The Catholic University of America Human Resources Realignment Project President’s Council October 8, 2002.

The Catholic University of America

Human ResourcesRealignment Project

President’s Council

October 8, 2002

Institutional Assets

Fiscal

Physical

Technological

Human

Value of Human Capital

Education is a Service Industry

Service Industries are Dependent on the Quality of Their Employees

Employees are the University’s Most Critical Asset

Both Faculty and Staff Ensure the University’s Success in Fulfilling its Mission and Strategic Plan

Impact of Human Capital

on the Strategic Plan Pillar 1: Administrators, Faculty and Staff

Dedicated to the University’s Mission Will Enable CUA to Excel as a Leader in Catholic Higher Education

Pillar 2: A “First-Rate” Faculty of Scholars, Along with an Excellent Support Staff, Will Allow the University to Achieve Excellence in Graduate Research

Pillar 3: A Quality Faculty and Staff Will Foster Excellence in Teaching and Learning, Both Inside and Outside the Classroom

Cost of Human Capital

Employees Represent the University’s Largest Expense Item: 65% of Total FY 2003 Operating Budget

Employment Related Matters Represent the Largest Risk to the University

How Can CUA Maximize its Human Capital While Controlling the Cost?

Institutional EffortsDevelop its Human Capital

Recruit and Hire High Quality Faculty and Staff

Select Employees Who Support CUA’s Mission

Cultivate its Human Capital Provide a Safe Working Environment Offer Employee Development Programs Teach Managers to Encourage and

Promote Innovation and Creativity

Institutional Efforts (Cont.) Invest-In its Human Capital

Provide a Fair Compensation Structure Offer Competitive Benefits Program Develop and Promote Creative Reward

Programs

Manage its Human Capital Control Hiring\Payroll Costs Manage Benefit Programs Ensure Compliance with Federal and D.C.

Employment Regulations

Employment Cycle

Develop

CultivateInvest

CUA

RecruitmentEfforts

Training ProgramsCommon GoalsAttractive Culture

TotalCompensationStrategy

How Can CUA Develop, Cultivate, Invest-In and Manage Its Human Capital?

Project Goals Develop a Philosophy for the Management of

Human Capital at CUA

Define the Operating Principles for the Human Resources Office in Support of the University’s Strategic Plan

Promote Prompt, Courteous and Professional Services to Constituents of the HR Office: President and Vice Presidents Campus Departments Employees

Project Goals (cont.)

Improve Operating Efficiencies by Automating HR Processes

Institute an Equitable Compensation Program Consistent with CUA’s Funding Ability

Enable Manager and Employee Self-Sufficiency Through the Secure Distribution of Information

Project Steps Define the University’s Philosophy for

Managing Human Capital

Define the Office of Human Resources’ Role in Support of the Institutional Philosophy

Redesign HR Processes

Design, Develop and Implement a Staff Compensation Program

Project Steps (cont.)

Identify and Implement “Quick Wins”

Develop a New Organization Structure for HR to Support Redesigned Processes and Strategic Roles

Implement the PeopleSoft Human Resources System

Operating Principals by Functional Areas

Employment Employee Orientation & Communications Compensation Benefits Training and Development Organizational Development Employee Relations Labor Relations

Project Organization

Process Redesign Effort Dave Maddox (Consultant) Committee of 10 - 15 Members

Staff Compensation Program Mercer (Consultant) Analysis Team of 5 - 10 Members

Process Redesign Committee(Proposed)

Charles Mann, Associate VP (Chair) Barbara Coughlin, Dir., Human Resources Craig Parker, General Counsel Frank Persico – Vice President & Chief of

Staff Kevin Forbes, Business & Economics Chair Sara Thompson – Dean, Metropolitan College Peter Cimbolic – Vice Provost & Dean of

Graduate Studies

Process Redesign Committee(Proposed)

Michael Kanne – Assoc. Dean, Law School Zia Mafaher – Director, CPIT Michelene Sheehy – Associate Treasurer and

Budget Director Alan Goodman – Director of Career Services Katherine Boone - Director of Housing Rochell Raymond – Payroll Director Kevin Petersen – Dir., Facilities & Maint. Kevin Woods – Implementation Specialist

Staff Compensation Analysis Team

(Proposed)

Barbara Coughlin, Dir. of Human Resources (Chair)

Chuck Mann, Associate VP Laura Burhenn, HR Specialist Brian O’Connell, Budget Analyst Estee Mendoza, Assist. to the Provost Carol Matlack, Operations Mgr. for VSL Schlain Schmidt, Implementation Specialist

Project Schedule

Process Redesign Study 11/02 – 08/03

Staff Compensation Study 11/02 – 04/03

HR System Implementation 09/03 – 12/04

Project BudgetCurrent: Process Redesign Effort $ 120,000 Staff Compensation Study $ 80,000 * Sub-Total $ 200,000

Future: Hardware for HR System $ 620,000 Supporting Software $ 80,000 Training for HR System $ 100,000 Implementation Assistance $ 200,000 Sub-Total $1,000,000

* Does not include potential salary adjustments.