Vice President for
Human Resources
May 10, 2014
MEMORANDUM
TO:
Shirley C. Willihnganz
Executive Vice President & University Provost
FR:
Sam Connally
Vice President for Human Resources
RE:
HR Progress Report for FY 2013-14
I am pleased to provide the enclosed HR unit director reports – for Employment & Compensation,
Benefits Administration, HR Administration, and Staff Development & Employee Relations –
together with additional outcomes highlighted in this transmittal letter, to summarize Human
Resources’ accomplishments during FY 2013-14.
Human Resources Directors have completed (or will complete by June 30, 2014) 12 out of 12
(or 100%) of the tactical goals we agreed last year would guide HR efforts for FY 2013-14.
You included six HR-related initiatives in the tactical goals for the Office of the Provost, all of
which have been or will be completed by June 30. [Note: This is a record for HR-related goals to
be reflected in the Tactical Goals of the Office of the Provost.] These include:

Evaluation of the demographic impact of the Voluntary Separation Incentive Program
(VSIP) on women and persons of color (which disclosed moderate impact on women and
minorities in the Professional & Administrative category; but no adverse impact among
Administrator, Faculty, or Classified Staff employees) and the identification of
appropriate strategies to foster the recruitment of women and minorities in affected
classes of work to maintain diversity at UofL.

Development and implementation of Cardinal Kudos – an on-line, email based
recognition program that permits any University employee to send a note of thanks or
appreciation for exceptional work or customer service excellence to any other employee
– to provide an informal, but official mechanism to recognize faculty and staff excellence.

Development and implementation of Total Compensation Statements for regular status
employees showing annual salary, University-sponsored benefits (such as retirement,
health, life, and LTD insurance) as a dollar amount and percent of salary, and statutory
benefits (such as FICA, Workers Comp, and Unemployment Comp) as a dollar amount and
percent of salary. The purpose of a total comp statement is to highlight the economic
value of employee benefits, in addition to base salary to promote greater recognition of
the value of working at UofL.
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
Development and implementation of the University’s Living Wage Program to increase
minimum staff salaries from $8.67 to $11.00 per hour from 2014 through 2017, to enable
UofL staff employees to meet the necessities of daily living without Federal subsistence
allowances such as food stamps or Aid to Families with Dependent Children.
UofL was the first public KY institution of higher education to formally adopt a living wage
program that will be indexed in future years to appropriate benchmarks to ensure UofL
employees earn a living wage in the Louisville/Metro area. The Louisville Courier-Journal
commended UofL for its initiative in an editorial and cited UofL as an example other area
businesses and institutional should emulate.

Support to the Provost’s Faculty Salary Market Evaluation Study during FY 2013-14, to
evaluate market competitiveness for tenured and tenure-track faculty by academic
discipline and rank within discipline – as a successor study to the 2012-2014 Faculty
Salary Equity Study.

Development and implementation of the Provost’s Staff Leadership Academy to
promote the development leadership and project-planning skills of mid-career
professional and administrative staff to strengthen the quality of mid-level University
administration and foster internal career progression.
In addition to programmatic goals specific to HR, Human Resources staff have been materially
engaged this year in supporting the 21st Century Initiative, including:

Supporting the effort to develop and implement shared service centers under the
auspices of the Financial Health Committee;

Supporting the development of salary, benefit, and policy program enhancements under
the auspices of the Culture of Excellence Committee; and

