Customer Service & Process Efficiency

Design and implement an HR Operations center including call center, ticket system, knowledge base and HR portal with self-service tools.

Updates:

• October 2017
  • askHR rollout: One-stop shop support for employee customer service university-wide. The goal is to provide consistent and standardized responses to all employees, as well as improve efficiency.
• June 2017
  • HR Customer Care Center outfitted with a new ACD/CIC phone system and ticketing system. The goal of this effort is to continue to identify and consolidate ongoing operations into a shared services model that best supports HR and its clients. Shared services allows for standardized operations and processes, and a focus of continuous improvement of services.
• April 2017
  • HR Operations Customer Care Center: The goal of this effort is to continue to identify and consolidate ongoing operations into a shared services model that best supports HR and its customers. Shared services allows for standardized operations and processes, and a focus of continuous improvement of services. Within HR, we have aligned work so that Centers of Expertise can focus on programs, while HR Operations takes on work requiring repeatable and efficient operational processes, or where we can effectively apply technology.

• July—November 2021
  • Leaders at IU were introduced to the Performance at IU program, its purpose, and the tools and resources available via a targeted series of monthly emails. Virtual training sessions were also made available to leaders who wanted to learn more about the tools and how to best implement them with their staff.
• April 2021
  • Rollout of the Performance at IU program began within the HR Community, allowing HR professionals to explore the program’s tools and resources that guide people leaders in conducting regular, collaborative, one-on-one “performance conversations” with their team members.
• December 2018—July 2019
  • The “Performance at IU” project will create a simple approach to conversations with staff about performance and create a comprehensive performance management strategy.
    • Phase 1 convened a group of HR professionals from across IU to develop a university-wide philosophy for staff performance management. This team developed and implemented a collection of simple tools and templates for supervisors to use in initiating conversations with staff about performance. A variety of basic tools will be offered, with the ability to customize. Advanced tools focus on performance development, successes, and gaps in performance.
    • Phase 2 of this project will introduce a comprehensive, uncomplicated university-wide performance management strategy for staff and an accompanying set of tools to help supervisors effectively manage performance.

Define and design the compensation philosophy, structures, and administrative policies across IU.

Updates:

• August 2021
  • The Employee Active Jobs Lookup, accessible through One.IU, was altered to allow staff employees to look up the classification details of their role in the Job Framework using their name and date of birth or employee ID. Employees can see their job title, job function, job family, and career level of their current role.
• February 2021
  • The IU Job Framework was launched with the IU Career Navigator tool. The framework replaced the current classification structure for appointed staff positions and eliminated outdated labels such as professional, service, and support. The new framework is simple, transparent, and lets staff explore and plan for IU’s many career opportunities.
    At launch, each staff employee received a personalized email containing their new job function, job family, career level, and system title. The launch followed a series of monthly emails and articles to help staff learn more about the project and how it affects them and their career development at IU. People leaders also shared details of the new framework with staff employees prior to the launch.
    
