Knowledge Center

About the CUPA-HR Learning Framework

Guided by the association’s mission and core values, the CUPA-HR Learning Framework represents our commitment to promote and encourage the highest standards of higher ed HR leadership and development. It also aligns with our learning strategic priority, to create learning and development opportunities that help ensure present and future professional excellence and success.

A task force including several volunteer leaders was formed to construct a foundation from which common higher education human resources (higher ed HR) language and practices could be discussed and measured as well as illustrate the dynamic processes involved in higher education human resources. Based on their assessment, the framework would be divided into four quadrants, each representing the essential qualities of higher ed HR work. They also noted that the framework, in order to flourish, will need to be frequently assessed so that it represents contemporary higher education human resources.

The Framework offers a comprehensive and intentional approach in assuring the most relevant higher ed HR practices are captured. The framework is:

  • Designed around HR expertise and professional competencies
  • Compatible with current approaches to HR methodologies
  • Tailored to the development of essential higher ed HR skills
  • A basis for consistent higher ed HR discourse and expectations

Each of the four quadrants is associated with distinct set of higher ed HR proficiencies.

Quadrant One

  • This quadrant serves as the foundation of what we do.
  • Focuses on core higher ed HR competencies
  • Identifies the core knowledge, skills and abilities (KSA) that employees must possess in order to successfully perform job functions that are essential to institution operations
  • Applies consistent and equitable application of an aggregate set of core higher education human resources skill sets.

Quadrant Two

  • This quadrant serves as the foundation of who we are.
  • Focuses on creating environments and opportunities for professional growth
  • Competencies demonstrate a continual commitment to successful growth and development.
  • Support and encourage others to build and develop their knowledge, skills, abilities and leadership capabilities that enable them to reach their full potential.

Quadrant Three

  • This quadrant serves as the foundation of how we operate.
  • Focuses on how higher ed HR practitioners evaluate strategy at the department level
  • Assessment of the collective effort; focus not so much on the individual effort
  • What are the design practices, processes, and procedures necessary to get things done at the department or division level?
  • What is the intentional and all-inclusive higher ed HR approach to attract, recruit, develop, motivate and retain faculty and staff to meet strategic organizational needs?

Quadrant Four

  • This quadrant serves as the foundation of why we are relevant.
  • Focuses on how higher ed HR practitioners evaluate strategy at the Institution level
  • Impact on not only individual, team, division and institution, but also on community
  • Challenging changing higher ed HR business models and practices that includes strategic direction and partnerships
  • Ongoing review of higher ed HR use of HR technology tools and social media — is it in creative and meaningful ways?
  • What is the higher ed HR approach to strategic agility and innovation?
    • How is the higher ed HR practitioner anticipating future consequences and trends accurately; bringing creative ideas to the team, the division, institution; recognizing strategic opportunities for change; and creating competitive and breakthrough strategies.