An Agenda for Change Gaining Competitive Advantage Through

An Agenda for Change: Gaining Competitive Advantage Through Strategic Human Resource Management • Create a distinctive recruiting, reward and retention strategy for each employee segment. The conceptual reward framework includes five key elements (compensation, benefits, institutional affiliation, work/life balance, and career development and advancement). Build a shared service HR organizational structure that strikes a critical balance between a central HR function that ensures consistent HR policies and practices across the LSU System and a strong campus HR function that enables campus administrators to manage the workforce consistent with their goals and objectives. Build HR value through outsourcing and using self-service technology more effectively. Better control the direct and indirect costs associated with the University’s leave programs by offering a Paid Time Off (PTO) approach to leave benefits that combines sick and annual leave into a single account and limits leave accrual. Implement a phased retirement program for faculty who are reaching their normal retirement age and who will elect to retire within the next five years. • • • • An Agenda for Change: Gaining Competitive Advantage Through Strategic Human Resource Management • Conduct a study of the relationship of both work environment and work/life issues to recruitment, retention and commitment of faculty and staff including perceptions of autonomy, having positive collegial relationships, development opportunities, quality of departmental leadership, and being able to integrate work demands with personal responsibilities. Based on the findings of the study, the University must develop polices and programs that are tailored to the highest priority needs of the institution. Establish the President’s LSU System Leadership Initiative. The goal of the leadership initiative is to develop the special brand of leadership required to meet the challenges of a leading public research university. Civil Service reform is needed to make the system more flexible and responsive to the changing needs of higher education. The focus of the reform effort should be on three specific reform initiatives: – Salary administration – the LSU System must have greater control over salary expenditures for Civil Service employees, particularly during periods of severe financial crisis. – Leave programs – costs associated with absenteeism and lost productivity could represent as much as 15% of payroll costs for Civil Service employees. We must take a comprehensive approach to reducing these costs and fostering a positive culture of attendance. – Layoffs – we must strike a better balance between seniority and contribution in the layoff process. • • An Agenda for Change: Gaining Competitive Advantage Through Strategic Human Resource Management Steering Committee Membership Dorothy “Dottie” Reese DeAnn Arnold Forest Benedict Lanette Buie Marian Caillier Ann Coulon Dave Fuqua Carolyn Landry Dennis McSeveney Teresa Summers Faculty Member LSU Board of Supervisors Director of Human Resources - Shreveport Vice President for Human Resource Management LSU System Director of Human Resource Management Health Care Services Division Assistant Vice Chancellor, Human Resource Management – LSU A &M Director of Human Resource Management LSU Agricultural Center Director of Human Resource Management LSU Health Sciences Center – Shreveport LSU Staff Senate President – LSU A&M Associate Provost For Academic Enhancement, Professor of Sociology – University of New Orleans Assistant Vice President for Academic Affairs, Cliff and Nancy Spanier Alumni Professor – LSU System To be appointed An Agenda for Change: Gaining Competitive Advantage Through Strategic Human Resource Management Study Committee Framework Project Management Vice President for HR LSU Board Of Supervisors President & Chancellors Steering Committee Civil Service Reform Subcommittee HR Performance Metrics Subcommittee HR Shared Services Subcommittee Recruitment Retention & Rewards Subcommittee Outsourcing & Technology Subcommittee Key Tasks: (i) Explore more effective ways to link pay to performance (ii) Examine factors that influence absenteeism and their impact on productivity and cost (iii) Develop action plan for integrated, comprehensive absence management program (iv) Develop a layoff proposal that provides more discretion for skill and performance factors in bumping process Key Tasks: (i) Define key metrics by which HR will measure performance (ii) Assess data mining and analysis capabilities and determine how best to use these capabilities (iii) Develop reporting requirements that support overall HR strategy (iv) Develop capability to use decision tools to better manage HR function (v) Develop LSU System Data Warehouse specifications and support requirements Key Tasks: (i) Develop shared services model and respective System/Campus roles (ii) Define the staffing requirements and cost/benefits of the model (iii) Define key metrics by which HR will measure model’s effectiveness Work/ Life Study Key Tasks: (i) Design and conduct work/life study with aid of consultants (ii) Develop policy/program options based on findings (iii) Develop metrics for measuring program outcomes Rewards Key Tasks: (i) Review/ Revise conceptual reward framework (ii) Prioritize key elements of reward strategy by employee segment (iii) Develop metrics for measuring program outcomes (iv) Develop reward models Leadership Key Tasks: (i) Define core values/ challenges of leadership (ii) Develop framework for leadership initiative (iii) Determine resource requirements (iv) Develop rollout plan/ strategy Key Tasks: (i) Develop 5-year HR staffing/ workload projections (ii) Conduct HR technology market scan (iii) Conduct cost/benefit analysis (iv) Identify best opportunities for outsourcing and technology upgrades An Agenda for Change: Gaining Competitive Advantage Through Strategic Human Resource Management Next Steps • Review study committee framework and key tasks with the Board at its August meeting. • Select subcommittee chairs. Identify additional subject matter experts, consultants and other resources required to support the work of the subcommittees. • President and Steering Committee will meet with the chancellors to discuss the key recommendations outlined in the Agenda for Change Report. The goal is to secure support for and participation in a sustained effort to address the key HR challenges changing the face of public higher education. • Report progress to the Board at its September meeting.