Understands and demonstrates knowledge of how institutions function, the institutional structure, the functional areas and how they interrelate, the stakeholders and their roles, and how higher ed differs from the corporate world; able to understand and think strategically about the broader higher education perspective that gives context for understanding the drivers for institutional decisions; able to recognize the differing institution types and operational models; and can demonstrate and identify goals, trends, and key issues related to the higher ed HR issues; identify legal issues that impact higher education and the HE HR profession; and understand primary challenges and opportunities being presented to today’s (future) HE institutions.
Knowledge of key higher ed HR operations and functions; understand how HR relates to and supports the institutional mission and goals, fosters and leads HR innovation; able to adapt to new or unfamiliar roles and environments; and displays a passion for and understanding of the domestic and foreign cultures – both institution cultures and country cultures.
Understands and demonstrates knowledge of HR concepts, principles, and practices related to a vast array of benefit programs such as retirement plans, insurance, injury compensation, non-insurance benefits (paid leaves, child care, wellness programs, employee discounts, etc.) and other employee benefits programs; understands process and best methods for determining eligibility for all applicable employee benefit programs; prepares and times employee communications for maximum understanding of benefits, exhibits knowledge of and oversees recordkeeping , ensures benefit programs and procedures meet organizational needs as well as compliance with legal and regulatory restrictions.
Classification involves a consistent method of evaluating a job (a set of duties and responsibilities) for purposes of assigning a title, FLSA classification and a pay range. This process can take place when a new position is created or when a job needs to be reassessed due to changes in duties or market factors. A consistent methodology is important for ensuring internal equity and compliance with relevant state and federal regulations. Responsibilities can include oversight of personnel action requests, analysis of job descriptions in relation to classification systems.
Compensation demonstrates knowledge of compensation concepts, principles, and practices, including pay structures and compensation philosophy; develops and interprets compensation policies and related work rules to include hours of work and schedules, flexible work weeks, overtime and shift work, designs and implements pay increase programs, adjustments to pay plans, premium pay, overpayments and waivers as well as bonus and merit pay programs; knowledge of compensation-related laws, rules, and regulations; analyzes employee pay and market rates to ensure equity , address issues such as compression, noncompetitive pay rates, turnover, lack of upward mobility, inconsistent titling and pay ; and develops guidance and provides regulatory and policy advice and assistance on all compensation matters, etc.
Understands the institution's financial processes, sources of funding, expenditures, and budgeting; understands overall financial performance of the institution; analyzes financial information to evaluate HR-related strategic opportunities and options.
Understands and demonstrates knowledge of the concepts, principles, and practices related to identifying, attracting, selecting, and retaining individuals; to address institutional needs; understands relevant HR laws, rules, and regulations; advises on and utilizes a full spectrum of recruitment strategies; maintains knowledge of the labor market and recruiting resources; and oversees or advises search or selection committees, negotiates with candidates;
Understands and demonstrates knowledge of laws, rules, regulations, case law, principles, and practices related to employee conduct, motivation, performance, rewards and dispute resolution. For labor relations, understands practices and laws related to union organizing, negotiating, contract interpretation and administering labor agreements. Demonstrates knowledge of a variety of HR issues to include performance management, employee conduct, and other work life issues; identifies, evaluates, and recommends management interventions to solve problems and issues; applies knowledge of consensus building, negotiation, coalition building, meditation, and other non-adversarial problem solving approaches to resolve problems and advise management.
Monitors current HR trends and tools relevant for employee development; helps employees create career development goals; demonstrates knowledge of and focus on employee skill development; designs and implements development activities for employees for current and future role responsibilities; develops training for supervisors to enable them to coach employees and help them formulate a professional development plan; establishes mentoring programs, as appropriate; provides information to employees on sources of training.
Plans, develops and implements an HR Information System (HRIS) tailored to collect, retrieve and report key data to ensure timely reporting, workforce assessments, HR operational efficiencies, realistic projections and mandatory recordkeeping; collaborates with other functional and IT units to evaluate data integrity issues and needs; develop safeguards for data integrity and security.
Plans and implements programs that anticipate, prepare for or compensate for elements of risk; Maintains a comprehensive knowledge of best practices and proven institution risk management methods, models, and tools; aligns programs with individual, department, and institutional strategies; communicates the impact of identified risks and recommends corrective action; ensures ongoing compliance with regulatory requirements; conducts periodic review of activities to ensure compliance with risk objectives; and collaborates with the proper stakeholders for communicating appropriate guidance. See CUPA-HR’s Public Policy Principles for further guidance.
The formal process whereby an organization is evaluated and plans developed to achieve prescribed outcomes such as effectiveness, efficiency, employee motivation and satisfaction and improved business processes.
Identifies individual challenges and seeks opportunities to grow; takes steps to evaluate and improve performance; seeks feedback from others and uses other sources of information to identify appropriate areas for learning; demonstrates an interest in and pursues appropriate learning activities that fulfill self-development/learning needs; and applies new technical and business information/knowledge to practical use on the job.
Able to employ self-directed, self-disciplined, self-monitored and self-corrected thinking; employs effective communication and problem solving abilities; able to ask relevant questions and formulate and articulate sufficient solutions; gathers and assesses all relevant information and uses logical and abstract ideas to interpret situations and subsequent solutions; thinks open mindedly to assess situations, perspectives, implications and consequences; and able to assist others in critical thinking processes and assist in leading them to solutions to complex problems.
Develops and manages interactions with and between others with the specified aims of service and institutional success.
