Human Resources
Community Meeting
Yale University
November 21, 2008
Agenda
Welcome and Introductions
Early Observations and
Preliminary Priorities
•
Mike Peel
Questions/Answers
Updates on Key Initiatives:
•
•
•
•
•
2008 Workplace Survey
Diversity and Inclusion
ISAP/”Yale Next” Initiative
Managing at Yale
221 Whitney Ave.
Conclusion
Debbie Stanley-McAulay
Debbie Stanley-McAulay
Nancy Creel-Gross
Elena DePalma
Nancy Creel-Gross
Mike Peel
Human Resources Direction
Fueling Academic Excellence through
Workplace Excellence
Early Observations
• Extraordinary pride and commitment
• Frenetic pace/extremely reactive culture
• Highly fragmented environment:
– Duplication of effort
– Career pathing complexity
– Lots of “white space”
• HR initiatives lack unifying strategy
Elements of Vision for HR
• Stronger linkage between workplace
excellence and Yale University mission
• Yale equally admired as a place to work
as it is academically
• Human Resources distinguished by its
executional excellence and change
leadership
Preliminary Strategic Priorities
III. Assure attraction, development,
and retention of superior talent
III. Translate superior Yale talent into
superior performance
III. Advance value added of HR/
Administration
Preliminary Strategic Priorities
I. Assure attraction, development, &
retention of superior talent
•
Enhance people and performance standards
•
Support staffing effort with strategic candidate
pools
•
Expand focus on employee development
•
Become a recognized leader in diversity
•
Continuously expand employee value
proposition
Performance Management at Yale
(M&P Positions)
6% Too New
15% No
Appraisal
6% Too New
79% “FOCUS”
Appraisal
41% No
Appraisal
53% “FOCUS”
Appraisal
Performance Management at Yale
Next Frontiers:
– Assure clear goals
– Control rating inflation
– Include other employee groups
Selection Critical to Both Performance
Potential and Development
SELECTION
DEVELOPMENT
Preliminary Strategic Priorities
II. Translate superior Yale talent into
superior performance
•
Build University-wide talent management
system
•
Evolve organization’s continuous improvement
tools (Performance Management, IDP’s, Climate
Survey, 360° Feedback)
•
Improve labor relations/labor relationships
•
Strengthen internal communications
Talent Management System
Components
• Forecast of future University talent needs
• Clear assessment of current talent
– Succession plans for key positions
– Assessment of performance/potential mix
• Plans to improve leadership depth
Continuous Improvement Tools
Tool
Performance Management
Individual Development Planning
Workplace Survey Process
Multi-source Feedback
Next Steps
Improve/Expand
Create
Institutionalize/
Drive follow-up
Create
Preliminary Strategic Priorities
III. Advance Value-Added of
HR/Administration
•
-
Innovate to enhance service excellence
Employee and manager self-service portals
Standardization, simplification, and
centralization
Employee Service Center (ESC)
•
Focus on HR/Administration organizational
development
•
Unify the Human Resources Community at Yale
HR Organizational Strategy
Idea Leadership
Tools, Processes,
Systems
Consulting
Strategic
Resource
Centers
Administrative
Excellence
Technology
Strategic Partnership
Change Leadership
Employee Relations
HR Generalists
Employee
Services
Employee
Transactions
HR Organizational Imperatives
• Clear strategy
• High level of prioritization
• Cross-boundary teamwork
• Openness to new ideas/innovation
• Learning culture
Historical View
• First Yale Workplace Survey conducted Fall 2004
and Spring 2005
• Total participation = 51%
• Goals
– Understand the drivers of engagement and
satisfaction
– Improve labor/management relations
– Help supervisors improve the efficiency and
effectiveness of work in their units
– Improve the training curriculum of the University
– Inform and prioritize key organizational
development initiatives
– Help the HR function optimize the programs,
policies and procedures of Yale
Current 2008 Plans
• Second Yale Workplace Survey conducted
November 17 – 30, 2008
• Target population: 9000+ staff
• Target Audiences: CT, SM, MP and FAC within the
School of Drama
• Goals
– Discover what workplace issues for improvement
are most important to staff members.
