welcome to the hr liaison network fall meeting
TRANSCRIPT
WELCOME TO THE HR LIAISON NETWORK FALL MEETING
Human Resources & Organizational EffectivenessOctober 28, 2021
Welcome Remarks Damon Slaydon Interim Vice PresidentDivision of Human Resources and Organizational Effectiveness
TOTAL REWARDS UPDATES
Elizabeth SchwartzDirector, Total Rewards
TOPICS• Benefits Updates
– Retirement Process – Waiting Period Reimbursement Program
• Compensation Updates– Supplemental Compensation & Dual Employment
• Staffing Updates
Benefits: Retirement ProcessChallenges:• Increased volume of retiring employees• Increased interest in personal appointments• More Medicare-eligible retirements• Staffing limitations
Benefits: Retirement ProcessOur response:• New Assistant Director Karen Hentschel
– Plans for cross-training and addressing customer needs– Better internal tracking in shared servers– Dividing processing between those under 65 and those Medicare-
eligible• Two special informational sessions for HR Liaisons to educate
about the process for employees (over 100 attendees)• Special Faculty session on Medicare with over 100 attendees
Benefits: Retirement Process• New Link for employees ready to retire: https://employees.tamu.edu/benefits/retirement/
Benefits: Waiting Period Reimbursement Program
• Challenges:– Process remains manual
• HROE Benefits, Payroll, Workday, Departments– Transition to departmental non-state account numbers– Fall 2021 volume of new hires
• Retroactive catch-ups still occurring
Benefits: Waiting Period Reimbursement Program
Our response:• Working with Workday on alternative process that is less
manual– Considered use of allowances but encumbrances are a
challenge• Process for identifying a single account per adloc –
coming soon• Better resources for conveying how it works to employees
Compensation: Supplemental Compensation & Dual Employment• SAP revision released June 2021
– Long-awaited revision to provide guidance related to allowable payments
– Workday changed the process– HROE has taken time to study what is happening and
implications of various practices– Compliance issues – hourly employees/overtime issues,
independent contractor, research time and effort
Compensation: Supplemental Compensation & Dual Employment• New resources on HROE website September 2021• Considering information session to address your
questions– Send questions/topics to [email protected]
Staffing Updates:• New staff members• Other changes
1. Retirement Process – submit your questions/feedback about it to [email protected] for consideration
2. Waiting Period Reimbursement – establish a single, non-state account if you don’t already have it
3. Supplemental Comp – Read the SAP and learn it if it applies to you
– Submit your questions to [email protected] or [email protected]
FINAL THOUGHTS
HROE CORE VALUES:Respect | Excellence | Leadership | Loyalty | Integrity | Selfless Service | Diversity & Inclusion
Elizabeth SchwartzDirector, Total Rewards
employees.tamu.edu
COVID-19 TESTING COMPLIANCE
Andrew BarnaDirector, Employee Relations
TALENT MANAGEMENT UPDATES
Scott BauerDirector, Talent Management
Recruiting• Upcoming Training - 2113628: HR Liaison:
Position Descriptions and Hiring Procedures– DATE: November 4– Register in TrainTraq
• Recruiting and Selection – https://employees.tamu.edu/talent-management/recruiting-
selection/index.html
Recruiting• Reference Check
– https://employees.tamu.edu/talent-management/recruiting-selection/checking-references.html
• Hire a New Employee– https://employees.tamu.edu/talent-management/recruiting-
selection/hire-new-employee.html
Recruiting• Recruiting Business Process
– https://employees.tamu.edu/talent-management/recruiting-selection/processes.html
Form I-9• Form I-9 – Employment Eligibility Verification
– https://employees.tamu.edu/talent-management/i-9/index.html
• Form I-9 Contact Form– https://apps.tamuds.tamu.edu/secure-upload/hr/talent-
management/i9-contact
Form I-9• Form I-9 – Quick Tip Guide
– https://employees.tamu.edu/talent-management/_media/documents/Form-I-9-Quick-Tips-Chart-1.1.pdf
STATUS OF FUTURE DIRECTION OF EMPLOYEE DEVELOPMENT
Tara GrayDirector, Organization Development
Agenda• Reminder of HROE’s
Overall Future Direction for employee and leadership development
• Progress Thus Far• Next Steps
KEY POINTS• Albeit slower than planned,
making progress• High quality and impact thus far• Upcoming launch and
enrollment events
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Improving Transforming how we develop Texas A&M University employees
Current State
Key Themes of the Needs AssessmentWhile there were many themes, the top themes were…
Better prepare supervisors,
managers, and leaders to be supervisors,
managers, andleaders
Better Workday training and learning &
support materials
Specific competencies
(e.g., self-awareness, adapting style, conflict,
budgeting, project management, change
management)
Development and consistent development of
similar functional roles versus sink or swim/ trial & error
Specific development
activities (e.g., 360 feedback;
coaching for supervisors, managers, and
leaders)
Longer-term outlook and progressive development