Fostering work-life balance, professional development, health & wellness, rewards &
recognition, and climate improvement strategies under the auspices of the Great Places
to Work Initiative.
I believe Human Resources has made material contributions to the support the University’s
ability to recruit, retain, recognize, and reward top quality faculty and staff. As faculty and staff
are the University’s #1 asset, we must make them our #1 priority. HR staff join me in reaffirming
our commitment to helping continue to make UofL a great place to work.
As always, thank you for your leadership and support as we look for additional ways to align HR
services with the University’s teaching, research, and service mission and to help support the
University’s 21st Century Initiative and the realization of its 2020 Vision.
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FY 2013-14 Accomplishments for
Employment and Compensation
Director:
Dennis Finnegan
Goal:
The goal of Employment and Compensation is to support the President’s vision of
recruiting, retaining, recognizing and rewarding top quality staff employees. We
are committed to hiring the most qualified staff employees and paying market
competitive, internally equitable salaries.
Diversity Recruitment Threshold
HR Employment Staff implemented the diversity recruitment threshold by which search
committees must assess the diversity of applicant pools (and achieve 80% of market availability
of women and minorities before proceeding with a search or document specific outreach efforts.
Cardinal Kudos
In Fall 2013, Cardinal Kudos was launched university-wide after a pilot program in Advancement.
Cardinal Kudos is an online tool that Faculty and Staff can utilize to recognize co -workers for
outstanding work performed. To date Cardinal Kudos has been used to recognize 366 employees.
Total Compensation Statement
In March 2014, a Total Compensation Statement was sent out to all regular Faculty, Staff, and
Administrators at the university. This statement highlighted not only the employee’s base salary
but calculated the employee’s actual benefits and retirement that the university contributes.
This statement produced a total compensation figure for the employee and showed them what
percentage of benefits makes up that total compensation amount.
Staff Salary Competitive Analysis
The Compensation Team is finalizing a Staff Salary Competitive Analysis. We have matched 80%
of the job codes at the University for this Project. Preliminary macro-numbers show that the
university’s Staff salaries are more competitive than expected. The next steps, before June 30 ,
are to identify the least competitive job codes, develop a strategy to make them more
competitive, and then design and deliver a long term strategy to meet the President’s 2020 goal
of having all Staff salaries at 100% of Market.
Faculty Salary Competitive Analysis
The Compensation Team provided support to the Provost’s Faculty Salary Market Evaluation
committee during FY 2013-14, to evaluate market competitiveness for tenured and tenure-track
faculty by academic discipline and rank within discipline – as a successor study to the 2012-2014
Faculty Salary Equity Study.
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FY 2013-14 Accomplishments for
Benefits Administration
Director:
Dana Hummel
Goal:
The goal of Benefits Administration is to provide customer service excellence to
faculty and staff in relation to employee benefits. We assist employees in
accessing, understanding, and maximizing the value obtained from the
university’s benefit programs. We provide comprehensive and competitive
benefits for faculty and staff in order to provide indiv idual choice and flexibility
while recognizing the diverse needs of our employee population.
Health Plan
The University selected Anthem Blue Cross/Blue Shield to serve as the third party administrator
for the University health plan, effective January 1, 2013 in a “competitive negotiation” RFP
process led by Dr. David Dunn, EVP for Health Affairs. The competitive negotiation process
yielded net annual savings to the UofL health plan of $1.5 million over the three-year term of the
contract, enabling the University to avoid general premium increases for employees. We
implemented the 1st year of a planned 3-year phase out of Cardinal Care by increasing premiums
in this plan by $40.00 per month.
Long Term Disability
We conducted an open enrollment for Long Term Disability Insurance and adopted automatic
enrollment for the supplemental LTD benefit for eligible faculty and staff with an option to opt out. Enrollment included 1030 individuals, with 37 opt-outs. This initiative will provide welldeserved, highly economical, but often-overlooked financial security for eligible employees.
Benefits Administration for VSIP
Conducted benefit transition meetings as 1:1 meetings or group meetings for over 200 VSIP
participants. Partnered with HR Administration, Payroll, and benefit vendors for the
administrative processing of all VSIP participants.
Affordable Care Act
