HUMAN RESOURCES DIVISION
Executive SummaryFY 2014 provided numerous challenges and opportunities for the Human Resources Division (HR). At the beginning of the fiscal year, two key managerial employees left the division. The director of benefits accepted another position with the University System of Georgia and the associate vice president left the university. Throughout the year, the division continued to improve and enhance the services provided to the university community. Detailed accomplishments are contained in the departmental sections of this report. However, a few examples demonstrate the continued efforts of the division.
COMMUNICATION
HR created an extensive communication plan, ACT, to maximize faculty and staff participation in open enrollment and ensure as many users as possible updated their tobacco use status. With collaboration from all departments of Human Resources, the division created internal working teams to communicate the
message throughout campus utilizing mini-informational sessions targeting deans, department heads, directors and department managers. These efforts resulted in 9,138 people accessing the enrollment system, which marks the highest online participation level to date.
COLLABORATION
HR/Finance Administrative System - The University of Georgia (UGA) is
undertaking an important project to collect and evaluate the expectations and high-level requirements as well as campus ‘readiness’ for transforming the existing financial and human resource administrative systems environment to a more advanced technology platform featuring updated, Web-enabled services. The purpose of this assessment is to formulate the strategic vision to replace UGA’s administrative information systems, analyze the appropriateness and fit of multiple options for new systems and assess institutional readiness to implement new systems. In addition to consulting vendors and industry experts, Collegiate Project Services (CPS), the university’s consulting partner, worked (and will continue to work) with functional, technical, academic and administrative personnel from UGA and the University System of Georgia Board of Regents to gather the data necessary to complete the assessment.
Human Resources staff members have actively participated in the
GeorgiaTEAM project. GeorgiaTEAM (Talent, Employment and Management)
business processes and the systems that support those processes. Drawing from lessons learned from prior experiences, the University System of Georgia (USG) has embarked on an effort to improve and optimize Shared Service offerings. The initial phase included the launch of a study, partnering with Accenture
consultants, to review current Human Resource business processes across the USG. The goal is to better understand and, where possible, standardize processes across the University System. This 15-week study, which began in June 2014, will provide the basis for the selection and design of a new HCM system. The USG anticipates the project outcome will be a common HCM platform for all 31 USG institutions that creates further economies of scale and allows institutions to increase focus on their academic mission.
COOPERATION
Partnering with the Office of Faculty Affairs and the Equal Employment Office, HR worked to create a new portal within the PeopleAdmin applicant tracking system to focus specifically on the hiring of faculty positions. The new system will allow the university to collect data concerning affirmative action, applicant management, compensation and diversity, which will result in building a balanced and equitable workplace.
HUMAN RESOURCES
ORGANIZATION CHART
Interim Associate Vice President Duane Ritter Benefits Accounting Human Resources Director Kim Eberhart Benefits Interim HR Senior Managing Director Travis Jackson Compensation & Classification Deputy CHRO Duane RitterFaculty & Staff Relations HR Senior Managing Director Sige Burden Training & Development HR Senior Managing Director Becky Lane University Search Group HR Senior Managing Director Frank DiGiacomo Business Manager II Janice Ramsey (Retiree) HR Senior Consultant Audrey Booth Special Projects HR Sr. Managing Consultant Lindsey Van Note
IT Professional Principle
BENEFITS
Employee benefits activities are provided by two departments reporting to the associate vice president: benefits administration and benefits accounting. Benefits administration is responsible for health and welfare programs, retirement and financial planning and student health insurance. Benefits accounting is responsible for the accurate and timely accounting and remittance of voluntary benefit payments to the university’s contracted vendors. Customers serviced include approximately 8,900 active employees (faculty and staff), employees on approved leave without pay, COBRA participants and over 4,600 retirees and surviving dependents.
