DIVISION OF BUSINESS AFFAIRS Office of Human Resources · In Summer of 2012, the Student Employment...

DIVISION OF BUSINESS AFFAIRS

Office of Human

Resources

Planning, Assessment, and

Accreditation Documentation

2017-2018 Fiscal Year

Planning, Assessment, Accreditation Document, 2017-2018 Fiscal Year

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SECTION ONE-General

A. Executive Summary

In Spring of 2012, the Office of Human Resources was notified that an audit would be conducted on the HR functions. The audit report produced findings, and notable among them were a) the need for a procedure on organizational accountability, b) a clearance procedure that would ensure clearance in 24 hours after the employee separates from the university, c) compliance among departments with the university’s hiring procedures. HR has been working on clearing the findings of the HR audit during the rest of 2012. HR has been partnering with University Compliance and the Information Technology regarding the creation and design of an automated clearance procedure that ensures dis-engagement from university applications, systems and departments within 24 hours of an employee’s separation. In order to arrive at a procedure on organizational accountability, the HR University Administrative procedures pertaining to leave, sick leave pool, employment, etc. were reviewed and re-written so that they form the basis for ensuring departmental organizational accountability. In addition, the internal HR Standard Operating Procedures were also revised so that they align with the revised Standard Operating Procedures. In addition, in April, 2013, the first elements of PVAMU’s new Talent Management System were discussed and formalized. Position Description templates were created to ensure standardization of job duties within job titles and alignment of pay grades with the Compensation Plan. In 2012 HR completed the reclassification of all Staff Assistant positions to Administrative Assistant I, II, III or IV position title per directives in the University Classification Study. In addition the HR Compensation team developed career ladders for research based positions. In Fall 2012, HR revised the Performance Evaluation Instrument to incorporate certification regarding current completion of state mandated trainings and trained the supervisors and managers on annual performance evaluation cycle and with the new instrument. In Summer of 2012, the Student Employment Office (SEO) that is one of the employment offices under HR designed and implemented its first successful summer internship program for undergraduate and graduate students. In addition, HR and SEO combined hired and trained nine (9) out of its existing fifteen (15) positions. In 2013, career ladders were developed for professional research-based positions to ensure that Prairie view A & M University was able to expand its research capabilities under the Chancellor’s Research Initiative. A complete review of current research titles was done and these tiles were compared with the external market for external competiveness. In addition, additional titles with pay grades and job responsibilities were created to support the entire function of “research.” The goal of this project was to assist in recruiting research faculty and staff and to ensure that the employees had the ability to develop and progress in their careers via the established career ladders.


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In the Fall of 2013, the University Administrative Procedure (UAP) on Organizational Accountability was created and approved. This UAP also detailed in an attachment those potential areas of HR violation, the risk of non-compliance and the appropriate policy/UAP violation. This attachment also stated the method the university would adopt to report HR violations and the way these violations would be dealt with. Around December of 2013, university-wide training on Organizational Accountability was offered to administrative staff, supervisors (faculty and staff) and academic and non-academic administrators to ensure that there was a grass-roots attempt to engage the university community in Organizational Accountability. Most of 2013-2014 was spent in gathering data, designing and creating the final Business Requirements Document for the build-out of the online position management and applicant tracking system for staff, faculty and students. This comprehensive system included the ability to upload the Evaluation Criteria and Matrices from Search Committee members, when evaluating applicants that was reviewed and approved by the EEO Officer for compliance with Equal Employment Opportunity policy. In addition, the system also captured several details for “grant funded” faculty, staff or student positions and routed these position actions accordingly to the Office of Research for review, comment and approval to ensure compliance with Export Control policy. During the testing and validation phase with various user focus groups of the newly built online position management and applicant tracking system in March and April 2014, a total of over 150 errors were recorded with the vendor. Training on the new system, PV TALENT began in June and will go on for the rest of the year. The new online position management and applicant tracking system went live on June 23, 2014. In 2014, the online Applicant Tracking and Position Management system was re-designed and implemented so that it can be part of PVAMU’s new Talent Management System which covers faculty, adjunct faculty and staff. This move towards greater involvement of all and more transparency will increase operational efficiency among HR and other users of the system. Further, it will enhance accountability and compliance with the federal, state and TAMUS regulations on the employment process, beginning with position descriptions through job posting, selection of applicant and on-boarding. In 2014, another important project completed was the designed and implementation of the student applicant tracking and position description system. This move towards greater involvement of all and more transparency will increase operational efficiency among HR and other users of the system. Further, it will enhance accountability and compliance with the federal, state and TAMUS regulations on the process of student worker employment, beginning with position descriptions through job posting, selection of applicant and on-boarding. In 2014, and with ongoing effort during 2015, the HR Services were realigned to enhance the 4C’s of compliance, customer service, communication and commitment. Completion of Organizational Accountability Reports, review of process for the disposition of Records and updates of SOP ensured an all-round increase in compliance. Cross- training of all HR staff to answer frontline questions served to increase customer service. Regular monthly training sessions on PV TALENT and the origination of an HR quarterly newsletter were the additional communication initiatives. To enhance commitment, all HR staff was encouraged to participate in professional growth activities related to the field. Implementation of the Electronic I - 9 System and e-verification for all new hires to ensure total federal compliance was another initiative completed in 2014.