Longer duration, more fit for purpose,
and more integrated on-boarding / orientation
with functional development and
colleges / divisions
Working, networking, and learning with others
across the university, especially those in
supervisory / manager roles and similar functional roles in
different colleges and divisions
Future Direction
Our Future DirectionAlign the university’s competency development with recommended and benchmark practices in the Learning and Organization Development fieldMore focused on a holistic, systems thinking approach with:
• Programs and services aligned to key functions and roles of the University
• Longer-term outlook and progressive development (leadership and functional)
• Helping people learn, practice, and easily access and reference what they need to know and do for their job
• Expanding Learning Technology (eLearning), Evaluation, and Organization Development efforts
Benchmark Practices
Content and programs are availableNo clear development process or link to career pathProcess is driven by employees (figure out on their own)
Core competencies used campus-wideWell-defined development curriculum and pathFocused on developing individuals as leaders
Championed and lived by executivesIntegrated with talent management systemsIntentionally connecting organizational culture and developmentFuture-focusedHolistic approach to developing the organization
Need to move closer to the right
Adapted from Bersin & Associates Enterprise Learning Framework and High Impact Learning Maturity Model®
Benchmark Practices
IncidentalSomeone “trains” people on howto do their jobTypically informal, unstructured, and developed by groups to fill a gap unfilled by L&OD
L&OD ExcellenceSmall group of L&OD who deliver formal “training” programs, tools, etc.Standardized ISD, media, tools, assessments, etc.
Talent & Performance ImprovementLearning aligned and organized by functional roleLearning integrated into workforce planning and career progression
Competency DevelopmentL&OD function looks at organization competency and capability as a whole – what is needed to help improve performance at the individual and organization level
Adapted from Bersin & Associates Enterprise Learning Framework and High Impact Learning Maturity Model®
Need to move closer to the right
Competency-based and Progressive DevelopmentDevelopment based on:• Competencies, or what one needs to know and do, for key functional roles across the University• Progression of development versus “one and done”
At some point (usually between Fundamental & Skilled), one may ask:• Continue developing functional / technical competencies and be a functional / technical expert?
-OR -
• Move into Management / Administration?
Fundamental Application
Applying in small group or working w/ more experienced in
larger group
Skilled Application
Proficient and Autonomous / Leading Others
in role / function
Mastery
Sought out by others within and outside University
Awareness
Brand new to role / University
Leading Self
Everyone
Leading Others Formal or
Informal sup
Leading the
FunctionDirectors,
Department Heads, Asst
Deans
Leading the Org
Technical / Functional Competency Progression
Leadership Competency Development Progression
Leadership Development
Progressive, Competency-based Leadership Development
Values Descriptors
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Functional Competency-based Development
Competency Map (CMap)Getting VERY clear about what people are expected to know and do via core competencies and competency descriptors across four levels for key functional roles
Integrate With
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• Job Titles
• Job Descriptions
• Selection
• Compensation
• Performance
• Career Development
CMap is a precursor
Status
FY20- 21
FY22
FY23
Develop and Pilot:- Leading Self- Functional Dev – HR Liaisons- Commence Leading the
Function, specifically develop and pilot capstone simulation
Run:- Leading Others- Workday for HR Liaisons- Website- Evaluation
Overall Shaping Plan
Develop and Pilot:- Other Leading the Function
program components- Functional Development -
Academic Advisors- New Employee Orientation /
Onboarding experience
Implement:- Leading Self- Functional Dev for HR Liaisons
Run:- Leading Others- Website- Evaluation
Develop and Pilot:- Functional Development –
Business- OD practice and line of service- Employee
Engagement/Experience- Performance Management- Supervisor / Manager network
conference
Implement:- Leading the Function- Functional Dev – Academic
Advisors- New Employee Orientation /
Onboarding experience
Run:- Leading Others- Leading Self - Functional Dev for HR Liaisons
FY19Form Decision Review BoardDefine Values across Leader LevelsDevelop and Pilot:- Leading Others- Workday
Implement:- Leading Others- Workday for HR Liaisons
Website and Evaluation
Nomination call in AUGUST
for next cohort –Spring 22
Evaluation to Validate We Are Meeting NeedsFramed around:• Progress• Quality• Impact
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Progress toward business plan targetsMeet project timelines, # of planned events and participants, # of planned OD engagements, etc.
