Hr strategy university of michigan

Strategic Human Resource Planning.

Stephen M. Ross School of Business at the University of Michigan.

Strategic Human Resource Planning.

* Integrate human resource strategy with business strategy.

* Acquire a comprehensive framework for human resource strategic development.

* Identify and build competitive organizational capabilities.

* Frame and execute powerful change initiatives.

This five-day, hands-on program combines practical tools, cutting-edge best practices, powerful frameworks, and current research. As a participant, you will acquire a proven framework that will help you integrate your firm's strategic challenges with human resource strategies and practices. You will gain practice designing a human resource strategy that will result in value-added HR agendas and practices. You will also take away powerful tools for managing strategic change through the human resource function.

Human Resources University of Michigan.

The Human Resource community will help sustain academic excellence, foster active engagement and build collaborative learning communities to champion the mission and values of the University of Michigan.

University Human Resources Strategy and Areas of Focus.

Excellence, stewardship and partnership are the guiding principles of University of Michigan Human Resources.

These principles guide human resource decision-making at the university by measuring to what extent the issue:

Aligns with the missions of the university.

Fosters an environment that allows faculty, students, staff and organizational units to lead and excel.

Supports the recruitment of and retention of high-caliber faculty, students, and staff.

Complies with all applicable laws, regulations and policies.

Employs best practices and leads in innovation and quality.

Promotes fairness and equity.

Fosters diversity and inclusion.

Demonstrates fiscal responsibility and resource stewardship.

Promotes ethical behavior in the community.

Leadership: Strengthen leadership capability throughout the university to promote high levels of performance and productivity and sustain excellence.

Leadership Development.

Develop leadership on all campuses using the U-M organizational competencies as a framework.

Support strength and capability at the senior management and executive level. Integrate U-M core competencies at multiple levels within the workforce to increase performance and productivity.

Performance Management.

Implement a university-wide performance management system using technology that allows flexibility at the local departmental level. Identify both high performers and areas for development, including professional and career development training using performance metrics.

Promote greater leadership capability in the areas of greatest strategic need and support individual career growth to enhance our workplace environment.

Workforce Planning.

Collaborate with our unit partners to provide leadership in developing effective solutions for workforce planning. Provide leaders with different workforce scenarios and models using data gathering, analysis and forecasting tools that enable multi-year recruitment and selection plans, succession planning, leadership development and retention and performance management strategies.

Health and Well-Being: Improve the university community’s health and well-being and enhance productivity.

Utilize U-M’s world-class position in education, research and health care through partnerships that maximize our resources and benefits to remain an employer of choice.

Keep the well and at-risk healthy.

Maximize healthy behaviors of benefits-eligible faculty and staff by achieving and maintaining high participation in MHealthy programs.

Offer regular opportunities to identify health risk factors and access high-quality interventions to reduce them.

Implement targeted interventions to help faculty, staff and their families better manage chronic conditions that impact health costs, absenteeism, productivity and quality of life.

Implement cultural and physical improvements to support healthy behaviors, such as social and policy support, leadership activities, improved fitness center access, healthy food availability, and space for lactation.

Complete MHealthy’s first five-year evaluation (through CY 2013) to assess progress and develop an action plan that ensures success.

Engage university-wide representatives in the development of the MHealthy strategic plan for 2013–2018.

Leverage our health plan and benefit designs to optimize the use of health care.

Investigate health plan designs that promote engagement, prevention and health improvement.

Investigate value-based insurance designs (VBID) to maximize the value of health care dollars.

Identify and implement innovative benefit design strategies.

Leverage the U-M health care delivery system to help contain costs and optimize care for the chronically ill.

Partner with the U-M Health System to increase the use of coordinated care efforts for the chronically ill.

Analyze and implement provisions of national and state health care reform.

Implement provisions of the Patient Protection and Accountable Care Act.

Analyze, design and potentially implement health reforms while maintaining adherence to U-M benefits guiding principles.

Efficiency and Effectiveness: Achieve financial efficiency and increase operational effectiveness to advance and support university goals.

U-M Health System will develop a model for HR service delivery that aligns with the mission of the Health System, eliminates redundancies and results in high-quality, cost-effective service.

Partner with ITS to support the split of the combined student and human resources databases and upgrade processes.

Benefits of this work include:

Staying in support with our vendor and avoiding extended support fees. Future flexibility on planning smaller, more efficient application upgrades to only the HCM application (without need to plan around student business cycles). Access to enhanced technology to better support talent management capabilities.