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In 2014, the entire university was engaged in an ongoing Wellness Initiative, with particular emphasis on health concerns/ nutrition and the available resources to address such issues, resulting in improvement of staff morale, productivity and health management. In Spring of 2015, Price Waterhouse Cooper (PwC) was approved to conduct an administrative review of the staff positions in Prairie View A&M University and other TAMUS system members and recommend the targeted amount that could be re-directed towards the core mission. The university met the financial recommendations made by PwC and reallocated financial resources towards the core mission. During the early months of Spring 2015, TAMUS approved PwC to conduct a comprehensive staff classification and compensation study for all member components. PVAMU’s list of positions, titles and job descriptions were analyzed by PwC. Based on the input from all member institutions, PwC drafted common titles, job descriptions, title codes for some positions. In addition, a pay plan was developed for all member institutions that provides pay grades with state salary, 5% discount and 5% premium salaries. All Human Resources Officers were tasked to develop job titles and job descriptions for the gaps seen in the new Unified Pay Plan. A Pay Plan Committee oversees the request from all member institutions and works through the TAMUS Pay Plan Administrator to establish new positions, and modify minimum qualifications or positions. PVAMU has implemented this Unified Pay Plan on December 1, 2016. The HR staff mapped all the current positions to the new titles and positions. In addition, positions that had to be brought to the minimum of the range were identified and the financial implications shared with Senior Vice President of Business Affairs and the respective Vice President and suitable increases given. In Fall of 2015, a Faculty Compensation Study was initiated to in redesigning the faculty compensation program. Sibson Consulting worked with Academic Affairs and Human Resources to develop a comprehensive compensation program for faculty. The study covered full-time faculty (tenured, tenure-track, and instructors) and librarians, but did not cover Deans, Associate or Assistant Deans, Endowed Chairs, Department Heads, Distinguished, Visiting or Adjunct faculty members. The key objectives of the study included development of a compensation strategy, a communications strategy, an assessment of faculty salaries against the market place, Salary structure alternatives, and implementation strategy. In addition, the study also included the development of faculty performance evaluation instruments that ties performance to the accomplishment of teaching, research and service. In early Spring of 2016 (February 18, 2016), Academic Affairs in conjunction with the Office of Human Resources adopted a Voluntary Separation Program (VSP) for tenured faculty. The VSP provided tenured faculty members who met the eligibility requirements the opportunity to voluntarily terminate employment with PVAMU for financial consideration. The VSP also assisted the University in responding to any future budgetary challenges and provided the Office for Academic Affairs with funds that were reallocated to support the University’s commitment to excellence and growth in teaching, research, and service. In May 2016, the Department of Labor has published the Final 2016 Rule on FLSA. The rule primarily focused on updating the salary and compensation levels needed for Executive, Administrative and Professional workers to be exempt. Specifically, the Final Rule establishes the standard salary level of full-time salaried workers to $913 per week or $47,476 annually for a full-year work. The new Rule was to be effective December 1, 2016. Based on the changes in the FLSA, PVAMU HR staff reviewed and analyzed all employees in their newly mapped positions of the Unified Pay Plan to determine the new exemption status based on the salary basis test, the salary level test and the duties test. However, the new FLSA salary test did not go into effect in December 2016. For the first time, Student Employment Office hosted a Job Fair for all students (Freshmen, Sophomores, Juniors and Seniors) during the Welcome Week of Fall 2016 semester (August 25, 2016) so that the students had an early opportunity to talk to the departments who posted positions and