Quality of OD products, services, and projectsRelevant and meaningful content, aligned with business needs, effective delivery, etc.
Overall value and impact of OD on the businessImproved competencies, application of learning, achieved results, enabling Texas A&M’s mission, vision, values, and expected behaviors
Progress Quality Impact
Quality and Impact
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Concrete Impact Back on Job
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Per Supervisors• Majority of participants’ supervisors indicate participants are delegating more work,
providing specific expectations, and coaching to improve performance. • The top response from supervisors indicate less conflict between the participant and their
team. This is particularly noteworthy as conflict, complaints, and uncomfortable work environments were cited during the needs assessment done in 2018 as a resulting condition of those in supervisory roles not being prepared for the role.
Per Participants• Majority of participants indicate they are more comfortable with and better at addressing and
working through conflict, have improved communication with employees, regular coaching with employees they supervise to enable development, meeting expectations, etc.
Concrete Impact Back on Job (Continued)
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Some noteworthy business impact cases involve application of People Management & Development, Team Development, and unanticipated application of Project & Change Management. For example:• One of the participants stated, “Although I thought Project & Change Management had interesting
content, I was not sure how I would be able to use it in my current position. However, I have been named as a Co-Chair and asked to lead a highly visible project within my division that will involve stakeholders from all over the [broader University] System.” They explained how they used Project & Change Management practices and tools; and, although still in progress, they are receiving positive feedback on their approach to the project, which is enabling more clarity in scope, efficient stakeholder alignment, decision making, and speed at which the project is progressing.
• Another participant indicated their team recently increased from 3 to 5 people. They applied delegation concepts and tools covered during People Management & Development and Team Development; and, the 2 new people were productive faster and with less conflict than the last new person.
• Another indicated they used what was learned in People Management & Development and Team Development to “…redefine and reallocate work based on competency. This effort resulted in more ownership and faster completion.”
Learning Journey – Leading Self • Blended with less in person• Modularized by competency• In a path, yet flexible to complete based on competency need
and/or schedule
Badges and Certificate
Leadership Development
LEADING SELF
Badges and Certificate
Functional Development
HR LIAISONS
Post-pilot Reviews and Revisions
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Competency Working Group / Other SME
Ethics, Employment Law, et al.
Rita BowdenLaura DohnalikMelanie UptonTara Hunter
Jovanna GuillenEvelyn CastanedaLaura KrajcaJacque Jillson
Position Management
Michelle SteedlyEvelyn CastanedaLaura DohnalikMelanie Upton
Tara HunterJovanna GuillenEvelyn CastanedaLaura KrajcaMelissa Blake
Compensation & Pay Functions
Dawn SuehsMelanie UptonLaura DohnalikTara HunterJovanna Guillen
Liz GalvanEvelyn CastanedaLaura KrajcaAmber CervantezKim Johnson
Recruiting, Hiring, Onboarding
Rita BowdenCarmen GarciaMelanie Upton
Laura DohnalikTara HunterBrooke Fletcher
Time Off, Leave, & Benefits
Karol PatrickKaren HentschelTara HunterJulia Owens
Laura DohnalikMelanie UptonTapati PalJacque Jillson
Employee Relations & Separation
Andy BarnaKelly PeckTracey WilliamsNoble DouglassCarmen Garcia (Performance)June Vieira (Performance)
Tara HunterJovanna GuillenMelanie UptonLaura DohnalikJacque Jillson
Later Phase Decisions• What is passing score -- Block 1, Block 2, Capstone• What happens if person does not pass?
