UNIVERSITY BUSINESS EXECUTIVE ROUNDTABLE Human Resources Benchmarking Study: The Ivy Plus Group Custom Research Brief April 2, 2009 Major Sections: Senior Analyst Adrienne Draper, MA Consultant Jennifer Yarrish Practice Manager Jena Prideaux McWha I. Methodology & Research Parameters II. III. Executive Overview Profiles Brown Columbia Cornell Dartmouth College Harvard Johns Hopkins Massachusetts Institute of Technology New York Princeton of Pennsylvania 2009 The Advisory Board Company Washington, D.C.
Methodology and Research Parameters Project Challenge: The executive vice president for finance and administration at a private university in the northeast requested that the Business Executive Roundtable review human resources staffing allocations for benchmarking purposes across the Ivy Plus group. Sources: During the course of the research, the Roundtable searched the following resources to deepen their understanding of the topic: Advisory Board s internal and online (www.educationadvisoryboard.com) research libraries Education Resources Information Center (ERIC) (http://www.eric.ed.gov) The Chronicle of Higher Education (http://chronicle.com) Research Parameters: Based on the requesting member s preference, the Council contacted universities that are part of the Ivy Plus group. To facilitate the research process, the Roundtable developed a benchmarking survey (see page 1) that was used as a basis for conversations with human resources department heads. In a few instances, data was collected primarily via email correspondence. In an attempt to develop comparable staffing data across human resources organizations, ten FTE definitions were developed by the Roundtable for benchmarking purposes (see page for categories and definitions). Participating universities were asked to do the following when categorizing FTEs: 1) Indicate the number of FTEs for each category, keeping separate medical school (M.S.) and central university (Univ.) FTEs 2) Indicate where activities are outsourced ) Note if, and how many, FTEs are paid outside of the HR budget in each category (e.g., HR Generalists paid by individual departments) 4) Divide the FTE number among categories according to performance (e.g., an FTE that works half-time in benefits plan strategy and half-time in benefits plan administration would be represented by.5 in each category). In addition to providing FTEs, universities were asked to indicate the 2007-08 human resources total and salary budget. 2
Methodology and Research Parameters Research Parameters (cont.): The Business Executive Roundtable developed the following university human resources FTE categories: Category 1. : 2. :. Compensation: 4. Employment: 5. HR Generalists: 6. : 7. HRMS: 8. Training: 9. : 10. : Definition All aspects of benefits portfolio strategy, retirement counseling, benefits help desk support, worklife initiatives management (including childcare, elder care, tuition/educational grants, health & wellness) and benefits communications (plan updates, event coverage). General plan and pension administration, disability/fml/sick Leave and vacation administration, COBRA administration, data entry support, biographic and employee records management (including new hire and exit data processing). All aspects of competitive market/salary assessments, job and salary classifications, policy development, parity review/compliance, workforce analytics and salary surveys and consulting to departments (job classifications/review). Both strategic employment functions: recruiting strategy and planning, executive search management, consulting to departments as well as employment administration: job postings and website administration, applicant tracking and system administration, background check processing, new hire processing/data entry, temporary pool management, diversity hiring. Responsible for departmental recruiting, departmental job/salary (re)classifications, staff evaluations and performance management, training, employee relations, departmental finance and payroll administration. Contract negotiations, arbitration/collective bargaining, compliance, HR policy development, performance management tracking systems. HR systems application design/development, employee HR Web site design/administration, integration to payroll systems, disaster recovery/business continuity, HR scorecards and reporting, and employee records administration and data entry. -wide training (including leadership, management, basic business skills), vendor/educational service provider management, consultant to departments, training system administration (course posting and attendance tracking), new hire orientation, recognition programs. Consultant to departments for organizational redesign efforts, career pathing/coaching. HR budget management, benefits budget management, project management.
