Human Resources

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• Human Resources
• Community Meeting
• Yale University
• November 21, 2008

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Agenda

• Welcome and Introductions
• Early Observations and Mike
  Peel
• Preliminary Priorities
• Questions/Answers
• Updates on Key Initiatives
• 2008 Workplace Survey Debbie Stanley-McAulay
• Diversity and Inclusion Debbie Stanley-McAulay
• ISAP/Yale Next Initiative Nancy Creel-Gross
• Managing at Yale Elena DePalma
• 221 Whitney Ave. Nancy Creel-Gross
• Conclusion Mike Peel

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Human Resources Direction
Fueling Academic Excellence through Workplace
Excellence
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Early Observations

• Extraordinary pride and commitment
• Frenetic pace/extremely reactive culture
• Highly fragmented environment
• Duplication of effort
• Career pathing complexity
• Lots of white space
• HR initiatives lack unifying strategy

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Elements of Vision for HR

• Stronger linkage between workplace excellence and
  Yale University mission
• Yale equally admired as a place to work as it is
  academically
• Human Resources distinguished by its executional
  excellence and change leadership

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Preliminary Strategic Priorities

• III. Assure attraction, development,
• and retention of superior talent
• III. Translate superior Yale talent into
• superior performance
• Advance value added of HR/
• Administration

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Preliminary Strategic Priorities

• Assure attraction, development, retention of
  superior talent
• Enhance people and performance standards
• Support staffing effort with strategic candidate
  pools
• Expand focus on employee development
• Become a recognized leader in diversity
• Continuously expand employee value proposition

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Performance Management at Yale (MP Positions)
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Performance Management at Yale

• Next Frontiers
• Assure clear goals
• Control rating inflation
• Include other employee groups

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Selection Critical to Both Performance Potential
and Development
SELECTION
DEVELOPMENT
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Preliminary Strategic Priorities

• Translate superior Yale talent into superior
  performance
• Build University-wide talent management system
• Evolve organizations continuous improvement
  tools (Performance Management, IDPs, Climate
  Survey, 360 Feedback)
• Improve labor relations/labor relationships
• Strengthen internal communications

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Talent Management System Components

• Forecast of future University talent needs
• Clear assessment of current talent
• Succession plans for key positions
• Assessment of performance/potential mix
• Plans to improve leadership depth

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Continuous Improvement Tools

• Tool Next Steps
• Performance Management Improve/Expand
• Individual Development Planning Create
• Workplace Survey Process Institutionalize/
• Drive follow-up
• Multi-source Feedback Create

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Preliminary Strategic Priorities

• III. Advance Value-Added of HR/Administration
• Innovate to enhance service excellence
• Employee and manager self-service portals
• Standardization, simplification, and
  centralization
• Employee Service Center (ESC)
• Focus on HR/Administration organizational
  development
• Unify the Human Resources Community at Yale

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HR Organizational Strategy
Idea Leadership Tools, Processes,
Systems Consulting
Administrative Excellence Technology Employee
Transactions
Strategic Partnership Change Leadership Employee
Relations
HR Generalists
Employee Services
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HR Organizational Imperatives

• Clear strategy
• High level of prioritization
• Cross-boundary teamwork
• Openness to new ideas/innovation
• Learning culture

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Historical View

• First Yale Workplace Survey conducted Fall 2004
  and Spring 2005
• Total participation 51
• Goals
• Understand the drivers of engagement and
  satisfaction
• Improve labor/management relations
• Help supervisors improve the efficiency and
  effectiveness of work in their units
• Improve the training curriculum of the University
• Inform and prioritize key organizational
  development initiatives
• Help the HR function optimize the programs,
  policies and procedures of Yale

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Current 2008 Plans

• Second Yale Workplace Survey conducted November
  17 30, 2008
• Target population 9000 staff
• Target Audiences CT, SM, MP and FAC within the
  School of Drama
• Goals
• Discover what workplace issues for improvement
  are most important to staff members.
• Understand the drivers of engagement and
  satisfaction
• Increase survey participation to at least 75.
• Develop and implement institutional and
  departmental action plans

