate, faculty 1.4 Address climate issues with the goal of creating a more inclusive environment Deliverable Develop summary of new regulatory requirements compared with current employment practices and develop action plan for addressing identified gaps Develop menu of best employer diversity practices to share with University Diversity Council for development of measureable goals as framework for college and unit diversity/inclusion plans Implement Connections component and pilot Inclusiveness component of diversity retention program Align with new federal regulations/rulings. (Title 9, OFCCP requirements, compliance training for HR, department chairs and faculty with hiring responsibility, disability requirements and strategic plan, proposed veteran requirements) Focus on faculty in under-represented populations Assessment of work/life through best employer applications and benchmarking Support of the President s family life committee Elder care Pilot work/life programming for faculty, wellness programming for diverse populations and work/life programming for under-represented faculty groups such as women of color Staff retention strategy Community diversity collaboration as a retention strategy Establish CNGs Expand ENCORE as a program to stay connected with faculty and staff who retire from Cornell Bias program Flex/organizational agility Civility initiative with EA Inclusion plans for administrative units HR & SS Goals, Objectives & Deliverables FY /01/2011

4 2 Increase the diversity of Cornell s workforce by enhancing diversity outreach efforts and collaborations between college/units, central and local, regional and national organizations in an effort to recruit, and retain, a diverse workforce 2.1 Devise more effective diversity metrics 2.2 Redefine the services to be delivered from the Recruitment & Employment Center to better align support services to the needs/interests of the hiring units 2.3 CITE and Outreach Support diversity, inclusion and faculty recruitment Develop effective diversity dashboard, based on USC model, that incorporates information developed by the Diversity Data Task Force to create baseline of faculty diversity demographics and programs Review CU ADVANCE proposals and programs for developing diverse pools and effective search procedures, and determine which of these can be institutionalized and benchmark other ADVANCE programs Develop a tool kit of best practices for faculty outreach/recruitment, selection processes, and retention strategies Implement strategy for having a diverse pool for all faculty searches and staff selections Deliver education and training programs to foster effective diversity recruitment efforts Develop targeted outreach strategies/partnerships specific to the populations we are trying to reach Revise recruitment communications and marketing tools that appropriately reflect and communicate the University s commitment to diversity and our workplace culture Revise the affirmative action plan to align with University diversity strategy and other diversity reporting Re-establish a role and enhance services focused on diversity recruitment and outreach In collaboration with units, review policies and procedures to support effective and efficient search and hiring procedures to support sharing of applicants across searches, advancing diverse pools more quickly and moving applicants through the process more quickly Develop and present programming to meet external and internal client needs on issues of diversity and inclusion, mental health and wellbeing Design, develop and produce CU ADVANCE session on bias in the promotion and tenure process Design, develop and produce Major Gifts and Volunteers program for AA&D Faculty and staff development as contracted by external/internal clients throughout HR & SS Goals, Objectives & Deliverables FY /01/2011

5 Divisional Priorities Provide competitive benefits, programs and services to attract and retain a diverse, high caliber faculty and staff Support university leadership efforts with a strategic workforce plan that creates a climate of innovation and educational excellence Foster a positive civil environment that lets faculty and staff thrive at home and in the workplace HR Goal: Support staff and faculty excellence Aligns to CU Strategic Plan: Faculty & Staff Excellence, Organizational Stewardship Objective 1 Explore and recommend an online Faculty (Academic) recruitment system 2 Enhance and sustain state-ofthe-art dual-career efforts 3 Expand the University On-boarding Center 4 Advance health insurance strategies for active employees and retirees to restrain growth in spending in the endowed health plans and to accommodate the regulatory mandates of national health reform 4.1 Retirement Plan Oversight Committee (RPOC) - a creation of the Board to assess and implement retirement plan changes in keeping with new broad-scope 403(b) regulations Deliverable Evaluate current procedures and on-line recruitment systems currently used for academics at Cornell University Assess for ease of use for constituents (search committees, candidates, HR, Compliance, reporting), functionality, sustainability, universal application and cost Recommend one system solution that will eventually be a connection to Workday Develop recommendations for change maintenance or enhancement of the DCP program Submit recommendations for consideration, support and approval Implement and integrate approved recommendations Refine existing services and processes for staff and union hires Expand offering to include academic new hires Partner across units to develop and deliver comprehensive faculty and staff Onboarding to provide new employees with an effective and productive experience during their first year at Cornell Communicate to faculty and staff the reasons for needed change Develop strategic overview of potential actions Implement when ready significant changes in plan offerings RPOC will conduct finalist interviews at WCMC for a consulting partner firm and make selection this fall RPOC will oversee a due diligence report on current state of investment offerings in plans and the plan administrative structure RPOC will oversee the development of a HR & SS Goals, Objectives & Deliverables FY /01/2011