Executive Overview (cont.) Central Human Resources Staffing Allocations: Brown Columbia Cornell Dartmouth College Harvard Johns Hopkins Mass. Institute of Technology New York Princeton of Penn. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Strategy/ Design Admin. 7.97 0 9 0 17 0 0 27.2 0 28.5 0 15 0 5 0 1.5 0 8 0.5 0 17 0 10 0 4 0 14 0 14.2 0 7. 0 5 0 6.5 0 16.5 0 Compensation 0 0 4 0 1 6.8 0 6 4.5.5 0 6 0 0 4 0 Employment 4.5 0.8 2 0 7 0.5 0.5 4.8 0 4 10.5 8 0 6.5 0 10 0 5 0 HR Generalists.5 2 7 6 6 0 2.5 1 15.7 24.5 1 14 0 0 2 0 0 0 2 5 Labor/ Employee 2 0 8 0 0 1.5 0 7 0 1 2.4 10 0 6.5 0 8 0 6 0 HRMS 9.57 0 2.4 0 24 0 5 0 14.8 0 41 4 8.1 0 10.5 0 8.5 0 6.5 0 Training.6 0 4 1 7 0 2.5 0 0.5 2.6 22.5 0 1.9 0 1 0.5 0 6 0 Org.Dev. 0 0 0 0 0 1.5 0 5 0 9 0 7.8 0.5 0 0 1.5 0 Admin. 0 9 5 2 0 5 0 0 2 0 6.9 0 2 0 4 0 0 Total Univ. 40.64 2.8 91.4 12 8 0 1.5 2.5 128.8 27.1 129.2 5.4 68.5 0 48 0 48 0 58.5 5 Total Univ. & M.S. 4.44 10.4 8 4 155.9 164.6 68.5 48 48 6.5 4
Executive Overview (cont.) Central Human Resources Staffing Allocations: 10 2 120 110 100 90 80 70 60 50 40 0 20 10 0.6 9.57.5 2 4.5.5 9 4 2.4 8 17 7.97 9 2 7 24 6 7 7 2 4 10 17 1.5 1.5.5 4 5 5 2.5 2.5 5 9 0.5 14.8 7 15.7 1 4.8 4 6.8 14 22.5 41 6 14.2 27.2 28.5 1 6.9 7.8 1.9 8.1 10 8.5 7. 15.5 2 10.5 6.5 2 6.5 6 5 5 1 4.5 8.5 8 0 10 6.5 1.5 6 6.5 6 5. 2 4.0 5 5.5 4 4.2 16.5 9.8 Brown Columbia Cornell Dartmouth Harvard JHU MIT NYU Princeton UPenn Avg. Staff Allocation 8 1.5 4.0.4 8. 16.0 12.2 Training HRMS Labor/Employee HR Generalists Employment Compensation 5
Millions Executive Overview (cont.) Human Resources 2007-08 Budget Data: Brown Columbia Cornell Dartmouth College Harvard Johns Hopkins Mass. Institute of Technology New York Princeton of Penn. Salary Budget: $,52,021 (8.%) $8,852,59 (69.5%) $6,420,000 (59.8%) $2,705,000 (57.5%) $11,540,197 (45.7%) $8,46,700 (52.9%) $5,22,680 (50.8%) $,26,718.48 (41.1%) $5,02,100 (68.4%) $5,519,886 (5.6%) Other Budget: $671,5 (16.7%) $,891,16 (0.5%) $4,10,000 (40.2%) $2,000,000 (42.5%) $1,716,957 (54.%) $7,41,112 (47.1%) $5,159,68 (49.2%) $4,62,422.67 (58.9%) $2,22,600 (1.6%) $4,778,901 (46.4%) Total Budget: $4,02,554 $12,74,909 $10,70,000 $4,705,000 $25,257,154 $15,777,812 $10,482,6 $7,869,141.15 $7,45,700 $10,298,787 $25 $25.26 $20 $15.78 $15 $10 $5 $4.02 $.5 $8.85 $12.74 $6.42 $10.7 $2.71 $4.71 $11.54 $8.5 $5.2 $10.48 $.24 $7.87 $5.02 $7.5 $5.52 $10.0 $0 Brown Columbia Cornell Dartmouth Harvard JHU MIT NYU Princeton UPenn Salary Budget: Total Budget: 6
Executive Overview (cont.) Central Human Resources & Total Staff: Brown Columbia Cornell Dartmouth College Harvard Johns Hopkins Mass. Institute of Tech. New York Princeton of Penn. Total HR Staff 4.44 10.4 8 4 155.9 164.6 68.5 48 48 6.5 Total Full-time staff Total Part- & Full-Time Staff,578 14,049 9,98,87 1,65 1,242 9,64 11,884 4,75 1,19 5,02 15,591 10,972 4,97 18,10 16,572 1,726 17,109 5,458 15,847 Percentage of Central HR Staff to Total Univ. Staff 1.4% 1.2% 1.2% 1.1% 1.2% 1.0% 0.8% 0.9% 0.7% 0.7% 0.8% 0.8% 0.9% 0.7% 0.9% 1.0% 0.7% 1.0% 0.9% 0.6% 0.4% 0.5% 0.4% 0.% 0.5% 0.4% 0.2% 0.0% Brown Columbia Cornell Dartmouth Harvard JHU MIT NYU Princeton UPenn % of HR Staff to Full- & Part-Time Staff % of HR Staff to Full-Time Staff 7