BENEFITS ADMINISTRATION Summary of Major Accomplishments
Tobacco surcharge communication project: As part of open enrollment, all faculty and staff were scheduled to default to tobacco user status, incurring a $50/month surcharge to their health insurance premium. HR’s goal was to minimize the number of individuals who would be charged when they were not tobacco users. An extensive communication plan was implemented to maximize the number of faculty and staff using the MyBenefits@UGA enrollment system to update their tobacco use status. With collaboration from all departments of Human Resources, HR was able to create internal teams to communicate the message throughout campus, utilizing mini-informational sessions targeting deans, department heads, directors and department managers. Buy-in from key stakeholders was used to ensure the message was received effectively
throughout the rest of the university population. In addition to internal efforts, HR utilized a broad based marketing campaign created by Jackson Spalding marketing firm to spread the message. The campaign included branding the message with a logo that would successfully convey its intent: ACT (take
action-enroll), Confirm (confirm your status) and Tell (tell your colleagues to do the same). This effort resulted in 9,138 people accessing the system to update their tobacco status, the highest open enrollment participation level ever.
Added new voluntary benefits to the platform of benefits offered to UGA faculty and staff.
o Vision insurance through EyeMed
o New tier of Dental coverage through Delta Dental
o Increased life insurance offering with new vendor, Minnesota Life, to 8x salary
Enhanced the MyBenefits@UGA enrollment system
o Added benefits to system that previously required different steps (phone enrollment) to enroll.
o Added life insurance plan to the MyBenefits@UGA system o Added domestic partner options to voluntary insurance plans
Conducted one-on-one meetings with staff to set and review expectations throughout the year.
0 3000 6000 9000 12000
FY10 FY 11 FY 12 FY13 FY14
Total Employees in Any Health Plan
0 500 1000 1500 2000 2500 3000 3500 Open Access POS HSA Open Access
BCBS HMO Kaiser HMO
Employee Health Plans
FY 14 FY 13
Summary of FY 2015 Goals
Implement an “External Counselor” approach to serving the university community’s HR needs
o Designate certain counselors to spend 60 - 70% of their time across campus responding to the needs of colleges, schools, and departments by providing specific educational and training seminars and presentations. o Tailor the presentations and seminars to the specific needs and requests
of the individual colleges, schools and departments
Restructure the Benefits organization to utilize a front office, back office approach. Front office will be dedicated staff to serve the needs of faculty and staff with one-on-one consultation. Back office will be staff dedicated to the transactional needs of the Benefits department.
0 1000 2000 3000 4000 5000
FY10 FY 11 FY 12 FY13 FY14
Total Retirees in Any Health Plan
0 500 1000 1500 2000 2500 3000 3500 4000 4500 Open Access POS
HSA BCBS HMO Kaiser HMO
Retiree Health Plans
FY2014 FY2013
Continue to evaluate the “core business” functionality of the Benefits
department and assess the needs that will help enhance the day-to-day employee experience when interacting with the Benefits department
BENEFITS ACCOUNTING
Benefits accounting is responsible for voluntary benefits deductions, including monthly general ledger reconciliations of more than 65 accounts and electronic processing of demographic and contribution files to most vendors. As reference, volumes in dollars by month and account type are charted below:
Board of Regents Premiums (health, dental, tobacco) surcharge)
$10,300,000
Health Savings Accounts $500,000
Flexible Spending Accounts $280,000
403(b) $990,000 ROTH 403(b) $75,000 457(b) $390,000 ROTH 457(b) $35,000 Kaiser $1,215,000 Long-term Disability $80,000
Minnesota Life (Life insurance) $537,000
Accidental Death & Dismemberment $28,000
Optional Retirement Plan (ORP) $2,300,000
GA Higher Ed Savings (529 Plan) $23,000
Long Term Care (AFLAC) $500
Critical Illness (Boston Mutual) $2,000
Cancer Insurance (AFLAC) $1,300
Short-Term Disability $15,500
Personal Accident Insurance (AFLAC) $700
University Childcare Center Tuition $5,600
Student Health Insurance $525,000
Estimated Monthly Reconciled Payments: $17,303,600
Estimated Annual Reconciled Payments: $207,643,200
Benefits accounting remains in charge of the important task of setting up and
reconciling the president’s and president emeritus’ annual compensation based on BOR fiscal year contracts. Benefits accounting continues to work collaboratively with the payroll department to reconcile and closely monitor compensation throughout the year and provides presidential salary projections for current and future years as requested.
