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Q. Why isn't Judy just appointing the unit leaders?Q. Why do the cuts (in number of jobs) seem so drastic?Early on, Judy committed to a transparent process which is the same as the process being used throughout UCOP. Our external classification reviewer determined recently that the duties of the leaders for the new Employee Relations Programs, Policies and Services and the Quality Assurance and Compliance units are substantially different from any current positions in our department, and, thus, posting of these positions is required. Two positions have now been posted to UCOP HR's on-line system, CATS. If the new Strategic Resources Unit is approved by the President, the unit leader position for that unit will be posted closer to the implementation of the unit, which we hope will occur sometime in the 2009-10 fiscal year.
The assessment by the outside reviewer of the position of unit leader for the Senior Leadership Resources unit is that the responsibilities are substantially the same as the current position of Executive Director—Senior Management Group Compensation. We have received legal advice that in circumstances such as this particular job, we need to provide 30 days notice of the reassignment of the job to any affected individual. Therefore, we hope to be able to announce the decision regarding that position by the beginning of August, around the same time decisions are made on the other two positions under recruitment. (7/08)
Q. How does one sign up to be on the Implementation team?The cuts appear drastic, in part, because of the number of positions in the Client Relations & Diversity box. These positions are affected by the RFP for retirement administration and by the OP-wide consolidations. We will not know how many positions the department will contain until the organizational chart and job descriptions are finalized and approved by senior management. However, we have been tasked with making the department smaller. The rationale for our department and OP, in general, demands efficiencies from everyone, and the new department will operate differently. (7/08)
Q. Has anyone taken into consideration the psychological effects that the restructuring process has/will have on employees at all levels)?Members of the Implementation team were selected by Judy Boyette based on their particular competencies, so there is not an opportunity to volunteer for that particular team; however, both Judy and the team are eager for further staff input. Employees are encouraged to bring forth questions and comments through the HRB redesign website and in person during the All Hands and Brown Bag meetings. As we move further into the transition process it is also likely that there will be opportunities to become involved in unit transition activities. (7/08)
Q. Who is writing our HR job descriptions?The mental and physical health of our employees is paramount at all times and we understand that during the restructuring process employees may need additional resources. In acknowledgement of this, UCOP HR recently announced that it has contracted with Rebecca Stanwyck, LCSW (Licensed Clinical Social Worker) to assist Jude Sharp, Ph.D., OP's current Employee Assistance Program (EAP) counselor. EAP offers short-term, confidential counseling for the members of the OP community and referral to other resources, if appropriate. For contact information go to http://hrop.ucop.edu/employees/eap/welcome.html. (7/08)
Q. Who are the unit designers?The job descriptions are being prepared by a sub-group of the Implementation team, which includes Mike Baptista, John Cammidge, Kris Lange, Dennis Larsen, Gayle Saxton, Randy Scott, Elly Skarakis, Christy Thompson, Richard Townsend and Jeannene Whalen. Once the job descriptions are prepared, they will be reviewed and classified by an HRB Compensation team that includes Martha Castro, Charlotte Canilao and Gemma Rieser. (7/08)
Q. It appears you are changing the department name from Human Resources & Benefits to Human Resources. Is that true?The unit designers are also from the implementation team: Mike Baptista, John Cammidge, Dennis Larsen and Randy Scott. These four unit designers were chosen by Judy for their familiarity with HRB and the demands of the restructuring process. (7/08)
Q. In the Employee Relations, Policies and Programs Resources group, why pools and not specialized pods (Like in the BRC)?We have made no decisions regarding the name of our future department. A name change is under consideration, and it will be addressed once we have completed the important work of organizing and staffing the department. It is common in our comparator organizations to refer to the Human Resources organization, which generally includes responsibility for employee benefits, among other services. (7/08)
Q. Where is staff compensation on the org chart?A pool rather than a pod, is meant to convey that there will be different position levels within the group. (7/08)
How were members of the Berkeley Off-Site group chosen?Staff compensation will be associated with the HR Policies function. (7/08)
What is the timeline for SMG Policy review?The Berkeley Off-Site team members were selected by Judy Boyette, just as she chose the Operating Team members, for their individual capabilities as well as for their ability to work together as a group in providing diverse skills and experience in looking at creating a strategic agenda for HRB. (6/08)
Why was UCSF selected for local HR?The earliest date new and revised policies could be presented to The Regents is July 2008. The goal is to complete the review and approval of new and revised policies and to launch a systemwide communication and training effort before the end of year. (6/08)
What is the time frame for more information about the size and layout of the future HRB department?Judy Boyette and Rosemary Monroe felt that UCSF would be in the best position to support human resources services to the Office of the President, based on location and cultural fit. (6/08)
In looking at the redesign, are we working from a specific model as to what we should look like?There are a number of moving parts that impact our restructuring effort: OP consolidations, UC budget, OP service centers, VSP terminations, and internal work on our new organizational design. Given everything involved, the organizational design of HR/B may not be approved for several months. I have recently appointed an implementation team whose goal will be to help us achieve a smooth transition to our new structure. I have asked them to have an organizational chart, budget and implementation plan finalized by June 30.(5/08)
Do you have any more information about OP HR's merger with UCSF?Our work is guided by the Report on the Roles of UCOP.(5/08)
Do the clouds in the All Hands presentation equal units?Local OP Human Resources has moved forward with the proposed affiliation with UCSF. You can find the announcement of the affiliation online at the HR/B restructuring website, and more information will be posted online as it becomes available (5/08)
Do the same blobs/clouds of work from the All Hands presentation exist at UT?The clouds on page 14 of the presentation from the April All Hands meeting are not meant to directly represent units, which is why they've been presented as clouds rather than boxes. Work continues on the organizational design and at this point we have not made any final decisions regarding the structure of HR/B.(5/08)
Will you keep us up to date on the RFP?A detailed look at the structure of the University of Texas has not been undertaken. President Yudof has been consulted and has seen the work being done at OP on restructuring, including HR/B, and is supportive of this work continuing. (5/08)
The timeline for the Benefits Administration RFP is available on page four of the All Hands presentation. We will provide updates throughout the process as more information becomes available. (5/08)
What is the relationship between the HRB initiatives and the Monitor Group Report recommendations?
