The Catholic University of America

1
The Catholic University of America

• Human ResourcesRealignment Project
• Presidents Council
• October 8, 2002

2
Institutional Assets

• Fiscal
• Physical
• Technological
• Human

3
Value of Human Capital

• Education is a Service Industry
• Service Industries are Dependent on the Quality
  of Their Employees
• Employees are the Universitys Most Critical
  Asset
• Both Faculty and Staff Ensure the Universitys
  Success in Fulfilling its Mission and Strategic
  Plan

4
Impact of Human Capital on the Strategic Plan

• Pillar 1 Administrators, Faculty and Staff
  Dedicated to the Universitys Mission Will Enable
  CUA to Excel as a Leader in Catholic Higher
  Education
• Pillar 2 A First-Rate Faculty of Scholars,
  Along with an Excellent Support Staff, Will Allow
  the University to Achieve Excellence in Graduate
  Research
• Pillar 3 A Quality Faculty and Staff Will
  Foster Excellence in Teaching and Learning, Both
  Inside and Outside the Classroom

5
Cost of Human Capital

• Employees Represent the Universitys Largest
  Expense Item
• 65 of Total FY 2003 Operating Budget
• Employment Related Matters Represent the Largest
  Risk to the University

6

• How Can CUA Maximize its Human Capital While
  Controlling the Cost?

7
Institutional Efforts

• Develop its Human Capital
• Recruit and Hire High Quality Faculty and Staff
• Select Employees Who Support CUAs Mission
• Cultivate its Human Capital
• Provide a Safe Working Environment
• Offer Employee Development Programs
• Teach Managers to Encourage and Promote
  Innovation and Creativity

8
Institutional Efforts (Cont.)

• Invest-In its Human Capital
• Provide a Fair Compensation Structure
• Offer Competitive Benefits Program
• Develop and Promote Creative Reward Programs
• Manage its Human Capital
• Control Hiring\Payroll Costs
• Manage Benefit Programs
• Ensure Compliance with Federal and D.C.
  Employment Regulations

9
Employment Cycle
Develop
Total Compensation Strategy
Recruitment Efforts
CUA
Cultivate
Invest
Training Programs Common Goals Attractive Culture
10

• How Can CUA Develop, Cultivate, Invest-In and
  Manage Its Human Capital?

11
Project Goals

• Develop a Philosophy for the Management of Human
  Capital at CUA
• Define the Operating Principles for the Human
  Resources Office in Support of the Universitys
  Strategic Plan
• Promote Prompt, Courteous and Professional
  Services to Constituents of the HR Office
• President and Vice Presidents
• Campus Departments
• Employees

12
Project Goals (cont.)

• Improve Operating Efficiencies by Automating HR
  Processes
• Institute an Equitable Compensation Program
  Consistent with CUAs Funding Ability
• Enable Manager and Employee Self-Sufficiency
  Through the Secure Distribution of Information

13
Project Steps

• Define the Universitys Philosophy for Managing
  Human Capital
• Define the Office of Human Resources Role in
  Support of the Institutional Philosophy
• Redesign HR Processes
• Design, Develop and Implement a Staff
  Compensation Program

14
Project Steps (cont.)

• Identify and Implement Quick Wins
• Develop a New Organization Structure for HR to
  Support Redesigned Processes and Strategic Roles
• Implement the PeopleSoft Human Resources System

15
Operating Principals by Functional Areas

• Employment
• Employee Orientation Communications
• Compensation
• Benefits
• Training and Development
• Organizational Development
• Employee Relations
• Labor Relations

16
Project Organization

• Process Redesign Effort
• Dave Maddox (Consultant)
• Committee of 10 - 15 Members
• Staff Compensation Program
• Mercer (Consultant)
• Analysis Team of 5 - 10 Members

17
Process Redesign Committee(Proposed)

• Charles Mann, Associate VP (Chair)
• Barbara Coughlin, Dir., Human Resources
• Craig Parker, General Counsel
• Frank Persico Vice President Chief of Staff
• Kevin Forbes, Business Economics Chair
• Sara Thompson Dean, Metropolitan College
• Peter Cimbolic Vice Provost Dean of Graduate
  Studies

18
Process Redesign Committee(Proposed)

• Michael Kanne Assoc. Dean, Law School
• Zia Mafaher Director, CPIT
• Michelene Sheehy Associate Treasurer and Budget
  Director
• Alan Goodman Director of Career Services
• Katherine Boone - Director of Housing
• Rochell Raymond Payroll Director
• Kevin Petersen Dir., Facilities Maint.
• Kevin Woods Implementation Specialist

19
Staff Compensation Analysis Team(Proposed)

• Barbara Coughlin, Dir. of Human Resources (Chair)
• Chuck Mann, Associate VP
• Laura Burhenn, HR Specialist
• Brian OConnell, Budget Analyst
• Estee Mendoza, Assist. to the Provost
• Carol Matlack, Operations Mgr. for VSL
• Schlain Schmidt, Implementation Specialist

20
Project Schedule

• Process Redesign Study 11/02 08/03
• Staff Compensation Study 11/02 04/03
• HR System Implementation 09/03 12/04

21
Project Budget

• Current
• Process Redesign Effort 120,000
• Staff Compensation Study 80,000
• Sub-Total 200,000
• Future
• Hardware for HR System 620,000
• Supporting Software 80,000
• Training for HR System 100,000
• Implementation Assistance 200,000
• Sub-Total 1,000,000
• Does not include potential salary adjustments.