• January—February 2021
  • Final preparations and training for the launch of the new IU Job Framework took place. To help prepare people leaders at IU for conversations about how their employees’ roles fit inside the new framework, they were invited to information sessions and recurring open office hours. These sessions allowed leaders to learn more about the rollout of the new framework and prepare for brief discussions with staff about framework alignment and implementation. Recordings were also made available.
• Fall 2020
  • Department/RC HR colleagues worked with people leaders in their units to review role mapping for the new framework.
  • People leaders at IU were invited to multiple information sessions and recurring open office hours to learn more about how the new framework will impact their employees. Recordings were also made available.
• Summer 2020
  • HR colleagues reviewed the initial role mapping for general accuracy and outliers.
  • Optional information sessions were held to refresh people leaders on the project basics.
• Spring 2020
  • IU HR’s Compensation Team performed a detailed preliminary mapping of how existing roles fit into the new framework.
• October 2019
  • The Job Framework Redesign Project Team continues to draft role descriptors and partner with various HR colleagues and subject-matter-experts to receive feedback and input. HR colleagues now have view-only access to the JDXpert role descriptor library as well as access to additional informational resources, including an online HR toolkit.
• April 2019
  • The Compensation team is in the early stages of developing role descriptors as part of the Job Framework Redesign Project. They are working with various HR colleagues across the university to receive feedback and input.
• March 2019
  • The Job Framework Redesign Project website continued to evolve and now includes more resource materials and examples, new FAQs, and new terms/definitions for the glossary. In addition:
    • There are two tutorials available to help employees understand the new career structures and titles. An example of how the framework will help employees think about their career and development is also available.
    • A recording and accompanying presentation of the fall listening session are available on the project website.
    • Drafts of the job functions, job families, and career level guides are available on the project website for employees to view and provide feedback on.
• November 2018
  • Job Framework Redesign Project listening sessions continued across IU campuses sharing more detail around the Job Framework elements, examples of how the framework would be used by an employee to think about their next career move, and a preview of the employee tool concept. The sessions were well attended by employees, including a university-wide Zoom session viewed by over 400 employees. In addition:
    • Drafts of the job functions, job families, and career level guides have been developed. These resource materials will be made available on the Job Framework Redesign Project website for employees to comment and provide feedback on in November.
    • The Compensation team is in the early stages of developing role descriptors. They will be working with various HR colleagues across the university to get feedback and input.
    • The Job Framework Redesign Project website continues to evolve to include more resource materials and examples, new FAQs, and new terms/definitions for the glossary.
  • The Total Rewards Committee is working on developing a Total Rewards strategy draft. The team has begun discussions with an outside consulting firm on an employee-wide survey to better understand what specific elements of IU’s total “rewards” package are most valued and important to employees.
• May 2018
  • Job Framework Redesign Project listening sessions held across IU campuses to to explain more about the project, share an example of how the new framework is constructed, and show you how it benefits staff at IU. Additional sessions will be held this fall at additional campuses and locations.
  • Total Rewards Committee sent out a survey to peer universities to determine when and how they communicate Total Rewards to their employees. Majority findings will help us to define our Total Rewards model, determine what works, and benchmark our progress.
• April 2018
  • Job Framework Redesign Project Phase 2: Develop Career Framework & Compensation Structure. Complete role descriptors, define total rewards philosophy, develop communication vehicles, and develop change management strategy.
• November 2017
  • Total Rewards Committee began their work in defining a new Total Rewards Strategy that:
    • Robustly describes our employee value proposition and better tells our story
    • Provides the umbrella for all of the elements we offer employees as part of working at IU
    • Helps us better recruit and retain employees in low unemployment and tight labor market
• May 2017
  • Job Framework Redesign Project Phase 1: Design & Feedback. With university-wide input, this project will retire current classification structures and create a job framework that is clear, consistent, and transparent. A modern framework—that accurately reflects our workforce—featuring easily navigated career paths will empower staff to self-direct their careers while strengthening IU’s ability to retain, attract, and inspire talent. This approach supports current and prospective staff employees, who help make it possible for IU to fulfill the promise of being a world leader in education.

Review/redesign the recruitment policies and processes, from posting and budgeting approval all the way through offer acceptance and onboarding.

Updates:

