Concurrent Sessions

Concurrent sessions sponsored by:

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Concurrent Sessions 1

Monday, May 7 | 10:30-11:45 a.m.

Executive and HR Leadership Roles in Dealing With Abrasive/Disruptive Faculty and Managerial Behavior

HR Metrics, Talent Management

Understand the role institutional values and expectations play in the process of leading or coaching abrasive employees. Consider sanctions or consequences of abrasive behavior. Investigate approaches to researching the impact of the abrasive employee on colleagues and providing feedback to the abrasive employee regarding his or her effect on others. Two models will be presented — one covering the impact of threat-anxiety or fear and the resulting fight or flight; the second adding the concept of insight. Discussion will cover the importance of the abrasive employee’s responsibility for the perceptions of others (right or wrong) and the coach’s role in suspending judgment and using curiosity in the process.

Lynn Bynum, Chief Human Resource Officer, Bellarmine University; Barbara Butterfield, Senior Consultant, Sibson Consulting, A Division of Segal

Keeping Them Happy — Plan Design for Key Employees

Total Rewards, Compliance

Join Bob Architect in a presentation and interactive discussion about how to design deferred compensation plans for key employees on your campus. Take advantage of Architect’s IRS experience with qualified and non-qualified plans to explore what options are available to help attract, retain, reward or retire key employees. In addition, examine the relative value and risks of certain options that may be available to you.

Kelli Shuman, Director of Human Resources, South Dakota School of Mines and Technology; Robert Architect, Vice President for Compliance and Market Strategy, VALIC

Key Strategies and Implementation Tools for a Successful Diversity Initiative

Total Rewards, Organizational Development

This presentation will be based on the one delivered at the CUPA-HR Annual Conference and Expo 2011. It will offer a comprehensive view of the journey that higher education and Aetna have taken to instill a broad definition of diversity in the DNA of each organization.

Kirk Beyer, Director of Human Resources, Gustavus Adolphus College; Robert O’Brien, National Practice Leader for Higher Education, Aetna Inc.

OMG: The Millennials Are Coming

Talent Management

No matter your industry, competitive advantage today relies heavily on your ability to acquire, develop and retain talent — talent management. When you consider that as baby boomers retire, millennials of Gen Y will be the largest source of talent. Much has been written about how different these workers are from the three other generations that occupy the workforce (traditionalists, baby boomers and Gen X). The question which continues to confound organizations nationwide is how to assimilate these employees and equip them to make meaningful contributions to organizational success. This presentation will help identify the strengths and weaknesses of this generation and highlight how best to manage millennials and leverage their unique abilities to amplify their organizational impact. We will highlight specific strategies that will reinforce your ability to manage millennials in ways that are efficient and yield outsized contributions from them.

Pardess Mitchell, Instructor, and Damone Richardson, Human Resource Manager, Harper College

Training With Impact: Performance-Based Learning

Talent Management, Workforce Planning

Linking learning and development directly to your organization’s bottom line is just one of the many benefits of performance-based learning. However, learning and talent management functions often operate in isolation from one another in universities. Dave Jones of Purdue University will share how his organization has tackled the challenge of measuring the impact of training and how Purdue successfully aligned training requirements with key competencies for improved performance.

Dave Jones, Organizational Effectiveness Specialist, Purdue University


Concurrent Sessions 2

Monday, May 7 | 1:15-2:30 p.m.

Affirmative Action Programs — How They Can Be Both Compliant and Meaningful

Compliance

During this session we will focus on affirmative action plans in higher education. We will touch on how the University of Illinois survived its last audit and what changes were put in place to make the plan more meaningful but yet in compliance with federal regulations. We will work in groups to discuss best practices for affirmative action plans.

Heidi Johnson, Senior Assistant Director, University of Illinois

Creating a Climate of Campus Collegiality

Talent Management, Workforce Planning

Review the impact of incivility and non-collegial behaviors on campus productivity and expenses. Discuss the perspective of multiple HR-related systems as related to civility and collegiality. Identify potential responses which begin to create a climate of civility and collegiality across your campus.

Daniel Griffith, Manager of Training and Organization Development, Indiana University-Purdue University Indianapolis; Alan McEvoy, Department Head of Sociology and Social Work, and Ann Sherman, Director of Human Resources, both of Northern Michigan University

Facing the Facts — Financial Preparedness Among Hispanics and Women

Total Rewards, Talent Management

Learn the facts about the number of women and Hispanics planning for their retirement. This session will provide valuable insights on cultural and gender factors influencing financial decisions that can lead to financial insecurity among your Hispanic and female employees. Attendees will gain proven techniques and tools for reaching these diverse populations and helping your institution provide the opportunity to create a financially secure workforce.

