1. Overview of HR 5-year Strategic Plan

2. Committee Kim Heersche (Training &Development) Michelle Bliffen (EAG)
Steve Ivey (Communications & Technology)
Cory Knutson (HR Business Partners)
Katie McRoberts (Compensation)
Jasmyn Weyer (Employment)
Michelle Bliffen (EAG)
Sarah Bowes (Employment)
Gail Carbol (Benefits)
Erika Chambers (Work-Life)
Deb Graham (Training & Development)

3. How we got here
HR Strategic Planning Committee was established and started meeting weekly in early March 2015 (11 members)

4. How we got here Director interviews Periodic review
Finance and Administrative EAB Administered Alignment Survey results
Survey
UK strategic plan
Previous HR strategic plans
UK mission, vision and values
HR mission and vision
HR strategic plans from benchmarks
Outside readers 

5. How we got here
Committee built a shared vision for the purpose of HR’s strategic plan and established guiding principles

6. Guiding principles The strategic plan is based upon: Collaboration
Integrity
Expertise
Innovation
Inclusion & diversity

7. Strategic initiative 1
Model customer service excellence

8. 1: model customer service excellence
Establish an HR organizational structure to meet University service expectations and future growth needs
Improve the overall quality of service
Centralize a customer service infrastructure to answer all basic incoming HR questions (call, face-to-face, , etc.)

9. 1: model customer service excellence
Design, update and maintain an integrated HR website to ensure customers understand HR services, staff roles, responsibilities and resources
Provide timely and meaningful information through all HR communications

10. 1: model customer service excellence
Enhance the new-hire onboarding experience
Create knowledge transfer tools to support supervisors in maximizing the offboarding process

11. Strategic initiative 2
Drive solutions through technology

12. 2: drive solutions through technology
Set the stage for the use of predictive analytics in planning and decision making
Engage pertinent parties in continuous process improvement of HR-related University data systems
Utilize existing technology to maintain operational flexibility and continuity

13. Strategic initiative 3
Expand university partnerships

14. 3: expand university partnerships
Embed HR expertise within business units by expanding the Business Partner model
Proactively identify and address opportunities through management of customer inquiries
Create model that plans for turnover in key positions

15. 3: expand university partnerships
Partner with existing student employment services to create a comprehensive program to better prepare students for the future
Implement organizational development practices and solutions to better support the depth of needs of all University customers

16. Strategic initiative 4
Improve employee engagement

17. 4: improve employee engagement
Provide an ever-increasing array of coaching and educational opportunities regarding financial well-being
Improve the well-being of the UK community

18. 4: improve employee engagement
Leverage workplace solutions to support current and future employee and University needs such as space constraints, accessibility, work/life balance and extraordinary events
Implement best practices and proven strategies from Unconscious Bias endeavors

19. Strategic initiative 5
Exemplify a thriving workforce

20. 5: Exemplify a thriving workforce
Establish consistent expectations for leaders, managers and supervisors to support employee success
Streamline and standardize key HR processes to smooth workflow and eliminate process bottlenecks

21. 5: exemplify a thriving workforce
Mitigate stress and burnout to improve productivity and engagement
Pilot a coach training program within HR that equips supervisors and managers with appropriate coaching skills