We managed 2013-14 changes associated with the implementation of the Affordable Care Act
and submitted 1st of three years of PCORI fees in July 2013. During Open Enrollment, provided
employees with information and details regarding Health Insurance Exchanges and how the
university’s health plan coverage exceeds new federal “affordability” guidelines.
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FY 2013-14 Accomplishments for
Human Resources Administration
Director:
Lisa London
Goal:
The goal of HR Administration is to provide policy review, interpretation and
implementation for the campus community; ensure timely & accurate processing
of personnel transactions; and maintain appropriate internal financial controls.
Community Service Leave Pilot
HR Administration worked with the Work-Life Balance Committee of the GPTW initiative, Staff
Senate and University leadership to implement a Community Service Leave pilot for 2013. The
team established leave administration codes for PeopleSoft and communicated the reporting
mechanism for tracking leave to the UBM community. HR Admin continues to review the pilot
program in conjunction with the inaugural Provost Staff Leadership Academy class.
Salary Administration for VSIP
HR Administration helped communicate eligibility for VSIP and collected data on potentially
interested employees in early spring of 2013.
HR Administration drafted personalized
agreements for all interested employees and mailed them to home addresses and subsequently
collected and tracked signed agreements for future implementation. HR Administration worked
with Benefits to conduct open forums, information sessions, and 1:1 meetings to ensure clear
communication and understanding regarding VSIP, retiree benefits, and payment options.
Tuition Remission
HR Administration assumed responsibility for managing applicant and eligibility processes for
tuition remission in 2013, transferring responsibility from the Bursar to HR in Nov 2012. This
represents a more effective allocation of responsibility between HR & the Bursar with HR
managing the benefit on behalf of employees and the Bursar applying tuition remission to
employee accounts. This has proved to be an effective collaboration. Tuition remission
transactions for 2013 are summarized below.
Tuition Remission Usage
Spring 2013
Summer 2013
Fall 2013
Grand Total
Dependents
439
192
479
1110
Employees
359
184
363
906
Salary Administration Guidelines for Staff Employees
Developed draft guidelines to link staff salary increases directly to performance evaluations,
subject to Executive Leadership Team review.
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HR Unit:
Staff Development & Employee Relations
Director:
Mary Elizabeth Miles
Goal:
The goal of Staff Development & Employee Relations is to enhance the visibility
and role of the EEO/AA function; promote more effective employee relations
services; foster HR’s role as an “honest broker” in the employee relations function;
and develop internal staff development capacity.
HR Training Catalog & Newsletter
The staff development team maintained its ongoing commitment to professional development
by increasing staff development offerings. In collaboration with university partners, 46 workshop
topics were offered this year, 31 of which were new. A total of 118 workshops were conducted
which included 1,823 participants, representing 2,658 contact hours. A fresh marketing tool, an
electronic newsletter, was also developed in an effort to attract new training participants.
TRAINING TOTALS
Workshops
Training Catalog Workshops
Department Specific Workshops
New Employee Orientation
Provost’s Staff Leadership Academy
Grand Total
46
11
52
9
118
Customers
Served
920
159
722
22
1,823
Classroom
Hours
96.5
16.5
31.2
23
167
Contact Hours
1930
239
433
56
2,658
Performance Management System Review
In collaboration with the Staff Senate, the performance management system was evaluated by
the campus community. Surveys were sent to 2000 staff members and multiple campus forums
were held to capture management feedback.
Recommendations received resulted in
modifications in evaluation form for 2013 review cycle.
Provost’s Staff Leadership Academy
In collaboration with the GPTW Professional Development Committee, the Provost’s Staff
Leadership Academy was developed and launched in September 2013. The inaugural cohort of
22 will complete the program on May 13, 2014. In addition to classroom sessions, program
highlights included executive level sponsorship for each participant, individual mentoring by a
senior staff member; and group-based capstone projects on topics relevant to the GPTW
initiative and creating a culture of excellence at UofL.
Title IX Compliance & “Participant’s Guide” to EEO Investigations
HR staff developed revised EEO, sexual harassment, discriminatory harassment, and investigation
policies in accordance with OCR & Title IX guidelines; and will publish a new “Participants Guide”
to EEO investigations as part of our new outreach and educational efforts for FY 2014-15.
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