Elaine Britt, Director of Benefits, Rice University; Lynnette Woodbury, Associate Director of Total Rewards, University of Denver; Romano Richetta, Senior Vice President–Participant Services, and Cindy Wilson, Director–Individual Client Services, both of TIAA-CREF

Human Capital Dashboards — The Realm of Possibilities

HR Metrics, Workforce Planning

Learn about the growing importance of the management of people (human capital). Help monitor progress toward specific institution, workforce and diversity and inclusion goals. Support the strategic role of the HR function, allowing it to take a more data-disciplined approach when partnering and advising throughout the institution.

Bill Chafetz, Senior Performance Consultant for Learning and Organization Development, and Paul Corona, Director of Learning and Organization Development, both of Northwestern University; Wendy Hirsch, Principal, and Ken Simek, Partner, both of Mercer

Keeping the Conversation Current: “Game Changing” Approach to Ending the Annual Review Numbers Game

Talent Management, Talent Management

Developing true employee engagement is more than running the numbers from a 10,000-foot view. Research consistently shows the key factor influencing employee performance is the supervisor relationship. Moving away from a once-a-year “numbers game” to a continuous conversation between employee and supervisor about performance, professional development, goals and improvement opportunities has the potential to pay huge dividends in improved employee engagement. Central Michigan University will share lessons learned in its recent transition from a paper based, rating performance review system to a web based, narrative approach.

Nicole Turner, HR-SAP Systems Analyst, Central Michigan University


Concurrent Sessions 3

Monday, May 7 | 3:15-4:30 p.m.

Developing a High-Performing Staff in a Down Economy

Talent Management, HR Metrics

We’ve all had experience with hiring freezes, budget constraints, restructuring our recruitment policies, etc. They’re all examples of what we face in a down economy. So, in this current state of affairs, does HR simply shut down? Or, do we utilize our time to address other HR initiatives? We propose you tackle the latter and during this session, we will focus on how one campus took advantage of a slowdown in recruitment to focus on the performance of its current employees. Learn how technology can be used to evaluate your current staff, how to find your best performers, and how to help prepare for related initiatives such as succession planning.

Mary Nienaber, Human Resources Director, Lake Superior College; Ed Cavazos, Business Development, and Scott Letourneau, President, both of NEOGOV

Emerging Issue for Higher Education: Engage Employees for a More Viable Future

Talent Management

Come to this interactive session designed by the CUPA-HR Emerging Issues Committee to explore and further define the term of “employee engagement.” Join your colleagues in a conversation that looks at a widely discussed and researched topic with a different lens. The focus will be on the sense of urgency toward the immediate future of the higher education industry. Discussion areas will include a broader definition of engagement, the focus on transparency through information and education, interaction within the campus community, using research and data as metrics, impact to overall campus morale and environment, and the critical role of supervisors.

Betsy Rodriguez, Vice President for Human Resources, University of Missouri System Administration; Kelly Jones, Senior Vice President, Higher Education Practice Leader, Sibson Consulting, A Division of Segal

Managing Cultural Change Through Teams — And Developing Leaders Along the Way

Workforce Planning, Talent Management

Discover how you can engage employees at all levels to lead the organization through cultural change. Witness the challenge to balance an executive decision to revolutionize the work environment with the need to nurture and motivate staff for a successful transition tackled by multiple employee teams and a broad spectrum of communication vehicles. Learn from both good and bad experiences along the way while appreciating the unexpected outcome — new organizational leaders.

Deb Allmayer, Human Resources Officer, Office of the Vice President for Information Technology; Indiana University

Social Media Strategy, Policy and Usage: How to Put It to Work on Your Campus

Workforce Planning

Twitter, LinkedIn, Facebook, Pinterest, YouTube — social media (and how to leverage these tools) has been a top-of-mind topic for so many organizations. As these technologies have spread in use and popularity, many organizations have begun to apply them in all areas of business — including HR. Human resource departments are scrambling to add social media rules to institution policies while trying to keep an open office culture. This session will explore recent trends in the use of social media on campus. Learn from Ellucian (formerly SunGard Higher Education) and Eastern Michigan University as presenters discuss the many aspects and challenges of social media on campus including responsibility, strategy, measurement, monitoring and policy. Discuss the nuances of the rules and regulations surrounding social media policy that will fit your organization. Whether you are just getting started in the development of your social media strategy or looking to build momentum to an existing plan, you will leave with great ideas and advice from those who have done it.