Provide management strategies and implementation support promoting workforce flexibility to optimize productivity.

Telecommuting and flexible schedules (physical space, enabling technologies). Professional contingent workforce. Best practices for temporary/contingent workforce.

Implement redesigned business processes, additional self-service, improved workflow and common data definitions to replace paper forms and manual processes so that work can be shifted from tactical to strategic and compliance priorities.

This work includes:

Employee self-service optimization. Electronic solution applied to other job classifications for hiring. Faculty, staff, student and temporary staff processing.

Establish and report metrics to influence and inform strategic decision-making and workforce planning in the areas of:

Operational metrics. Performance management. Talent and leadership. Workforce engagement and culture. Workforce demographics.

Participate in and support shared services.

This work includes:

Enterprise system enhancements. Service management support systems. Realignment/changes to service centers and transactional resources. Leveraging enterprise-wide learning management system.

Investigate learning management system that furthers knowledge transfer by identifying training requirements and capturing information on training taken.

Develop and apply processes and policies that support regulatory and compliance programs and mandates.

Diverse, Equitable and Inclusive Environment: Facilitate a workplace culture and climate that is respectful, inclusive, collaborative, safe and healthy.

Diversity and Inclusion.

Develop plans to promote diversity and cultural competency among faculty and staff across all Hospital and Health System programs and advance a vision to target underserved populations in clinical care and research endeavors. Ensure that all members of our community, including individuals with disabilities, have equal access to, and can fully participate in, all aspects of the U-M’s information technology. Continue to create and implement structures, services, programs, and education relative to all aspects of campus life for faculty, staff, students, patients and visitors with disabilities. Continue to improve faculty and staff employment search processes and related data collection and use.

Safety and Health.

Develop, implement and continuously evaluate a more robust engagement plan for U-M Wellness Champions to fully engage them in this goal. Implement and continuously evaluate the recommendations of the MHealthy Stress Management Task Force, which identified actions at the individual, social and organizational levels to help faculty and staff better manage stress. Increase number and quality of spaces for lactation and/or nursing for new mothers across campus.

Workplace Culture.

Implement a “Leaders at All Levels” development program and processes focused on the personal and organizational value of creating a healthy workplace culture, moving us to the next level of cultural transformation by educating and inspiring leaders at all levels in the organization. Develop a robust set of guidelines, approaches and tools in concert with faculty to allow Deans to be more proactive in setting standards for acceptable behavior and productivity during tenure track. Develop a set of guidelines, approaches and tools to enhance the role of senior or emeritus faculty. Develop a set of policy recommendations that will support the recent change in time to tenure from eight to ten years, and the changes made for research faculty.

Work/Life Climate.

Provide seamless access to elementary school-age programs through collaboration with all university providers of these services and streamlining of registration systems. Attain National Accreditation for all Children's Centers. Sustain positive operations budget in Children's Centers.

Leadership.

Strengthen leadership capability throughout the university to promote high levels of performance and productivity and sustain excellence.

Leadership Development.

Accomplishment: New Learning & Professional Development (LPD) unit name and tag line “Developing the Leader in You” implemented in 2015 aligns services and curriculum to UHR leadership development goal.

Accomplishment: LPD developed and presented a current state report of U-M leadership development to key stakeholders and Business & Finance senior leadership.

Accomplishment: MHealthy developed a supervisor training program in 2015 based on focus groups conducted with supervisors across campuses in 2014. The training program and accompanying toolkit aim to inspire leaders to reinvent their team’s culture, overcome barriers to creating a healthy work environment and understand the many dimensions of well-being.

Metric: Over 120 supervisors participated in nine focus groups across campuses. Curriculum developed as a result of these focus groups was piloted in December 2015 and will be rolled out in 2016.

Accomplishment: MHealthy engaged leadership through distribution of unit-level reports each year to campus and Health System leadership. These reports aid in better understanding unit-level health risks and overall health status.

Metric: MHealthy staff are using the MHealthy Annual Report to work with units to address their specific health needs.

Performance Management.

Accomplishment: Funding secured for annual, no-cost U-M wide Career Development Conference and 3-4 annual classes.

Metric: 92-98 percent satisfaction rating. June 2015 conference was attended by 300 participants—a 100 percent increase over prior year.

Accomplishment: LPD collaborated with Office of Research and Sponsored Projects on a new program for research administrators incorporating best practices in learning and development.