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Outreach Marketing

• E-mail Communication Series
• President Levin, University Officers, Department
  leaders
• Paper Survey Distribution
• Attend Local 35 staff meetings (70)
• Survey Pick-up/Drop-off boxes around the campus
  (30)
• Print Materials
• Flyers , Posters, Lobby Posters, Stickers,
  Buttons, Pencils, Lollipops
• Publications/Articles
• Working at Yale, Yale BLU, Daily News, HR Town
  Hall meeting

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Help us reach our goal of 75 or more.
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2008 Planning Team

• Susan AbramsonDiversity,WorkLife Childcare,
  Assistant Project Lead
• Linda ClarkeHR Communications
• Jessica HammattODLC
• Gloria HodaITS
• Shaun KingODLC
• Phil ReinhardtITS
• Michelle SandagataODLC
• Susan Smith-KempODLC
• Deborah Stanley-McAulayDiversity and Inclusion,
  Project Lead
• Linda VeronneauODLC
• A host of department partners across the
  University

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Diversity and Inclusion

• Debbie Stanley-McAulay has been appointed the
  Universitys Chief Diversity Officer. She will be
  leading the group as we move forward with our
  diversity strategies
• Calvin Haney has joined the team as a Diversity
  Coordinator

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Diversity and Inclusion, continued

• A focus over the past 6 months has been on
  relationships with employee affinity groups
• Meetings held in August/September with Asian,
  LGBTQ and Latino Employee Groups to
  re-connect/re-energize them and their linkage to
  diversity strategies
• November 1 launch of the Diversity Inclusion
  website
• Launch of Affinity Groups websites in second week
  of November

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Diversity and Inclusion, continued

• Recent/Upcoming planned events with affinity
  groups
• August 12YAAA Financial Planning Guest Speaker
• Oct 23YAAA NASA AstronautWilliam Readdy
• Nov 11Celebrate Latino Heritage Gathering
• Dec 11Latino Holiday Celebration
• Asian Employee event December or February to
  coincide with Chinese New Year

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Diversity and Inclusion, continued

• Recent/Upcoming planned events with affinity
  groups, continued
• YAAA third annual event
• LGBTQ guest speaker in January
• Work to assist Affinity Groups with Welcoming
  Committee. Latino Group formed Welcoming
  Committee, LGBTQ has agreed to do the same.
  HRIS has committed to assist with data on new
  employees

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Diversity and Inclusion, continued

• Additional work underway
• Collaboration with HR Staffing on recruitment
  outreach at Black and Hispanic MBA Conference
• Completed Faculty/Staff/Student Diversity
  Awareness Survey for School of Drama
• Collaborating with Procurement on strengthening
  Supplier Diversity
• Plans for Diversity Learning Series similar to
  short educational programming offered through
  Work Life Series
• Managing at Yale diversity education and broader
  diversity education

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Yale Next

• Yale Next is the culmination of several key
  projects (e.g. ISAP, TSRA) over the past year
  focused on identifying system and process
  improvements to core business services such as
  Human Resources, Finance and Information
  Technology.
• Recommendations from these projects were made
  from the Finance Administrative (FA)
  leadership to the Universitys Officers and the
  Yale Corporation.

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Yale Next, continued

• Upon approval of these recommendations, the
  result of these efforts is a strategic program
  that focuses on the redesign and integration of
  Yales core business processes and systems to
  help the University achieve its goal of becoming
  a world-class enterprise. Yale Next is designed
  to be achieved through a collaborative team
  approach using Yale staff and Accenture
  Consulting.

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HR Recommendations

• Based on the key findings and benchmark results,
  the assessment team provided the following
  recommendations for Yale HR.