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secured interviews for immediate positions of interest and immediate hiring. This Fair will also aligned students and their majors to the job opportunities in and around campus. In Fall 2015, Project Helios was kicked off to start the process of transitioning Human Resources and Payroll to a cloud-based software solution, Workday Human Capital Management (HCM). Workday’s system replaces mainframe software technology that is becoming obsolete and is expensive to maintain, requiring skills that are getting more expensive and harder to find. The new system has a consumer internet interface, making it highly intuitive and user friendly. Workday allows all functionality to be accessed on mobile devices. Being cloud-based ensures that A&M members will always be on the current version of software, requires no additional outlays of capital for hardware or software, and allows for predictable annual subscription costs. Most importantly, Workday will eliminate a jumble of different human resource systems currently employed by the A&M institutions. It is estimated that through the avoidance of necessary upgrades, reinvestments, and operational costs of the current system, as well as efficiencies gained through improved and streamlined business processes, Workday will save a minimum of $5 million over the five year term of the contract. With Workday, PVAMU will be able to reduce complexities and costs with one system for human resources and payroll, ultimately enabling its administrators, faculty, and staff to focus on the university’s mission and continual growth. The estimated period of deployment of Workday HCM is two years. Testing of Prototype 1 and Prototype 2 were completed in 2016 and early 2017. In 2016 and 2017, twenty (20) security roles were methodically defined in Workday and mapping was initiated for these security roles at PVAMU. There have been seven (7) to eight (8) security role mapping iterations which have given the university the ability to accurately place university employees in these Workday roles so that they are able to do perform completely in their role. The error reports have helped revise the security roles within each institution. Data cleansing has been another big sub-project which has required us to review extracts of data from the legacy systems, parse and clean the data so that it can be loaded into the tenant. User Acceptance Testing was completed in July 2017 where the core HR, Benefits, Payroll and Budget staff tested the scripts from position creation, recruitment, hiring, onboarding, benefits enrollment, payroll calculations, performance evaluation and off-boarding. Most of the business processes passed the test with the exception of a couple which were noted and the feedback was given to the Project Helios team. A business coach has been identified from DeLoitte for each university who will work with the primary lead in HR and related Subject Matter Experts (SMEs) to ensure all main business processes leverage the system and are efficient, while working with the staffing constraints and approval nuances within each member institution. The significant changes due to Workday were communicated with the President, Vice Presidents and all members, including faculty and staff within each division on a consistent basis from February 2017 Trainings for the university constituents will commence in September 2017 and happen in multiple online sessions. Face-to-face trainings will be held for all core HR, Benefits, Payroll and Budget staff in November for a go live date of December 17, 2017.


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Employee Relations has been formally established at PVAMU that offers consultation, facilitation and resolution strategies for workplace issues. Employee Relations assists in communications between employees and supervisors, corrective action and planning, disciplinary actions, and explanation and clarification of University policies and procedures. Employee Relations has identified training of supervisors as a main goal to improve overall team and individual performance. Further, training supervisors on all areas of HR that interface with managing teams, will minimize risk for the university and ensure greater compliance with the policies in place. The first training on Discipline and Dismissal: Best Practices was piloted to a few departments on campus and was met with immediate acceptance and success.

B. Vision-Business Affairs will set the campus standard for impeccable service.

C. Mission of the Department The Office of Human Resources is dedicated to supporting the university community achieve its first class status in teaching, research and service through customer-focused human resource leadership, recruitment, retention, and employee development. We strive to earn the satisfaction of our customers, through total emphasis on customer care, communication, commitment and compliance.

D. Relationship of the Unit’s Mission to the University’s Mission

The Office of Human Resources provides core services and competencies to include recruitment and staffing, employee relations, organizational and employee development, risk management, compensation and benefits, HR information management, and regulatory compliance.


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E. Current Organizational Structure


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F. Unit’s Support of the University’s Core Values

1. Access & Quality

2. Diversity

3. Relevance

4. Leadership

5. Social Responsibility

6. Accountability

1. Access and Quality – OHR provides faculty, staff and students with ready access to HR services to include employment, compensation, benefits, leave, training and immigration to attract, develop and retain a high caliber workforce. OHR reviews its processes in these areas and then sets annual goals that improve processes and efficiencies so as to continuously improve the quality of its services. In order to provide easy access to its internal and external customers, OHR also uses the web to complement its services by providing user toolkits as well as maintaining current content.

2. Diversity - OHR ensures diversity in its recruitment, training and

development by complying with all Equal Employment Opportunity policies.

3. Relevance – OHR maintains its relevance to the university’s mission by providing services in the areas of employment, total rewards and development to enable to meet the university’s mission and goals. Further, OHR ensures that all its services and procedures are in compliance with federal, state and system policies, to further support the University in its mission in teaching, research and service.

4. Leadership – OHR takes a leadership role in advising the university leadership on strategic initiatives. Further, it engages with the Veterans Administration, Community Colleges and the Chamber of Commerce within the area to attract new talent. In addition, OHR provides leadership by setting expectations for its faculty, staff, and students on workplace policies, through employee relations and performance standards.

5. Social Responsibility - OHR exhibits its social responsibility by assessing its current processes, leveraging on the current systems or implementing new systems so as to maximize efficiency and transparency and minimize the use of paper. Employment applications and job descriptions for faculty, staff and students are online thereby contributing to the university’s sustainable environment.

6. Accountability – OHR ensures compliance with federal, state, system policies and maintains internal control by instituting systematic review of all processes and documents being prepared by faculty, staff and students in the areas of employment, benefits, training, leave, immigration and compensation.


