Strategic Framework

Mission

Vision

Values

Strategies

EVP for Administration

Strategic Framework

President's Three Questions - Division of Human Resources

1.      How do we in the course of our work at UNM, contribute to carrying out the mission and achieving the vision?

The Division of Human Resources contributes to UNM’s mission and vision by living our vision of providing a seamless, consistent, customer-focused, and quality-driven system of services, products, tools, and programs to ensure a competent, vibrant, and diverse workforce.  Our collaborative approach to assessing and addressing the needs of UNM allows the workforce to carry out the mission and achieve the vision of UNM.
2.      How can we most effectively demonstrate and live the UNM values?

The Division of Human Resources demonstrates and lives the UNM Values with ATTITUDE.

A ccountability - To all those we serve, to do what we say we will do and always follow through
 T eamwork - That insists that we collectively solve problems, leverage opportunities, and learn together to make UNM great
T rust - That inspires others to know that we will always treat them with the respect they deserve, as the individuals they are, and with the confidentiality that is their right
I nnovation - That challenges us to keep our minds wide open to diverse people, opinions, technologies and possibilities
T alent - That we devote ourselves to discovering, developing, and promoting
U nity - That establishes and maintains the kind of joyful yet challenging relationships with our colleagues and partners in the quest to build something greater than ourselves
D edication - To the vision, the mission, and all the people of UNM who work in service to both
E nergy - To support and care for each other's well-being along our performance excellence journey 
3.      How can we further align ourselves and our activities to move UNM from good to great?

Human Resources can help move UNM from good to great by ensuring efficient and effective processes and technology are in place to help units accomplish their business objectives; establishing metrics for UNM departments to empower managers to make better decisions; and ensuring UNM has a competitive and sustainable total compensation package.  Below are a list of priorities and goals to help move UNM towards greatness. 


Mission - Division of Human Resources

We exist to serve the people who serve the mission of the University of New Mexico.


Vision - Division of Human Resources
To provide a seamless, consistent, customer-focused, and quality-driven system of services, products, tools, and programs to ensure a competent, vibrant, healthy, and diverse workforce at the University of New Mexico.

Strategies - Division of Human Resources
Connectivity to Purpose

Support the UNM community with tools, services and resources

·         Promote communication within UNM through listservs, HR Symposia, Town Halls, and additional initiatives

·         Build a culture of health and wellness at UNM

·         Provide consistently good customer service by acting as role models and thinking like the customer

·         Assess tools and implement new systems (Banner, inProcess, NEO, Symposia) in response to University needs

Develop strategies for aligning varied goals/objectives/processes with UNM’s mission, vision and values

·         Quality initiative (HR ATTITUDE) aligns with UNM's mission, vision, and values

·         Support and enable Managers to maintain the UNM vision

·         Encourage campus-wide accountability

·         Provide standardization through streamlining and developing processes

Identify and remove barriers in:

       Policy

       Procedure

       Language

       Knowledge sharing

       Culture/diversity

·         Develop a better communication strategy both within UNM as a whole and within the HR department (viz., middle management, educational programs, etc.)

·         Develop a system for common knowledge sharing within departments

Recognize and promote excellence within UNM

·         Use positive reinforcement and rewards to boost morale both University-wide and within the HR department

·         Provide leadership development programs
Intercultural Competency

Strive to recruit a diverse workforce

·         Work with OEO for more effective recruitment and hiring

·         Promote a stronger presence of minorities in campus events (job fairs, etc.)

·         Maintain partnerships with rural areas and pueblos

Unite campus diversity into cohesive whole while still recognizing and supporting individuality

·         Offer NEO in Spanish

·         Provide professional development with intercultural emphasis- diversity training, ESL courses, etc.

·         Offer effective communication courses

·         Utilize new affirmative action training and promote affirmative action goals that support underrepresented groups

·         Translate major policies into Spanish
Synergistic Partnerships

Create partnerships that benefit the UNM community

·         Partner with a variety of vendors to provide benefits and wellness

·         Partner with core offices (faculty services, student employment, budgeting, etc.) on mutual initiatives

·         Collaborate with student employment to provide compensation advice

·         Maintain various community partnerships including the student chapter of SHRM

·         Create new and creative synergistic partnerships

·         Identify partners focused on student support
Student Centered Decision-making

Support those who support the students

·         Provide faculty support which results in better serving the students

·         Provide and promote staff/faculty wellness programs to model wellness for students

Strive to recruit and retain students as future employees

·         Employ students (as workstudies, interns, temporary employees, summer hires, etc.)

·         Assist student recruitment and help other departments to hire/keep student employees

·         Recognize that former students often become new faculty and staff

·         Provide avenues for students looking for employment in their specific degree field
Campus Vitality

Provide programs and support for the campus

·         Provide training to employees to increase efficiency

·         Provide career ladder opportunities which promotes enthusiasm to continue education

·         Provide benefits such as tuition remission and dependant education

·         Provide disability services

·         Provide educational programs (Staff as Students) and other resources to new employees (Campus Tour, Lobo Energy in NEO)

·         Provide wellness Mini-grants

·         Offer and support career development programs

·         Staff and maintain offices with driven, motivating individuals

·         Hire and develop a competent workforce to support specialties

Promote enthusiasm within the UNM community to provide excellent service

·         Support and reward employees through events such as the Pancake Breakfast, Staff Appreciation Week, and Service Awards

·         Research how other institutions provide high-satisfaction to employees
Innovative Research-to-Application Platforms

Strive to recruit and support an active research workforce

·         Attract students and faculty who are involved in research

·         Promote an attractive work/life balance

·         Facilitate hiring students to become the next researchers

·         Offer total compensation package

·         Use participants within the EHPP Program to support research

·         Develop better recruitment strategies including the use of PeopleAdmin

Mission-and Vision-Aligned Investments
  1. Ensure efficient and effective processes and technology to accomplish business objectives.
  2. Establish metrics for the University that align human resources strategy with University strategy to empower managers to make better decisions.
  3. Ensure a competitive and sustainable total compensation package.
  4. Implement new & revised policies to ensure compliance with university guidelines and state and federal laws.
  5. Assist our employees in preparing for retirement.
  6. Ensure that the University has a well-trained and competent workforce.
  7. Evaluate the organizational structure and management team of the Division of Human Resources.
  8. Enhance campus climate by maximizing the Division of Human Resources communications.