• General Recommendations
• Implement a one-stop-shop HR Service Center
  (enabled by case and knowledge management
  technology) to provide consistent service for
  common HR inquiries
• Redesign HR structure to efficiently conduct
  transactions and remove hand-offs and added
  complexity
• Leverage current and future investments in Oracle
  applications and enabling technologies (e.g.,
  Portal, Knowledge Management)
• Time and Attendance
• Upgrade University-wide time and attendance
  platform to Kronos with accruals and leave
  management functionality to eliminate manual
  entry and standardize process
• Consolidate bi-weekly payroll frequency into
  weekly frequency with the opportunity to
  consolidate semi-monthly and monthly
• Leverage third -party vendors to enhance payroll
  process

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HR Recommendations, continued

• Total Rewards (Benefits, Pension, Compensation)
• Enhance employee self-service functionality
• Implement electronic interfaces to all
  third-party benefit providers
• Leverage third-party vendors to enhance benefits
  process
• Leverage third-party vendor for pension
  calculations to eliminate manual entry and ensure
  greater accuracy
• Implement compensation functionality in core
  Oracle to include rules for all components of pay
  including merit and promotion increases, and lump
  sum adjustments, eliminating current reliance on
  BMS Merit
• Employee Data Management and Reporting
• Fully leverage a secure Oracle e-Business system
  for employee data management and HR transaction
  processing activities, eliminating reliance of
  confidential payroll and BMS (e.g., Compensation
  Workbench, Manager Self-Service, Employee
  Self-Service functionality)
• Leverage workflow features in Oracle to
  facilitate school/department-level approvals and
  eliminate paper based handoffs
• Implement employee certifications and performance
  plan tracking in Oracle

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HR Recommendations, continued

• Staffing Services
• Reduce manual processes through automated
  interfaces and elimination of manual steps (e.g.,
  job aggregators, pre-screening, I-9 verification,
  on-boarding paperwork)
• Clarify the role of the hiring manager in the
  staffing process
• Ensure accountability during the process and
  eliminate redundant levels of approval
• Implement standard exit process to handle future
  projected volume
• Integrated HR and University-wide
• Talent Management Solutions Advanced HR
• Implement a learning management system
• Realize a single performance management
  capability supported by integrated technology
• Leverage the future business intelligence/analytic
  s solution

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Our Yale Next Team
Teams and roles vary by initiative and phasing
Human Resources (Mike Peel) Nancy
Creel-Gross David Metnick

• Core Team Nancy Creel-Gross, David Metnick, Meg
  Dimel, Leslie Cawley, Jennifer Jaramillo, Tanu
  Mane, Kyle Fisher, Sheila Millea, Helen
  Melanidis, Crystal Gooding, Katrina Sikorski,
  Beth Anderson, Judy Offutt, Jaci Beth Ward, Kathy
  Scasino and Julie Kimball
• Extended Team Michelle Chipello, Armand Joncas,
  Pam Miller, Sonia Santana, Donna Caporale-Colon,
  Jessica Hammett, Kate Reynolds, LaShanda
  Williams, Linda Clarke, Alice White,IT Help desk,
  HR Generalists, Payroll Staff, Benefits Staff,
  HRIS and Transaction Center Staff
• Advisorsas needed Christine Pedevillano(HRG),
  HR Leadership Team (e.g., Hugh Penney, Chuck
  Paul), HR Community and Business Operations and
  all of you!

HR Services Center Jaci-Beth Ward Julie
Kimball Tanu Mane (ACN)
Benefits Payroll Initiative Julie
Kimball Leslie Cawley Beth Anderson Judy
Offutt Meg Dimel (ACN)

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Value We Plan to Deliver
The defined HR objectives are derived from the
program benefits, and have design implications
for HR.