Benefits accounting works closely with the growing fringe benefits resident instruction budget ($136+ million) projections and provides monthly reconciliation, analysis and explanation of current budget vs. actual. It is becoming increasingly critical that the fringe benefits budget closely matches actual expenditures; therefore, more frequent
analysis, monitoring and estimates are required. The benefits accounting director has assumed a greater leadership role in the fringe benefits working group (consisting of the senior budget director, associate controller, human resources senior financial accountant and the associate vice president for human resources) which provides guidance on budget planning for fringe benefits at significant times during the fiscal year.
Completing the annual Board of Regents health insurance request for university budgets, which requires detailed analysis of current health insurance costs is the
responsibility of benefits accounting. This process influences the actual health insurance funding from the BOR for UGA employees and retirees for future fiscal years.
Benefits accounting reconciles and compiles the information for Note 11 (retirement plan: ORP) and Note 14 (post-employment benefits other than pension benefits) of the annual financial report at each fiscal year end. The responsible accountants work closely with accounting and state audit by providing all supporting documentation and then respond to audit inquiries/site visits as they arise.
Summary of Major Accomplishments
Director played a critical role with Procurement to negotiate, renew and complete the University Childcare Center (UCC) contract for the period of 08/01/2014 - 07/31/2017.
Served an integral role in implementing more efficient processing and stronger controls within MyBenefits@UGA (online benefits enrollment system).
Completed electronic file and remittance method for GA529 Savings Plan and Kaiser Permanente HMO.
Director led the Finance and Administration Diversity and Staff Recognition Committees in planning and implementing successful staff recognition events held in May 2014, including “New to F&A Day,” a staff recognition ceremony, and a western-themed ice cream social.
Summary of FY 2015 Goals
Work closely with benefits administration to ensure the seamless transition of new 2015 insurance vendors from online enrollment system to IMS
(payroll/personnel).
Transition remaining insurance vendors to more efficient electronic file and remittance processing.
Continue to test and finalize conversion of Fidelity ORP from paper to electronic process.
Complete audit of retiree health, dental and life insurance coverages by comparing MyBenefits@UGA system to IMS (accounts receivable billing).
Increase urgency of retiree billing via electronic-feed from MyBenefits@UGA system to IMS.
Assist senior administration and EITS in improving processes related to timely removal of system access for separating employees, based on USG User Account Standards (focus on more timely personnel submissions).
Develop leave accrual reconciliation and monitoring process within the E-Leave system for departments, which will aid in accurate reporting of the compensated absence liability at fiscal year-end.
HUMAN RESOURCES
BENEFITS
ORGANIZATION CHART
Associate Vice President Benefits Accounting Human Resources Director Kim Eberhart Amy Harper Sr. Financial Accountant Sr. Financial Accountant Bonnie Hicks Sr. Financial Accountant Sarah Fite Benefits Interim Sr. Managing Director Travis Jackson Benefits Counselors HR Managing Consultant Angie Dellinger HR Sr. Managing Consulta nt Carol Bugg HR Sr. Managing Consultant Adrianna Creech HR Sr. Managing Consultant Kandace Faulkner HR Sr. Managing Consultant Travis Jackson HR Sr. Managing Consultant Gail Lopes (RetireeHR Sr. Managing Consultant Louie Wyatt (Retiree) Vacant HR Call Center HR Specialist I Melissa Austin-Neff HR Specialist I Vickie Hogan HR Specialist I April Jewell HR Specialist I Mildred McElroy HR Specialist I Solange Mears Administrative Assistant II Jackie Mitchell HR Sr. Consultant Cindy Walker Student Health Insurance HR Sr. Managing Consultant Joanna Manzi
EMPLOYMENT, CLASSIFICATION, COMPENSATION Employment, Classification and Compensation
Employment, Classification and Compensation is responsible for the management of the staff classification plan, the staff compensation plan including review of salary actions and the staff employment process including background checks. The department is also responsible for ad hoc reporting and analysis of employee salaries to assist departments in meeting efficiency and effectiveness goals. Salary administration activities include reviewing salary exception requests, determining pay grade
assignments for titles and salary market review and analysis. This work is shared among staff working on employment and classification work as well.
