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Office of Human Resources Liaisons Meeting
University of Pittsburgh April 10, 2017
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Office of Diversity & Inclusion
Pam Connelly Cheryl Ruffin
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Department of Health & Physical Activity
Ashley Broderick
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HR Transformation
Cheryl Johnson
We Serve an Amazing Organization In the 2015-16 academic year, Pitt’s student composition was diverse and high achieving
4,086
50 States
3,168
92%
Class of 2020 from 27
Student Representation
International Students
Student Retention Rate
Countries
from across U.S.A.
Total Undergraduate and Graduate Student Enrollment = 34,826
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We Serve an Amazing Organization Pitt Faculty are bestowed with numerous honors and awards
16 / 57 / 18 5,281 Faculty
170 Endowed Professors
10 Mellon Professors
Distinguished University Professors / Distinguished Professors / Distinguished Service Professors
Pitt’s Prominence Affords The Opportunity To Attract Top Talent
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We Serve an Amazing Organization Pitt staff are creating lives of impact
7,289 Staff
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2,454
120
Chancellor’s Staff
Engaged in Formal
Development Course
Awardees
Development
Offerings
Pitt’s staff members are employed at one of the nation’s best places to work. Pitt ranks #29 on Forbes’ list of America’s Best Employers.
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Our Journey - Reimagining Human Resources
Strategic HR Partner
Change Agent
Employee Champion
Develop and implement
Deliver solutions that enable
Ensure intellectual capital
Deliver services efficiently, cost
strategies that connect and
an institution to move with
matters by placing people in
effectively with dynamic
propel the institution’s
agility, reduced cycle time,
roles that fit their interests
infrastructures that support the
vision and mission
flexibility
and strengths, while
diverse needs of the workforce
providing solutions that enable people to reach full Model Adapted from David Ulrichs Delivering Results, A New Mandate for HR Professionals and Jason Pankau’s and Katherine Stallard’s Connection Culture
potential
Administrative Expert
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OHR Framework
Strengthen HR Function and Overall Relevance
Support “The Plan for Pitt�
Sustain High Performing Engaged Teams with Strong Leadership in OHR
Sustain Positive Culture/Climate
Strengthen the Community in Which We Live
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OHR GOALS 2017-2019
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Streamlined Hiring Processes
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Total Rewards Study
Identify, develop and implement talent acquisition
Design and deploy a comprehensive total rewards
solutions that attract, source and recruit both
program using a compensation philosophy as a
active and passive candidates.
compass.
Data Analytics
Wellness Programs/Offerings
Develop and build a technological infrastructure
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Design and deploy customized training and
and people data analytics for the University user
benefit awareness programs/offerings that
community using benchmarking practices and
increase usage of wellness programs by 20% by
data to provide metrics.
FY19
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OHR GOALS 2017-2019
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Support the “whole” person
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Employee Engagement
Continue to offer best in class child care services
Develop an employee engagement process for
for faculty and staff by addressing the supply and
staff that deploys a climate/engagement survey
demand of needed care for working parents.
with action plans to address results for the purpose of ensuring an inclusive workforce.
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Leadership Development Develop an innovative staff development
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HR Processes that Flow Like Water Improve our HR operations to optimize our
leadership program for existing and emerging
customer’s experience while furthering our
leaders that embeds a competency model.
mission and HR brand promise.
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OHR GOALS 2017-2019
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HR Website
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HR Delivery Services
Reimagine the HR website in a way that provides
Work with external consultant to assess and
user friendly accessibility to HR information as
explore HR Delivery Services, University-wide.
determined via measurements, metrics and user feedback.
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Workforce Development for Trades
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Workforce Development for Administrative Support
Design programs that raise the awareness of
Design programs that raise the awareness of
careers in skilled trades and create a pipeline to
administrative careers at Pitt and create a
employment.
pipeline to employment
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What does success look like?
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Are we measuring the right things?
Are we interviewing against the profile?
Is talent aligned with the strategy?
How can we accelerate performance?
How do we build the benchmark?
How can we best align new hires with the profile and culture?
Are the right people in the right jobs?
What is the fit?
How can we help people improve and grow?
Do people know how they are perceived?
Are We on the Right Track?
