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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