Understands and values the need for change and is open to new ideas and encourages others to value change; often leads and assists others in change management discussions and processes; proactively plans for challenges associated with business process redesign, transformation and change management efforts; proposes new approaches, methods, and technologies for institutional progress and success; assesses the readiness for change of people and institutions prior to implementing any change activities; assesses overall change management impact, which can include achieving mission goals and employee responses to change; and articulates a compelling vision for change, determines institution readiness for change, and incorporates a change plan based on the institution readiness assessment. From Ulrich, HR Professionals play two critical roles in the change process: initiating change means that HR Professionals build a case for why change matters, overcome resistance to change, engage key stakeholders in the process of change, and articulate the decisions to start change. By sustaining change, HR Professionals institutionalize change through the institutional resources, institution structure, communication, and continual learning. And as change champions, HR Professionals partner to create institutions that are agile, flexible, responsive, and able to make transformation happen.
Adheres to a set of core values that are represented in decisions, actions and behaviors; understands and applies knowledge of, and promotes compliance with, appropriate statutes, regulations, policies, and procedures; provides advice and guidance regarding federal and state ethics statutes, regulations, and institution policies and procedures; actively takes a stand for what s/he believes in; makes decisions without being swayed by political expediency or benefit; and considers ethical implications based on employee or institution activity.
Able to listen to others and communicate in an effective manner; can effectively present and receive information and concepts, in both written and oral formats; actively listen to ensure understanding; able to speak and write effectively and compellingly; and demonstrates how to professionally resolve communication concerns.
Knowledge of the elements of organizational culture and exhibiting an awareness of aligning workplace programs and policies to support and foster that culture; able to identify problem areas or inconsistencies in individual, team and institution behaviors and attitudes that do not align with the desired culture; and ability to address and resolve those inconsistencies.
Possess a comprehensive knowledge of and commitment to diversity, equity and inclusion; champion DE&I by creating and fostering a work environment that embraces its principles; and promote efforts to ensure that future higher education HR professionals are provided opportunities to build the competence to enact and champion DE&I efforts effectively at their institutions. Read more on CUPA-HRs definitions of DE&I.
Able to instill trust in others and self; leads by example and encourages others to do the same; assumes responsibility for making decisions and for the results; fulfills all commitments and obligations timely and accurately; accepts responsibility for compliance with rules and regulations; establishes policies reflecting a strong support of institutional responsibility; and takes positive action to meet growing responsibility.
Fosters a working atmosphere conducive to collaborative efforts; able to solicit ideas and suggestions to accomplish team, department and/or institution goals; fosters camaraderie and common purpose; invites feedback and incorporates suggestions to achieve collective objectives; establishes positive interpersonal and team relationships, employs reward mechanisms for team effort and mentality.
Fosters and encourages performance excellence; employs strategies for modifying ineffective or undesirable behaviors and attitudes; provides advice and feedback to those in need; and provides timely guidance and feedback resources to help others strengthen specific KSAs needed to accomplish professional goals, develop skills or solve a problem.
Commitment to foster and enhance the careers of others by the giving of time, knowledge and advice; knows the essential characteristics of a positive mentoring relationship, which includes confidentiality, clear purpose, trust, and commitment; demonstrates communications and listening skills and useful feedback; and provides constructive feedback about behaviors, developmental needs and enhanced performance.
Maintains an awareness of the talent needed throughout the institution; remains current as to the available pool and compensation/benefits; develops creative ways of attracting talent as well as developing talent internally; employs a clear understanding of organizational culture to maximize talent fit with the institution; develops workforce and succession plans in order to assess current and future needs; and develops strategies to retain talent.
Understands the purpose and direction of the institution so that HR programs and activities are supportive thereof; effectively communicates institutional goals and vision in order to build shared commitment; designs a performance management system that assesses employee understanding of and demonstrated performance toward mission and that ties performance goals.
Assesses employee and leadership developmental needs and facilitates the development of plans to address those needs; initiates professional development activities for self and team; and strive to link the right talent to the right jobs.
Identify or propose an organizational culture; develop programs to communicate, maintain and operationalize that culture.
Able to develop networks and build strong connections with peers and other higher ed leaders; and initiates and participates in cross-functional, collaborative activities to achieve institutional goals, objectives and workforce excellence;
Demonstrates how HR can be an integral piece in developing and executing the institution’s mission and objectives; centers HR vision around improving HR products or services, and illustrates the importance of integrating it into the overall institution vision; possesses skills to position HR and the institution for future success by identifying new opportunities; takes calculated risks to accomplish HR and institutional objectives; is perceived as a credible institution activist who builds relationships of trust and influence, and has a clear point of view for building institution performance; demonstrates HR leadership is critical as strategic and transformative, rather than solely as transactional; and makes well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences.
Other Higher Ed Business Model Considerations:
Understands the importance of developing networks and building alliances both internal and external to the institution; collaborates across institution divisions to build strong ties of common purpose; and to influence decisions; recognizes and acts accordingly to institutional and political reality; persuades others; and builds consensus through cooperation to obtain information and accomplish goals; establish relationships with external stakeholders and constituents.
Aligns HR activities with institution’s strategy; understands the importance of operations today and knows where to take the institution in the future; researches HR trends and best practices to ensure alignment with the future of the workforce and the institution; able to turn unique HR practice areas into integrated solutions that match institution requirements; demonstrates HR leadership is critical as strategic and transformative, rather than solely as transactional; can effectively perform six domains of HR transformation: credible activist, business ally, strategic architect, operational executor, talent manager / organization designer, and change and culture steward (Ulrich).
Monitors technological developments that impact HR and institutional processes; applies appropriate technology to more efficiently deliver HR systems like benefits administration and payroll processing; helps the institutions fundamentally rethink how it does its work in order to dramatically improve institutional effectiveness and become world-class; and strategically applies social media for improving relationships inside the institution, institutional identity and future growth. (Business process re-engineering is also known as business process redesign, business transformation, or business process change management).
Other Process Reengineering & Practice Considerations: