Message from the Vice Chancellor:

The Future of HR in Higher Education 

 

2014 is starting off with a lot of what we all crave and dread in equal measure: change.  We have a new Mayor, and soon a new Chancellor.  The winter air is crisp with snowflakes, anticipation and uncertainty.  What does the future hold for our city and our University?

I don't think it is news to anyone at CUNY that higher education is in the midst of significant--even transformational--change.  A while back I attended a conference sponsored by TIAA-CREF on just that topic.  Some of the things discussed were the need for higher education institutions to improve productivity and reduce costs, to be more flexible in their curricula, delivery methods and calendaring, and to endeavor to meet the needs of an increasingly diverse and often economically challenged student population.  40% of undergraduate students throughout the USA are from low-income families, and that number is projected to increase.  And despite clear evidence of the long-term economic benefit of a college degree to those students, public opinion of the intrinsic value of higher education seems to be changing, and not for the better.  The perceived economic value of a college degree when weighed against heavy student loan debt is undoubtedly a factor.  But the biggest elephant in the room is the continuing difficulty new graduates encounter trying to enter the job market.  When they do find jobs, their wages are lower than college graduates could expect a decade ago.

At CUNY, we celebrate the fact that since 2003, we have added 1,582 full-time faculty, so that the total in 2013 stood at 7,355, an all-time high for the University.  But across the country the trend is different:  tenure-track faculty are slowly being replaced by part-time, fixed-term and adjunct faculty.  Star professors and experienced administrators are retiring, taking academic prestige and critical institutional knowledge with them.

For human resources, two major challenges and opportunities are and will continue to be evolving technology and the increasing importance of talent management.  Technology such as employee-self-service through web-based portals has the potential to significantly reduce or even eliminate some of HR's administrative work.  Technology also provides the vehicle for us to leverage information about our workforce; truly, the role that technology can play in helping us capture and manage workforce metrics is staggering.  Equipped with hard data, HR can know more, do more, make better-informed decisions, and be stronger strategic business partners with administrators.

Talent management, broadly defined, is an organization's ability to attract, recruit, retain, develop and motivate its workforce.  At the heart of talent management is the idea of the "valued employee":  an individual with critical skills such as IT expertise, or who is a high performer or "high potential" whose development is key to the organization's succession planning effort.  I myself believe that true employee engagement should be based on the notion that every employee is essentially an investor in the mission of the University.  Our challenge is not just to recruit and retain the best employees, but to help stimulate the maximum possible investment from all employees.

At the end of the day, HR is accountable for the quality of service, accuracy and speed of employee-related processing and transactions.  To that end, one of my Office's premier objectives has been to strive for flawless execution of employee transactions across the University.  We are in the process of consolidating and standardizing payroll practices, and have created a central onboarding website resource for new employees that we will be rolling out to the campuses.  Our goal is not just to improve customer service and accuracy, but to free campus HR staff from certain transactional processes so that they have more time to focus on talent management and partnering with administration.

So as we ponder the future of higher education, we also must consider the role of human resources in its evolution. To that end, my Office will sponsor a University-wide HR conference on June 18, 2014 entitled: "The Future of HR in Higher Education: Opportunities and Challenges."  Our keynote speaker is William J. Rothwell, Ph.D., a renowned expert on global human resources, organizational development, talent management and succession planning. We'll also cover other topics and trends such as data-driven decision-making; the impact of the Affordable Care Act on employee health benefits; recruiting and retaining minority faculty; and recent legal and legislative developments affecting both human resources and higher education.  More information about the conference is in the "Upcoming Events" section of this newsletter--I hope you will mark your calendar and join us for what promises to be a very informative and thought-provoking day.




Gloriana B. Waters
Vice Chancellor

In This Issue
Editor's Note
"Spring" Into Training With PDLM
Memorial Art Brown Award
Upcoming CUNY HR Events
Campuses Gather For "Trainers Forum"
Everybody Asks Raymond
Becoming a Diversity Ally
By The Numbers: TAM Usage
Hands Across CUNY HR
OHRM Names 2013 "Stars" and "Employee of the Year"

Editor's Note 


Welcome to the Winter 2014 issue of OHRM Insights!  We think we have included something for everyone, including a new column, By the Numbers, featuring CUNY workforce metrics and analysis.  In addition, for a hint of spring (which we all surely need), be sure to click on "Upcoming Events" to learn about our University-wide HR conference this coming June!

 

Eileen Hawkins, Editor

"Spring" into Professional Development Training with PDLM 


OHRM Office of Professional Development and Learning Management (PDLM) starts its 2014 training season off with a series of special learning opportunities for CUNY staff.

