HR Connections
Meeting Agenda
February 9, 2016
3:00-4:30 pm
Reeve 306
I. Professional AS and Instructional AS Title Change Process









Academic Staff Handbook Chapters 9.1, 9.2, 9.3, and 9.4 all pertain to title
changes for Academic Staff as part of “progression series” (ex: Program Manager
I, II, and III or Associate Lecturer, Lecturer, and Senior Lecturer ).
An updated title change checklist and timeline is available on both E&AA’s and
HR’s websites.
All documents (including current title, years of service in the position and
checklist) are necessary for the title change to be considered a “complete
application” and must be submitted by March 1st to E&AA.
A committee reviews the request and offers a recommendation based on the
information provided.
Recommendations come from all levels of administration (committee, Dean,
etc.).
Vice Chancellor reviews the recommendations and materials and provides final
decision.
If the Vice Chancellor approves the request, a PTF (Personnel Transaction Form)
with new salary and title can be submitted to HR. It is the employee’s
responsibility to make sure this form gets submitted.
Salary increases would be the minimum of the salary range for the new title or a
5% increase of the old salary (whichever is higher).
If the Vice Chancellor denies the request, there is a reconsideration process the
initial request can go through which involves a review by a different committee
and, possibly, governance groups.
II. Update on the Salary Equity Process

See Salary Equity timeline for more information.
III. Update on the Candidate Benefits Orientations



Due to time constraints and limited staff, Human Resources will no longer be
holding candidate benefit orientations.
Orientations for candidates for positions of Dean (or equivalent) and higher can
still be scheduled.
Benefits Summaries can be provided for interested unclassified candidates at the
following link: http://www.uwsa.edu/ohrwd/benefits/summaries/fasl.pdf
IV. Update on HR Transition and Approval of New Positions



The Human Resources Office is transitioning to an office based on function
instead of employee type (recruitment, benefits, payroll, etc. versus university
staff and unclassified).
There will be a back-up individual for any particular function.
A benefits position and recruitment position have been approved for HR which
may help with the processing of various requests.
V. Wellness Intern and Campus-wide Wellness Initiatives





Laurie Textor and Kate McQuillan applied for the Department of Employee Trust
Fund’s grant for wellness initiatives and received funding to reinvigorate the
Wellness Program on campus.
Noah Quest has been hired as a Wellness Marketing Intern and is working on
several events and marketing campaigns to help resources become more
accessible.
A National Employee Fitness Day Committee is being created to plan and
coordinate special events the week of May 20th.
Events would include a biometric screening for employees.
If you’re interested in being a part of the Fitness Day Committee, please contact
Laurie Textor at textorl@uwosh.edu.
VI. Update on Affordable Care Act (ACA)








Over the summer, students can work no more than 12 consecutive weeks
including week long breaks.
The “initial period” starts on the day they start in their position and continues for
a year.
October through October is the “standard period”.
At most, students can work a maximum of 1560 hours per year.
Work study funds/hours do not count toward the ACA restrictions.
UW System is creating a query for students who have multiple student jobs.
If a graduate student is paid bi-weekly, they are a student worker and have to
abide by the ACA calendar.
If a graduate student is paid on a salary basis (once a month), they are a graduate
assistant and the ACA calendar does not apply to them.
VII. New Appointment Forms for Teaching and Non-Teaching Positions


New appointment forms for teaching and non-teaching positions are located on
the HR website under “Forms”.
The non-teaching form can be used for any non-teaching positions including
unclassified, university staff, and university staff temporary.
VIII. Titan Continuous Improvement (TCI) Recruitment Report






The TCI committee studied the recruitment process and focused on the time it
takes from when the Dean signs a position request form through the HR Office’s
entry of the candidate’s information into HRS.
Through several short-term and long-term suggestions, the process could be
shortened from 46 steps to 19, from 18 signatures to 10, and from 19
“opportunities” to lose papers to 0.
The overall processing time for a recruitment ranges from 110-194 days when in
the future, it could be a range of 65-116 days.
Reducing the time in this process equates to $140,822-$1,327,775 saved
annually.
Recommendations from the committee included a new position created in HR
(that works exclusively with recruitments) and an Applicant Tracking System
(ATS; which should be implemented in early 2017).
Some interim steps include the following:
o Creating a “Best Practices” document
o Tracking metrics and the process flow
o Central budget account for advertisements
o Review of suggested advertising sites for quality
o Search and Screen opportunities with the implementation of Affirmative
Action representatives vs. Minority representatives
o Revising the “Authorization to Recruit” form
o Visiting the Faculty Senate and suggesting a review/update of Gov. 6.4
o Separate classification codes
o Removing the Criminal Background Check delay
o Implementing an “incomplete applications not accepted” clause for
recruitments
o Online search and screen committee orientations
o Increasing the Affirmative Action representative pool
o Diversity beyond race and ethnicity “categorizations”
o HRS data entry prior to receiving the appointment form
o Communication/Training Plan for transition to ATS and future
policies/workflows
IX. Question and Answers/Other Topics of Interest