2017: Year of Connection

picture of Newport bridge

The Year of Connection reflects HR’s strong and explicit commitment to fostering connections between central HR and campus constituents.

In 2016, we delivered HR service in more strategic and efficient ways, while continuing to manage daily operations and respond to campus needs. We focused on transforming systems and processes to strengthen and build human resources at the university.  2016 was truly transformative. Take a look at the reports to see all that was accomplished during our Year of Transformation.

In 2017, HR focused on advancing the important work accomplished during the Year of Transformation by reinforcing and building connections across the university. 

Our Year of Connection focused on four strategic initiatives with our accomplishments highlighted below:

1. Build on systems and processes implemented by central HR to maximize efficiencies and deliver thoughtful strategic outcomes.

  • Developed systems and procedures to implement more fully digitized processes across HR functions in applicant tracking, faculty and staff searches, approval workflows, electronic personnel forms, search committee management, onboarding and professional development. Launched new electronic learning management system.
  • Added short-term capacity for key areas within central HR (classification/compensation; data analysis), realigned central HR learning and development, and enhanced cross-training to improve ability to respond to increased volume, training needs, data analysis and academic employment processes.
  • Managed successful outcomes through Employee Labor Relations work on United Academics (UA) and Service Employees International Union (SEIU) agreements
  • Continued to refine HR communication strategy to provide timely information and resources to campus

2. Provide support and training for employment processes and practices.

  • Offered targeted training to a wide range of audiences (in a variety of formats) including training in policy, process and procedures in multiple HR areas e.g. recruitment, veteran's preference, search committee, onboarding, performance management, employee relations, tenure track faculty processes, supervisory training, and appointment renewal training.
  • Regular training and information dissemination for HR partners from content area experts at monthly meetings e.g. ADA training, purchasing and contracting, risk services and resources available through the Employee Assistance program.
  • Support for new OA Employment policy regarding expectation of performance feedback including supporting and consulting with supervisors through the development and implementation of performance improvement plan (PIP).

3. Engage HR Partners to strengthen and support HR functions within UO’s distributed HR model.

  • Formed the HR Advisory Team to gather input from members in a variety of campus HR-related roles who bring diverse perspectives and experience. 
  • Implemented a variety of regular and ad hoc meetings with campus partners to collaborate on projects, gather feedback, and problem solve issues.
  • Provided specific consultations for departments in order to assist in the management of reorganizations, problem solve systemic issues, and provide targeted guidance.

4. Reinforce and augment HR’s partnership with UO leadership in the implementation of strategic initiatives.

  • Participation by HR Leadership and staff in a variety of campus working groups and committees to afford HR expertise and perspective
  • Continued monthly HR Council meetings to provide information to campus leadership (VPs and Chiefs of Staff) and opportunity to discuss HR emerging issues
  • Formed an OA Employment Policy Review Group to help HR strengthen, clarify and update the contents of the policies and procedures as necessary.
  • Continued to develop and improve employee data management, maintain data integrity, and provide accurate reporting to campus constituents and leadership for decision making.