James Gallaher, Chief Human Resources, Officer, Eastern Michigan University; Laura Weathersby, Senior Product Owner, Human Capital Management Solutions, Ellucian

Washington Update

Compliance

Hear the latest from Washington, D.C., and discuss legislative and regulatory initiatives impacting your workplace and what it means for human resources on your campus.

Christi Layman, Manager of Government Relations, CUPA-HR


Concurrent Sessions 4

Tuesday, May 8 | 11:30 a.m.-12:45 p.m.

Best Practices in Competency-Based Interviewing and Selection in Higher Education

Talent Management, Compliance

This session will address how to improve organizational performance in securing quality hires and creating standard processes to ensure institutional diversity priorities are upheld as well as reduce out-of-compliance behavior preventing potential sanctions and penalties associated with an audit from the Equal Employment Opportunity Commission.

Sally Schmall, Faculty, University of Michigan and President of Academy Coaching

Findings From CUPA-HR’s Benchmarking Survey

HR Metrics, Workforce Planning

CUPA-HR’s second HR Benchmarking and Workforce Planning Survey was developed at the request of the association’s members. The survey was designed to enable HR departments to benchmark their structure, size, resources, programs, responsibilities and performance. This session will showcase highlights from the survey data with a discussion of possible implications for HR management practices and services. Attendees will also participate in discussions to better understand the Benchmarking Survey so that they may utilize the data appropriately to assess and compare their institutions based on the responses to the survey’s questions. Attendees who have completed the survey and are therefore most familiar with the instrument, will benefit most from this session. Also, it is helpful to be moderately well-versed in survey research so that the limitations of a 75-minute presentation will be recognized and understood as only the beginning of a discussion and analysis of the survey, and not a session where definitive answers may be provided to every question attendees may have.

Ken Tagawa, Chief Learning Officer, CUPA-HR

HR Transformation in Higher Education: A Business Case?

Workforce Planning

“The biggest challenge for HR professionals today is to help their … institutions succeed.” HR transformation is an integrated, aligned, innovative and business-focused approach to redefining how higher education human resource work is done within an institution so that it helps the institution deliver on promises made to students, faculty, staff and other stakeholders. Your HR department is not performing as an integral part of your business if all it accomplishes are “internal” tasks such as recruiting, orienting, evaluating and paying your employees. HR instead should look beyond those duties and become a major “strategic” contributor to the institution’s bottom line. It should support the business objectives of the larger organization. Accomplishing this requires an “HR transformation.” Attendees will engage in discussions on a model for transforming higher ed HR including: building the business case; defining the outcomes; redesigning HR; and engaging line managers and others. (Adapted from HR Transformation: Building Human Resources From the Outside In. Dave Ulrich, Justin Allen, Wayne Brockbank, Jon Younger, Mark Nyman. (2009) RBL Institute.)

Brian Dickens, Chief Human Resources Officer, Texas Southern University

Since the Bonus and BMW Are Out, What Else Can I Do to Make Employees Feel Special?

Total Rewards

Everyone is doing more with less; including our employees. We want to keep them engaged and productive, but it is increasingly more difficult with no increases and limited development budgets. What else can you do? Learn what some of the best practices are around flexible work hours and telecommuting. What processes need to be in place? Explore how to have the conversation with the employee.

Jan Allen, Director of Business and Management, School of Continuing Education, University of Wisconsin-Milwaukee

Strategies and Approaches for Building a Sustainable Diversity and Inclusion Program Within Your Institution

Organizational Development, Talent Management

Over the last several years, diversity and inclusion efforts have become much more of a priority for many organizations in higher education and broadly across industries. More and more, higher education HR practitioners are called upon to develop and implement diversity and inclusion strategies to support their institution’s mission. Building an implementable strategy around this work requires a thorough understanding of the culture of the organization and sufficient leadership support to help advocate for this work. Proven practices — from higher ed and across industries — are a good place to start. This session will outline a practical, grassroots, balanced approach to creating a sustainable diversity and inclusion strategy, highlighting workable examples from a corporate and a higher education practitioner.

Maya Omar, Director of Equal Employment Opportunity and Affirmative Action, University of San Diego; John Basile, Vice President for Diversity and Inclusion Strategies, Fidelity Investments


Concurrent Sessions 5

Tuesday, May 8 | 2:00-3:15 p.m.

Case Study: Creative Staffing and Collaborative HR

Workforce Planning, Talent Management

Assess strategic needs of the work unit against changing priorities and environmental pressures. Identify and choose effective techniques for implementing change successfully. Learn how to formulate a strategy to successfully reinvent the role of a unit.