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SECTION TWO-Assessment

G. Accomplishments Over the Past Two (2) Years

Fiscal Year

Accomplishment

How did this benefit PVAMU? (Objective/Outcome)

University Goal

Unit Goal

Method(s) of Assessment

Evidence of Location

Outcome to be continued in 2017-

2018 Cycle Y=Yes N=No

2015 2015 2015 2015

Worked with the PwC Consultants and other Human Resources Officers in developing job descriptions for a TAMUS Unified Pay Plan. Worked in conjunction with Sibson Consulting and Academic Affairs to initiate a comprehensive Faculty Compensation Study Joined with TAMUS to launch Project Helios to start the process of transitioning Human Resources and Payroll to a cloud-based software solution, using Workday Human Capital Management (HCM). Academic Affairs in conjunction with the Office of Human Resources adopted a Voluntary Separation Program (VSP) for tenured faculty.

Reduction of titles from several thousand to a limited number Develop a faculty compensation plan that is approved by Faculty and Academic Affairs so that the faculty titles are standardized Eliminating a number of TAMUS systems and redundant data associated to leverage on a single Enterprise Resource Management system to process HR and Payroll transactions Assisted the University in responding to any future budgetary challenges and provided the Office for Academic Affairs with funds that were reallocated to support the University’s commitment to excellence and growth in teaching, research, and service.

#5 #5 #5 #5

Increased the library of job descriptions with the required education and experience for job titles Increased standardization in tenure-track, tenured and non-tenure-track faculty’s titles and position description minimum requirements Increase in standardization of human resources and payroll processes across TAMUS for effectiveness and efficiency

HR Quarterly reports HR Quarterly reports HR Quarterly reports HR Quarterly reports

HR Shared Drive Academic Affairs Drive TAMUS Syncplicity Folder Laserfiche

Y Y Y Y


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2016 2016 2016 2016- 2017 2017

Review of titles for exemption in conjunction with the proposed final FLSA Regulations of 2016. Mapping all current employees to the newly created TAMUS Pay Plan with new title, pay range and raising salary to the minimum of the pay grade as necessary. First Student Job Fair for Work-study and Student Hourly positions Data Cleansing, Security Role Mapping in Workday and communication of Workday to the campus Prototype Testing and User Acceptance Testing

Ensured all titles were subject to the newly established duties and salary and salary level test for maximum compliance with FLSA regulations of 2016. Reduction of titles from several to the standardized list Early interaction with employing departments for jobs and immediate hire of all classification of students on work- study and student hourly positions. Data is being cleaned on an ongoing basis from the multiple legacy systems, newly created security roles are being mapped to employees to perform their work and communication on the changes related to Workday are being presented to all employees. Test Prototype 2 to ensure all findings and issues are addressed. Test the UAT

#5 #5 #5 #5

Ensured all guidelines established for the VSP program were met by faculty applying for the program Increased compliance with the newly established FLSA regulations of 2017 for “non-exemption” status for overtime payment compliance Increased the library of job titles with the required education and experience for each job titles. Created some career ladders for certain job families.

HR Quarterly reports and monthly meeting status updates HR Quarterly reports and monthly meeting status updates HR Quarterly reports

HR Shared Drive HR Shared Drive HR Shared Drive TAMUS Syncplicity

Y Y Y Y


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2017

Training for supervisors on Discipline and Dismissal: Best Practices

tenant against scripts in HR and Payroll. Employee Relations has identified training of supervisors as a main goal to improve overall team and individual performance. Further, training supervisors on all areas of HR that interface with managing teams, will minimize risk for the university and ensure greater compliance with the policies in place.

#5 #5

Decrease the time to fill student positions Increase in standardization of human resources and payroll processes across TAMUS for effectiveness and efficiency Tested the scripts from position creation, recruitment, hiring, onboarding, benefits enrollment, payroll calculations, performance evaluation and off-boarding. The first training on Discipline and Dismissal: Best Practices was

HR Quarterly reports TAMUS spreadsheet for testing feedback HR Quarterly reports

Folder TAMUS Flash drive HR Shared Drive

N Y


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piloted to a few departments on campus and was met with immediate acceptance and success. Training will be offered campus wide.


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H. Report on FY17 Goal Achievement as of 7/31/17

Dept. Goal

#

Description Performance Measure


Progress Toward Goal as of

7/31/17

University Imperative

Change Effected Based on Assessment

of Progress

Evidence (Form and Location)

1

Aligning HR Services to enhance the 4C’s

Compliance Customer Service Communication

Completion of Organizational Accountability Reports Disposition of Records SOP Updates Cross- Training of all HR staff to answer frontline questions Provide monthly trainings to initiators and approvers on PV TALENT (position management and applicant

95% completed and shown in submitted HR quarterly report In Spring 2018 In FY 2018 due to implementation of Workday 95% completion and ongoing Ongoing in 2017- 2018 due to Workday implementation

Y

Greater emphasis on compliance

with university policies

Greater quality of customer

care and service

More proactive engagement

with departmental contacts and administrative

heads to ensure greater HR operational

HR Share Drive HR Share Drive HR Share Drive SOP to reflect training HR Share Drive


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2

3.