The university conducts background investigations on all new hires (including
temporary employees), promotions and reclassifications to positions of trust (including all IT positions), P-Card holders, and volunteers. During FY 2014, UGA conducted a total of 8,139 background checks, a decrease from last year. The number of position vacancies posted through Human Resources decreased slightly in FY 2014 to approximately2,240.
The total number of applications was 94,612 for staff positions. This number included an increase to approximately 24,430 current employee applications, suggesting a very high level of employee interest in mobility within the university.
Applications averaged approximately 42 per position vacancy, with many pools
including over 100 applicants. The number of new positions posted during FY 2014 was 449. 0 500 1,000 1,500 2,000 2,500
FY10 FY11 FY12 FY13 FY14
Vacancies Posted 0 5,000 10,000 15,000 20,000 25,000
FY10 FY11 FY12 FY13 FY14
The number of position reclassifications decreased during FY 2014 and 358 positions were reclassified.
Summary of Major Accomplishments
Collaborated with the office of faculty affairs and the equal opportunity office to create Facultyjobs@uga, a faculty online system that replaces the current paper process.
Developed and began a process of tracking temporary employee hours in
compliance with the Affordable Care Act. Tracking will continue throughout FY 2014, with determination of which employees will receive benefits beginning in January 2015.
Recruited, interviewed and hired an assistant for the new provost.
Implemented background screening for Tier 1 BSAT positions.
0 20 40 60
FY10 FY11 FY12 FY13 FY14
Applicant Referrals per Vacancy
0 150 300 450 600 750
FY10 FY 11 FY 12 FY13 FY14
New Positions
0 300 600 900
FY10 FY 11 FY 12 FY13 FY14
Summary of FY 2015 Goals
Implementation of the faculty online system to include the responsibility of system training and assuming the role of the system administrator.
Continue to develop HR consultants to familiarize themselves and work with distinct groups of schools, colleges or other units to coach and discuss their employment, classification and compensation issues and concerns.
Expand motor vehicle background screening.
Expand the use of the MarketPay salary analysis tool to provide information for administrative decision making and revision of the existing staff compensation plan.
HUMAN RESOURCES
EMPLOYMENT, CLASSIFICATION AND COMPENSATION
ORGANIZATION CHART
Associate Vice President Human Resources Employment, Compensation& Classification Deputy CHRO Duane Ritter HR Sr. Managing Consultant Dan Baker HR Sr. Managing Consultant Lynn Burt HR Managing Consultant Jessica Davis HR Managing Consultant Lindsey Fodor HR Managing Consultant Dan Helmick HR Sr. Managing Consultant Megan Hill HR Sr. Managing Consultant Russ RamseyFACULTY & STAFF RELATIONS
The Faculty & Staff Relations Department is responsible for the administration of disciplinary, reappointment, performance appraisal and professional procedures. The office also monitors compliance with the university’s policy statutes, regulations and procedures.
The Faculty & Staff Relations team is committed to promoting positive working relationships and effective communication among employees, working to increase employee morale, ensuring fair employment practices and creating, implementing and revising policies, procedures and programs that are fair and accurate to all employees, and enhance the working environment.
Summary of Major Accomplishments
Expanded the University Drug and Alcohol Testing Program to include Tier 1 agents.
Conducted classes and training at the Training & Development Center to include personnel law, procedures and leadership development.
Facilitated the HR Learning Express Series, an HR education/training outreach program for the campus network of HR specialists.
The increase in the number of faculty/staff relations cases/contacts can be attributed to the new mandate under the Americans with Disability Act (ADA) in connection with the Family and Medical Leave Act (FMLA). The other increases are reflective of the more active reporting of behavior in violation of the Workplace Violence Policy. The Drug/Alcohol category is limited to disciplinary action for those employees in "safety sensitive" positions and subject to alcohol and controlled substance testing; therefore,
0% 5% 10% 15% 20% 25% 30% 35% 40%
Annnual Cases/Contacts
FY11 FY12 FY13 FY14the numbers are relatively small. Because HR is no longer involved in any disciplinary decisions arising from NDAH investigations, there were no cases in the Sexual
Harassment/NDAH category reflected in FY 2014.
Summary of FY 2015 Goals
Further expand the University Drug and Alcohol Testing Program by identifying additional “safety sensitive” positions/classifications.
Purchase a more comprehensive employee relations case tracking system.