Metric: Post-program evaluations ratings are 4.8 based on a 5-point scale.

Workforce Planning.

Accomplishment: A Succession Planning Toolkit for schools, colleges and units is now available on the HR Community of Practice website.

Metric: Thirty-three percent of all staff and 44 percent of managers will be eligible to retire by 2021.

Health and Well-Being.

Improve the university community’s health and well-being and enhance productivity.

Keep the well and at-risk healthy.

Accomplishment: Three-year Diabetes prevention pilot implemented in Premier Care plan in 2015.

Metric: 240 members enrolled as of April 2016.

Accomplishment: MHealthy continues to involve a large percentage of the university population in its programs.

Metric: The MHealthy Rewards program attracts over 20,000 participants annually. Active U consistently enrolls 10,000-15,000 individuals annually. Over 1,000 individuals participated in MHealthy’s new Ready-to-Lose program in 2015, a six-month program focused on adopting healthy practices for long-term sustainability of weight management. Exercise and Relaxation classes signed up over 1,500 unique participants in 2015 and over 180 employees, patients, students and community members participated in tobacco treatment services through TCS.

Accomplishment: MHealthy’s first five-year evaluation was completed in 2015.

Metric: Results were shared with executive vice presidents, which resulted in reframing of the mission and strategic goals of MHealthy to focus on continuing to build the culture of health, supporting the U-M's employer of choice goals and helping individuals at high risk and/or with chronic conditions.

Accomplishment: MHealthy implemented new programming and initiatives that continue to address stress in faculty and staff at the individual, social and organizational levels.

Metric: The MHealthy Thrive program, a comprehensive stress management and prevention program, was launched in late 2013. A subcommittee of the MHealthy Faculty Advisory Committee was also formed to address stress as a risk factor specifically among faculty, with recommendations on specific actions to be taken to be completed in 2016.

Accomplishment: MHealthy has worked with university partners to improve availability and accessibility to healthy food through work with vendor contracts and implementing farmers markets and other efforts.

Metric: Farmers markets and/or produce carts are offered each summer at locations such as the Michigan Union, Pierpont Commons, NCRC, the University Hospital Courtyard, Wolverine Tower and KMS. Contractual agreements are in place for MHealthy approved items (eg: catering menus at the main hospital have 60 percent MHealthy approved items).

Accomplishment: Subcommittee formed to address stress as a risk factor among faculty.

Metric: Recommendations on specific actions to be taken to be completed in 2016.

Leverage our health plan and benefit designs to optimize the use of health care.

Accomplishment: Health care and benefit plan designs optimized.

Physical therapy benefit redesigned In-vitro fertilization benefit introduced Autism coverage expanded Diabetes prevention pilot implemented.

Accomplishment: Generic prescription drug utilization maximized, saving money for U-M and employees.

Metric: 85.9 percent utilization rate for generic prescription drugs is slightly higher than national average (83.4 percent).

Accomplishment: As of Jan. 1, 2016, the university began offering medical and prescription drug coverage to full-time temporary employees and certain others to respond to Affordable Care Act Employer Shared Responsibility requirements.

Metric: Ninety-eight percent compliance rate as of January 31, 2016. Temporary employees who are hired to work 30 or more hours per week are now able to elect health coverage as of the start of employment. Read more in The University Record.

Accomplishment: Annual communications for open enrollment, including plan changes and campaigns to increase participation in selected plans.

Metric: 91.6 percent of employees report feeling well informed about their benefit choices (Source: Open Enrollment Surveys 2011-15).

Metric: 3,000 prescriptions moved to mail order since program launch.

Leverage the U-M Health care delivery system to help contain costs and optimize care for the chronically ill.

Accomplishment: Value-based payment approach for primary care delivered by UMHS for Premier Care members which supports efficient, high-quality care. Work team and project plan created and payment parameters for primary care providers confirmed.

Metric : Development of primary care capitation rates by July 1, 2016. Standards for quality and efficiency will be implemented in 2017.

Efficiency and Effectiveness.

Achieve financial efficiency and increase operational effectiveness to advance and support university goals.

U-M Health System will develop a model for HR service delivery that aligns with the mission of the Health System, eliminates redundancies and results in high-quality, cost effective service.

Accomplishment: Basic Retirement Plan changes implemented in January 2015. Changes included adjusted contribution from ten to nine percent for Hospitals and Health Center employees.

Metric: Retirement plan expenditures reduced by $8.9 million for CY 2015.