6 5 Develop and begin roll out of Career Choices framework for banded staff which will anchor career development, performance management, reward recognition, succession planning, selection classification and pay to Skills for Success 5.1 Career Planning & Development response to Career Choices Enhance engagement and retention. Build effective succession practices, improve overall performance and diversity of staff 5.2 Implement the job family updates for Communications and IT, and continue Finance and Facilities job family updates apace with Kuali and Facilities zone structure implementation, respectively communication strategy to inform faculty and staff of coming changes in retirement plan investment choices and administrative support. RPOC will work with consultant to develop investment fund screening, selection and monitoring procedures Establish HR Generalists working group to serve as discussion-based participants in topical design, including communication/training approaches, rollout readiness, and timing. Define Developing through Leveraging individual job level recognition concept; Build related tools and education. Align Skills for Success and Leadership Skills for Success with Career Choices, including tools for selection, performance management, and succession planning. Align job title classifications and pay ranges to Career Choices model. Working confidentially with HR Leads, audit current staff classifications and pay in relationship to Career Choices framework. Develop resources and approach to gradual communication, education and web-based information to HR, Management, and Staff audiences Obtain TW consulting proposal to consider TW involvement Create and plan for implementation of deployment strategy; deliver planned education. Work with HRIS to incorporate Career Choices in Workday Set targets for campus coverage of training and service usage Create unit report template to enhance HR strategies during business planning Establish metrics for succession to create a university report Leadership and constituent reviews of draft models and market alignments Delivery to HR generalists with associated training and consulting Support HR generalists in transitioning staff incumbents into revised classifications Exploration of family-based position review teams to maintain ongoing classification integrity; consideration of further refinements to meld with Career Choices HR & SS Goals, Objectives & Deliverables FY /01/2011

7 6 Develop new low cost/no cost reward & recognition programs for staff 7 Develop training and review HR policy to sustain a civil and high performing environment that emphasizes personal accountability 7.1 Continue deployment and increase functionality and usage of CU Learn 7.2 Proactively review faculty development offerings with the Deans and Vice Provosts to ensure relevant, easily accessible and valuable offerings with top level sponsorship 7.3 Implement improvements to Staff Development Program with Pilot Mastery Level Management Curriculum and refine Applied Level Management Curriculum Create a cross-representative steering committee inclusive of HR Council, expanded central HR leadership team and college HR representatives Draft program structure and approach to include central and unit recognition, team and individual recognition and formal and informal tactics for recognition Program draft ready for vetting to Senior Staff, COG, Deans and others as appropriate Design ( or redesign where appropriate) all staff and management training that covers the references to the mission, vision and values of Cornell to review/incorporate the expectations of Civility, Personal Responsibility, and Skills for Success Highlight these values and Skills for Success in the Career Choices framework, the Performance Management Process (PMP), and in consultations regarding employee relations issues As policies come for review, via Workday or for other reasons, consider all expectations around the University values and Skills for Success as part of performance Increase functionality to be able to track certification training by job requirements Expand client usage in HR, Gannett, ORIA and CUP Begin using in alignment with Workday s supervisor list around compliance notifications Coaching model for faculty in support of needs and integrated with classroom programming Broader publishing of academic development opportunities for supervisors, faculty, post docs, etc. Deliver and measure academic program in each of the following areas: Faculty Skill Development, CALS Leadership Program, Post Doc, Supervisor Training, ADVANCE, Chair training with a review for and waving in of faculty policy and frequent issues Pilot of Mastery Level Management Curriculum, 1 delivery of each course Refine Applied Level Management Curriculum, 1 delivery of each course. Deliver and measure results of AA&D job skills training Respond to consultation requests Begin job skills training with AA&D Partner with Compensation around work redesign consulting HR & SS Goals, Objectives & Deliverables FY /01/2011