Continue to identify needs for and provide unit-specific personnel training.
Continue to review all UGA and unit-specific personnel policies to ensure compliance with changing Board of Regents polices.
HUMAN RESOURCES
FACULTY & STAFF RELATIONS
ORGANIZATION CHART
Associate Vice President Human
Resources
Faculty & Staff Relations HR Senior Managing Director Sige Burden HR Sr. Managing Consultant Tracey O'Malley
HR INFORMATION MANAGEMENT Summary of Major Accomplishments
Server migration - Migrated data, users and workstations into Microsoft Active Directory.
Provided primary video/audio support for the UGA Search Group candidates visiting campus during their presentations across the UGA campus.
Continued to identify SSNs on electronic records and eliminate or translate to the UGA 81x identifier.
Continued IT support for the University Childcare Center (parent/teacher clock in/out system, telephone, desktop, networking, security).
Implemented new system management applications for IT helpdesk.
Updated classification description templates to assist departments posting positions and created a web service for locating the information.
Relocation of video conferencing/smart classroom equipment from a shared space to a dedicated room.
Contracted for EITS Gold NSP to upgrade networking equipment and provide a higher level of support.
Summary of FY 2015 Goals
Create new system imaging and application deployment process for staff and lab computers.
Continue to improve backup and restore processes.
Continue to identify and remove sensitive data on HR systems.
Move all sensitive records requiring retention behind ArchPass.
Replace department firewalls.
Refresh aging IT equipment.
HUMAN RESOURCES
INFORMATION MANAGEMENT
ORGANIZATION CHART
Associate Vice President Human Resources Information Technology IT Professional Principle Tonya Hayes IT Professional Principle Denver PorterfieldTRAINING & DEVELOPMENT
The Training and Development Department (T&D) is responsible for identifying, creating and providing opportunities for professional development and training to enhance and build the capacity, skills, excellence and professionalism of employees to enable them to contribute effectively and creatively to the University’s mission. In FY 2014, T&D provided services for a total of 5,348 participants who attended 415 total training classes coordinated and taught at T&D. This includes 3,368 faculty and staff attending 249 published classes totaling 9,934 contact hours. Also included were 1,980 participants who attended 166 departmental (unpublished) or specialized training classes coordinated and hosted by T&D for a total of 5,852 contact hours. The total number of contact hours for miscellaneous meetings scheduled and coordinated by T&D is approximately 106. Minority participation represented 31% of total
participation attending published classes with a gender breakdown of 28% male and 72% female. In addition, 5,913 newly-hired faculty/staff used the onboarding system to complete new-hire paperwork.
0 120 240 360 480 600
FY10 FY 11 FY 12 FY13 FY14
Training and Development Classes Presented
0 2200 4400 6600
FY10 FY 11 FY 12 FY13 FY14
Total Participants in Training and Development Classes
0 2000 4000 6000
FY10 FY 11 FY 12 FY13 FY14
Summary of Major Accomplishments
In partnership with the Office of Institutional Diversity, T&D continued providing registration and logistical services and promotion for the Diversity and Inclusion Certificate program with 78 graduates from 43 different departments who received certificates in FY 2014.
T&D’s High Impact Leadership: Essentials program continued with 47 additional graduates during the year.
As a Regional Training Center for the USG Professional Development Consortium (PDC), T&D created a system-specific High Impact Leadership program attended by 17 participants from The University of North Georgia and the USG Information Technology System office. T&D continues to offer training opportunities to both PDC entities.
T&D completed planning and creation of an extensive Supervisory Excellence Certificate program, including a pilot program, scheduled to be included in the summer 2014 published courses.
T&D continued to host training, provide registration and promotion services and offer guidance for programs offered by the Office of International Education (Global Certificate), the Franklin College of Arts and Sciences (Certificate in Academic Advising) and the Associate Vice President and Controller (Fiscal Administration Certificate Training Series).
