1. Agenda –November 30th Compensation (Kyle/Bob)
Decision Framework (Jamie/Jan)
Diversity & Inclusion (Candace/Nadine)
Talent Acquisition (Cheryl)
Governance council

2. Compensation and Classification Committee
Charge: Research and recommend an agile framework and compensation philosophy for Professional and Scientific employees (non-bargaining)
Committee Membership
Robert Millsap Co-Chair
Kyle Anson Co-Chair
Lori Neu
Talinda Pettigrew
Wendy Brentner
Kay Shie
Dave Ambrisco
Trevor Glanz
Hannah Yeo
Kevin Ward, committee liaison
Senior HR leaders will automatically granted access via a Directory yet will still need to sign off on rules of use agreement. Biz rules will be developed in Oct. for consistency in broader approval processes.

3. Deliverables
Initiation: Research strategies and best practices in compensation philosophy and processes. Concentrate on best practices that are focused on aiding HR Representatives and Administrators.
Planning: Survey UI HR community about strategies and best practices in compensation.
Implementation: Submit recommendations to the Governance Council related to compensation philosophies and practices. Provide updates to Governance Council regarding progress of initiative
Evaluation: Evaluate effectiveness of recommendations adopted.
Nov 27 is targeted date for dashboard delivery

4. Evaluation Process
Surveyed Big 10 Universities and Peer Institutions to gather information on Compensation philosophies and practices.
Evaluated key concepts and drafted an overarching compensation philosophy for the University of Iowa.
This compensation philosophy is intended to increase transparency, as well as foster and support conversations between supervisors and employees about how individual salaries are determined.
The University’s total rewards philosophy includes salary, insurance and retirement and other benefits that make up total compensation.
Provides flexibility with the University to meet a variety of organizational objectives and funding sources
A competitive total rewards strategy is key to recruiting and retaining the workforce needed to fulfill the mission and strategic goals of the University.
Maintain compliance with applicable federal and state regulations, including equal pay and comparable worth

5. Pay Practice Recommendations
Expedite the process for updating job classifications and/or creating new classifications to effectively recruit and meet the talent needs of university employers.
Increase the maximum value of individual SPOT awards for exceptional performance to net $150.
Revise the Flex Pay documentation to eliminate reference to “org average” salary increase. Instead, rely upon the most recent performance review summary rating.
Offer a more simple format to support career advancements. Also, reduce the current career promotion/shift form by removing the competency section.
Revise guidelines on internal hire to a lower pay level to more clearly recognize that there can be flexibility with University Human Resources approval.
Develop best practices related to “Sign-On” incentives, to include eligibility and conditions of payment/re-payment.
Defer expanded use of referral incentives until we have the capacity to move away from manual processing currently used by the Department of Nursing.
Release Notes
Definitions
Demographics
Foundational data related to workforce planning
Utilization of standardized data and formulas
Comparison with UI
Turnover/Retention
Key metrics related to recruitment, retention and the employee experience
Comparison within UI and to Bureau of Labor Statistics (BLS)

6. Decision-Making Framework
Committee Members
Jamie Jorgensen, General Counsel’s Office, co-chair
Jan Waterhouse, College of Engineering, co-chair
Suzanne Hilleman, Finance and Operations
Jana Wessels, UI Health Care
Jennifer Modestou, Office of Equal Opportunity and Diversity
Rachel Napoli, President’s Office
Kevin Ward, University Human Resources
Cheryl Hoogerwerf Reardon, HR Administrative Liaison
Part of the training is for Snrs to understand what’s in the data so that they can assess how to apply the business rules in evaluating access within their orgs.

7. Decision-Making Framework
Committee Charge: Create a framework that articulates key considerations for human resources decision-making processes.
Guiding Principles
Balance risk and potential efficiencies associated with decision-making authority at different levels of the organization.
Develop a tool that has general application.
Identify categories of local, low-to-moderate risk decisions that improve efficiency and empower distributed HR leaders.
Scope
Applies to HR decision-making processes but does not displace processes that are dictated by external regulatory requirements.
Part of the training is for Snrs to understand what’s in the data so that they can assess how to apply the business rules in evaluating access within their orgs.

8. Decision-Making Framework
Recommendation - Considerations that prompt UHR involvement in a decision:
Compliance/oversight obligations
Policy
Legal risk
Expertise
Public perception
Implications for other UI departments
Strategic initiatives
Administrative burden
Process: Changes in HR decision-making authority should be initiated by the Senior HR Leader.
Phase III Committee
Committee Membership
Co-chairs – Jamie Jorgensen and Shelley Stickfort
Admin Liaison is Kevin Ward
Jane Caton
Amy Kirkey
Jennifer Modestou
Heather Schnoebelen
Ellen Twinam
(ad hoc – Susan Johnson – Ombuds)

9. Diversity Equity and Inclusion Committee
Co-chairs: Nadine Petty and Candace Peters
Committee Members: Lori Berger, Diane Finnerty, Maria Bruno, Consuelo Garcia, Corinne Stanley, Bruce Drummond, Vanessa Steffen, Sarah Lobb, Tracy Peterson and Adam Potter
Committee Charge: Research and propose strategies and tools to acquire, promote and retain diverse faculty and staff
Deliverables:
Initiation: Research strategies and best practices in acquiring, promoting and retaining diverse faculty and staff 
Planning: Submit written recommendations to Governance Council regarding strategies and best practices in acquiring, promoting and retaining diverse faculty and staff and building a recruitment ambassador program
Implementation: Establish central system for tracking acquiring, promoting and retaining diverse faculty and staff.  Provide monthly updates to Governing Council regarding progress of initiative.
Evaluation: Evaluate effectiveness of strategies.

