HR Strategic Plan Goals and Objectives (Campus-level and system level)
Goal Statement #6: Build HR capacity to advance system goals
Develop HR competency and expertise among HR professionals and strengthen HR’s role as a strategic partner to meet future challenges, remove
barriers to innovation and responsiveness, and advance College, University, and Office of the Chancellor goals .
#
1.
1a.
Objective
Identify core
functions for HR
offices
Analyze which
functions could be
more efficiently done
at a regional, central,
or campus level
Measure
of Success
Baseline Data
Available Resources
Resources Needed
A list of core functions
for all HR offices clearly
identifying those
functions that are unique
to 2 yr, 4 yr, and OOC
and can be completed as a
centralized function as
appropriate.
U of M HR Academy
Personnel Series Matrix (2
year)
HR Online Help
MMB Class Specs State
Statutes
SHRM
O*Net
Personnel Management
Review Criteria
Staff time to research and
conduct gap analysis
using baseline
data/available resources
A data-based
recommendation of which
functions could be more
efficiently done at a
regional, central, or
campus level
Data from Lori's HR
metrics group
Past HR Dashboard reports
Anecdotal campus
measures
Staffing Division Data
Calendar of recurring HR
tasks & deadlines
Hyperion/BRIO
reconciliation queries
U of M metrics
Professional association
best practices
Consistent metrics List of
best practices
Staff time to research and
conduct gap analysis
using baseline
data/available resources
Travel & technology
resources to develop and
deliver
Travel & technology
resources to develop and
deliver Statistical
expertise Jim Lee?
Partners and
Stakeholders
Timeline
Leadership Council
SHRM
CUPA-HR
U of M Steering
Committee
MMB
CHRO group Campus
& OOC HR staff
Labor Relations staff
Unions?
Following completed
review/research of
baseline data identify
functions - 2-3 months
Leadership Council
SHRM
CUPA-HR
U of M Steering
Committee
MMB
CHRO group
Campus & OOC HR
staff
Labor Relations staff
Unions?
Identify measures - 3
months.
Development of a
Personnel Series Matrix
for the 4 year and OOC 6 months
Collect data - minimum
of one full year cycle.
Analyze data and
recommend which
functions could be more
efficiently done at a
regional, central, or
campus level - 2.5 to 5
years. (Timeline will be
driven by function and
results)
1
#
2.
Objective
Identify and define
core competencies
required to perform
the core functions in
MNSCU HR Offices
Measure
of Success
List of core competencies
required to perform the
core functions for all HR
offices. Where
appropriate, identify those
that are unique to 2 yr, 4
yr, and OOC.
Equitable application of
classification system for
HR competencies across 2
year, 4 year, OOC,
instate, outstate
3.
Leverage the
experience and
knowledge of HR
professionals
throughout the
system in order to
create a multi level
Human Resources
Academy
3a.
Develop and
standardize MnSCU
HR-specific training
for HR professionals
to include: on
boarding for new
HR staff and
training on
SCUPPS, BRIO,
classification,
insurance, etc
Have in place a
standardized training
program for MnSCU HR
professionals to include:
on boarding for new HR
staff and training on
SCUPPS, BRIO,
classification, insurance,
etc
Baseline Data
Available Resources
Resources Needed
Linda Skallman's CHRO
Core Competency group
SHRM
O*Net
CUPA Salary surveys
U of M data
MMB class specs and
staffing data
position descriptions
Staff time to research and
conduct gap analysis
using baseline
data/available resources
HR Online Help
MnSCU HR website
Currently offered training
from MMB, OOC and
campuses
Metro Alliance
Data from Denise Green's
group
Regional alliances
SCUPPS User group
ASRP data
Data from conference calls
Currently offered Staff
Development training
Labor contract training
Salary review training,
Misc ad hoc training
Staff time to research and
conduct gap analysis
using baseline
data/available resources
Travel & technology
resources to develop and
deliver
Travel & technology
resources to develop and
deliver
Professional Development
funds
Scholarships ?
Partners and
Stakeholders
Timeline
Training and
development staff
CHRO
Campus & OOC HR
staff
Labor Relations staff
SHRM
CUPA-HR
After completing the
roles and functions list Identify competencies
2-3 months
Training and
development staff
CHRO
Campus & OOC HR
staff
Labor Relations staff
SHRM
CUPA-HR
ITS staff
Customized training
staff
Refer to HR Process and
Application Final
Executive Summary
2
HR Process and
Application Study
HR annual conferences
LR training
On-line training modules
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Objective
Measure
of Success
Baseline Data
Available Resources
Resources Needed
3b.