The Human Resources Learning Express (HRLE) programs continued offering best practices and training for the third year to over 200 HR partners and business managers in units across campus. The senior managing career services consultant coordinated monthly topics presented by HR partners and other campus experts in various units regarding the implementation of strategies to train supervisors. Topics included legal issues for HR, records management, shared leave and leave without pay, personnel performance issues,
sustainability, job classification, orientation and onboarding, EITS services for new employees, bullying in the workplace and others. Representatives from UGA Libraries, Georgia Center for Continuing Education, Housing, HR Faculty and Staff Relations unit, College of Education, College of Veterinary Medicine, College of Agriculture and University Health Services comprised the planning team for these programs. Online sources were provided through Collaborate to reach non-Athens locations.
T&D partnered with Enterprise Information Technology Services in the promotion and implementation of Skillsoft to add to the existing learning tools of Lynda.com and the Microsoft IT Academy. New training was developed in conjunction with EITS to promote Qualtrics, a new online survey tool for the entire campus.
Employee Career Services conducted more than 32 individual counseling appointments, assisting faculty and staff with their career development,
providing mock interviews, aiding in the development of resumes and offering interviewing strategies. New training was offered on the T&D published schedule and to several departments for employees to use social media as a means for developing their professional networking skills to enhance
collaboration among other university units and students and create professional development opportunities in their fields.
New training was developed to assist hiring units with screening of resumes, the interviewing process and other recruitment strategies. Fifteen group sessions were conducted on topics including True Colors, progressive discipline, SWOT analysis, cubicle etiquette, career development, social media, recruitment strategies and service excellence, in addition to three presentations for departmental retreats and conferences.
An online distance learning tool, Collaborate, was introduced to replace Wimba as the preferred method to deliver remote training and meeting participation. The evaluation of WebEx as a resource for more efficient collaboration among non-Athens participants will also offer an alternative training option.
The senior director for T&D coordinated all communication for the Human Resources Division.
Hogan-trained coaches at T&D completed Hogan Assessment feedback sessions for the Finance & Administration Leadership Institute.
The Dual Career Assistance Program (DCAP) team offered additional services for the second year in mock interviews, resume assistance and referrals, in addition to providing application and iPAWS assistance for 47 clients. The DCAP team completed 36 placements with an average of 20 active clients receiving weekly services and contact. The remaining 11 participants are current active clients. The team has assisted 34 different departments in both academic and non-academic units. The average time for a client from the recruiting phase until completion is about six months. The team has participated with unit search committees in giving dual-career advice to candidates’ spouses/partners while visiting the UGA campus. Many visits led to the decision to accept UGA positions. Other clients included highly-skilled staff contemplating relocating for spouse/partner employment. At the request of their departments, the DCAP team assists the spouses/partners to aid in the retention of those skilled staff.
T&D staff oversaw the University System of Georgia mandated Ethics Refresher training, including populating 80 “classes” in eLearning Commons, coordinating and communicating with 110 campus liaisons, promoting the required training and providing assistance to hundreds of end users. T&D staff also provided ongoing assistance with the USG-mandated basic Ethics training for all newly-hired faculty, staff and student employees.
T&D staff assisted the Office of the Vice President for Research in creating an onboarding process and online required paperwork for visiting scholars new to the UGA campus.
The UGA Young Dawgs Program won national recognition this year as the recipient of the 2013 national CUPA-HR (College and University Professional Association for Human Resources) Community Service and Outreach Award. Some specific outcomes of the Young Dawgs Program during the FY 2014 academic year include:
o Over 110 UGA faculty and staff volunteers helped supervise 105 internships.
o 43 high school students earned high school credits for their participation in the program.
o 74% of the Young Dawgs seniors applied for, and were accepted into, the University of Georgia for the 2013-2014 academic school year.
o The program worked with students from 14 different high schools in the state and maintained a diverse internship population with 33% minority participation.
o Teaching opportunities were afforded to approximately 75 current UGA students or lab staff through their ongoing mentorship of a Young Dawgs student.
o All Young Dawgs were on track for post-secondary education.
Summary of FY 2015 Goals
Conduct an informal review and needs assessment to assess current program
effectiveness and aid in planning future curriculum. Review to be conducted by T&D staff.
Incorporate “Adaptive Leadership” development models into curriculum, beginning with a pilot program, focusing on high-level managers, directors and administrators.
Work collaboratively with campus resources and experts to incorporate wellness and work/life balance programs into the Training and Development curriculum.