8 8 Continue to integrate Human Resources for administrative units 9 Develop and implement an HR Dashboard 10 Advance responsible administrative practices for the division that address priority operations while ensuring stewardship of available resources 10.1 Communication provide services for the Division that will support effective external and internal communications 10.2 Finances manage the Division finances, staying within budget and leverage resources to accomplish priorities 10.3 Facilities develop a strategic facilities plan for HR and a tactical facilities plan for EHS and CUPD Continue to refine the structure Focus on consistency of practices Provide strategic HR services and support Inform senior administrators of Cornell s performance in reducing negative expenditure trends Improve metrics on HR effectiveness Address objectives identified in Cornell s strategic plan Provide underlying raw data and department-level statistics using drill down charts Improved internal communications Improved service to the VP for presentations and speeches Improved leverage of awards Improved outreach to CUPD and EHS A complete Service Level Agreement between Division of HR and Safety Services and University Communications Balanced budget for all units Monthly or quarterly reports to all directors and the VP for planning purposes Year end results align with the budget Strategic facilities plan for HR produced and presented to leadership CUPD and EHS tactical plan produced and presented to leadership CUPD immediate facility needs solved 10.4 Outreach & Event management Transition CRC trips to a trip planner Successful events: Fall and Winter employee celebration, Service Awards recognition and dinner, Bring a Child to Work Day and Employee Graduates event HR & SS Goals, Objectives & Deliverables FY /01/2011

9 Divisional Priorities Create strategic processes that support university goals and balance compliance with the need for innovation HR Goal: Implement Workday Aligns to CU Strategic Plan: Faculty Excellence; Excellence in Organizational Stewardship Objective 1 Configure and deploy the Workday HCM/Payroll application broadly across campus. Maximize campus ownership. Optimize processes to achieve efficiencies to best utilize the Workday application. Partner with Workday to deliver functionality in support of the academic environment. Deliverable Configuration of initial prototype (in progress). Iterative campus review, input, and decision on configuration Technical build of integrations Campus hands-on testing Deployment preparation and final training FY 13 Objective Working toward deployment, stabilization and production support HR & SS Goals, Objectives & Deliverables FY /01/2011

10 Divisional Priorities Support university leadership efforts with a strategic workforce plan that creates a climate of innovation and educational excellence Create strategic processes that support university goals and balance compliance with the need for innovation HR Goal Support staff and faculty excellence EHS Goals Continue to advance an integrated BioSafety program Develop a comprehensive Emergency Management Strategy Clarify EH&S accountabilities in research compliance Develop, communicate, and implement strategy plan for ongoing Air Compliance Develop common Document Management System for health and safety and environment documents CU Police Goals Implement Spillman, a records management system and computer aided dispatch software Develop a comprehensive Ithaca campus Physical Security strategy Aligns to CU Strategic Plan Excellence in Organizational Stewardship Excellence in Research, Scholarship, and Creativity Excellence in Public Engagement Objective 1 Transition the entire campus from Colts to Kronos Deliverable Guide development of best practices for time collection and payroll information systems enabling staff and supervisors to manage compensation more efficiently Employees will use Kronos to record and approve time as well as independently review leave status Managers will review timely and accurate data, responding actively to trends around leave management and time collection We will strive to pay staff and faculty correctly with the first transaction in order to reduce duplication associated with compensation processes, enhance cost control, and comply with state and federal laws HR & SS Goals, Objectives & Deliverables FY /01/2011