Profile: Brown HR Budget Category Univ. M.S Notes, 0, 0% Salary Budget (% of total): $,52,021.00 (8.%) Other Budget (%of total): $671,5.00 (16.7%) Training,.6, 9% Total Budget: $4,02,554.00 HR Staff Allocation,, 7%, 7.97, 20% 7.97 0.5 0 Compensation 0 Employment 4.5 0.8 HR Generalists.5 2 - Sr. Ben. Specialists, 1- Ben. Asst., 1- Ben. Comm. Specialist, 1- Sr. Ben. Special Programs Coord. (.67 fte), 1- Ben. Special Programs Coord. (.80 fte), 1- Dir. of Benefits, 1- Benefits Mgr. (.5 fte) 1- Systems Analyst, 1- Data Coord., 1- Sr. Leave Specialist 1, 1- Benefits Manager (.5 fte) 1- Comp Analyst, 1- Organization and Comp Consultant, 1- Dir. Comp, Services & Employee Programs (.5 fte) 1- Limited Duration Payroll Specialist, 1- Position Coord., 1- Dir. HR Services (.5 fte), HR Assistants (2 - vacant)/ MS - 1- HR Asst. (.80 fte) 2- HR Generalists, 1- HR Specialist, 1- Director of Employment (.5 fte)/ MS 1- Dir. Bio Med HR, 1- Bio Med Generalist HRMS, 9.57, 2%,.5, 9% 2 0 HRMS 9.57 0 Dir. of Labor (1), Dir. of Employee (1) 1- HRIS Analyst (.90 fte), 2- HRIS Assistants (.67 fte and 1.00 fte), 1- HRIS Student Payroll Coord., 2- HRIS Operations Coords,1- HRIS Mngr., 2- HRIS Coords., 1- HRIS Dir. Labor/Employee, 2, 5% HR Generalists,.5, 9% Employment, 4.5, 11% Compensation,, 7% Training.6 0 0 0 0 TOTAL 40.64 2.8 1- Training Manager, 1- Consultant (.80 fte), 1- Manager of Employee Programs (.80 fte), 1- Training Coord. 1- and Comp. Consultant (.5 fte), 1- Dir. Comp and Org. (.5 fte) included in Comp VP for HR (1), Admin. Mngr/Exec. Assistant. (1), Benefits Fin. Mngr (1) 8
Profile: Columbia HR Budget Salary Budget (% of total): $8,852,59 (69.5%) Other Budget (%of total): $,891,16 (0.5%) Total Budget: $12,74,909 Category Univ. M.S Notes 9 0 17 0 Compensation 0 HR Staff Allocation Training, 4, 4%, 9, 10% Strategy/ Design, 9, 10%, 17, 19% Employment 2 0 HR Generalists 7 6 8 0 HRMS 2.4 0 Training 4 1 An additional 5+ local HR representatives are located in and funded by individual departments. HRMS, 2.4, 5% Compensation,, % 0 0 9 5 HR Generalists, 7, 8% TOTAL 91.4 12, 8, 9% Employment, 2, 2% 9
Profile: Cornell HR Budget Category Univ. M.S Notes Salary Budget (% of total): $6,420,000 (59.8%) Other Budget (%of total): $4,10,000 (40.2%) Total Budget: $10,70,000 17 0 Excludes 4 whose focus is Workforce Diversity, Equity and Life Quality and Affirmative Action 10 0 Excludes 2 whose focus is EAP HR Staff Allocation Compensation 4 0 Employment 7 0,, 4%, 2, 2% HR Generalists 6 0 0 Training, 7, 8%, 17, 21% HRMS 24 0 Training 7 0 HRMS, 24, 29%, 10, 12% 0 2 0 Excludes staff outreach (), communications (), VP area administrative support (2), Academic Personnel Policy (2) Compensation, 4, 5% TOTAL 8 0 Labor/Employee,, 4% HR Generalists, 6, 7% Employment, 7, 8% 10
Profile: Dartmouth College HR Budget Salary Budget (% of total): $2,705,000.00 Other Budget (%of total): $2,000,000.00 Total Budget: $4,705,000.00 HR Staff Allocation Category Univ. M.S Notes 0 4 0 Compensation 1 Childcare is managed outside HR. There are FTEs in EAP, although expenses are from fringe and not included in operating budget #s above. Enrollment is online, so no data processing in benefits. New hire data comes out of processing unit in payroll. One FTE on central HR staff handles Medical School compensation needs., 1.5, 5%, 5, 16% Training, 2.5, 8% HRMS, 5, 16% Labor/Employee, 1.5, 5%,, 9%, 4, 1% Employment,.5, 11% HR Generalists, 2.5, 8% Compensation,, 9% Employment.5 0.5 HR Generalists 2.5 1 1.5 0 -- HRMS 5 0 Training 2.5 0 1.5 0 5 0 TOTAL 1.5 2.5 One half of an FTE on central HR staff is responsible for medical school employment. 2.5 HR generalists are part of the central HR staff. There are 2.5 additional quasi- HR roles in the field funded by their dept. Employee records/entry is under payroll as a service provider to HR. Training and OD are a combined function, but FTE load is separated out for both functions based on descriptions here. Work/life falls is included here. Includes CHRO, administrative assistants, communications manager, and finance/office manager. 11