• Will people be allowed to retake? If so, how many times?• Should it be tied to Workday Security and Liaison Network? (perhaps, if don’t complete
in certain period of time or make certain “grade” versus don’t have access until “pass”)
• Will there be grandfathering? If so, what is criteria? What about pilot participants?
• What about creating HR job titles, job descriptions, and career ladder?• What if people still doing poor behaviors after education? Should there be
consequences? If so, what and who should manage?
Other
Leadership coaching
Curriculum to develop Leading
the Function competencies
Supervisor / Manager Network
Conference
Assessments
Capstone Simulation
High Level Design
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Dec 6 – 10SCAN
for Sign Up Form
OrgDev.tamu.edu [email protected]
A Village
• Beyond a great OD team, a village of volunteers have been with us on this transformational journey to help make sure we are headed in the right direction…
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Volunteers Thus FarMelissa Easley (Admissions)
Damon Slaydon (College of Engineering and TEES)
David Brown (UES)
John McCall (Assoc VP and Controller)
Brandy Kosh (Exec Dir, Academic Affairs)
Brynn Fitzpatrick Pinto (College of Liberal Arts)
Belinda Hale (Asst Dean, Vet Med)
Debbie Thomas (Dean, College of Geosciences)
Alicia Dorsey ((Asst Provost, Office of Institutional Effectiveness and Evaluation)
Annette Shenkir (Assoc VP, Research)
John O’Neill (Asst Dean, HSC Public Health
Sharon Gibson-Mainka (Manager, TAMU IT)
Values and Leading OthersDeborah Wright (Assoc VP, Finance)Tom Owen (Research)Peggy Zapalac (Assoc VP, Univ Risk & Compliance)Kelley Ervin (Transportation)Darla Guerra (Transportation)Suprena Bennett (College of Ed)Jia Wang (College of Ed)Jared Scoggins (College of Engineering)Jingqiu Ren (Academic Affairs)Brandi Plunkett (Mays Center for Exec Dev)Cody Holland (College of Vet Med)Eric Bowman (A&M Foundation)Roger Martinez (Provost Office)Kim Zemanek (HSC)Stacy Overby (TTI)
Decision Review Board (DRB) Working Group / Functional SME
Workday for HR LiaisonsJoe Corn (Payroll)Crystal King (Science)Lauren Milano (Vet Med)Renee Weidemann (Research)Megan Hoelscher (Transportation)Brooklyn Smith (Psychology)Rita Bowden (HROE)Evelyn Castaneda (HROE)Mary Schubert (HROE)
Laura Dohnalik (HROE)
Melanie Upton (HROE)
Scott Bauer (HROE)
Judy Kurtz (HROE)
Leading the Functional Sim
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Interviewees Steering CommitteeWorking Group
Provost FierkePresident YoungDr. Jerry StrawserDr. Michael StephensonDr. Jeff RisingerDr. Blanca LupianiDamon SlaydonDr. Debbie ThomasDr. Mark BarteauDr. Kevin McGinnisMichael O’Quinn
Dr. Danny PughDr. Robin Means ColemanDr. Michael BenedictGreg HartmanCol. FossumJoe Pettibon Amy SmithDr. CJ WoodsShane HinckleyAndy MorrissGen. Joe RamirezRoss Bjork
John McCallAnnette ShenkirSharon Mainka-GibsonJohn O’NeillPeggy ZapalacBrandy KoshBelinda HaleDr. Heather WilkinsonDr. Darby RobertsDr. Fred NafukhoDr. Adam Barry
Dr. WeicholdDr. LouchouarnDr. Jerry StrawserDr. Jeff Risinger
Through 2020:Provost Fierke Dr. Michael Benedict
Pilot Participants