Develop and sustain
increased
opportunities for
cross training, job
shadowing, and
mobility assignments
to develop HR
professionals at
campus and systemlevel positions
(campus to campus,
OOC to campus,
campus to OOC)!
Formal opportunities and
programs in place.
Current campus crosstraining processes
Presidential transition
reviews and reports
Anecdotal mobility
assignments
MMB administrative
procedures
Inter-agency agreements &
intra-agency & service
agreements
Internships
Work out of class
Campus visits
Job shadowing (Mary
Bongers)
List of task forces and
participants
External Audits and
accreditation.
Social media
Travel and technology
funding
Ability to job share
(Celeste)
Presidential support
Position descriptions
Job functions and
competency lists
Current staff competency
list
Lori Lamb
Leadership Council
Training and
development staff
CHRO
Campus & OOC HR
staff
Labor Relations staff
SHRM
CUPA-HR
ITS staff
Customized training
staff
Initial identification - 6
months.
Develop and sustain
a plan to assist a
campus in crisis
through emergency
training or other
methods of
assistance, such as
regional services
A database of people with
necessary competencies
who can be assigned to
assist another campus
HR Staff who have
recently retired
OOC staff
Campus HR Staff who
possess the necessary
competencies to assist
HR on-line help
SEMA4 help
External Audits and
accreditation.
Staff time to research and
conduct gap analysis
using baseline
data/available resources
Lori Lamb
Leadership Council.
Training and
development staff
CHRO
Campus & OOC HR
staff
Labor Relations staff,
SHRM
CUPA-HR
ITS staff
Customized training
On-going
3c.
Travel & technology
resources to develop and
deliver
New classification for a
"crisis"/float HR person
Additional FTE
Partners and
Stakeholders
Timeline
Implementation - 12
months.
3
staff
#
4.
5.
5a.
5b.
Objective
Identify barriers to
innovation and
responsiveness
Identify and promote
Human Resources
Best Practices to
position HR’s role as
a strategic leader
(workforce planning,
employee
development,
retention, labor
relations,
recognition, etc.)
Identify, document,
and share best
practices for the HR
function
Identify ways to
effectively market
HR capabilities to
campus; market HR
to campus
Measure
of Success
Baseline Data
Available Resources
Resources Needed
All barriers will be
identified
Stakeholders are satisfied
with results, products, and
services.
OLA report
OCR
Presidential Transition
Reviews
Personnel Management
Reviews
Internal policies and
procedures
Silo thinking
Staff time to research
baseline data and
available resources
Documented best
practices available as an
on-line resource index on
the HR web page
Work of the best practices
work group
HR function review
performed by OOC
Dedicated time of the best
practices work group
Time and resources to
build the on-line resource
Increased utilization of
HR to offer solutions
throughout campus in
proactive, productive, and
positive ways
Secondary 360 degree
review with improved
Survey employees to ask
what they expect from an
HR department and what
they think HR does
360 degree review of HR
function/department
Time and resources to
develop and administer
the survey
Analysis of survey data
Assistance from
Communications and
Marketing department on
Determine other sources
that need to be
created/found
hire consultant to survey
stakeholders
Partners and
Stakeholders
Timeline
Leadership Council
Presidents
MMB
CHROs
Campus & OOC HR
and LR staff
Establish focus group
and hire external
consultant – 3 months
Campus HR teams
OOC experts/specialists
Best practices
workgroup
IT
Communications and
Marketing staff
Staff development
Employees
HR team
Outset of 12 months
3-6 months for initial
survey/review
Additional 12 months
before the second review
4
results
5c
5d
Increase visibility
and interaction with
HR team and the
various departments
on campus
Align HR as a
strategic partner in
leadership
Increased presence of HR
on committees
HR included in
departmental meetings
Proactive
Identify HR’s current level
of involvement on the
respective campuses
HR is consulted
proactively in workforce
planning efforts
HR function reports
directly to the President
Survey HR on current
reporting structure and
service utilization
branding for the HR
department
CHRO time to make
connections across
campus
Time and resources to
create and administer the
survey
Time to meet with
leadership to define the
challenges and outline
how the change can
benefit the campus
Division heads
Department heads
Employees
4 weeks to identify
4-6 months to establish
relationships
Administration
Department heads
CHROs
HR teams
Gather baseline data 612 months
Developing relationships
with leadership 12-18
months
Definitions:
Goals
o are relatively permanent statements of the major accomplishments that are to be achieved; reviewed annually but not changed frequently
o reflect the entire scope of underlying objectives and activities
o are useful in organizing objectives in all levels of plans (Institutional, Subject, and Unit Plans) to increase the integration of system and college/university planning
Objectives
o are created to achieve the goals
o direct action, are measurable, and connect a set of activities
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