Environmental SWOT Analysis - Division of Human Resources
 
Internal Strengths Internal Weaknesses Opportunities Threats
 
  • Commitment to improving business practices
     
  • Constant focus on customer service and communication
     
  • Diversity of HR Staff
     
  • Increasing focus on technology to accomplish business objectives
     
  • Strong partnerships internally and campus wide
     
  • Human Resources expertise and cross-knowledge in the Division
     
  • Commitment to employee satisfaction, development, and wellness
  
  • Limited competitive opportunities to attract and retain expert staff
     
  • Campus culture that perpetuates a lack of trust
     
  • Inconsistent internal and external image
     
  • Limited skills assessment for changing environment
     
  • Lack of definition around roles, responsibilities, and resources
     
  • Lack of comfort with ambiguity/risk averse
     
  • Internal processes promote reactive tendency
  
  • Enhance technology integration to provide more useful data to drive business decisions
     
  • Empower decision-making at the lowest appropriate level
     
  • Modify business practices to become more proactive and strategic
     
  • Maximize communication efforts to consistently deliver information concisely and effectively
     
  • Identify an appropriate balance between compliance and flexibility
     
  • Become ambassadors for the University
  • Complete a comprehensive analysis of HR services
     
  • Integrate wellness/health promotion into core business strategies
  
  • Lack of management accountability at the University
     
  • Economic downturn
     
  • Increasing government regulation
     
  • Limited resources for expansion and growth
     
  • UNM does not address the pervasive culture of mistrust
     
  • Lack of tenure and continuity in executive positions
     
  • Lack of commitment to quality improvement and change

Priorities and Goals with Accountabilities, Milestones, Metrics and Tactics
Division of Human Resources
  1. Ensure efficient and effective processes and technology to accomplish business objectives.
    1. Implement the PeopleAdmin applicant tracking system to replace the current systems: eJOBS and eHIRE.
    2. Evaluate PeopleAdmin’s ability to replace JDE as a tool for creating and controlling staff and student position classifications.
    3. Develop communications and training for all applicants and Hiring Officials.
    4. Implement Open Enrollment using Banner Self-Service.
    5. Develop Workflow project plan for HR/Payroll.
    6. Implement inProcess Process Mapping.
    7. Develop an Electronic Document Scanning project plan and make a decision.
    8. Implement STT Kaplan Document Management.
    9. Work with Budget Office to evaluate and implement Position Management.

 

  1. Establish metrics for the University that align human resources strategy with University strategy to empower managers to make better decisions.

a.       Create a scorecard that compares and contrasts individual school or administrative center performance with the entire University profile.  Include measures of compensation, headcount, performance management, professional development, turnover, and other critical measures.

b.       Analyze workforce cost drivers to recommend cost containment strategies (worker’s compensation, unemployment, sick leave use, etc.). 

c.       Analyze and recommend changes to the Exit Interview Process.

 

  1. Ensure a competitive and sustainable total compensation package.

a.       Create a plan to self-fund employee health benefits in FY10.

b.       Create a RFP for health benefits for FY10.

c.       Create a series of Town Hall and educational forums for campus.

d.       Complete a survey on employee benefits.

e.       Evaluate the Long Term Care product.

f.        Establish a Strategic Compensation Planning Tool contract.

 

  1. Implement new & revised policies to ensure compliance with university guidelines and state and federal laws.

a.       Implement the newly redesigned catastrophic leave program.

b.       Implement a background check policy.

c.       Analyze existing policies for revisions or develop new policies to address pornography.

d.       Implement changes to the Tuition Remission and Dependent Education Programs to bring them into compliance with IRS regulations.  Evaluate both programs and implement non-regulatory changes.

e.       Analyze and recommend changes to the Performance Management Policy. 

f.        Analyze and recommend changes to the Impairment at Work Policy.

g.       Analyze and make recommendation on a new Drug Policy.

 

  1. Assist our employees in preparing for retirement.

a.       Implement recent revisions to the ERB Retirement plan.

b.       Develop an education program to assist employees in selecting between the ERB and alternative retirement plans.

c.       Develop education programs to assist employees in understanding 403b and 457b tax deferred annuity plans.  

 
  1. Ensure that the University has a well-trained and competent workforce.

a.       Redesign new employee orientation to ensure that new employees are socialized to the university environment and well informed of their benefits, rights, and responsibilities.

b.       Establish a leadership development program that aligns with University values.

c.       Evaluate a new performance management system.

d.       Develop or revise an HR Presents that incorporates HR policy changes and HR process changes resulting from the Banner implementation.

 

  1. Evaluate the organizational structure and management team of the Division of Human Resources.

a.       Fully staff the department including hiring an Associate Vice President.

b.       Evaluate and realign the division to support Institutional priorities.

 

  1. Enhance campus climate by maximizing the Division of Human Resources communications.

a.       Develop a calendar of events/reminders.

b.       Document a Communication Plan to include a constituent survey.

 

Monitor and measure progress  

 

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