– Understand the drivers of engagement and
satisfaction
– Increase survey participation to at least 75%.
– Develop and implement institutional and
departmental action plans
Outreach & Marketing
• E-mail Communication Series
– President Levin, University Officers, Department
leaders
• Paper Survey Distribution
– Attend Local 35 staff meetings (70+)
– Survey Pick-up/Drop-off boxes around the
campus (30)
• Print Materials
– Flyers , Posters, Lobby Posters, Stickers,
Buttons, Pencils, Lollipops
• Publications/Articles
– Working at Yale, Yale BLU, Daily News, HR Town
Hall meeting
Date
Total
Responses
“Go Live”
Monday
Participation
Rate
1604
17.6%
Tues, Nov 18th
268
20.5%
Wed, Nov 19th
229
23%
Help us reach our goal of
75% or more.
2008 Planning Team
• Susan Abramson—Diversity,WorkLife & Childcare,
Assistant Project Lead
• Linda Clarke—HR Communications
• Jessica Hammatt—ODLC
• Gloria Hoda—ITS
• Shaun King—ODLC
• Phil Reinhardt—ITS
• Michelle Sandagata—ODLC
• Susan Smith-Kemp—ODLC
• Deborah Stanley-McAulay—Diversity and
Inclusion, Project Lead
• Linda Veronneau—ODLC
• A host of department partners across the
University
Diversity and Inclusion
• Debbie Stanley-McAulay has been
appointed the University’s Chief
Diversity Officer. She will be leading
the group as we move forward with our
diversity strategies
• Calvin Haney has joined the team as a
Diversity Coordinator
Diversity and Inclusion, continued
A focus over the past 6 months has been on
relationships with employee affinity groups
•Meetings held in August/September with Asian,
LGBTQ and Latino Employee Groups to reconnect/re-energize them and their linkage to
diversity strategies
•November 1 launch of the Diversity & Inclusion
website
•Launch of Affinity Groups websites in second week
of November
Diversity and Inclusion, continued
Recent/Upcoming planned events with
affinity groups
•August 12—YAAA Financial Planning Guest Speaker
•Oct 23—YAAA NASA Astronaut—William Readdy
•Nov 11—Celebrate Latino Heritage Gathering
•Dec 11—Latino Holiday Celebration
•Asian Employee event December or February to
coincide with Chinese New Year
Diversity and Inclusion, continued
Recent/Upcoming planned events with
affinity groups, continued
•YAAA third annual event
•LGBTQ guest speaker in January
•Work to assist Affinity Groups with “Welcoming
Committee”. Latino Group formed “Welcoming
Committee”, LGBTQ has agreed to do the same.
HRIS has committed to assist with data on new
employees
Diversity and Inclusion, continued
Additional work underway
• Collaboration with HR Staffing on recruitment
outreach at Black and Hispanic MBA Conference
• Completed Faculty/Staff/Student Diversity
Awareness Survey for School of Drama
• Collaborating with Procurement on
strengthening Supplier Diversity
• Plans for Diversity Learning Series similar to
short educational programming offered through
Work Life Series
• Managing at Yale diversity education and
broader diversity education
Yale Next
• Yale Next is the culmination of several key
projects (e.g. ISAP, TSRA) over the past year
focused on identifying system and process
improvements to core business services such as
Human Resources, Finance and Information
Technology.
• Recommendations from these projects were
made from the Finance & Administrative (F&A)
leadership to the University’s Officers and the
Yale Corporation.
Yale Next, continued
• Upon approval of these recommendations, the
result of these efforts is a strategic program that
focuses on the redesign and integration of Yale’s
core business processes and systems to help the
University achieve its goal of becoming a worldclass enterprise.
Yale Next is designed to be achieved
through a collaborative team approach
using Yale staff and Accenture Consulting.
HR Recommendations
• Based on the key findings and benchmark results, the
assessment team provided the following
recommendations for Yale HR.