Conducting and implementing a Faculty Salary and Equity Study for FY 2016. The faculty salary review reinforces commitment to being an employer of choice and in ensuring faculty are paid fairly and equitably in keeping with both the discipline and the market.

Engaging the university in the

Commitment Comprehensive review of all PVAMU faculty positions by discipline to assess market competiveness, internal equity within rank and discipline and establish broad ranges of salaries as part of the University Classification and Compensation Plan. Campus announcement

tracking system) Provide quarterly HR newsletter All HR staff will participate in professional growth activities related to the field. Faculty titles with rank and salary range in the Classification Module of the position management system, PV TALENT. Pre-registration

Resource unavailable 100% completed in FY 2017 100% completed. However, titles and titling criteria are being finalized by Academic Affairs 100% completion on campus

Y

knowledge

Greater quality of customer

care and service

Fair classification

and compensation practices for

faculty

Increase in the wellness

quotient and

HR Share Drive and Website HR Share Drive and Outlook HR website and PV TALENT System HR Share Drive


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4.

5.

Benefits & Wellness Initiative for increasing greater awareness of health risks, resources for a healthy lifestyle for a healthier workforce

Implementing the TAMUS Unified Pay Plan. Ensure all staff positions have new titles, title codes and job description in the online position management system. Administer compensation according to the new pay plan.

HR/Payroll Replacement System - Project

s to engage university employees for the Spring Wellness & Benefits Fair and the Fall Flu Clinic. Sign-in sheets of participations and post-event feedback surveys and campus-wide poll to discern areas of interest. Job standardization and compensation management to improve retention, and reduce turnover. HR and Payroll data and information integrated into

log for event. Sign In sheets the day of the event and online registration. Exit Surveys post event. Staff titles with classification and salary range in the Classification Module of the position management system, PV TALENT. All HR and payroll data on current employees in

wellness activities. Health Fair and other wellness activities in Spring – Summer 2017 100% complete. Phase II will focus on better alignment of titles with the TAMUS Unified Pay Plan 75% completion

of the project including design

of business

Y y y

lowering the university’s

portion of risk

Standardized Staff Pay Plan for all TAMUS members to

ensure better retention and

promotion

Leveraging on synergies across

all TAMUS member

institutions for

PV TALENT System and HR website Workday


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Helios

one new system powered by Workday

Workday

processes, prototype

testings, user acceptance

testing and sand box testing for

core HR, Payroll, Benefits staff and

departmental liaisons.

HR and Payroll


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I. Assessment Activities

A. List each external audit in the section to the right and attach a copy of the report. If there were no outside audits of your unit, please state “None”.

None

B. List each external audit in the section to the right and attach a copy of the report. If there were no outside audits of your unit, please state “None”.

N/A

C. In this section, please list the specific changes you have made in your unit as a result of the aforementioned audit. If you have not made any changes as a result of an audit, please state “None”.

Spring semester 2011-2012 Based on the implementation of the new Unified Pay Plan and Workday, we expect to have one or two institutions perform a peer review after 2018.

D. List each peer review in the section to the right and attach a copy of the peer review. If there were no peer reviews of your unit, please state the semester and fiscal year when you are scheduled to have your next peer review.

N/A

E. Attach a copy of the results from your

annual customer survey. In the box to the right, please include a listing of results from your unit’s most recent customer service survey. For each item, please describe the changes you have made to improve your results in the next fiscal year.

Available in Office of Business Affairs


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J. Departmental Risk Matrix Department Name and/or Process

Identified Risk Likelihood (High, Medium, Low)

Mitigation Activities Monitoring Activities, Reports, and Frequency of Same

Transactions in the Office of Human Resources

Maintaining the confidentiality of records and face-to-face/telephone/email interactions

High Secured file room, computers with privacy screens and with screen saver.

Daily

Office of Human Resources

Irate customers and the risk of lack of safe egress, especially with Campus Carry

Medium Interface with University Police Department on an as needed basis.

Daily


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K. SWOT Analysis Template

Department Name :_Office of Human Resources

Strengths (internal)

A. Good track record of successful HR system implementation & innovations

B. Audit record indicative of Federal, State and policy compliance

C. Ability to customize HR solutions to departments

D. Working with diverse populations

E. HR employee cross-trained in one or more functional area

Weaknesses (Internal)

A. Subject to shocks when personnel leave unexpectedly due to lack of bench strength in each functional area

B. Difficulties in coping with rising volume of work, new and upcoming legislations, and a flexible hiring freeze.

C. As multiple systems are being used, there is a redundancy of data collection.

Opportunities (External)

J. Enhanced use of new technology to gain efficiencies as there is a greater emphasis on leaner and flatter structure and compliance with federal and state laws and organizational policies and procedures.

