1 APPENDIX A Cluster 1 Modifications and Cluster 2 Design September 2009 HR Solutions Center.
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Next Steps• To consolidate existing staff providing Human Resources services and support to all “President’s Plus” Units (i.e. UDAR, Public Safety, Legal, Public Relations/Affairs, SVP Health) as well as the Registrar and ITS into Cluster 1 (i.e. the OEVP HR Solutions Center).
• Create Cluster 2 by consolidating existing staff providing Human Resources service and support to all units in Central Provost (Undergraduate Admissions and Financial Aid, Office of VP Student Affairs, Student Health, Athletics, Senior Vice Provost for Research) into a second cluster reporting into Cluster 1 Executive Director.
• Consider creating cluster 3 pilot of small school HR staff.
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Why Cluster?
• Assures consistent application of HR policies, and delivery of HR services
• Leverages efficiencies and economies of scale
• Avoids legal and financial risk
• Enhances ability to provide strategic HR services
• Provides seamless backup for team members’ vacations and other absences
• Delivers “high touch” support and service
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• 71% of surveyed organizations have restructured HR within last 3 years
• Rationale cited for restructuring HR include:• 74% Better align HR with broad business strategy• 50% Changes in HR roles and responsibility• 29% Better serve global workforce• 19% Reduce HR budget• 12% Merger and acquisition activity• 10% Outsourcing
Why Cluster?
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HRSC Clusters As Colleagues To UHR
• Founded on the basis of shared resources, information and professional partnerships
• Partners and accesses the talent and expertise of the entire University HR team
• Expands the capacity of both groups to address more effectively employee concerns and University priorities
• Exceeds the HR service and support needs of the clients
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Dorothy Booker, Yvonne Forteau,
Giselle Gillman, Ava TsengHR Business Partners
Code:100
Rashma Somwaru-JailallBlanca WengHR Generalists
Code:100
Angela Banegas, Kyle DeJesus, Diana DeSalvo, VacantHR ManagerCode: 100
OEVP HR Solutions Center984 Total Employees/ 1:109
Barbara Cardeli-ArroyoExecutive Director
Current Structure – HR Solutions Center – Cluster 1
Controller/Treasurer
Internal Audit University HR
Central Provost (Bobst)
PresidentsOffice
OEVP Chiefof Staff
FCM Campus Services
Housing/Res Ed
Units Currently Supported by Cluster 1
SVP Health
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• Current Structure– Business Partners (4 FTEs)– Managers (3 FTEs)– Generalists (2 FTEs)
• Proposed New Structure– Senior Business Partner (1 FTE)– Business Partners (4 FTEs)– Generalists (4 FTEs)
• Rationale for New Structure– Eliminates the “Manager” layer which is redundant to the “Generalist” layer – Streamlines the lines of responsibility– Adds greater control of the work product and enhances customer service– Adds a Senior Business Partner who serves as the Cluster Team Leader– FTE neutral while creating a more effective and efficient organizational
structure
Cluster 1 - Current Structure vs. Proposed New Structure
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Possible Add-ons to Cluster #1 – OEVP Solutions
UDAR
1:62
HR/Admin Staff: 3352 Employees
HR/Admin Staff: 128 Employees
HR/Admin Staff: 3.5266 Employees
HR/Admin Staff: 2124 Employees
HR/Admin Staff: 2150 Employees (200 student employees
not included)
Public Relations/
Affairs
1:50*
Public Safety
1:118Legal
1:28
ITS
1:76
*200 student employees not in
total, if in total, ratio moves to:
1:125
Current Structure – Possible Add-ons to Cluster 1
920 Total Employees 1:74
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Current Central Provost Structure
HR Staff: 2111 Employees
HR Staff: 186 Employees
HR Staff: 1.530 Employees
HR Staff: 2186 Employees:
HR Staff: 270 Employees
Undergraduate
Admissions1:56
VP Student Affairs1:86
SVP Research 1:20
Student Health Center
1:93
Athletics1:35
Current Structure – Possible Units for Cluster 2
517 Total Employees 1:61
•Controller/Treasurer•Internal Audit•University HR
•President’s Office•OEVP/ Chief of Staff
•F&CM•Campus Services•Housing/Res Ed
•SVP Health•ITS
•Legal•Public Safety
•UDAR•Public Relations
•Undergrad Admissions•VP Student Affairs
•Student Health Center•Athletics•Registrar
•Central Provost (Bobst)
Total # of Cluster 1 employees supported: 1824 HR to employee ratio: 1:166
Total # of Cluster 2 employees supported: 665 HR to employee ratio: 1:110
Proposed New Structure
HR Sol Center Cluster 1 Staff HR Sol Center Cluster 2 Staff
HR Sol Center Exec Director
Units Supported by Cluster 1 HR Sol Center Staff: Units Supported by Cluster 2 HR Sol Center Staff:
HR Solutions CenterExecutive Director
Sr. Business PartnerCluster 1 Leader
Sr. Business PartnerCluster 2 Leader
Business Partner A
Business Partner B
Business Partner C
Business Partner E
Business Partner F
Generalist A*
Generalist B*
Generalist C*
Generalist D*
Generalist E**
Generalist F**
Generalist G**
Cluster 1 Cluster 2