General Recommendations
•Implement a ‘one-stop-shop’ HR Service Center (enabled by case
and knowledge management technology) to provide consistent service
for common HR inquiries
•Redesign HR structure to efficiently conduct transactions and
remove hand-offs and added complexity
•Leverage current and future investments in Oracle applications and
enabling technologies (e.g., Portal, Knowledge Management)
Time and Attendance
•Upgrade University-wide time and attendance platform to Kronos
with accruals and leave management functionality to eliminate manual
entry and standardize process
•Consolidate bi-weekly payroll frequency into weekly frequency with the
opportunity to consolidate semi-monthly and monthly
•Leverage third -party vendors to enhance payroll process
HR Recommendations, continued
Total Rewards (Benefits, Pension, Compensation)
•Enhance employee self-service functionality
•Implement electronic interfaces to all third-party benefit providers
•Leverage third-party vendors to enhance benefits process
•Leverage third-party vendor for pension calculations to eliminate
manual entry and ensure greater accuracy
•Implement compensation functionality in core Oracle to include rules for
all components of pay including merit and promotion increases, and
lump sum adjustments, eliminating current reliance on BMS Merit
Employee Data Management and Reporting
•Fully leverage a secure Oracle e-Business system for employee data
management and HR transaction processing activities, eliminating
reliance of confidential payroll and BMS (e.g., Compensation
Workbench, Manager Self-Service, Employee Self-Service functionality)
•Leverage workflow features in Oracle to facilitate school/departmentlevel approvals and eliminate paper based handoffs
•Implement employee certifications and performance plan tracking
in Oracle
HR Recommendations, continued
Staffing Services
•Reduce manual processes through automated interfaces and
elimination of manual steps (e.g., job aggregators, pre-screening, I-9
verification, on-boarding paperwork)
•Clarify the role of the hiring manager in the staffing process
•Ensure accountability during the process and eliminate redundant
levels of approval
•Implement standard exit process to handle future projected volume
Integrated HR and University-wide
Talent Management Solutions – “Advanced HR”
•Implement a learning management system
•Realize a single performance management capability supported by
integrated technology
•Leverage the future business intelligence/analytics solution
Our Yale Next Team
Teams and roles vary by initiative and phasing
Human Resources
(Mike Peel)
Nancy Creel-Gross
David Metnick
HR Services Center
Jaci-Beth Ward
Julie Kimball
Tanu Mane (ACN)

Core Team: Nancy Creel-Gross, David Metnick,
Meg Dimel, Leslie Cawley, Jennifer Jaramillo, Tanu
Mane, Kyle Fisher, Sheila Millea, Helen Melanidis,
Crystal Gooding, Katrina Sikorski, Beth Anderson,
Judy Offutt, Jaci Beth Ward, Kathy Scasino and
Julie Kimball

Extended Team: Michelle Chipello, Armand
Joncas, Pam Miller, Sonia Santana, Donna
Caporale-Colon, Jessica Hammett, Kate Reynolds,
LaShanda Williams, Linda Clarke, Alice White,IT
Help desk, HR Generalists, Payroll Staff, Benefits
Staff, HRIS and Transaction Center Staff

Advisors—as needed: Christine
Pedevillano(HRG), HR Leadership Team (e.g.,
Hugh Penney, Chuck Paul), HR Community and
Business Operations and all of you!
Benefits & Payroll
Initiative
Julie Kimball
Leslie Cawley
Beth Anderson
Judy Offutt
Meg Dimel (ACN)
Value We Plan to Deliver
The defined HR objectives are derived from the program benefits, and have
design implications for HR.
HR OBJECTIVES
Highly
Responsive,
Customer
Centric
Service
Process
Improvement
Reduced
Compliance
Risk
Increased
“Capacity” for
Future Growth
or Cost
Reduction
Standardize HR processes to achieve greater
efficiency
Align work so HR services are delivered by the right
people with the right skills to address the
University’s needs
Leverage current and future investments in Oracle
applications and enabling technologies to support the
University’s business operations
Improve the consistency, integration, and utilization
of HR knowledge and services (including technology
and tools)
Increase the quality and client focus of HR services
Position the HR function to support future growth
Establish a performance driven culture and
continuous improvement program for HR
Improved HR Service Delivery
To successfully improve HR service delivery, we are making a comprehensive
change in HR roles and processes.
