An Agenda for Change: Gaining Competitive Advantage Through Strategic Human Resource Management

1
An Agenda for Change Gaining Competitive
Advantage Through Strategic Human Resource
Management

• Create a distinctive recruiting, reward and
  retention strategy for each employee segment. The
  conceptual reward framework includes five key
  elements (compensation, benefits, institutional
  affiliation, work/life balance, and career
  development and advancement).
• Build a shared service HR organizational
  structure that strikes a critical balance between
  a central HR function that ensures consistent HR
  policies and practices across the LSU System and
  a strong campus HR function that enables campus
  administrators to manage the workforce consistent
  with their goals and objectives.
• Build HR value through outsourcing and using
  self-service technology more effectively.
• Better control the direct and indirect costs
  associated with the Universitys leave programs
  by offering a Paid Time Off (PTO) approach to
  leave benefits that combines sick and annual
  leave into a single account and limits leave
  accrual.
• Implement a phased retirement program for faculty
  who are reaching their normal retirement age and
  who will elect to retire within the next five
  years.

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An Agenda for Change Gaining Competitive
Advantage Through Strategic Human Resource
Management

• Conduct a study of the relationship of both work
  environment and work/life issues to recruitment,
  retention and commitment of faculty and staff
  including perceptions of autonomy, having
  positive collegial relationships, development
  opportunities, quality of departmental
  leadership, and being able to integrate work
  demands with personal responsibilities. Based on
  the findings of the study, the University must
  develop polices and programs that are tailored to
  the highest priority needs of the institution.
• Establish the Presidents LSU System Leadership
  Initiative. The goal of the leadership initiative
  is to develop the special brand of leadership
  required to meet the challenges of a leading
  public research university.
• Civil Service reform is needed to make the system
  more flexible and responsive to the changing
  needs of higher education. The focus of the
  reform effort should be on three specific reform
  initiatives
• Salary administration the LSU System must have
  greater control over salary expenditures for
  Civil Service employees, particularly during
  periods of severe financial crisis.
• Leave programs costs associated with
  absenteeism and lost productivity could represent
  as much as 15 of payroll costs for Civil Service
  employees. We must take a comprehensive approach
  to reducing these costs and fostering a positive
  culture of attendance.
• Layoffs we must strike a better balance between
  seniority and contribution in the layoff process.
  

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An Agenda for Change Gaining Competitive
Advantage Through Strategic Human Resource
Management

• Steering Committee Membership
• Dorothy Dottie Reese LSU Board of Supervisors
• DeAnn Arnold Director of Human Resources -
  Shreveport
• Forest Benedict Vice President for Human
  Resource Management -
• LSU System
• Lanette Buie Director of Human Resource
  Management -
• Health Care Services Division
• Marian Caillier Assistant Vice Chancellor, Human
  Resource Management LSU A M
• Ann Coulon Director of Human Resource
  Management -
• LSU Agricultural Center
• Dave Fuqua Director of Human Resource
  Management
• LSU Health Sciences Center Shreveport
• Carolyn Landry LSU Staff Senate President LSU
  AM
• Dennis McSeveney Associate Provost For Academic
  Enhancement, Professor of Sociology
  University of New Orleans
• Teresa Summers Assistant Vice President for
  Academic Affairs, Cliff and Nancy Spanier
  Alumni Professor LSU System
• Faculty Member To be appointed

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An Agenda for Change Gaining Competitive
Advantage Through Strategic Human Resource
Management

• Study Committee Framework

LSU Board Of Supervisors
Project Management Vice President for HR
President Chancellors
Steering Committee
HR Performance Metrics Subcommittee
HR Shared Services Subcommittee
Recruitment Retention Rewards Subcommittee
Outsourcing Technology Subcommittee
Civil Service Reform Subcommittee
Key Tasks (i) Define key metrics by which HR
will measure performance (ii) Assess data
mining and analysis capabilities and determine
how best to use these capabilities (iii) Develop
reporting requirements that support overall
HR strategy (iv) Develop capability to use
decision tools to better manage HR function (v)
Develop LSU System Data Warehouse
specifications and support requirements
Key Tasks (i) Develop shared services model and
respective System/Campus roles (ii) Define the
staffing requirements and cost/benefits of the
model (iii) Define key metrics by which HR will
measure models effectiveness
Work/ Life Study Key Tasks (i) Design and
conduct work/life study with aid of
consultants (ii) Develop policy/program options
based on findings (iii) Develop metrics
for measuring program outcomes
Rewards Key Tasks (i) Review/ Revise conceptual
reward framework (ii) Prioritize key elements of
reward strategy by employee segment (iii) Develop
metrics for measuring program outcomes (iv)
Develop reward models
Leadership Key Tasks (i) Define core values/
challenges of leadership (ii) Develop framework
for leadership initiative (iii) Determine
resource requirements (iv) Develop rollout
plan/ strategy
Key Tasks (i) Develop 5-year HR staffing/
workload projections (ii) Conduct HR technology
market scan (iii) Conduct cost/benefit
analysis (iv) Identify best opportunities for
outsourcing and technology upgrades

• Key Tasks
• (i) Explore more
• effective ways to link
• pay to performance
• (ii) Examine factors
• that influence
• absenteeism and their
• impact on productivity
• and cost
• (iii) Develop action
• plan for integrated,
• comprehensive
• absence management
• program
• (iv) Develop a layoff
• proposal that provides
• more discretion for
• skill and performance
• factors in bumping

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An Agenda for Change Gaining Competitive
Advantage Through Strategic Human Resource
Management

• Next Steps
• Review study committee framework and key tasks
  with the Board at its August meeting.
• Select subcommittee chairs. Identify additional
  subject matter experts, consultants and other
  resources required to support the work of the
  subcommittees.
• President and Steering Committee will meet with
  the chancellors to discuss the key
  recommendations outlined in the Agenda for Change
  Report. The goal is to secure support for and
  participation in a sustained effort to address
  the key HR challenges changing the face of public
  higher education.
• Report progress to the Board at its September
  meeting.