Total # of Cluster 1 employees supported: 1824HR to employee ratio: 1:166
Total # of Cluster 2 employees supported: 665 HR to employee ratio: 1:110
* Generalists ABCD function as a pool ** Generalists EFG function as a pool
Proposed New Structure
Administrative Assistant
Business Partner D
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Margaret MeagherSenior Director
Code: 100
Central Human Resources Division 8/25/09
Compensation Talent, Learning and Org Development
Employee RelationsBenefits
Catherine CaseyVice President for Human Resources
HR Applications & Projects
Mirta SalomonAdmin Assistant Code:
106Jeanette Nardella
Communications SpecialistPT Code: 100
Christine Gould Manager for Wellness Programs
Code: 100
Samantha FudgeSenior Benefits Analyst
Code: 100
Charlene HamblinAsst to Benefits Financial Analyst
Code: 100
Margaret Beattie (PT)Benefits Coordinator
Code:110
John KellyBenefits Financial Analyst
Code: 100
Janice WilliamsSenior.Benefits Assistant
Code: 106
Michael CamusoDirector
Code: 100
Tara O’BoyleMarina Kartanos
Compensation ManagerCode: 100
Andrea WilliamsSenior Compensation Analyst
Code: 100
Bernadette GallagherHR Assistants
Code: 106
Kate GaffneyDeputy Director
Code: 100
Heather WexellManager
Code: 100
Eric VanhoutenEmployment Specialists
Code 100
Kathryn ZukofSenior Director
Eric LoffswoldSharon Chavez
Manager Learning & DevelopmentCode: 100
Crystal ScottLearning and Development
AssistantCode: 106
Jo KatcherSenior Director
Jennifer GoldmanAmy Wright-Para
Manager Employee RelationsCode: 100
Alfredo BrazaDirector
Code: 100
Monica WilliamsSupervisorCode: 100
Lubica Kvietik, Ayobami Hercules
Janet MurphyCynthia Whitfield
HR AssistantsCode: 106
Adjunct Employee Relations
Lana DaiData Manager, Adjunct Employee
RelationsCode: 100
Christa MillerManager
Code: 100
Mary ObermeierManager of HR Applications &
ProjectsCode: 100
Helen LikanjeReports Analyst
Code: 100
Beth Strumpen-DarrieManager
Code: 100
Barbara Cardeli-ArroyoExecutive Director
Code: 100
OEVP Solutions Center
Dorothy Booker, Yvonne Forteau,
Giselle Gillman, Ava TsengHR Business Partners
Code:100
Rashma Somwaru-JailallBlanca WengHR Generalists
Code:100
Angela Banegas, Kyle DeJesus, Diana DeSalvo, Vacant
HR ManagerCode: 100
Susanna HollnsteinerClaudine Canizzo (PT)
Manager Code: 100/110
Carrie Lee, Kerri FataTammy Calicchio, Steven Reyes
Benefits SpecialistsCode:100
Eve GaradisManager, Absence Management/
Global BenefitsCode: 100
HR Staff: 5
1:1001
HR Staff: 3
1:1422
HR Staff: 8.5
1:589
HR Staff: 10
1:130
HR Staff: 9
1:556HR Staff: 14
1:886
Ron DevineDirector of Service Delivery
Code: 100
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HRSC Service ProviderRoles & Responsibilities Overview
Business Partner HR Generalist
Help managers forecast and plan talentpipelines in line with unit strategy
Resolve complex employee relations,collective bargaining and performanceissues, escalating where appropriate
Help business leaders align performancemetrics and evaluation processes with
OEVP units and University strategicpriorities
Advise supervisors and employees onroutine to moderately complex employee
relations issues, escalating highly complex issues as needed
Assist Business Partnersin recruitment, performance
management, AMI processes, etc.
Assist, interpret, and communicateUniversity policies and regulatory
guidelines
Manage payroll processes and trackingof HR data
Help business leaders identify and buildclimate, capabilities, behaviors,
structures, processes to support unitstrategy
STRATEGIC TACTICAL
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HRSC Service ProviderRoles & Responsibilities Overview
Business Partner HR Generalist
Communicates with Manager and assistin Performance Review process for
Grades 14 and above
Collaborates with the management teamto roll out AMI process and ensure that
it is align with University guidelines,business results and performance
For On/Off Boarding, will partner withmanagement to ensure business
continuity for Grades 14 and above
Strategizes and manages recruitmentfor Grades 13 and below
Communicates with Manager and assistin Performance Review process for
Grades 13 and below
Implements AMI processes
For On/Off Boarding, will partner withmanagement to ensure business
continuity for Grades 13 and below
Strategizes and manages recruitmentfor Grades 14 and above
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Projection
• Total Existing Staff
33• Projected Needed Staff
17
Approximated savings:
16 FTE @ $65,000 per head = $1,040,000
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Implementation To Do List• Identification of clusters’ location and space• Budget creation• Redistribution of non-HR duties:
– Unit budgeting; purchasing / invoice processing – Coordinating requests for facilities / telecom service– Coordinating maintenance on unit copiers – Coordinating IT requests (requests for service, upgrades, etc.)– Unit fire safety– Fleet safety– Site inspections / risk management– Employee newsletters and communications– Managing seasonal employees and other non-HR employees– Other administrative tasks (managing calendars, etc.)
• Talent management of staff, i.e., recruitment, orientation, team-building
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