Functional Dev for HR LiaisonsRyann Howe (Architecture)Shauna Ramos (Architecture)Whitney Wine (Athletics)Noeline Gunasekara (Education)Chelsea Franks (Engineering / TEES)LaTasha Phillips (Geosciences)Dalaiah Eiland (Liberal Arts)Roxanne Moody (Liberal Arts)Kim Syptak (Mays)Jessica Beck-Guerrero (Research)Allisson Zavodny (Transportation)Brooke Fletcher (AABS)Elizabeth Galvan (AABS)Elizabeth Galvan (AABS)Jan Shaw (AABS)Jillian Caruso (AABS)Julia Owens (AABS)Maegan Puga (AABS)Mason Veach (AABS)Nereida Ramirez (AABS)Paul Castilleja (AABS)Melanie Upton (HROE)Nikki Cavender (HROE)
Leading SelfAngela Ann Sanchez (Academic Affairs)Kristen Ebner (Education)Tyler Phillips (Enrollment & Acad Svcs)Sarah Boreen (HROE)Abigail Roy (HROE)Donna Thomas (HROE)Carl Ivey (IT)Michael Phillips (IT)Kim Reverman (IT)Mona Somers (Research)Jill Stickler (Student Affairs)Michelle Parker (Engineering / TEES)Allie Prejean (Engineering / TEES)John Pettit (Engineering / TEES)Orion Hicks (Medicine)Ian Clauss (Transportation)Eric Irwin (Transportation)Joshua Thuma (Transportation)Brandon Wavra (Transportation)Silvia Campos (TTI)Randy Goodson (TTI)
Chelsie Bozarth (Vet Med)
Leah Ramirez (Vet Med)
Lori Reismeier (Vet Med)
Shirley Chauvin (TTI)
Leading OthersRoger Martinez (Academic Affairs)Dawn Coleman-Glenn (Enrollment & Academic Services)Casey Ricketts (Education)Gene Harrison (HSC)Benny Holland (HSC)Slavojka Arezina (Libraries)Kristen K. Kubenka (IT)Michael D. Denison (IT)Cory Hearnsberger (IT)Tracy Persky (IT)Jeffrey Phillips (IT)Kim Williamson (Research)Paul Riley (Transportation)Les Williams (UES)Cody Holland (Vet Med)Sarah McLaughlin (Vet Med)Clint Wolf (HROE)Courtney Charanza (HROE)
Leading the Function Capstone SimRebecca Watts (Academic Affairs)Cari Tawney (Student Affairs)Delisa Falks (Enrollment & Academic Svcs)Andrew Klein (College of Geosciences)Jeff Sammons (Research)Violet Johnson (College of Liberal Arts)Jocelyn Widmer (Academic Affairs)Kristen Harrell (Student Affairs)Bill Taylor (Enrollment & Academic Svcs)Tracy Hammond (College of Engineering)Mario Rojo-Del-Busto (College of Medicine)Kristie Orr (Student Affairs)Regina Greenwood (Enrollment & Academic Svcs)David Cairns (College of Geosciences)Jessica Bourquin (Research)Tim Powers (Undergraduate Studies)Erica Ritter (Student Affairs)Angela Catlin (Enrollment & Academic Svcs)Ramesh Vemulapalli (College of Vet Med)Patrick Suermann (College of Architecture)Rosalie Nickles (Qatar)Scott Bauer (HROE)June Vieira (HROE)Brandy Kosh (AABS)Brandi Plunkett (Mays Exec Ed)John August (College of Vet Med)Heather Wilkinson (Dean of Faculties Office)Patrick Louchouarn (Provost & Dean of Faculties Office)
1. Albeit slower than planned, continuing to make progress
2. High quality and impact thus far3. Leading Self and Functional Dev for
HR launching4. Join us Dec 6 – 10 for ATD’s
Learning Week
FINAL THOUGHTS
SCANfor Sign Up Form
HROE CORE VALUES:Respect | Excellence | Leadership | Loyalty | Integrity | Selfless Service | Diversity & Inclusion
Tara D GrayDirector, Organization Development
employees.tamu.edu
HROE CORE VALUES:Respect | Excellence | Leadership | Loyalty | Integrity | Selfless Service | Diversity & Inclusion
THANK YOU!