Profile: Harvard Salary Budget (% of total): $11,540,197.00 (45.7%) Other Budget (%of total): $1,716,957.00 (54.%) HR Staff Allocation, 5, 4% Training, 0.5, 24% HR Budget Total Budget: $25,257,154.00 1,, 2%, 27.2, 21% Category Univ. M.S Notes 27.2 0 14 0 EAP services are outsourced. Tuition Assistance administration, Flexible Spending Accounts administration, Cobra, and Retiree billing services as well as open enrollment processing services are all outsourced. Compensation 6.8 0 -- Employment 4.8 0 HR Generalists 15.7 24.5 The employment function in VPHR handles strategic employment functions. Employment administration is handled locally and is captured in the HR Generalists category below. Included in this category are 8.0 FTE from the VPHR Communications office because they did not fit well into any other category, 7.7 FTE of VPHR HR services employees. 140 HR Generalists are also employed by departments across the university. 7 0 -- HRMS, 14.8, 12% Labor/Employee, 7, 5% HR Generalists, 15.7, 12%, 14, 11% Compensation, 6.8, 5% Employment, 4.8, 4% HRMS 14.8 0 -- Training 0.5 2.6 5 0 One back-filled position should have been excluded from these numbers and 5.5 FTE have been moved from the OD section to the Training section. 5.5 FTE originally included in the OD departments should have been placed in the Training section. In addition, one FTE is a temporary administrative fellow and should not be included in these numbers. 0 -- TOTAL 128.8 27.1 1 This budget is for the central offices of the VP Human Resources (VPHR) and includes $5M in professional services for several outsourced services, consulting fees, legal fees, and benefit plan audits as well as $1M in campus shuttle bus costs. It does not include the human resources budgets of the schools and other human resources units. 12
Profile: Johns Hopkins HR Budget Salary Budget (% of total): $8,46,700.00 (52.9%) Other Budget (%of total): $7,41,112.00 (47.1%) Total Budget: $15,777,812.00 HR Staff Allocation Category Univ.* M.S Notes 28.5 0 -- 14.2 0 COBRA administration-outsourced; FSA and Commuter administrationoutsourced; Leave program administration-divisional HR Compensation 6 4.5 --, 9, 7%, 2, 1% Employment 4 10.5 -- HR Generalists 1 14 MS = 6 HR Mgrs; 8 HR Generalists Academic schools = 8; Sch of Public Health = 1 Training, 22.5, 17% Strategy/ Design, 28.5, 22% 1 2.4 HRMS 41 4 Sch of Public Health = 1.5 Includes HR Shared Services transactional unit entering data for employee records., 14.2, 11% Training 22.5 0 All training is centralized into Learning Solutions, that provides career management training and also oversees organizational design and effectiveness. HRMS, 41, 2% Compensation, 6, 5% Employment, 4, % TOTAL 129.2 5.4 9 0 -- 2 0 --, 1, 1% HR Generalists, 1.5, 1% *Due to the distinct geographic locations of the campuses, JHU HR is divided into divisional units: Homewood Schools, the Medical School and the School of Public Health. "Univ" includes all central HR functions and the Homewood divisional office. 1
Profile: Massachusetts Institute of Technology HR Budget Salary Budget (% of total): $5,22,680.00 (50.8%) Other Budget (%of total): $5,159,68.00 (49.2%) Category Univ. M.S Notes 15 0 -- Total Budget: $10,482,6.00 HR Staff Allocation 7. 0 Specialist for long term disability claims, all others are generalists (FMLA claims, compensation claims); Downstream benefits processing is outsourced. Compensation.5 0 -- Training, 1.9, %, 7.8, 11% HRMS, 8.1, 12%, 6.9, 10%, 15, 22%, 7., 11% Compensation,.5, 5% Employment 8 0 -- HR Generalists 0 0 08 satellite HR Generalists support Departments, Labs, and Centers. These positions are not supported by HR Central budget. 10 0 -- HRMS 8.1 0 -- Training 1.9 0 The university invested in a special initiative called the Training Alignment Team (TAT), a collaborative crossfunctional group that develops and implements training strategies. Labor/Employee, 10, 14% Employment, 8, 12% 7.8 0 OD is a centralized consulting service; units can tap the center for service (e.g., facilitation, redesign). 6.9 0 -- TOTAL 68.5 0 14