10. Research Behind the Strategy High-Impact Diversity and Inclusion: The Maturity Model
Treat diversity & inclusion as business-critical, not compliance-necessary.
Move beyond diversity to “inclusion and diversity.”
Embed Diversity & Inclusion into all talent practices.
Prioritize leadership.
Provide Diversity & Inclusion resources that empower individuals to take action.
Drive accountability, not metrics
(Garr & Atamanik, 2017)
The Bersin by Deloitte Diversity and Inclusion Maturity Model
Uniting diversity and inclusion with all aspects of an employee's experience while at the University of Iowa (UI) is essential to engagement, outcomes and institutional reputation.
Garr and Atamanik (2017) note that organizations with inclusive cultures tend to be: innovative, anticipate change and respond effectively, and are likely to meet or exceed financial targets.
The Diversity Equity and Inclusion {D&I) Committee recommendations below are guided by an industry study conducted for Bersin by Deloitte entitled, High-Impact Diversity and Inclusion: The Maturity Model (Garr & Atamanik, 2017). Uniting diversity and inclusion with all aspects of an employee's experience while at the University of Iowa {UI) is essential to engagement, outcomes and institutional reputation. Garr and Atamanik (2017) note that organizations with inclusive cultures tend to be: innovative, anticipate change and respond effectively, and are likely to meet or exceed financial targets. They suggest the following six principles as key to becoming a more diverse and inclusive organization.
Organizations with inclusive cultures are six times more likely to be innovative, to anticipate change and respond effectively, three times more likely to be high performing and twice as likely to meet or exceed financial targets. Finally, our analysis reveals six principles key to becoming a more inclusive organization.

11. Initial Phase: Develop Strategic Plans
Communicate the criticality of DEI by consistently messaging the impact of DEI through both formal communications and reporting relationships (Principle 1)
Strengthen DEI skills among UI employees, and especially among campus leadership (e.g., Administration, DEOs, Directors, Managers, Supervisors) (Principle 2)
Enhance on-boarding resources to emphasize a commitment to DEI (pre-employment thru 2nd year based on new Talent Acquisition system) (Principle 2)
Enhance the faculty and staff recruitment process to ensure that the importance of DEI and in creating a welcoming climate is part of each applicant’s experience (Principle 4)
Principle 1:
Diversity Recruiter
Communicate the criticality of D&I by consistent messaging
Develop leadership statements from the president, Provost, CDO, and VP HR conveying their expectations that D&I is mission critical
Chief HR Officer communicates message throughout HR enterprise and UI campus as an important unit brand
Invite various councils and groups to advocate D&I message
Principle 2:
Strengthen D&I skills among UI employees, and especially among campus leadership (e.g., Administration, DEOs, Directors, Managers, Supervisors).  
Review the “Collaboration and Embracing Diversity” Universal Competency description and “Proficiency Levels & Typical Behaviors” to strengthen its role in annual performance evaluations, annual goal-setting, and mentoring.  
Provide instruction to HR Reps, supervisors and employees for how to mentor growth in this area and assessment during review, including providing examples of D&I performance goals. 
Include diverse perspectives in the analysis and/or development of programs and initiatives and make intentional efforts to ensure that university committees represent campus diversity. 
Enhance on-boarding resources to emphasize a commitment to diversity and inclusion (pre-employment thru 2nd year)
Expand and promote worklife.uiowa.edu website as a resource for new employees and recruits. 
Integrate D&I into all new employee on-board and enhance existing on-boarding process in consultation with department and collegiate best practices. 
Identify current mentorship programs across campus and explore development of campus-wide programming and resources.
Principle 4:
Enhance the faculty and staff recruitment process to ensure that the importance of diversity and creating a welcoming climate is part of each applicant’s experience  
Review existing recruitment materials and resources to identify how D&I is/is not currently integrated and recommend “best practice” strategies
Require search consultant and search committee training to address bias
Review/revise the "Recruitment/Retention Ambassador" program to strengthen its role in the recruitment process 
In collaboration with the Provost Office, review/revise the “Faculty Search Committee Practices to Advance Equity”
Encourage the use of trained, peer “Equity Advisors” on search committees as a national best practice. 
Provide implicit bias training for Tier related resume screeners and monitor resume screening

12. IT Project –update Oracle/Taleo purchase
Baker Tilly Implementation Partner
Dec 11 – 13
Finalize Talent Acquisition Teams
Finalize Governance
Outside Counsel – Seyfarth & Shaw
Additional Third Party Vendor discussions
GIS
Job Aggregator
Finalized service agreement Sept. 13th
Deliverables:
System and Common model compliance review
Legal analysis and compliance recommendations
Ad hoc advice and counseling throughout the project

13. Contract completed on Nov. 2nd
Service covers pre-planning and implementation for:
Functional
Technical
Change management
Contract covers services for weeks
Preliminary Implementation Timeline

14. Talent@Iowa Governance – Looking Ahead
Governance Council Focus
Every other month meeting
Project Team
Focus: Talent Acquisition Implementation (weekly meeting)
Committee
co-chair
Focus: quarterly deliverable updates
Monthly meetings
Governance – Looking Ahead
January 11th 11:00-noon
Feb 8th 11:00-noon
Status Update on Initiatives
Talent Acquisition Governance (Cheryl)
Succession Planning (Keith/Dee)
Roundtable (Kevin/ Angie)
Status Update on Initiatives
Talent Acquisition Progress/Updates (Angie/Keith

15.
12 month Progress Report
Calendar Year 2018
Shift focus to Talent Acquisition