Flexible. Best practice. Responsive to the demands in higher education. And responding to you.
VCU’s new HR plan will attract and retain the very best: talented individuals and teams that will help VCU achieve its strategic goals. The plan focuses on you — our most valuable resource. You told us what was needed for VCU to be a great place to work. Some examples of the new HR plan that you asked for include:
- Opportunities for career advancement through visible career paths across the university
- Increased professional development and networking opportunities
- Merit-based pay that recognizes outstanding service to students and faculty and rewards achievements that advance university priorities
- Meaningful performance evaluation, with goals linked to strategic priorities and clear expectations
- Transparency and accountability
- Ability to influence your own pay and promotional opportunities through merit-based pay and career development
Here’s what our new plan will do.
- Align VCU’s human capital with VCU’s mission, vision, core values and strategic direction to attract and retain those who foster a vibrant learning and scholarly community and who influence change in a dynamic organizational culture.
- Enhance the quality of service provided to students by focusing the individual and collective potential of VCU’s workforce on strategic priorities.
- Hire and keep highly qualified talent in a very competitive market by being a great place to work, where faculty and staff can do meaningful work, a place of opportunity, where success is supported and careers thrive.
- Modernize outdated HR practices, support growth in research and reduce legal liabilities.
Here’s how we will implement the new HR plan.
January 2018 is our target launch date. Already, we are hard at work and have a timeline for every step of the way.
Policy and programs
Research and design
University review process
Finalize and train on policies and procedures
Effective Jan. 1, 2018
Plan, communicate, engage
- Spring 2016
- Fall 2016
- Apr 2017
- Sep 2017
- Mar 2018
March through August 2016: Planning and data collection
- Begin project planning, staffing and preparation.
- Create communication plan.
- Conduct focus groups.
- Inventory current policies and systems.
- Collect and analyze benchmark data.
- Establish metrics for success.
- Identify and prioritize policy and program changes.
- Mobilize teams.
September 2016 through February 2017: Designing the HR plan
- Research best practices, design options and develop recommendations.
- Seek feedback on proposed changes.
- Create implementation and training plans.
- Design infrastructure.
- Design enrollment process.
- Communicate, communicate, communicate.
March 2017 through March 2018: Implementing the new plan
- Finalize design and obtain approval.
- Implement infrastructure.
- Create communication and training materials.
- Effective date January 2018.
- Conduct enrollment process.
- Evaluate results; review, revise, refine.
- Prepare final report.
January 2018 is the beginning of the new plan, but it is not the end of this work. The current HR structure didn’t happen overnight, and it will take time for the advantages of the new HR plan to be realized.
What are the key components of the new plan?
We are responding to your needs as expressed in the Great Place Initiative surveys and town halls and the needs of the university to modernize HR practices. We will address the following key components for classified staff and administrative and professional faculty.
- Career and professional development:
- Identify, inventory and improve access to a range of learning opportunities supporting the expectation that all employees need to stay current in their field, develop their capabilities, increase competencies and prepare for career advancement.
- Mentoring and networking:
- Build “career communities” across the university that bring together practitioners in similar fields to create connections, share knowledge, increase collaboration, promote innovation, solve problems, strengthen competencies and enhance leadership opportunities.
- Career advancement and promotional opportunities:
- Design visible and flexible career paths that provide opportunities for “promotion in place” as well as advancement across the university. Offer different career tracks for individual contributors with deep subject matter expertise distinct from those who aspire to a supervisory, management or leadership role.
- Leadership development:
- Invest in managers as organizational leaders through learning experiences, and increased training, networking and mentoring opportunities so leaders/managers have the competencies, skills and resources to create the kind of work environment where employees feel valued, where their success is supported and their careers thrive.
- Performance evaluation:
- Develop and implement effective performance evaluation through a consistent process that provides a sound basis for feedback, assessment, career growth and for rewarding and recognizing high performers. The process will begin with establishing clear goals that cascade from the university’s strategic priorities to school/unit level to each employee, offering a direct line of sight from the individual’s goals to the university’s mission and vision. It will also include expectations in the form of well-defined behaviors that reflect the university’s values. Useful evaluation feedback will be provided on both accomplishments and behaviors with a coaching discussion of future career interests.
- Leave and other benefits:
- Ensure the university’s leave and benefits package is competitive and responsive to today’s workforce and that it supports the recruitment and retention of highly qualified and diverse talent.
- Compensation, reward and recognition:
- Implement market salary ranges and merit-based policies that encourage employees to influence their own pay by rewarding high performers who provide outstanding service, foster a vibrant learning and scholarly community, advance strategic priorities, promote the university’s values and influence change in a dynamic organizational culture.