Profile: New York HR Budget Salary Budget (% of total): $,26,718.48 (41.1%) Category Univ. M.S Notes Other Budget (%of total): $4,62,422.67 (58.9%) Total Budget: $7,869,141.15 5 0 -- 5 0 -- HR Staff Allocation Compensation 6 0 -- Employment 6.5 0 -- Training, 1, 2% HRMS, 10.5, 22%,.5, 7%, 2, 4%, 5, 10%, 5, 10% Compensation, 6, 1% HR Generalists 2 0 96 HR "Generalists work in the Schools and/or Units and do not report directly to "Central HR" or count towards the Central HR budget. None of these employees are functional specialist (i.e. compensation, HRIS, benefits, talent, ER). 6.5 0 -- HRMS 10.5 0 -- Training 1 0 --.5 0 -- Labor/Employee, 6.5, 14% HR Generalists, 2, 4% Employment, 6.5, 14% TOTAL 48 0 2 0 -- 15
Profile: Princeton HR Budget Salary Budget (% of total): $5,02,100 (68.4%) Category Univ. M.S Notes Other Budget (%of total): $2,22,600 (1.6%) 1.5 0,, 6% Total Budget: $7,45,700 HR Staff Allocation Training,.5, 7%, 4, 8%, 1.5, %, 6.5, 14% Compensation,, 6% Compensation 0 Employment 10 0 HR Generalists 0 0 6.5 0 COBRA is outsourced 8 0 HRMS 8.5 0 Includes 2 front desk positions and 2 diversity positions. I could not find a category that squarely fit of diversity programming positions. We have 5 people doing "recruiting" and one admin support in this area. Training.5 0 HRMS, 8.5, 18% Employment, 10, 21% 0 4 0 Labor/Employee, 8, 17% TOTAL 48 0 16
Profile: of Pennsylvania HR Budget Salary Budget (% of total): $5,519,886.00 (5.6%) Category Univ. M.S Notes Other Budget (%of total): $4,778,901.00 (46.4%), 1.5, % Training, 6, 10% Total Budget: $10,298,787.00 HR Staff Allocation,, 5%, 8, 14% 8 0 16.5 0 Includes VP, Exec Dir and Exec Assistant, Communications Manager, Tuition Mgr 1/2 QOWL 1/2 HRIM. Includes Benefits Accountants who were in Finance. No records mgt here. Outsource website admin, call center, pension and COBRA admin. Compensation 4 0 -- Employment 5 0 HR Generalists 2 5 6 0 Outsource applicant mgt system, background checks, relocation program and temp agency. These Generalists are all on the HR budget. Penn Generalists do NOT perform department finance or payroll. Responsible for Paid Time Off admin (sick and vacation). HRMS, 6.5, 11%, 16.5, 28% HRMS 6.5 0 Training 6 0 Responsible for all records mgt. Imaging function is outsourced to Archives and Records. Recognition programs are part of Quality of Worklife unit. Labor/Employee, 6, 10% 1.5 0 No OD group, all efforts jointly managed by Compensation, Employee and Learning & Education (Compensation leads). HR Generalists, 2, % Employment, 5, 9% Compensation, 4, 7% TOTAL 58.5 5 0 -- 17
Appendix: Advisory Board Benchmarking Survey worklife initiatives management (including childcare, elder care, tuition/educational grants, health & IVY+ HR Benchmarking Initiative: Data Request Directions: While we recognize that every university is unique, in an attempt to develop comparable staffing data across IVY+ HR organizations, we've outlined 10 FTE definitions for benchmarking purposes. Please follow the guidelines below when filling in the budget data and FTE category information: (1) Please indicate the number of FTEs for each category, keeping separate medical school (MS) and other university (Univ.) FTEs. (2) Please note where activities are outsourced, and if and how many FTEs are paid outside of the HR budget in each category. () If a FTE performs functions in two separate categories, please divide the FTE number accordingly (e.g., an FTE that works half-time in benefits plan strategy and half-time in benefits plan administration would be represented by.5 in each category). $0.00 2008-2009 HR Total Budget: $0.00 2008-2009 HR Salary Budget: Univ. MS Notes: 1. : 0 0 All aspects of benefits portfolio strategy, retirement counseling, benefits