Strategy
HR Program,
Design &
Delivery
Developing, delivering
and using HR solutions
and services that have
a productive impact on
the workforce and the
organization.
Effectiveness
HR Generalists
(Strategic Partners)
• Link to school/department
needs
• Accountability for HR issues
• Assure the delivery of HR
solutions to the business
(Local HR Delivery)
Client Groups
Transactions &
Administration
Efficiency
Reducing the resource
demands and time
required to develop,
deliver and use key HR
products, services and
processes.
•
•
•
•
•
•
Applicants
Employees
Staff
Faculty
Managers
Retirees
Centers of Expertise
(Architects)
• Expert knowledge -based
solutions provider
• Process and policy
designer/ guardian
• Maximize knowledge assets
sharing
HR Shared Services
• Transactional and high
volume activities
• Inquiries
• Services delivery
Preliminary Service Delivery Model
(SDM)
•Yale’s End State HR Service Delivery Model - Illustrative
Escalation Model
Tier 0
Self Service
Tier 2
Transaction
Processing
Teams
Tier 1
HR Service
Center
Tier 3
Center of
Expertise and
HR Generalists
Applicants
Employees
Staff
100 Inquiries
66*
Transaction Processing
<1*
5*
Strategic Contribution
28*
Faculty
Managers
Technical
Infrastructure & Applications
Retirees
•
•
•
•
Oracle
ACD
Portal
IVR
•
•
•
•
Knowledge Mgmt
Case Mgmt
Vendor Interfaces
Tech. Architecture
HR Workstream—Scope
HR Workstream Roadmap
Calendar Year
2008
2009
2010
FY2009
Fiscal Year
Q2
Q3
HR Service Center
2011
FY2010
Q4
Q1
Q2
Recruiting Simplification
Q3
FY2011
Q4
Employee Life Cycle Service Delivery
Enhanced Benefits Administration
Human Resources
Consolidated/Enhanced Payroll
University-Wide Time Capture
Q1
Labor Distribution
Q2
Q3
Q4
Q1
Q2
Q3
HR Workstream—Scope, continued
Initiative
HR Service Center Phase 1
2008
2009-2013
• Design and build a one-stop-shop HR Service
Center where employees can receive up-todate, consistent information for Benefits,
Employee Data Management, and Payroll
• Develop enabling technologies (Nortel Call
Tracking, HP Service Manager, SharePoint)
that facilitate better customer service, provide
consistent information, track performance
management, and facilitate continuous
improvement
• Launch HR Service Center in April 2009
University-wide Time
Capture/Labor Distribution
• Capture requirements for time & attendance
system
• Implement Yale-wide time & attendance system (Kronos)
in October 2009
Enhanced Benefits Administration
• Capture requirements for third party selection
and systems enhancements
• Conduct planning and analysis of benefits,
payroll and pension third party administration
• Conduct planning and analysis of payroll
consolidation
• Implement identified initiatives in 2009/2010
Recruiting Simplification
• N/A
• Implement identified initiatives in 2010
• Enhance Brass Ring functionality
Employee Life Cycle Service
Delivery
• N/A
• Redesign HR structure to efficiently conduct transactions
and remove hand-offs and added complexity
• Centralize/streamline HR policy, process, and reporting
• Leverage core ERP to minimize manual work and
implement new modules (Compensation Workbench,
Manager and Employee Self-Service) and advanced portal
technologies
Advanced HR Capabilities
• N/A
• Enhance HR Centers of Expertise and HR Strategic
Partners
• Implement Oracle/Best of Breed systems for Learning
Management, Performance Management, and HR
Intelligence/Analytics
Consolidated/Enhanced Payroll
• Launch Initial Portal Technology and Services
• Additional phases to be included, if needed
• Enhance Oracle functionality
Upcoming Major Milestone—
HR Service Center (April 2009)
Current: Employees go to numerous HR resources to gather information on basic HR
inquiries and receive varying responses.