Mairéad Martin, Senior Director of Information Technology Services, and Susan Morse, Human Resources Manager, both of The Pennsylvania State University

Human Resources’ Role in Design and Delivery of Faculty Equity Studies

HR Metrics, Total Rewards

Presenters will share information covering faculty equity study design elements and considerations. Hear a University of Georgia case study. A question-and-answer period will follow during which experiences of other campuses and audience members can be addressed. Open commenting during the entire presentation is encouraged.

Mimi M. Bell, Compensation Analyst, University of Louisville; Barbara Butterfield, Senior Consultant, and Karen Hutcheson, Senior Vice President, both of Sibson Consulting, A Division of Segal

Strategies for Building a Conflict-Capable Workforce

Talent Management, Workforce Planning

Learn the value of building capacity in employees to manage conflict as an essential aspect of employee engagement. Examine approaches that empower employees to handle their own conflicts and reduce reliance on “specialists” and formal adjudicatory processes. Explore models for mediating disputes, facilitating group communication processes and teaching others to serve as in-house mediators and dialogue facilitators. Examine HR practices for providing conflict resolution services, including mediation, conflict coaching, dialogue facilitation and conflict management training.

Daniel Griffith, Manager of Training and Organization Development, Indiana University-Purdue University Indianapolis

The Art and Science of Finding (and Keeping) Top Talent

Talent Management

Every organization is faced with the responsibility of putting a talent management strategy in place that is implemented daily by managers, HR professionals, leadership and even employees to meet business objectives. “Talent management” refers to the ability of organizations to attract, develop and retain highly skilled, knowledgeable and experienced workers to meet current and future business objectives. Research done on the value of such strategies and supporting systems implemented within companies consistently uncovers benefits in these critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time and market capitalization. People are the difference for your ability to be successful in meeting or exceeding your objectives. Talent management is the strategy that gets your organization to perform at optimal levels. Come hear how Oracle has analyzed talent management trends and worked with customers to develop and implement their talent management strategy and systems.

Betsy Rodriguez, Vice President for Human Resources, University of Missouri System; Tracy Martin, Senior Director of Human Capital Management Strategy, Oracle

The New Fee Disclosure Rules — What You Need to Know and Do

Compliance

As part of its fee transparency initiative, the Department of Labor has issued two new regulations which impact plan sponsors and service providers: §§ 2550.404a-5 and 2550.408b-2. The purpose of the regulations is to ensure that participants and plan sponsors are given information they need to make informed decisions concerning plan investments and services, including information about fees and expenses. The session will be an interactive and practical discussion of the new rules for Employee Retirement Income Security Act (ERISA) plans designed to help plan sponsors understand the new requirements and ask questions from an industry expert, Richard Turner. Turner was appointed to the U.S. Department of Labor ERISA Advisory Council in 2011 and is a contributing author of the 403(b) Answer Book.

Gary Johnson, Associate Director of Human Resources, Drake University; Richard Turner, Vice President and Deputy General Counsel, VALIC


Concurrent Sessions 6

Tuesday, May 8 | 3:30-4:45 p.m.

Beyond All Recognition!

Total Rewards

Enhance employee engagement, performance and retention with motivation through a strategic recognition program. Find out how to apply a strategic plan to an employee recognition program in a tangible, measurable way. Learn the ABCs of creating recognition programs that place emphasis on recognizing your essential assets — your employees — while continuing to support your organization’s strategies and goals.

Mary Lou Morey, Coordinator of Human Resources Programs, Central Michigan University

Evolution of a Performance Management Process

Talent Management, Total Rewards

Purdue University’s Division of Housing and Food Services was contending with an ad hoc, paper-based performance appraisal process. The division moved to an online system to provide consistency to the process and a focus on competency management. This session will look at the evolution of Purdue’s performance management process and how it has created a fully integrated strategic talent management program that is consistent and helps drive employee satisfaction and retention.

Dave Jones, Organizational Effectiveness Specialist, Purdue University

Lean Principles: A Strategy for Improved Labor/Management Relationships

Workforce Planning

Learn about “lean principles” and how they are applied to continuously improve business processes and create a culture that values the people closest to the work as critical to the improvement process. Hear how these principles have been successfully applied in a university setting, resulting in enhanced services and improved working relations of labor and management staff. Understand how the culture of continuous improvement differs from traditional problem solving.

Wendy Davis, Manager of Process Improvement; Donna Beels, Public Safety Officer; Derrick Butkovich, Custodian; Ann Kitalong-Will, Director of Administration; and Bonnie Roth, Director of Employment Services, all of Michigan Technological University


Mary Ann Wersch
Premier Partners

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