These courses have been selected to help CUNY employees in various job groups achieve expert knowledge in their professional development and increase their proficiency of office technology. Read More >>

OHRM Announces Memorial "Art Brown Award for HR Technology & Leadership"     


Arthur E. Brown, Jr., who passed away in 2013, was an innovative career HR professional who served CUNY as University Director of Personnel from 2002-2005, and as Director of the HCM CUNYfirst Functional Team from 2006-2008. Read More >>

Upcoming CUNY HR Events 


CUNY Diversity Reception
April 24, 2014

CUNY HR Conference:
The Future of HR in Higher Education:  Challenges and Opportunities
June 18, 2014

Click here for more information on these upcoming events. 

Campuses Gather for "Trainers Forum" 


Last November, OHRM's Office of Professional Development & Learning Management (PDLM) conducted the first-ever Trainers Forum, a day of learning and professional development for University employees who provide training for other employees on their campuses. Read More >>
Raymond F. O 'Brien
Everybody Asks Raymond

  About the Promotion Process for CLTs   

   

Q.    Are employees in the College Laboratory Technician series eligible for promotion like faculty?

A.    College Laboratory Technicians and Senior College Laboratory Technicians ("CLTs") are eligible for promotion, but the process for the promotion of CLTs is different from the process for promotion of faculty.

Q.    How is the process different?

A.    Members of the faculty are primarily evaluated for promotion based upon the criteria of teaching effectiveness, scholarship and professional growth, and service. These essential criteria do not change from Assistant Professor to Associate Professor to Professor although the faculty member's effectiveness under these criteria will have grown so as to justify a promotion to the higher title. This is not the case with CLTs. The job description for a senior CLT is different from that of a CLT and the job description for a Chief CLT is different from that of a Senior CLT. Thus, before there is a promotional opportunity for a CLT, there has to be a need for a Senior CLT and the Senior CLT position must be created or a vacancy must exist. Similarly, before there is a promotional opportunity for a Senior CLT, there has to be a need for a Chief CLT and the Chief CLT position must be created or a vacancy must exist.

Q.    Assuming a Senior CLT or a Chief CLT position is created, must an incumbent be promoted?

A.    No. The College could choose to conduct a search to fill the position, in which case the incumbent could choose to apply for the position. Read More >>

Jennifer S. Rubain
Diversity Briefs ... from the Office of Recruitment and Diversity
  Becoming a Diversity and Inclusion Ally

The City University of New York is unwavering in its commitment to the values of diversity and inclusion. However, for the University to meet its goals of creating a broadly diverse workforce of individuals who feel valued and appreciated for their talents and contributions, we need allies.

An ally is a person who stands up for another person or group. Allies recognize that inequality exists in the world and take active steps to eliminate it within their sphere of influence. Allies are unwilling to accept the status quo, so this may mean speaking up rather than staying on the sidelines. Also, allies are open to different perspectives that can be used to increase understanding in their unit and promote trust in the workplace. Allies are active participants in organizational change. Here are several examples of allies:

  • A male tells his coworkers that he's no longer interested in hearing jokes that are demeaning to women.
  • A manager warmly welcomes a new hire and expects the entire team to assist in her/his transition to the new unit.
  • A supervisor makes it clear that there's a zero tolerance policy for racial, religious or ethnic slurs.
  • A colleague encourages a person with an accent to volunteer to give a presentation.

Becoming an ally is not a '"one-size-fits-all" process because it varies with the needs and circumstances of the situation, and it also requires a healthy dose of honest self-reflection and humility. Becoming an ally is not about political correctness or being "nice." It's about our collective responsibility to help create an environment that brings out the best in all of us. Read More >>  

By the Numbers... 

  University Use of Talent Acquisition Management (TAM)

Since TAM was launched, we have been making incremental changes to improve the user experience for applicants and the University community.  In May 2013, CUNY implemented changes that provide Search Committees with on-line access to applicants' information, the ability to schedule interviews, and complete candidate evaluations through the system.  In addition, screening questions were created for Higher Education Officer series titles in a pilot program to streamline the applicant review process.

OHRM wanted to see how the University is utilizing TAM functionality, so we crunched some numbers about key usage.  We expect this data will be useful for benchmarking over time, so we will be able to measure the increasing usage of TAM University-wide and at the individual Colleges and Central Office.  
    
Summary of University Usage

From late May through the end of November 2013, the Colleges and the Central Office posted approximately 1,000 job openings.  Seventy-five percent of those openings had position numbers assigned.  Posting the positions through TAM lets the Budget Office see the job openings and plan for funding the positions.  Using TAM provides the colleges with an easy transition of new hire data into Workforce Administration.  In addition, Search Committee members had access to 82% of job openings so that they could review applicant information through TAM. Read More >>
 

Hands Across CUNY HR: A Dedicated Sick Leave Success Story  

The City University of New York implemented a dedicated sick leave program for employees in 2010, but until recently,the CUNY School of Law had never needed to use it. Then an employee fell very ill, and eventually exhausted all his accrued leave. When that happened, HR director Elizabeth Johnston and her deputy, Sondra Brereton, reached out quietly and confidentially to employees at the Law School who had indicated that they would be willing to help their colleague out by donating annual and sick leave.

"We were able to carry him approximately four and a half months, but he needed another six weeks or so," said Liz. "He got within a week of having to come off payroll, and he was the sole breadwinner, his wife wasn't working and they couldn't afford COBRA."

Mickie Driscoll of Kingsborough, left, and Elizabeth Johnston of CUNY Law School

So Liz and Sondra reached out to some of their CUNY HR colleagues across the University.  Within a day, Kingsborough Community College's director of human resources, Mickie Driscoll, responded to their call:   Kingsborough staff donated 22 sick days and 10 vacation days to the Law School employee, translating into the remaining leave for which he was eligible.  Said Mickie,"This happened not too long after Hurricane Sandy.  We had employees of our own needing assistance, and we were all in donating mode. So we reached out to some employees who were at their sick day cap and had already donated to KCC staff.  When I asked, they were glad to help someone in need, it didn't matter where they worked.  I didn't have to twist anyone's arm." Read More >>  

OHRM "Stars" and "2013 Employee of the Year"  

From left, Ray O'Brien, Jaqueline Womack-Worrell, Executive Vice Chancellor Allan Dobrin, Anne Chamberlain, Vice Chancellor Ginger Waters
Anne Chamberlain, University Director for Talent Acquisition, received a 2013 OHRM Productivity Star Award for her creation of the CUNY Search Committee Manual, a handbook of policies, procedures and best practices for use by University search committees.  This was Anne's second Star Award, having previously been honored in 2009.

Vice Chancellor Ginger Waters recognized Raymond O'Brien with a special OHRM Leadership Star Award for "service above and beyond the call of duty."  In addition to serving as Deputy to the Vice Chancellor, Ray leads the HR Operations unit, which includes both University Shared Services (Centralized Payroll, Employee Benefits, Unemployment Insurance/Workers Comp) and Campus HR Advisory Services.  Said Vice Chancellor Waters, "Ray, the breadth and depth of your knowledge of CUNY make you invaluable to every member of this office, to the Chancellery and to the campuses.  Thank you for everything you do for me and for the University."

OHRM's "Spotlight on Achievement" program recognizes employees who make a significant and distinguishable contribution to OHRM's operations and whose work exemplifies our core values and goals, including customer CARE (Courtesy, Attention, Responsiveness, Empathy), strategic partnership with the campuses, teamwork, leadership, integrity, initiative, innovation and cost savings.  In 2013, fifteen OHRM employees were nominated by their colleagues and/or supervisors for recognition.  They were:  Natasha Ayiehmohtsoh and Shakira Smith of Payroll SOS; Jim Davis and Susan Haggerty of Campus HR Advisory Services; Jim Conway and Katherine Isaacs of Central Office HR; Yvonne Rodriguez of University Employee Benefits; Denise Olivares from the Office of Recruitment & Diversity; Ali Bodden, Crystal Rocque-Seraphin, Yana Rozenfeld and Colin McGrath from the HR Strategic Planning & Technology unit; Rosanna Lew and Sheraine Gilliam from the Executive Office; and Jacqueline Womack-Worrell of Professional Development and Learning Management.

Of the "spotlighted" employees, one was chosen by the entire OHRM workforce to be 2013 Employee of the Year. On December 16th, Jacqueline Womack-Worrell was recognized by Vice Chancellor Waters at OHRM's annual holiday party.


About Us
The CUNY Office of Human Resources Management is responsible for developing and maintaining the University's human resources program. From talent acquisition through retirement, we provide guidance on best practices and required procedures that enable the University to manage its diverse workforce.  We ensure compliance with the CUNY Board of Trustees' policies and procedures, governmental rules including affirmative action and equal opportunity employment, as well as with the University's collective bargaining agreements. OHRM administers employee benefits and professional development programs for University staff and oversees the administration of CUNY's Civil Service obligations.  
 

Our Mission:  To provide strategic, consultative and effective human resources services that promote organizational success, individual achievement, inclusiveness and excellence.

 

Our Vision: OHRM will serve the University community by embracing the dual roles of transaction and transformation in response to the current and emerging needs of the University and its workforce.  It will become a model for human resources as internal consultant and problem-solver; it will provide expertise and leadership to enable the campuses and the University to achieve their goals while complying with pertinent HR policies and regulations.  In all matters, OHRM will carry out its duties in a manner that is respectful, knowledgeable, and that reflects the highest standards of inclusiveness and excellence.   

 


A quarterly newsletter published by
The City University of New York
205 East 42nd Street
New York, New York 10017

Editor
Eileen Hawkins

HR Electronic Media Manager
Sheraine D. Gilliam

 

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