How were the leaders of the initiative team chosen?The HRB Initiatives are completely consistent with what was presented at the September Regents Meeting in The Monitor Group Report to the Regents: University Of California Organizational Restructuring Effort. The HRB initiatives are aimed at streamlining and improving certain processes and functions in our department, while refocusing our role towards becoming a systemwide leader in HR strategy, performance management, succession planning and other strategic efforts.
Much work will need to be done to further define our role, function, and organizational structure in more detail and the HRB initiatives are intended to help shape this work. We have worked with the Monitor Group in selecting our initiatives and these initiatives are consistent with the outcomes of the work Monitor had done with UC. (2/08)
How were the operating team members chosen?Two of the initiatives, the SMG processes and HRIS, were in process prior to the Monitor Group's involvement and the formal identification of the HRB initiatives. For the other HRB initiatives, team leaders were chosen by Judy Boyette in consultation with their supervisors. Team leaders were chosen for their special expertise or subject matter involvement in the initiatives they are leading. They were also selected for the purpose of bringing together a group with the right balance of skills and experience that would effectively accomplish the goals under each initiative. (2/08)
If Benefits Administration got high marks in the Monitor Report, why is it being targeted?The Operating Team members were selected by Judy B for their individual capabilities as well as for their ability to work together as a group in providing diverse skills and experience in looking at creating a strategic agenda for HRB and in providing for project oversight. (2/08)
How will a reorganization of Benefits Administration save any money since UCRS money can't be used for non-UCRS purposes?Despite our excellent, dedicated, and hard-working employees who have expertise and effectiveness in this area, the work is very transactional. The new vision for Office of the President and Human Resources and Benefits is that we be less transactional and focus on core needs and services that are clearly linked to the mission of the University. That is why we need to look at our ability to provide these services versus the cost and effectiveness of a third party providing these services.(1/08)
How were the HRB initiatives selected?Remember that this reorganization, like the broader UCOP restructuring effort, is not just about saving money. It is also about focusing our resources and energy to be more strategic and less transactional. Also, we need to be sure that the benefits administration services are being provided in the most efficient and effective manner, which is what the University will be doing in this process. (1/08)
What are the criteria for making decisions regarding alternative business models for Benefits Administration?Again, some of these initiatives are needs or opportunities HRB had already identified (and in some cases already started work on), such as the SMG policy project and HRIS. The others are initiatives that the Steering Committee, supported by the Monitor Group, as well as The Regents and senior management believe will help HRB (and OP by extension) become a more strategically focused, efficient and effective organization, starting with the highest priority issues and needs, based on their overall assessment of UCOP. (1/08)
When you say we are lacking some "critical HRB functions," what do you mean?A variety of criteria will be used, looking at many things such as effectiveness, efficiency, financial and technology resources, value to customers, commitment to workforce diversity and others. Cost will not be the only criterion. We don't know yet what all the criteria will be. The process will be similar to the one we used in selecting the master-recordkeeper for the Retirement Savings Program and the one we used for selecting medical plan vendors.(1/08)
Will anything happen to other OP units or is this just about HRB?HRB is currently unable to provide leadership for some key areas, such as succession planning, performance management, recruiting support, and HR Information Systems (HRIS). HR departments for large organizations generally have leadership resources dedicated to these functions.(1/08)
How will you keep us informed about what's happening in HRB?The HRB redesign is part of the larger UCOP restructuring effort so, yes, other units are also being looked at. For example, a work group is charged with a review of External Affairs, and a consultant has been hired to conduct an assessment of Facilities Administration. Academic Affairs is also being looked at now and an IR&C consolidation for desktop computing services is already underway. (1/08)
We plan to employ a variety of communications mechanisms to keep everyone informed as we move through this process, including things like this website and these kinds of Q&As. Judy intends to send regular updates to the department, and the HRB Redesign Operating Team will be meeting with the work group leaders of the nine initiatives once a month. Judy will also report to her leadership team in their regular weekly meetings so that they or your supervisor can, in turn, provide you with information. Supervisors will have regular staff meetings where these exchanges can occur. An HRB Restructuring website will have all information posted.(1/08)
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