Accomplishment: Significant economic value and operational gains achieved in 2013 during expedited labor negotiations with five bargaining units .

Partner with ITS to support the split of the combined student and human resources databases and upgrade processes.

Accomplishment: Upgrade completed in July 2015 with major enhancements to HR workflow transactions. PeopleTools and Oracle upgrade and additional enhancements to HR workflow are in progress.

Metric: 37 percent reduction in turnaround time to complete transactions.

Provide management strategies and implementation support promoting workforce flexibility to optimize productivity.

Accomplishment: New UHR website launched incorporating a responsive design that allows optimal navigation on computers, tablets and smartphones.

Metric: Site content consolidated from 1900 to 800 pages to meet goals of readability and ease of navigation. In the first six months following the launch, one out of every six visitors were from smartphone or tablet users.

Implement redesigned business processes, additional self-service, improved workflow and common data definitions to replace paper forms and manual processes so that work can be shifted from tactical to strategic and compliance priorities.

Accomplishment: Shared Services Center went live in two phases, transitioning over 30 UHR staff. Increased automation and centralization of I-9 achieved.

Metric: The university processes more than 4 million finance and HR transactions each year to support its 45,000 faculty and staff. The SSC consolidates many of those transactions with experts from academic and administrative units. Read more in The University Record.

Accomplishment: HR Communications provided a communications strategy to support the opening of the Shared Services Center.

Metric: Articles, resource documents, moving guide and welcome packet smoothed transition.

Establish and report metrics to influence and inform strategic decision-making and workforce planning.

Accomplishment: TABLEAU reporting tool implemented, resulting in redesign of HR institutional reports. New government compliance table in process.

Metric: Reporting updates increase annual reporting efficiency and allow interactive filtering and sorting of data. Point and click features added to the Human Capital Report give units easy access to key data for decision making.

Culture and Climate.

Facilitate a workplace culture and climate that is respectful, inclusive, collaborative, safe and healthy.

Diversity and Inclusion.

Accomplishment: New UHR website provides increased support for users with visual and motor disabilities.

Metric: Best practices and opportunities for improving accessibility identified with consultation with the Web Accessibility Working Group. Thirty-seven videos available on the UHR website are now captioned for accessibility.

Accomplishment : 5-year strategic plan developed for Staff Committee on Diversity, Equity and Inclusion as part of the university-wide Diversity, Equity and Inclusion initiative.

Metric : Six discussion groups held to inform committee recommendations, with 54 discussion group participants and 144 online survey responses. View the Staff Committee on Diversity, Equity and Inclusion Report.

Safety and Health.

Accomplishment: Increased Optional Life Insurance coverage up to eight times annual salary; increased maximum coverage to $1.5 million.

Metric: 9,996 faculty and staff enrolled or increased their level of coverage.

Accomplishment: Since 2011, the Office for Institutional Equity has worked closely with the Dean of Students, Office of Student Conflict Resolution, the Sexual Assault Prevention and Awareness Center and Office of General Counsel to develop and implement a policy that addresses student sexual misconduct.

Accomplishment: Working closely with campus partners, the Office for Institutional Equity helped facilitate greater access to campus for persons with disabilities.

Metric: From FY 2012 to the present, OIE partnered with Architecture, Engineering and Construction to approve 54 projects funded using the ADA Fund. Total cost: $1,180,378.

Accomplishment: From January 2015 through March 2016. OIE conducted 166 training events.

Accomplishment: Work-Life Resource Center facilitated a campus-wide committee that developed plans to support critical staff during a severe weather or other emergency.

Metric: The system worked well to support critical staff and reduce the number of people on campus during two severe weather emergencies.

Accomplishment: Ergonomics Awareness Grants awarded for workplace safety improvements in Health System units, UM-Flint Event and Building Services and Ann Arbor Campus.

Metric: $45,000 awarded for ergonomic improvements that reduce risks and improve safety for staff, patients and campus visitors in 2015.

Accomplishment: Continuing recognition by the Chronicle of Higher Education as a “Great College to Work For.”

Accomplishment: Expanded access to quality lactation spaces for new mothers.

Accomplishment: U-M was awarded the World at Work Seal of Distinction in 2015 and 2016 by the WorldatWork Alliance for Work-Life Progress for its outstanding work-life and early childhood education programs.

Metric: Prestigious national recognition received two years in a row. U-M is one of only 16 universities recognized. Read The University Record article.

