OVERVIEW OF HR 5 YEAR STRATEGIC PLAN 2015

OVERVIEW OF HR 5 -YEAR STRATEGIC PLAN 2015 -2020

COMMITTEE • Michelle Bliffen (EAG) • Sarah Bowes (Employment) • Kim Heersche (Training &Development) • Gail Carbol (Benefits) • Steve Ivey (Communications & Technology) • Erika Chambers (Work-Life) • Cory Knutson (HR Business Partners) • Deb Graham (Training & Development) • Katie Mc. Roberts (Compensation) • Jasmyn Weyer (Employment)

HOW WE GOT HERE HR Strategic Planning Committee was established and started meeting weekly in early March 2015 (11 members)

HOW WE GOT HERE • Director interviews • Periodic review • Finance and Administrative EAB Administered Alignment Survey results • UK@Work Survey • UK strategic plan • Previous HR strategic plans • UK mission, vision and values • HR mission and vision • HR strategic plans from benchmarks • Outside readers

HOW WE GOT HERE Committee built a shared vision for the purpose of HR’s strategic plan and established guiding principles

GUIDING PRINCIPLES The strategic plan is based upon: • Collaboration • Integrity • Expertise • Innovation • Inclusion & diversity

STRATEGIC INITIATIVE 1 Model customer service excellence

1: MODEL CUSTOMER SERVICE EXCELLENCE Establish an HR organizational structure to meet University service expectations and future growth needs Improve the overall quality of service Centralize a customer service infrastructure to answer all basic incoming HR questions (call, face-to -face, email, etc. )

1: MODEL CUSTOMER SERVICE EXCELLENCE Design, update and maintain an integrated HR website to ensure customers understand HR services, staff roles, responsibilities and resources Provide timely and meaningful information through all HR communications

1: MODEL CUSTOMER SERVICE EXCELLENCE Enhance the new-hire onboarding experience Create knowledge transfer tools to support supervisors in maximizing the offboarding process

STRATEGIC INITIATIVE 2 Drive solutions through technology

2: DRIVE SOLUTIONS THROUGH TECHNOLOGY Set the stage for the use of predictive analytics in planning and decision making Engage pertinent parties in continuous process improvement of HR-related University data systems Utilize existing technology to maintain operational flexibility and continuity

STRATEGIC INITIATIVE 3 Expand university partnerships

3: EXPAND UNIVERSITY PARTNERSHIPS Embed HR expertise within business units by expanding the Business Partner model Proactively identify and address opportunities through management of customer inquiries Create model that plans for turnover in key positions

3: EXPAND UNIVERSITY PARTNERSHIPS Partner with existing student employment services to create a comprehensive program to better prepare students for the future Implement organizational development practices and solutions to better support the depth of needs of all University customers

STRATEGIC INITIATIVE 4 Improve employee engagement

4: IMPROVE EMPLOYEE ENGAGEMENT Provide an ever-increasing array of coaching and educational opportunities regarding financial wellbeing Improve the well-being of the UK community

4: IMPROVE EMPLOYEE ENGAGEMENT Leverage workplace solutions to support current and future employee and University needs such as space constraints, accessibility, work/life balance and extraordinary events Implement best practices and proven strategies from Unconscious Bias endeavors

STRATEGIC INITIATIVE 5 Exemplify a thriving workforce

5: EXEMPLIFY A THRIVING WORKFORCE Establish consistent expectations for leaders, managers and supervisors to support employee success Streamline and standardize key HR processes to smooth workflow and eliminate process bottlenecks

5: EXEMPLIFY A THRIVING WORKFORCE Mitigate stress and burnout to improve productivity and engagement Pilot a coach training program within HR that equips supervisors and managers with appropriate coaching skills