• October 2019
  • PeopleSoft TAM was launched university-wide on October 1, 2019. It is now the job posting and applicant tracking system for all staff and temporary jobs at IU. Within two weeks of the launch, nearly 200 new job openings have been posted to the system.
    • All job postings can still be found at jobs.iu.edu.
    • PeopleSoft TAM training and support are available online.
    • The legacy PeopleAdmin system was used to manage previously approved job postings through December 20, 2019.
• July 2019
  • PeopleSoft TAM transition begins: The Talent Acquisition team announced the start of the transition from PeopleAdmin to PeopleSoft TAM, beginning with two pilot groups: IU HR job postings followed by UITS job postings. PeopleSoft TAM will replace PeopleAdmin as IU’s job posting and applicant tracking system for all staff and temporary job recruitment needs. Online resources to prepare for the university-wide transition are shared with the HR Community.
• September 2018
  • Diversity Initiative through LinkedIn: The Talent Acquisition team contracted with LinkedIn to develop portals for targeted candidates to self-submit their credentials to our network database. Portals are being developed for general candidates, alumni, and “targeted, difficult to fill positions.” To drive traffic to the portals, LinkedIn will be sending messages to select candidates, inviting them to join our network. Once in the network, the team will communicate with the candidates about opportunities available at IU and work to keep a pipeline of talent flowing to IU. The portals are planned to go live in November, 2018.
• June 2018
  • New Approvals Process for Postings and Hiring Proposals: Working closely with the IU Budget Office, the Talent Acquisition team was able to implement a new university-wide process for approvals on both Postings and Hiring Proposals. In this new process, jobs are not posted until budget approval has been obtained. A downstream effect is that Hiring Proposals are moving through the system at a faster pace, allowing IU to make offers to candidates in a more timely fashion, providing a better overall candidate experience.
• December 2017
  • Introduced the E-Link Background Check Process: In conjunction with the HR Employee Relations’ Compliance team, we implemented the GIS version of the background check process known as E-Link. To provide extra protection of a candidate’s sensitive data, the university no longer loads sensitive data (Social Security number, date of birth, etc.) into the system to initiate a background check. Instead, candidates enter their data using a secure portal on the E-Link vendor site. This process also allows for the Talent Acquisition team to perform bulk requests of background checks during times where large numbers of background checks are needed, such as the reverification of five-year renewals for Programs Involving Children (PIC).
• October 2017
  • Service Level Agreements (SLAs) put in place for Talent Acquisition: In September 2017, Talent Acquisition completed a review of non-valued added processes being conducted by the team in an effort to reduce the amount of time it was taking to post jobs and approve Hiring Proposals. In many cases, the turnaround time for Postings and Hiring Proposals was three to five business days. As a result, beginning in October 2017, the team set the SLA for turnaround time on all Postings and Hiring Proposals as “same day or next business day.” As of October 31, 2018, the team has met SLAs for 13 months straight.
• May 2017
  • Talent Acquisition Rapid Redesign: This intensive two-and-a-half day workshop held in May 2017 was based on the “Work-out” model by Jack Welch at GE. 21 Action Plans were created to streamline posting approval and hiring processes, develop a “talent pipeline,” create a consistent offer letter template, standardize candidate communication and candidate experience, and more.

Creation of a university-wide orientation process for all employees.

Updates:

• July 2018
  • Bloomington and IUPUI Standardized: After refining Bloomington’s New Employee Orientation process, IU HR rolled out a consistent and branded process at IUPUI. While IUPUI already had a very successful New Employee Orientation, multiple departments were consulted to develop a consistent practice (branding, presentations) for campuses were policies and practices are similar. At the same time, IU HR made sure to continue highlighting the unique campus and culture that IUPUI offers.
• December 2016
  • New Employee Orientation – Phase 1: We re-introduced New Employee Orientation on the Bloomington campus because we heard and understood the need for an in-person orientation session. We also created a new website with information on the orientation sessions and links to the orientation materials. Next we will begin to explore how to standardize a New Employee Orientation program across all campuses.

• In Development
  • An online Leadership Toolkit is being developed to ensure people leaders at IU have valuable leadership tools and resources available when needed.
• January 2021—Ongoing
  • The Leading at IU Series was introduced. This free development opportunity for people leaders consists of a nine-month virtual series based on the IU Staff Competencies. It offers leaders from across IU critical skill development and the opportunity to network and learn from peers across the university while applying what they have learned. Two sessions are offered each year, with additional regional sessions planned for later introduction.
• June 2019
  • Leading at IU: “Four Simple Actions” was introduced to more than 4,000 leaders university-wide via a four-week educational email campaign. More than 400 leaders chose to continue their focus on this easy-to-use communications framework with a four-week online challenge that followed the email campaign.
• April 2019
  • Leading at IU: “Four Simple Actions” introduced to HR Community.
• October—December 2018 and ongoing
  • Brainstorming sessions held with managers and individual contributors from across IU to determine what effective managers do well and what employees seek from their managers. These very informative discussions were distilled into themes and “Four Simple Actions” centered on manager communication. 
• July 2018
  • Multi-phase Manager Development Program launched. Phase 1 is Simple Actions: Identify a handful of actions managers can easily implement that have a big impact for employees and improve engagement.

Select and implement a LMS for all IU training.

Define and implement functional career paths across the university.

Develop and implement an HR Mentoring Program.

Develop a succession planning process with guidelines to be used across all IU campuses.