11 2 Identify strategies that will increase efficiency and collaboration by streamlining how we balance risk and regulatory compliance 2.1 Compensation Transaction Authority Process 3 Enhance HR policy accessibility and clarity for faculty and staff. Develop a strategy and begin delivery of United Educators (UE) curriculum to comply with UE faculty and staff requirements & ensure continuation of insurance savings. 4 Air Compliance Program Change Management Strategy 5 Biosafety: Continue to develop an integrated program that assures the needs of the Colleges, Office of Research Integrity & Assurance (ORIA), Environmental Health & Safety (EH&S), Human Resources (HR), and Gannett Health Services. Focus on prevention, response, follow-up, and infrastructure requirements Building on information compiled by University Counsel s office, determine HR-related reporting requirements and current status in meeting those requirements Develop action plan for meeting regulatory requirements while advancing the university s goals and objectives Ensure re-affirmed process for Ithaca campus, especially regarding faculty and compensation exceeding internal threshold. Ensure re-affirmed process effectively for WCMC and Ithaca, especially regarding in-year WCMC compensation changes. Deliver academic HR policy to EPRG in July/August 2011 with ALM, MO, and Dean of Faculty approval on behalf of faculty Develop process to deliver revised and streamlined non-academic HR policy Review both faculty and staff HR policy in light of Workday End result: Streamlined faculty HR policy and process to obtain streamlined non-academic HR policy by 7/1/12 Determine approved curriculum for Risk Mgmt. Compliance (UE or Skillsoft) Use CU Learn functional support to track and monitor with percentage coverage of frontline (35%) and supervisors (65%) Negotiate SPFPA and UAW contracts Title V Permit Renewal Application EPA mandatory Greenhouse Gas Report submittal New/revised rule compliance review for Boiler and Combustion sources Unit level standard operating procedures and guidance forms for operational requirements Revision of Biosafety Level 3 program Implementation of the Animal Biosafety Level 3 program for East Campus Research Facility Biosafety Level 3 Operations at NYS Veterinary Diagnostic Laboratory online Select agent site at NYS Diagnostic Laboratory online HR & SS Goals, Objectives & Deliverables FY /01/2011

12 6 Emergency Management: Review, strengthen, integrate and institutionalize all hazard emergency management plans. Foster partnerships with state and local community. Training and drills across the campus community 7 EH&S roles & responsibilities for research 8 EH&S Team Site/Public Site Document Management: Develop common document management system for health and safety and environmental documents, as well as develop a management system approach. Develop an EH&S public website that makes available common documents, manuals, Etc. in a consistent format 9 Implement Spillman: Fully implement the Spillman Records Management System and Computer Aided Dispatch software (CAD/RMS) Risk Assessment: complete risk assessment and working sessions, review data and develop mitigation plan for risks identified Training: develop/implement training requirement matrix for National Incident Management System for identified key personnel, develop emergency exercise scenarios, expand fire safety training for key personnel Emergency Plan: continue review of current central emergency plan, update /enhance to an All-hazard Emergency Management Program Continuity of Operations Plan (COOP): develop a scope of work for COOP, develop implementation plan, initiate COOP across campus Develop roles and responsibilities matrix for EH&S services Distinguishing roles between animal-related research and others Integrate into the health and safety policy Publish, communicate and implement public site Develop governance document for team and public sites Implement EHS document management system Update Spillman training Transfer data to new state incident report form (SIR) Utilize the following modules: CAD/RMS, mobile, property and evidence, pin mapping, equipment and intelligence Confirm data accuracy HR & SS Goals, Objectives & Deliverables FY /01/2011

13 10 Physical Security Plan: Develop and implement a comprehensive physical security philosophy for the University Develop a business process for evaluating the physical security asset criticality and vulnerabilities for the University Develop costing models and proposals for physical security to be used for identifying funding and resources Develop subsequent procedures and policies that will support and ensure compliance with the physical security philosophy Identify systems, resources and facilities necessary to maintain the University s position Communicate the Physical Security plan efficiently and effectively across campus Note: Bolded objectives and deliverables were created in conjunction with HR Council HR & SS Goals, Objectives & Deliverables FY /01/2011