Accomplishment: Program philosophies, curricula, staff onboarding, performance management, staff training and family involvement have all been significantly developed at the Children’s Centers since 2013.

Metric: Health System Children’s Center was reaccredited by the National Association for Young Children and Towsley Children’s House received a 4-star rating (five stars demonstrates highest quality) from the Michigan Quality Rating and Improvement System (QRIS). All centers are now in process to receive accreditation and QRIS ratings.

Accomplishment: In 2015, Voices of the Staff celebrated ten years 10 years of championing staff engagement as a way to support the university’s missions.

Metric: Since its inception, Voices has had over 700 participants logging over 4,000 hours of volunteer service, ten annual meetings with the President and other executive officers, 720 monthly meetings, and has initiated and led more than a dozen research and other projects to fruition. Read the 2014-15 Voices Annual Report-Special Edition.

Accomplishment: MHealthy has increased the number and engagement of its Wellness Champions.

Metric: The number of champions increased to nearly 500 Wellness Champions across the campus and health system. Engagement in the program has also increased with over 110 Wellness Champions completing the ACES program.

Navigation.

The role of Human Resources (HR) is to provide a full range of professional personnel services including recruitment, employment, affirmative action and diversity, salary administration, training and development, human resources information, human resources planning, management, information, organizational effectiveness, employee relations, union relations, and payroll. A knowledge of the unique operations of the four units serviced provides the basis for representing and reflecting their specific needs in the formulation of University-wide policies and procedures.

HR ensures that the personnel programs are consistently administered in conformity with federal and state laws, University policies, procedures, practices and agreements with labor organizations.

Primary among the many concerns of HR are the recruitment, development and retention of a highly competent and stable work force and the creation and maintenance of a positive working environment.

In order to add value, we are preparing managers and supervisors to handle the regular Human Resources decisions, and the Human Resources department will provide leadership in the ongoing development of policy, procedures, and programs.

Therefore, the Human Resources staff will be either generalists or specialists who:

Coach, facilitate, and train individuals and teams on effective HR practices; Serve as change agents; Analyze data; identify patterns and trends, measure impact and provide recommendations; Develop systems; Efficiently and effectively process transactions; Identify creative alternatives and models for HR decision making; Anticipate future conditions and take action to minimize problems and capitalize on opportunities; Influence HR policy development on a local, regional, and national level; Promote effective conflict resolution models including serving as "third party" mediator; Continue to influence all Michigan Medicine systems; Promote continuous improvement in all policies and practices; Help build a highly productive work environment by cultivating and affirming employee diversity.

"Temporary Staffing in HR Strategy"

I worked at University of Michigan as a contractor (Less than a year)

University of Michigan has a good reputation as a whole. My experience with them was not at all positive though.

I had 4 people supervising me. All of which would tell me if I didn't do something when I didn't have a precise job description to begin with. My trainer was not with me the whole week. She was only with me to train for a few hours and then went back to her job. I was there for only a week. One of the supervisors had family drama that she brought to work. On my second day she was so stressed with what was going on at home that she yelled at me and then never apologized for her outburst. In addition the phone system needs to be updated. I had to pick up the line, ask them who they needed to speak to, hit another button to transfer and look it up amongst a hard copy directory that wasn't listed alphabetically so it was impossible to just to look up the person quickly. All the names were under each department and then you had to dial a 9 digit number and then press release. I asked my trainer to me a copy of the directory and she said she would have to look for it and did not send it to me after asking her multiple times. This was a recipe for failure. After only a week they let me go. I was always willing to do whatever they needed me to do, but sometimes I did ask for some help. After all it was only my first week. The whole department seemed to be very unnecessarily critical and stressed out. When I went to lunch in their break room, one of the ladies told me not to sit in particular seats and to use a place mat and make sure you put the place mat back. There were not that many seats so I really felt stressed at lunch too. Needless to say it was probably a blessing that I left.

Advice to Management.

Set your staff up for success. Check in with your new hire to see if they need anything in order to make their job easier. Update your phone system. Don't expect perfection of a new hire who has only been with you for 5 days.

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University of Michigan Response.

Other Employee Reviews for University of Michigan.

"Research Assistant II"

large company, friendly environment, research oriented university, high quality education, benefits.

It can be difficult to get to know employees when working for such a large organization.

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University of Michigan Response.

Worked at a summer camp. Fun time, and while the pay isn't great the work isn't that demanding.

My job was pretty low-intensity which made some days boring.

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