Threats (External)

K. The compliance with Affordable Care Act and FLSA Final Regulation in 2016, may cause additional financial burden on the institution in the next years.

criteria examples Gaps in capabilities? Lack of competitive strength? Reputation, presence and reach? Financial? Own known vulnerabilities? Timescales, deadlines and pressures? Distractions? Reliability of data, plan predictability? Morale, commitment, leadership? Processes and systems, etc? Knowledge gaps?

criteria examples Political effects? Legislative effects? Environmental effects? IT developments? Competitor intentions - various? New technologies, services, ideas? Vital contracts and partners? Sustaining internal capabilities? Obstacles faced? Insurmountable weaknesses? Loss of key staff? Sustainable financial backing? Economy?

criteria examples Capabilities? Competitive advantages? USP's (unique selling points)? Resources, Assets, People? Experience, knowledge, data? Innovative aspects? Certifications? Processes, systems, IT, communications? Cultural, attitudinal, behavioral? Philosophy and values?

criteria examples Market developments? Industry trends? Technology development and innovation? Global/state/national influences? Business process and rule development? Information and research?


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SECTION THREE-Planning Year

L. Proposed FY18 Goals (All identified Risks and Weaknesses should be addressed in your unit’s goals. If they are not, please use the Section Q-Miscellaneous section to explain why the risk/weakness is not addressed.)

Dept

. Goal

#

Description Performance Measure


Method of Reporting Results to VPBA & Report Frequency

TAMUS Imperative


Evidence (Form and Location)

1 2

Engaging the university in the Benefits & Wellness Initiative for increasing greater awareness of health risks, resources for a healthy lifestyle for a healthier workforce

Implementing the TAMUS Unified Pay Plan. Ensure all staff positions have new titles, title codes and job description in the online position management

Campus announcements to engage university employees for the Spring Wellness & Benefits Fair and the Fall Flu Clinic. Sign-in sheets of participations and post-event feedback surveys and campus-wide poll to discern areas of interest. Job standardization and compensation management to improve retention, and reduce turnover.

Pre-registration log for event. Sign In sheets the day of the event and online registration. Exit Surveys post event. Staff titles with classification and salary range in the Classification Module of the position management system, PV TALENT.

HR quarterly report

HR quarterly report

Y

Y

Y

Y

HR Share Drive Workday and HR website


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3

system. Administer compensation according to the new pay plan.

Workday for HR and Payroll Services

HR and Payroll

data and information

integrated into one new system

powered by Workday

All HR and payroll data on current employees in Workday

HR quarterly report

Y

Y

Workday


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M. Proposed List of Improvements Over the Next Three (3) Years

Fiscal Year Proposed Improvement

How Will This Benefit PVAMU?

Implementation Cost, Estimated Annual Savings To Be Achieved

TAMUS Imperative


2017-2020 Building a culture of performance and organizational accountability

Provide a series of training in the HR functions to educate employees and/or identified departmental employees towards increased efficiency, thereby leading to areas where additional value added performance can be realized.

No implementation cost. Savings will be realized by the competitive advantage provided to the institution by an even more productive workforce.

Yes Yes

2017-2020 Development of workflows in the current imaging system to enable electronic documents to be moved electronically

The introduction of workflows will reduce the personnel costs associated with scanning documents and moving scanned documents to appropriate files.

No implementation costs and savings will be realized due to increased efficiency.

No Yes

2017- 2020 Implementation and maintenance of System-wide Pay Plan. Implementation of career ladders in job families

The standardization of the job descriptions and adherence to System-wide Pay Plan will help recruit strong talent and also ensure fair distribution of both workload and pay. The presence of career ladders will help retain the good talent recruited by

Development of the compensation plan is paid by TAMUS.

Yes Yes


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development and upward mobility.

2017-2020 Implementation of Workday as the new integrated system for HR and Payroll replacement.

The integrated system will ensure all pertinent data regarding employees is held in one system and processed in the same system.

Development of the integration HR and Payroll system is initially paid by TAMUS.

Yes Yes


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N. Departmental Internal Calendar (Deadlines this department will need to meet for University and non-University requirements.)

Date Task/Report/Event 09/05/2017 Raw Data for HR Quarterly Report for FY2017, Quarter 4 due to Exec. Director of HR for submission to Business

Affairs 09/9/2017 Applications Role Review Report

09/9/2017 HR Report & Organizational Accountability Report for 4th quarter 2015-2016

09/15/2017 TAMUS Monthly Certification Report

09/19/2017 FTE Report for 4th quarter 2016-2017

10/02/2017 PwC Flexible Hiring Freeze Report due for 10/19/2017 Board of Regents Meeting

10/9/2017 Applications Role Review Report




11/15/2017 Raw Data for HR and FISAP Quarterly Report

12/05/2017 Raw Data for HR Quarterly Report for FY2018, Quarter 1 due to Exec. Director of HR for submission to Business Affairs