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Benefits Open Enrollment
John Kozar
Open Enrollment FY18 Highlights
Changes in benefits: • Modest increase in premiums • DHMO plan premiums will increase in FY18 • Copayments will not change
• TMJ will be covered • Health care FSA annual limit increase: $2,550 to $2,600 • Incentives for Panther Gold, Advocate and Plus earned in FY18 will be applied to a debit card, rather than in September 2018 • Panther Basic participants will receive incentive payout in their September 2018 pay due to IRS regulations •
Health •
Heal
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Open Enrollment FY18
Administration Changes • Open enrollment letter with details with be mailed to home address of all eligible employees • New and improved version of the Summary Guide to Benefits and related materials will be available at: openenroll.hr.pitt.edu • Printed copies available by request from Benefits Department
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Open Enrollment FY18 Important Dates
Event
Date
Announcement via US mail
April 17-21, 2017
Open enrollment begins
Monday, April 24, 2017
Open enrollment ends
Tuesday, May 16, 2017
Last day to make changes
Tuesday, May 16, 2017
Effective date of coverage
Saturday, July 1, 2017
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Open Enrollment FY18 Healthy Rewards
Wellness Incentives:
Wellness Incentives:
Panther Gold, Plus, Basic
Panther Advocate
Activity
Incentive
Activity
Incentive
Health Assessment
$75
Health Assessment
$100
Biometric Screening
$50
Biometric Screening
$50
Physical
$25
Physical
$50
Flu Vaccine
$25
Flu Vaccine
$25
Preventive Care Screen
$25
Preventive Care Screen
$50
Other Immunization
$25
Other Immunization
$50
Open Enrollment FY18 UPMC MyHealth@Work for the University of Pittsburgh Health and Wellness Center
Celebrating the Center’s First Anniversary!
Medical Arts Building, 3708 Fifth Avenue, Suite 505 Wednesday, April 19
11 am – 2 pm
• Presentation from Allegheny County honoring the University as a “Healthy Employer” (12pm)
• Take a tour, enjoy healthy refreshments, talk to health care staff, and learn about services, including onsite health coaching
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Total Rewards Study
Maureen Kendall
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What Is Total Rewards? What does the package encompass?
Compensation
Benefits
Base Pay
Health Wellness Retirement Tuition Remission Income Protection
Paid Time Off
Discounts
Rewards & Recognition
Professional Development
Work Life Balance
Performance Management
Learning & Development
Diverse Work Environment
Awards & Recognition
Training Opportunities
Support of Community & Environment
The Total Rewards Package The total rewards package summarizes the value of compensation from the University including health and retirement plans; tuition reimbursement and learning and development opportunities; rewards and recognition; work life integration and other benefits.
Why Now? The organizational case for Total Rewards at Pitt
• Last study of its kind conducted in 2000 • Independent units are conducting their own “one-off analyses” • Lack of data to substantiate the perception of staff and management that salaries are significantly lagging • A study will: • • • • •
determine if pay structure needs adjustment provide insight and recommendations on policies & practices determine if job classification structure is efficiently designed establish roadmaps for career progression and development assess internal and external equity of salaries
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Why Now? Changing demographics with diverse needs FT and PT Regular Staff Generational Analysis as of 12/01/2016 Traditionalist, 0.46%
Greatist, 0.03%
Generation Z, 0%
Baby Boomer, 32.42%
Millenial, 32.46%
Generation X, 34.62%
Traditionalist
Greatist
Baby Boomer
Generation X
Greatest Generation < = 1927, Traditionalist 1928-1945, Baby Boomers 1946-1964, Gen X 1965-1980, Millennial 1981-1997 and Gen Z >= 1998
Millenial
Generation Z
Project Overview The total rewards study will:
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Establish Philosophy Establish a compensation philosophy to serve as a
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Assess Base Pay Assess base pay based on market surveys of which
compass for designing a comprehensive total rewards
include local, regional, or national data, based on the
system
sourcing strategy of a given position
Assess and Compare Value
Package Total Rewards
Assess and compare the value of total rewards, that is,
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base pay, benefits, and perquisites. Thereafter, raise
Package with the goal of shifting paradigms from base pay only to appreciation of the total rewards package
awareness of the value of total rewards
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Develop Career Pathways Develop job families, career ladders, and competency models to enhance career development for staff
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Provide Data Provide leaders with robust data to make informed decisions about pay positioning
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Next Steps Total Rewards Study Timeline
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OHR Project Team Name
Title
Cheryl Johnson
Vice Chancellor of Human Resources
Steve Ferber
Assistant Vice Chancellor
Maureen Kendall
Director of Compensation
Nichole Dwyer
Communications Manager
Mark Burdsall
Director of Organizational Development
Lori Carnvale
Director of Benefits
Jason Killmeyer
Project Manager
Kelsey Lenard
Senior Compensation Analyst
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Total Rewards Study Proposal
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Steve Ferber, Assistant Vice Chancellor Maureen Kendall, Director of Compensation
HR Hot Topics Panel
Talon Martin, Administrative Team Lead Aynsley Jimenez, Supervisor of Benefits Jane Volk, Director of Employee & Labor Relations
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Next “Steps”
HR Liaisons: Watch for survey email Tour participants: Meet in front of 2700 in 10 minutes
Thank you! See you soon.