1. Governance Council Meeting
April 6, 2017

2. Agenda Introductions: Cheryl Reardon
Talent Acquisition Director: Marguerite Granat
Talent Acquisition Project: Angie Bell, Rebecca Schwertfeger, Mike Kaplan
HR IT Transition: Mike Noel
Payroll Alignment Update: Cheryl Reardon
Progress and Communications: Sue Sager, Lin Larson
Next Steps: Cheryl Reardon

3. Talent Acquisition Director Marguerite Granat
Director of Talent Acquisition started at UI March 31st
15 years of experience in Talent Acquisition/Recruiting/Exec Searches
Masters in Human Resources from Loyola University
Masters in Accounting from Southern Illinois University Carbondale
Talent Acquisition Strategist (HCI)

4. Talent Acquisition Strategy and System
recommendations: Implement a state-of-the-art talent management system
Address the full suite of talent management needs for varied constituencies in a time frame that respects those needs
UI strategic plan: Strategic interest in attracting and retaining talent
“The people of the UI are crafting new chapters of exploration, discovery, creation, and engagement.”
University community has identified talent acquisition as their highest priority and the first component of a talent management system to implement

5. Interconnection of the Talent Initiatives
Talent Management Strategy
Talent Acquisition Strategy
Talent Acquisition System
Interconnection of the Talent Initiatives

6. Comprehensive Talent Management System
A talent management system (TMS) is an integrated software suite that addresses the
“pillars” of talent management:
Recruitment
Performance management
Learning and development
Compensation management
Succession planning
An applicant tracking system (ATS) is a software application that enables the electronic handling of recruitment needs. 
ROI
80% reduction in onboarding time
30% reduction in external agency/advertising spend
20% improvement in time to productivity
20% reduction in time to hire revenue generating personnel
87% greater ability to “hire the best people”
25% reduction in candidate drop-off

7. Replacement of the Jobs@UIOWA system

8. Talent Acquisition Strategy and System Project
TA Strategy:
Establish a preliminary talent acquisition strategy that attracts, and retains faculty and staff within the larger scope of talent management
TA System Project:
Identify a new system to complete the employment life cycle, including all functions currently supported by system

9. Talent Acquisition Project Governance
Identify a new system to complete the employment life cycle, including all functions currently supported by the System.
Executive Sponsor (Cheryl Reardon): Responsible for overall success of project implementation and continued operation.
Project Leaders (Marguerite Granat, Rebecca Schwertzferger, Peter Forkenbrock, Diane Finnerty): Oversee implementation and responsible for project planning, management, and communication
Four Project Subcommittees – Academic, Staff, Health Care, and Change Management: Focused development and deployment of software/processes that meet the needs for a specific area.
Subject Matter Experts – Compliance, Compensation, Technical Implementation, and Search Consultants: Focused development and deployment of software/processes that meet the needs for areas of expertise.
Members: TBA

10. TA Strategy Advisory Committee Charge
Establish a preliminary talent management strategy that attracts, develops, and retains employees who possess the broad diversity essential for our teaching, research, and health care missions.
Deliverables and Timeline
Research talent acquisition strategies
Propose preliminary talent strategy by September 2017
Offer guidance in design, development, and implementation of strategy
Research and propose strategies for enhancing internal mobility, diversity, and dual career program
Strategy Members:
Chris Annicella and Rebecca Schwertzferger
Maggie Moore, Brenda Dodge, Laura Barnard, Jill Robinson, Adam Potter, Kendra Malone

11. TA System Guiding Principles
Align with recommendations and the University’s talent strategy: Talent acquisition is the first part of a comprehensive talent management solution
Develop integrated talent acquisition processes and technology solutions from “decision to hire” through “onboarding”
Reduce administrative burden for recruiters and hiring departments
Provide effective and efficient solutions that ensure regulatory and legal compliance requirements are met
Offer an exceptional applicant, recruiter, and hiring department experience
Align of resources with strategic initiatives
Ensure fiscally responsible, known life-cycle costs including purchase, implementation, and operational support costs

12. Talent Acquisition System Project Updates
Due Diligence
Oracle functional and technical demo – completed March 7 and 8
Market analysis – Gartner, TalentTech, IDC MarketScape
Talent acquisition system leader assessment – iCIMS
Talent management system leaders demo – PeopleFluent, Cornerstone, PageUp
April:
Due Diligence
May:
Demos
June:
Software decision
Project begins
Project Planning and Governance Structures

13. IT Transition Update Memorandum of Understanding
IT Governance Structure (priorities)
Bi-weekly meetings between technical and functional leads
Succession planning for key positions
Leveraging resources for data/data driven decisions

14. Payroll Alignment Update
Recommendation Accepted (MOU drafted)
UI Payroll will have a dual (solid) report to UHR and the Chief Financial Officer in Finance and Operations
Develop Payroll Users Group to gather input and enhance relationships across campus
Re-evaluate alignment in months.
Launch Phase II working committee of the Payroll Committee to assess and recommend strategies and priorities to increase efficiencies and meet campus needs.
Co-Chairs: Suzanne Hilleman, Terri Hein
Members: Dan Schropp, Tara Black, Rachel Quinlan, Kyle Anson, Dave Bergeon, Selina Martin, Audra Haddy, Angie Johnson, Debby Zumbach, Joni Troester (liaison)
Strategies and priorities will eliminate administrative burden in colleges and orgs, streamline processes, improve efficiency, improve accuracy, enhance accounting functionality, and strengthen knowledge of payroll and central finance accounting staff on key payroll issues.

15. Talent@Iowa Progress and Communications
April Infographic available Committee co-chair meeting: Co-chairs shared best practices Campus communications: Iowa Now article on March 23 Website: Regular content updates as new material becomes available (hr.uiowa.edu/talent) Progress updates: Quarterly phase two deliverables

16. 2017 UI HR Inaugural Conference

17. UI HR Awards

18. Governance Council Meetings
Date
Time
Location
Thursday, April 6
11 a.m.-noon
283 EMRB (Seebohm)
Thursday, May 11
Thursday, June 8
USB Training
Thursday, July 13
USB 112 – Training
Thursday, August 10
Thursday, September 14
Thursday, October 12
Thursday, November 9
11 a.m.-noon
USB Training
Executive Committee meetings twice monthly

19. Talent@Iowa Governance Council Proposed May Agenda
Medical leave recommendation
Talent acquisition system update

20. Governance Council Action
Inform campus of initiative
Share infographics
Refer to key talking points:
advances the UI strategic plan’s emphasis on the university’s people.
Implementing is a collaborative effort driven by the whole HR community.
prioritizes strategy alongside operations—more proactive approaches to recruiting, workforce planning, etc.
Increased efficiencies should save departments time and money.
Changes will balance coordination and flexibility, giving departments additional autonomy.
Other projects (like are closely integrated—they all inform each other.