Redesign the Training and Development website with attention to navigation and creation of a more user-friendly design. Create a “spotlight” feature on the T&D home page that changes periodically.
Continue to develop the career resources Web page by adding content related to job search and professional networking processes.
One additional T&D staff member will become trained in Hogan assessment feedback during FY 2015.
Introduce a career development plan as a resource for employees and supervisors.
The dual career assistance program will continue to develop a larger group of outside employers to further enhance job opportunities.
Additional training will be offered using the True Colors assessment for conflict resolution and communication strategies.
One T&D staff member will complete the True Colors certification. Additional offerings will be added to the use of True Colors for individuals and departments in the leadership and team-building areas.
Training and use of reporting tools for online learning systems will be completed by T&D staff to monitor and promote use of these systems.
HUMAN RESOURCES
TRAINING & DEVELOPMENT
ORGANIZATION CHART
Associate Vice President Human Resources Training & Development HR Senior Managing Director Becky Lane HR Sr. Managing Consultant Vickie Coker HR Sr. Managing Consultant Allie Cox HR Sr. Managing Consultant Jim Gieser HR Sr. Managing Consultant Judy James HR Specialist I Darlene Mealor Process Excellence Leader Catherine ShircliffUniversity Search Group
The UGA Search Group has been providing executive search services at the university since 2006. In providing these search services for positions at the vice presidential, dean and director levels, the group has effectively worked with a large cross-section of the institution and is recognized as a high quality provider of search services for senior level faculty and staff. The group currently enjoys strong relationships with senior leaders across the campus. On occasion, the UGA Search Group also provides strategic, administrative and logistical support on recruitment efforts using external search firms.
Summary of Major Accomplishments
Contributed to an initiative to provide leadership and content for faculty search workshops out of the Office of the Senior VP for Academic Affairs and Provost in support of the Director, Office of Faculty Affairs. The Search Group has
participated in two workshop dates each in the fall and spring semesters.
Provided faculty and staff consultation services. Members of the Search Group have participated in search group trainings, provided “executive search tool kits” to assist hiring managers and search chairs in launching a search or provided appropriate documents to professionally manage a part of the search process. Additionally, members have offered executive search recruiting tips and documentation to encourage active recruitment efforts by the search committees and consultation for challenging situations in the ongoing search process.
In an effort to support newly appointed leaders as they undertake their first weeks and months on the job here at the University of Georgia, the UGA Search Group has developed an onboarding checklist. This streamlined tool provides tips and
suggestions for the appropriate office support of a senior leader, as well as a picture list with contact information for the leaders’ colleagues and business partners across the institution.
Departmental searches for FY 2014 (July 1, 2013 – June 30, 2014)
Director, Lamar Dodd School of Art: (started FY 2013 – closed FY 2014)
Vice President for Student Affairs: (started FY 2013 – closed FY 2014)
Assistant Vice President for Academic Affairs and Director of the UGA Gwinnett Campus: (started FY 2013 – closed FY 2014)
Senior Vice President for Academic Affairs and Provost: (*provided strategic administrative and logistical support – started FY 2013 - closed FY 2014)
Dean, Terry College of Business: (*provided strategic administrative and logistical support)
Assistant to the Vice President for Student Affairs
Executive Director of Legal Affairs
Campus Associate Dean for Student & Multicultural Affairs – GRU/UGA Medical Partnership
Vice President for Finance & Administration (*provided strategic administrative and logistical support)
Vice President for Development & Alumni Relations (*provided strategic administrative and logistical support)
University Librarian & Associate Provost
Vice Provost for Academic Affairs
Chair of the Department of Clinical Sciences – GRU/UGA Medical Partnership (started FY 2014 – will close FY 2015)
Dean of the Graduate School (started FY 2014 – ongoing)
Dean of the School of Law (started FY 2014 – ongoing)
Summary of FY 2015 Goals
The UGA Search Group will continue to build and deepen relationships with colleges, schools and divisions to assist in recruiting the best talent for their leadership positions.
Bring in leaders that will help UGA continue its trajectory in the following areas: - Supporting faculty in teaching, research, service and scholarship
- Helping to improve the learning and education of UGA students - Supporting the institution in making a greater impact on the economic