help desk support, wellness) and benefits communications (plan updates, event coverage). Notes: 2. : 0 0 General plan and pension administration, disability/fml/sick Leave and vacation administration, COBRA administration, data entry support, biographic and employee records management (including new hire and exit data processing). Notes:. Compensation 0 0 All aspects of competitive market/salary assessments, job and salary classifications, policy development, parity review/compliance, workforce analytics and salary surveys and consulting to departments (job classifications/review). Notes: 4. Employment 0 0 Both strategic employment functions: recruiting strategy and planning, executive search management, consulting to departments as well as employment administration: job postings and website administration, applicant tracking and system administration, background check processing, new hire processing/data entry, temporary pool management, diversity hiring. Notes: 5. HR Generalists 0 0 Responsible for departmental recruiting, departmental job/salary (re)classifications, staff evaluations and performance management, training, employee relations, departmental finance and payroll administration. Notes: 6. Labor/Employee 0 0 Contract negotiations, arbitration/collective bargaining, compliance, HR policy development, performance management tracking systems. Notes: 7. HRMS 0 0 HR systems application design/development, employee HR website design/administration, integration to payroll systems, disaster recovery/business continuity, HR scorecards and reporting, and employee records administration and data entry. Notes: 8. Training 0 0 -wide training (including leadership, management, basic business skills), vendor/educational service provider management, consultant to departments, training system administration (course posting and attendance tracking), new hire orientation, recognition programs. Notes: 9. 0 0 Consultant to departments for organizational redesign efforts, career pathing/coaching. Notes: 10. 0 0 HR budget management, benefits budget management, project management. Univ. MS Total Total FTEs: 0 0 0 The Advisory Board Company 2008 18
Contacts Karen Davis Vice President for Human Resources Brown Providence, RI 02912 Phone: (401) 86-6050 E-mail: Karen_Davis@brown.edu Mary G. Opperman Vice President for Human Resources Cornell Day Hall, Room 10 Ithaca, NY 1485 Phone: (607) 255-621 E-mail: mgo5@cornell.edu Lucinda Durning Vice President for Human Resources Columbia 615 West 11 Street Studebaker - 4th Floor New York, NY 10027-6902 Phone: (212) 851-0627 E-mail: cdurning@columbia.edu Traci Nordberg Chief Human Resources Officer Dartmouth College 7 Lebanon Street, Suite 20 Hanover, NH 0755 Phone: (60) 646-776 E-mail: traci.k.nordberg@dartmouth.edu Marilyn Hausammann Vice President for Human Resources Harvard Massachusetts Hall, VPHR rd Floor Cambridge, MA 0218 Phone: (617) 495 865 E-mail: marilyn_hausammann@harvard.edu Charlene Moore Hayes Vice President of Human Resources Johns Hopkins 617 N Wyman Pk Baltimore, MD 21218 Phone: (410) 516-811 E-mail: chayes1@jhu.edu Lianne C. Sullivan-Crowley Vice President for Human Resources Princeton 1 New South Princeton, NJ 08544 Phone: (609) 258-240 E-mail: lsulliva@princeton.edu Alison Alden Vice President for Human Resources Massachusetts Institute of Technology E19-215 Cambridge, MA 0219-407 Phone: (617) 25-6512 E-mail: aalden@mit.edu Catherine Casey Vice President for Human Resources New York Fairchild, 7 East 12 Street, 202 New York, NY 1000 Phone: (212) 998-1245 E-mail: kc8@nyu.edu John Heuer Vice President for Human Resources of Pennsylvania 58A 401 WALNUT/6228 Philadelphia, PA 19104 Phone: (215) 898-6884 E-mail: heuer@upenn.edu 19
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