Desired Outcomes: A one-stop-shop Yale HR Service Center, where employees can
receive up-to-date, consistent information.
Current: HR information is stored within multiple organizations throughout the University,
and can often result in multiple interpretations of policy and procedure.
Desired Outcomes: HR knowledge will be managed in a single Knowledge Management
System that will be regularly updated based on policy changes, procedure changes, and
major events.
Current: Inconsistent information, lack of clarity on who/where to call, and time wasted in
finding the right data can result in employee/manager frustration.
Desired Outcomes: Increase employee satisfaction through improved service and case
management from HRCC technology.
Current: Culture requires HR teams/representatives to be in local departments and
schools.
Desired Outcomes: Shift high transaction activity to HRCC and support local HR
Strategic Partners to provide insight and direction specific to the department/school.
The Managing at Yale Project Team
David Caruso
Nancy Creel-Gross
Meredith Fahey
Anna Maria Hummerstone
Robyn Lisone
Deb Love
Maggie McDonnell
Duane Mellor
Sheila Millea
Kate Reynolds
Sheila Sautter
Jane Savage
Ernie Scrivani
Debbie Stanley-McAulay
Diane Turner
Kathleen Valera
Brian Wingate
What’s Changed?
• Managing at Yale Spectrum
• Interview Guides
• 360 Multi-rater Feedback Instrument
• 2 New Proposed Mandatory Training
Programs
− Managing at Yale Foundational Program
− Advanced Leader Program
• Leadership Expectations
What’s New?
Leadership Expectations
• Demonstrate Integrity and Character
• Develop High Performing Organizations
• Lead Innovation and Positive Change
• Achieve Outstanding Results
What’s Postponed?
• Rewards and Recognition
• New Manager Mentoring
• Performance Standards
What Do We Not Know?
• Total Managing at Yale Spectrum
• Final Leadership Expectations Model
• Names, Agendas and Audience of Initial
Training Programs
• Future Training Programs
• Other Manager Resources
221 Whitney Update—What We
Know
• Renovation has started on 221. The Best
Practices, ODLC and Organizational
Effectiveness staff have moved to 175 Whitney
• Human Resources, Best Practices, Parking and
Payroll will be located in the facility
• We’ll have a newly refurbished and redesigned
training center on the lower level
• The first floor has been designed to be a public
and welcoming space for visitors where service
is readily available.
• The upper floors are essentially private areas
for the departments with huddle, hoteling and
conference spaces for use by these groups.
221 Whitney Update—What We
Know, continued . . .
• The design of these upper floors will be primarily
80% workstations and 20 % offices
• The workstations will be a mixture of noncollaborative/collaborative and will be very
similar to the model displayed this summer at
221 Whitney and the workstations at Building
25.
• Workstations will have clear glass, except for the
workstations along the hallway/corridor which
will have frosted glass for more privacy
• Public phones will be available on the first floor
• There will be plenty of visitor parking
221 Whitney Update—What We
Don’t Know
• Final design/layout of services on the first floor
• Final design of the food services on the first
floor.
• Additional work is needed on equipment design
and location for the huddle rooms, conference
rooms, document management
• Final structure and stacking of the departments
on the various floors
• Staff have not been assigned to workstations
and offices.
• Staff parking TBD
• ID Center transferring to 221 Whitney
• ATM machine
• Definite move date: End of April/beginning of
May?
Upcoming HR Events
• Annual Benefits Enrollment closed on November
16th and results are available in early December
• Workplace survey closes on November 30th
• FSA enrollment ends on December 31st
• Pension redesign changes are underway for July
2009
• Yale Next (ISAP) design and build phase
(January 2009)
• Our Human Resources and Administration
holiday party is on Monday, December 15,
5:00pm–8:00pm, at the Peabody Museum
• Recess begins on December 24!
The New HR Calendar
• Centralized location for key HR events and initiatives
• Easily accessible through Outlook
• Maintained by the HR Internal Communications Team
Questions and Answers
Thank you!