ADA, FLSA, FMLA, Title IX, Title VII, whistleblower protections, EEO, antidiscrimination … the list goes on (and on and on!) of regulations and legislation that have implications for the workplace and workforce. And a large part of HR’s job is to manage that risk and ensure compliance with those laws. Rather than going it alone, wouldn’t it be nice to have an ally in that work? If your HR department doesn’t have a partnership with your institution’s legal counsel, both offices are missing out on a mutually beneficial working relationship.
Posts from the ‘Leadership and Strategy’ Category
Mar. 1, 2016
Feb. 3, 2016
Great work is being done by HR organizations at colleges and universities across the country. From innovations in processes and procedures to transformative HR work, from unique and forward-thinking diversity and inclusion initiatives to championing change, many HR organizations are successfully positioning themselves as strategic business partners and contributors to their institutions’ missions — and many institutional presidents are paving the way for HR to get the job done.
Dec. 16, 2015
A Time magazine article from October stated that there had been 23 shootings on college campuses so far in 2015, but that number has since risen with additional shootings at universities in Arizona, Texas and Tennessee. Bottom line: every college and university must have a plan in place in the event tragedy unfolds on their campus.
Nov. 3, 2015
As an HR professional, what knowledge, skills and abilities make you successful? What strengths help you contribute to your organization’s or institution’s mission, vision, values and goals? What traits enable you to add value and remain relevant? The RBL Group's 2015 HR Competency Study has identified nine competencies today's HR professionals must possess in order to strategically contribute to their organizations.
Oct. 21, 2015
How can we help prepare our organizations’ leaders to succeed in a socially and globally connected world? Linda Fisher Thornton, CEO of Leading in Context and author of the book 7 Lenses, offers up some strategies organizations can employ to help their leaders stretch to stay on top of changing expectations.
Oct. 16, 2015
Are the policies and practices at your organization in dire need of updates to make them more relevant, applicable and inclusive for your current workforce? If you answered “yes,” it may be time to start a revolution in your workplace. In the CUPA-HR Annual Conference session entitled, “What Kind of Revolution Shall We Start Today? Lessons From Political Scientists Who do HR," attendees sat at attention listening to and discussing with colleagues exactly what is needed to enact radical, positive and necessary change in our institutions.
Oct. 5, 2015
One of my favorite sessions at this year's CUPA-HR Annual Conference was "Connecting Introverts and Extroverts in the Higher Ed Workplace," presented by team members from Georgia Institute of Technology. With tons of personal insight and the science to back it up, the presenters offered some practical advice on how to manage both types of employees and the best way to create an environment in which everyone is comfortable and cohesive.
Sep. 29, 2015
Although it may sometimes feel like it, human resources doesn’t operate in a bubble. Collaboration and partnerships are crucial to our work and necessary for helping us add value and remain relevant. At the CUPA-HR Annual Conference, Chris Byrd, chief HR officer at University of South Carolina, shared with attendees how the university’s HR organization is working to create strong, long-lasting relationships with strategic partners across campus.
Sep. 28, 2015
In its traditional, highly distributed service delivery model, HR and financial services at University of Denver were delivered at the department or unit level with varying levels of quality; policies and processes were inconsistent; and central HR was missing opportunities to provide higher value services because it was mired in inefficient processes. Enter the shared services model.
Aug. 27, 2015
Helping our organizations manage performance is an important part of what we do as HR professionals. Organizational leaders look to us to provide direction, guidance and oversight for the performance management process. And with more and more organizations moving to competency-based performance appraisals, many of us are having to take a fresh look at our talent management strategies. Here, Oregon State University’s chief HR officer shares some lessons he and his team learned during the development and implementation of an in-house-built performance management system.