• Highly Responsive, Customer Centric Service
• Process Improvement

Reduced Compliance Risk
Increased Capacity for Future Growth or Cost
Reduction
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Improved HR Service Delivery
To successfully improve HR service delivery, we
are making a comprehensive change in HR roles and
processes.
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Preliminary Service Delivery Model (SDM)

• Yales End State HR Service Delivery Model -
  Illustrative

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HR WorkstreamScope
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HR WorkstreamScope, continued
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Upcoming Major MilestoneHR Service Center
(April 2009)
Current Employees go to numerous HR resources
to gather information on basic HR inquiries and
receive varying responses. Desired Outcomes A
one-stop-shop Yale HR Service Center, where
employees can receive up-to-date, consistent
information.
Current HR information is stored within
multiple organizations throughout the University,
and can often result in multiple interpretations
of policy and procedure. Desired Outcomes HR
knowledge will be managed in a single Knowledge
Management System that will be regularly updated
based on policy changes, procedure changes, and
major events.
Current Inconsistent information, lack of
clarity on who/where to call, and time wasted in
finding the right data can result in
employee/manager frustration. Desired Outcomes
Increase employee satisfaction through improved
service and case management from HRCC technology.
Current Culture requires HR teams/representative
s to be in local departments and schools. Desired
Outcomes Shift high transaction activity to
HRCC and support local HR Strategic Partners to
provide insight and direction specific to the
department/school.
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The Managing at Yale Project Team
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Whats Changed?

• Managing at Yale Spectrum
• Interview Guides
• 360 Multi-rater Feedback Instrument
• 2 New Proposed Mandatory Training Programs
• Managing at Yale Foundational Program
• Advanced Leader Program
• Leadership Expectations

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Whats New?

• Leadership Expectations
• Demonstrate Integrity and Character
• Develop High Performing Organizations
• Lead Innovation and Positive Change
• Achieve Outstanding Results

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Whats Postponed?

• Rewards and Recognition
• New Manager Mentoring
• Performance Standards

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What Do We Not Know?

• Total Managing at Yale Spectrum
• Final Leadership Expectations Model
• Names, Agendas and Audience of Initial Training
  Programs
• Future Training Programs
• Other Manager Resources

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221 Whitney UpdateWhat We Know

• Renovation has started on 221. The Best
  Practices, ODLC and Organizational Effectiveness
  staff have moved to 175 Whitney
• Human Resources, Best Practices, Parking and
  Payroll will be located in the facility
• Well have a newly refurbished and redesigned
  training center on the lower level
• The first floor has been designed to be a public
  and welcoming space for visitors where service is
  readily available.
• The upper floors are essentially private areas
  for the departments with huddle, hoteling and
  conference spaces for use by these groups.

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221 Whitney UpdateWhat We Know, continued . . .

• The design of these upper floors will be
  primarily 80 workstations and 20 offices
• The workstations will be a mixture of
  non-collaborative/collaborative and will be very
  similar to the model displayed this summer at
  221 Whitney and the workstations at Building 25.
• Workstations will have clear glass, except for
  the workstations along the hallway/corridor which
  will have frosted glass for more privacy
• Public phones will be available on the first
  floor
• There will be plenty of visitor parking

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221 Whitney UpdateWhat We Dont Know

• Final design/layout of services on the first
  floor
• Final design of the food services on the first
  floor.
• Additional work is needed on equipment design and
  location for the huddle rooms, conference rooms,
  document management
• Final structure and stacking of the departments
  on the various floors
• Staff have not been assigned to workstations and
  offices.
• Staff parking TBD
• ID Center transferring to 221 Whitney
• ATM machine
• Definite move date End of April/beginning of
  May?

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Upcoming HR Events

• Annual Benefits Enrollment closed on November
  16th and results are available in early December
• Workplace survey closes on November 30th
• FSA enrollment ends on December 31st
• Pension redesign changes are underway for July
  2009
• Yale Next (ISAP) design and build phase (January
  2009)
• Our Human Resources and Administration holiday
  party is on Monday, December 15, 500pm800pm,
  at the Peabody Museum
• Recess begins on December 24!

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The New HR Calendar

• Centralized location for key HR events and
  initiatives
• Easily accessible through Outlook
• Maintained by the HR Internal Communications Team

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Questions and Answers

• Thank you!