12/8/2017 HR Report & Organizational Accountability Report for 1st quarter 2017-2018


12/19/2017 FTE Report for 1st quarter 2017-2018



TBD (meeting dates have not been set)

PwC Flexible Hiring Freeze Report due for Board of Regents Meeting

01/31/2018 CUPA - HR Salary Surveys for Non-Exempt, Professional and Administrative Staff




03/06/2018 Raw Date for HR Quarterly Report for FY2018, Quarter 2 due to Executive Director of HR for submission to Business Affairs


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03/9/2018 HR Report & Organizational Accountability Report for 2nd quarter 2016-2017 Applications Role Review Report

03/12/2018 National Compensation Survey – Bureau of Labor Statistics for Quarter 2

03/13/2018 Weekly Hire Priority Hires Report due to Sr. VP for Business Affairs


03/17/2018 FTE Report for 2nd quarter 2017-2018

04/09/2018 IPEDS Report


TBD (meetings have not been set)






06/05/2018 Raw Data for HR Quarterly Report for FY2018, Quarter 3 due to Exec. Director of HR for submission to Business Affairs

06/8/2018 HR Report & Organizational Accountability Report for 3rd quarter 2017-2018 Applications Role Review Report


06/19/2018 FTE Report for 3rd quarter 2017-2018


07/14/2018 Department of State – J-1Annual Report due to TIEC


TBD (meeting dates have not been set)






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Departmental External Calendar (Deadlines that University departments will need to meet for this department. These are to be posted on the Business Affairs web calendar. )

Date Task/Report/Event

OPEN HIRING PERIOD FOR FALL 2017 (Aug. 22 – Sept 21)

08/27/2017 Hiring Process Deadline for September 1 hires (Final Hiring Proposal and EPA Due to HR)


08/30/2017 Hiring Process Deadline for September 5 hires (Final Hiring Proposal and EPA Due to SEO)








09/20/2017 Hiring Process Deadline for September 25 hires (Final Hiring Proposal and EPA Due to SEO

09/27/2017 Hiring Process Deadline for October 2 hires (Final Hiring Proposal and EPA Due to HR)

09/27/2017 Hiring Process Deadline for October 2 hires (Final Hiring Proposal and EPA Due to SEO)


10/11/2017 Hiring Process Deadline for October 16 hires (Final Hiring Proposal and EPA Due to HR)




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10/27/2017 Hiring Process Deadline for November 1 hires (Final Hiring Proposal and EPA Due to HR)

11/01/2017 Hiring Process Deadline for November 6 hires (Final Hiring Proposal and EPA Due to SEO)


11/10/2017 Hiring Process Deadline for November 15 hires (Final Hiring Proposal and EPA Due to HR)



11/28/2017 Hiring Process Deadline for December 1 hires (Final Hiring Proposal and EPA Due to HR)

11/29/2017 Hiring Process Deadline for December 4 hires (Final Hiring Proposal and EPA Due to SEO)


12/12/2017 Hiring Process Deadline for December 15 hires (Final Hiring Proposal and EPA Due to HR)


12/15/2017 Last day of Fall to work for students

12/17/2017 Workday Go Live Date 12/18 -12/22 Intersession Employment (SEO Authorization Required)

12/21/2017 Hiring Process Deadline for January 2 hires (Hiring Docs due to HR in Workday)

OPEN HIRING PERIOD FOR SPRING 2018 (Jan. 9 – Feb. 8)





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01/10/2018 Hiring Process Deadline for January 16 hires (Hiring Docs due to SEO in Workday)


01/16/2018 First day of Spring to work for students

01/16/2018 Student Employee of the Year Award Nominations Open






01/29/2018 Hiring Process Deadline for February 1 hires (Hiring Docs due to HR in Workday)

01/31/2018 Hiring Process Deadline for February 5 hires (Hiring Docs due to SEO in Workday)






02/16/2018 Student Employee of the Year Nominations Close


02/26/2018 Hiring Process Deadline for March 1 hires (Hiring Docs due to HR in Workday)

02/28/2018 Hiring Process Deadline for March 5 hires (Hiring Docs due to SEO in Workday)


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03/01/2018 Student Employee of the Year Regional Submission Deadline


03/12/2018 Hiring Process Deadline for March 15 hires (Hiring Docs due to HR in Workday)


03/28/2018 Hiring Process Deadline for April 2 hires (Hiring Docs due to HR in Workday)

03/28/2018 Hiring Process Deadline for April 2 hires (Hiring Docs due to SEO in Workday)


04/09/2018 Student Employment Appreciation Week (SEAW) (4/9 – 4/13)

04/10/2018 Posting for PV STEP Internship (Students Apply) (4/10 – 4/30)

04/10/2018 Priority Registration Begins/Ends (Summer & Fall) (4/10 – 5/23)

