CUPA-HR STRONG – TOGETHER!

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WHAT DOES IT MEAN TO BE A HIGHER ED HR LEADER?

How do you define HR leadership in higher education?

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WHAT DOES IT MEAN TO BE A HIGHER ED HR LEADER?

ANTICIPATE

How does leadership impact our strategic success?

Anchor: Leadership

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MISSION, STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

Our Mission: CUPA-HR is higher ed HR. We serve higher education by providing the knowledge, resources, advocacy and connections to achieve organizational and workforce excellence.

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STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

Create learning and development opportunities that help ensure present and future professional excellence and success.

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Proactively influence legislative and regulatory issues that impact higher education, human resources and the higher education workforce.

STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

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Identify emerging human resources and higher education trends and address their impact on the higher education workplace.

STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

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Embody a culture of excellence through diversity, inclusion and equitable practices in order to achieve excellence in higher education.

STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

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Engage CUPA-HR leaders and higher education human resources professionals in work related to CUPA-HR strategic priorities.

STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

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Deliver salary research, analysis and reporting resources that are the benchmark for higher education.

STRATEGIC PRIORITIES AND MULTI-YEAR PLANNING

REFLECT

Acknowledge success How does our leadership

play a key role?

How can we best document and track our continued success?

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ANTICIPATE

How does an emphasis on priorities lead to overall success?

How does an emphasis on multi-year planning make us stronger as leaders and as an association?

How does lifelong learning play a role in strategic priorities, leadership and achievements? 4

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CUPA-HR LEARNING FRAMEWORK

Builds a foundation for common HE HR language and practices

Encourages the highest standards of HE HR leadership and development

Is compatible with current HR practices Can be used on a broad scale –

individually, institutionally and association-wide

Association Member Development:Preparing Higher Ed HR Professionals to be Successful TODAY and TOMORROW.

Key Higher Education HR Professional Expertise & Knowledge:1. Understanding Higher

Education2. HR Operations (domestic &

international)3. Benefits4. Compensation5. Budget & Finance6. Recruitment7. Employee/Labor Relations8. Employee Development9. HR Data & Systems10. Risk Management,

Compliance & Public Policy11. Organizational

Development & Planning

CUPA-HR Learning Framework

Building & Developing Self & Others1. Self Awareness 2. Critical Thinking3. Relationship Management

• Conflict engagement• Facilitation skills• Consulting skills• Challenging established

practices• Constructive inquiry• Collaboration

4. Change Management5. Ethics6. Communication7. Cultural Competency8. Diversity, Equity & Inclusion9. Establishing Credibility and

Accountability10. Team Building11. Coaching12. Leadership13. Mentoring

Building & Developing Talent & Your Organization Management1. Identifying & Recruiting Talent

• Sourcing & recruiting• Workforce planning –

principles & models2. Mission-Driven Performance

Management• Aligning talent (the right

people on the bus & in the right seats)

• Aligning performance to mission, strategies, goals

• Measuring performance & outcomes

• Recognition, rewards, strategic retention

3. Employee & Leadership Development

• Career development• Continuous learning• Adaptive leadership

4. Cultural Architect & Steward• Inclusivity• “Employer of Choice”

mentality• Diversity &

internationalization of talent & talent pool

• Creating conditions that enable employees to perform at their very best

• Changing environment & nature of work

5. Professional Network

Accessing/Utilizing Knowledge, Information & Technology

1. Leading the way: The Higher Ed Business Model

• Metrics that matter to whom?

• Measuring the work & defining what success looks like

• Understanding demographics from your own institution

• Diversity & inclusion data • Building an HR model for

the future 2. Collaboration & Managing Key

Relationships• Working with constituents

—focus on them with data• Managing vendor

relationships• Asking the right questions

3. HR Transformation4. Process Reengineering & Practice

• Insourcing rather than outsourcing

• HR technology tools that will help leverage HR work

• Making the case for technology investment

• Social media/networking

CUPA-HR Mission

CUPA-HR Strategic Priorities

CUPA-HR Learning Framework to build HR expertise and professional competency.

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CUPA-HR LEARNING FRAMEWORK

Take a few minutes to review the framework. Then, jot down: Which competencies included in the

framework are most important for you? Pick 3 and also note which quadrant(s) these priorities are in.

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ALP GROUP ACTIVITY OUTCOMES

REFLECT

The Learning Framework: builds a foundation for common

HE HR language and practices; aids in immediately identifying

and prioritizing key goals that align with strategic priorities;

establishes direction for developing essential activities (national, regional, chapter, individual); and

aids in creating consistent dialogue for HE HR professionals

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ANTICIPATE

In Your Words: What is most important to

your work as a leader on campus?

How can CUPA-HR’s strategic priorities steer you into the direction you want to take?

In what way will the learning framework guide you?

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SUMMARY

Thanks from your CUPA-HR Board of Directors! http://www.cupahr.org/about/board.aspx