04/11/2018 Hiring Process Deadline for April 16 hires (Hiring Docs due to HR in Workday)



04/23/2018 Last Day to hire students for remainder of Spring Semester

04/26/2018 Hiring Process Deadline for May 1 hires (Hiring Docs due to HR in Workday)

05/01/2018 Departments interview and process PV STEP Interns for hire (5/01 -5/30)


05/11/2018 Last day to work for students

OPEN HIRING PERIOD FOR SUMMER 2018 (May 22 – June 21) ****Dates subject to change based on Academic Calendar – Summer 2018



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05/29/2018 Hiring Process Deadline for June 1 hires (Hiring Docs due to HR in Workday)

05/30/2018 Hiring Process Deadline for June 4 hires (Hiring Docs due to SEO in Workday)



06/04/2018 PV STEP Internship Begins









06/27/2018 Hiring Process Deadline for July 2 hires (Hiring Docs due to HR in Workday)

06/27/2018 Hiring Process Deadline for July 2 hires (Hiring Docs due to SEO in Workday)


07/11/2018 Hiring Process Deadline for July 16 hires (Hiring Docs due to HR in Workday)


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07/27/2018 Hiring Process Deadline for August 1 hires (Hiring Docs due to HR in Workday)

08/10/2018 Hiring Process Deadline for August 15 hires (Hiring Docs due to HR in Workday)

08/10/2018 PV STEP Internship Ends

*****Hire Dates for Fall 2018 TBA*****


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O. Training to be Provided to the Campus by Your Department (These sessions are to be posted to the Business Affairs Web Calendar.

Description of Training Frequency Length of Each Training Session Method of Delivery Administrator/Initiators Meeting

Quarterly 2.0 hours Presentation

Student Employment Appreciation Week

Annually in April 2018 8.0 hours Special Event

Student Supervisor Training Twice a month (Every 2nd and 4th Tuesday)

2.0 hours Presentation

Workday Training Weekly/Bi-weekly/Monthly TBA Presentation/Drop-in Labs New Student Orientation Annually 1.5 hours Interactive in Qualtrix Absence Partners Meeting Quarterly 1.0 hours Presentation Wellness Fair / Expo Annually – Spring 2018 4.0 hours Vendors/presentations Annual Enrollment Information Sessions

Twice/thrice a week in July 2.0 hours Presentation/ Q&A sessions

Annual Enrollment Vendor Benefit Fair

Annually 8.0 hours with lunch break Vendor presentations

FMLA Training for Absence Partners

Quarterly 1.5 Presentation

FMLA Training for Managers Quarterly 1.0 Presentation Workers’ Compensation Training for Absence Partners

Quarterly 1.0 Presentation

Catapult Onsite wellness event

Annually twice in May/June 2018

8.0 hours Special event towards wellness incentive.

New Employee Orientation 1st and 15th of the month 8.0 hours Presentation and computer Open Hiring Period – New Employee Orientation

Tuesday and Thursday of each week for 4 weeks – (Prior to start of Fall, Spring and Summer semesters

8.0 hours Presentation and computer

PV TALENT Training Faculty/Staff– New Users & Refresher for Existing Users

As requested through December 2017

1.5 hours Presentation and Interactive in PV TALENT Training Site

Position Management/Hiring Process Training in Workday

TBA (after go-live in December) 2.0 Presentation

Supervisor Training Discipline and Dismissal: Best Practices

TBA 2.0 hours Presentation

Conflict Resolution Training for Supervisors and Employees

TBA 2.0 hours Presentation


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P. Steps your unit has taken or will take to implement the 4Cs concept:

1. All employees have read and signed off on a memo emphasizing the importance and practice of all the 4Cs in daily HR operations 2. Employees have a post card on each employee and student worker desk to remind us of the need to use all 4Cs in day to day operations 3. Departments are educated in person and via email on the potential violations in university policy and the subsequent non-compliance 4. All non-compliance of policies are reported via Organizational Accountability reporting in the quarterly HR report to the Senior VP of Business Affair for his review and further discussion with the other VPs. 5. Records are retained and disposed according to the records retention and disposition schedule. 6. Responses to emails are given in a prompt fashion and proactive dialogs are held with departments on the needed outcomes so that the HR activities can satisfy these outcomes. 7. HR web-site is completely re-designed with the consumer in mind and broken links have been fixed. 8. Monthly presentations on Workday have been conducted at all levels from President to faculty and staff. 9. Increase in the number of trainings offered to staff, faculty and managers on various HR topics to raise the overall HR understanding and greater adherence to compliance. 10. Given that all but three (3) staff are new and have been with the Office of Human Resources for less than a year, staff have been cross trained in multiple areas of HR based on their length of employment.

Q. Miscellaneous Matters that the Department Wants to Make the SVPBA Aware of:

DIVISION OF BUSINESS AFFAIRS Office of Human Resources · In Summer of 2012, the Student Employment...

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