Office of the President and General Administration Leadership Development for Supervisors and Managers

1. Office of the President and General Administration Leadership Development for Supervisors and Managers

2. Today’s Agenda • Introduction of Human Resource Staff, Mission, Objectives and Organizational Structure • HR Facilitator Role • Employment Legal Issues • EPA Employment • Establishing an SPA Position • SPA Recruitment, Selection & Hiring • Future Workshops • HR Web Site

3. Strategic Priorities Human Resources supports the University of North Carolina’s Strategic Priorities: • Access • Intellectual Capital Formation • K-16 Initiatives • Creation and Transfer of Knowledge • Internationalization • Transformation and Change

4. Mission Statement “…provide comprehensive human resource services for employees in the Office of the President, and its affiliates, through the development and implementation of policies, programs and practices to support employee professional needs and the organization’s strategic priorities. …”

5. HR Organizational Development Plan OBJECTIVES • Consolidate HR Division and Personnel Office to leverage resources and create greater value-added products and services to meet employee needs • Align HR Division mission with UNC Strategic Priorities and HR best practices • Develop comprehensive and competitive HR policies, programs and practices • Transition from transactional, rules-bound operation to a consultative customer-service oriented delivery • Leverage technology through the automation of transactional processes • Identify core HR functions and competencies • Identify opportunities for outsourcing and forming strategic partnerships • Align functional roles and skills sets

6. HUMAN RESOURCE CORE FUNCTIONS AND SERVICES FUNCTIONS Training & Development HR Information Management Recruitment & Staffing Employee Relations Organizational Development Compensation Benefits SERVICES • Policy Development, Design & Implementation • Diversity • Compliance/Legal • HR Planning & Research • Organizational Design • Succession Planning • Employee Recognition • Performance Management • Employee Assistance Program • Dispute/ Complaint Resolution • Grievance Process • Disciplinary Process • Position Design • Job Evaluation (Classification)/ Pricing • Compensation Administration • Compensation Design • Compensation Studies • Organizational Design (structure) • New Employee Orientation • Needs Assessment • Professional Development • Training Delivery • Employee Exit Process • Information System, Development & Support • Web Based Applications • Recruit • Select • WorkforcePlanning • BenefitAdministration • Benefit Counseling • Retirement Counseling • Resource Services • Benefit Plan Design

7. Gayle Davis Sr. Compensation Consultant Diane Watts Kris Silver Benefits Specialist Payroll & Leave Administrator The University of North Carolina Office of the President Human Resources Division Kitty McCollum VP & University Benefits Officer Kaprina Mitchell Benefits Manager Ann Lemmon Assoc. VP for Human Resources Claudia De La Cruz Personnel Asst V Debbie Robertson Robbie Snuggs Beth Alsobrook Employee Services Mgr. Recruitment & Comp. Consultant HR Assistant February 2009

8. Short-term Projects • Develop and implement a comprehensive New Employee Orientation program • Establish and implement an Employee Recognition Program • Enhance HR web site • Develop and implement HR Facilitator concept • Pursue SPA class/comp delegation of authority • Integrate EPA and SPA recruitment/ advertisement processes and reengineer the employee selection documentation process

9. Proposed Delivery Strategies • Utilize HR Facilitators • Facilitate ongoing communication, e.g., through e-mail and the Internet • Partner with UNC campuses • Outsource certain programs and services • Automate certain administrative processes (through partnering with Information Resources) • Enhance employee access to HR staff and services through the relocation of HR offices

10. HR Facilitator Role • Disseminate information and serve as divisional/ departmental expert on HR policies, programs, procedures, and resources • Facilitate the submission of information, reports, and forms from employees to HR • Facilitate the new employee hiring process and orientation to the work place • Support and recognize the contributions and achievements of employees • Provide services and information to employees as efficiently and cost effectively as possible • Serve as HR sounding board and provide feedback on new and existing services and programs

11. Employment Legal Issues

12. Federal Laws Prohibiting Job DiscriminationApply to EPA and SPA • Title VII of the Civil Rights Act of 1964 • The Equal Pay Act of 1963 • The Age Discrimination in Employment Act of 1967 • The Immigration and Reform and Control Act of 1986 • Title I and Title V of The Americans with Disabilities Act of 1990 • Section 503 of the Vocational Rehabilitation Act of 1973 • The Civil Rights Act of 1991

13. Practical Impact of FLSA • EPA & SPA: If exempt from FLSA • No overtime • File “Leave Sheet” or record of leave taken • EPA & SPA: If subject to FLSA • Overtime for more than 40 hours • Premium pay such as call back, shift premium, holiday premium, etc. • File “Timesheet” or record of the time worked

14. EPA (Exempt from the State Personnel Act) is not the same as exempt from the Fair Labor Standards Act (FLSA) FLSA Exempt means exempt from minimum wage and overtime pay for: Executive, administrative, and professional employees (including teachers and academic administrative personnel in elementary and secondary schools), outside sales persons, and persons in certain computer-related occupations (as defined in Department of Labor regulations). FLSA Exempt

15. EPA Employment • Determining EPA Status • Establishing Positions • Recruitment • Selection • Hiring • Compensation

16. University Employeesas Defined in Chapter 126 • EPA employees (Exempt from the State Personnel Act) • Instructional & Research • Physicians & Dentists • Senior Academic and Administrative Officers (SAAO) • SPA employees (Subject to the State Personnel Act)

17. Governance of University Employees Board of Governors State Personnel Commission EPA Employees SPA Employees Voluntary Uniform Guidance

18. Significance of EPA Status • Exempt from the SPA Compensation Plan • State Personnel Rules do not apply, including leave • No Longevity Pay • More Flexibility • Employment “at will” or “fixed term” except for tenured faculty • No career status • ORP eligibility • Faculty with the rank of instructor or above • SAAO • EPA Instructional and Research Non-Faculty

19. Determining EPA Status • Senior Academic and Administrative Officer (SAAO) • Status designated by the UNC President • EPA Instructional or Research • Status designated by the Office of State Personnel

20. Senior Academic and Administrative Officer • President, vice president, associate vice president, assistant vice president • Directors of major administrative, educational, research and public service activities • Other officers having significant administrative responsibilities and duties, as may be designated by the President

21. EPA Instructional • Duties must be associated with the regular academic and educational experiences provided by university, or be uniquely supportive of those experiences, and must involve significant and independent interaction with students • Substantial portion of work must be devoted to instructional activities or to the direction of educational/ academic support activities • Position requires the exercise of discretion in determining the nature and content of the instructional or educational activities assigned and evaluating their content • Position requires possession of post baccalaureate credentials

22. EPA Research • Position must require substantial independence in creative or research efforts and in the interpretation and dissemination of research results • Duties must be integral with the University’s instructional or research activities and represent an extension of the regular academic and education experience • Position must require that a substantial portion of the total work commitment is devoted to those research activities • Position requires possession of post baccalaureate credentials

23. Establish New or Recruit Existing EPA Position • Complete “Request for EPA Action” Form 102 (available on web) • Attach justification, position description, and organizational chart

24. Establish or Recruit EPA Position (Con’t.) Circulate Form 102 to: • Services Officer (K. Craig) for funding verification • Senior Vice President (G. Bataille) for approval to establish/fill position • Associate VP (C. Bonner) for review of EPA designation • to EEO Officer (C. Bonner) to initiate search process

25. EPA Search Process Hiring Official: • Develops position advertisement and recruitment (advertising) plan • Submits advertisement and recruitment plan to EEO Officer (C. Bonner) for approval • Places advertisement in selected publications (HR will place ads in N&O, Durham Herald, OP/GA website, and OP/GA bulletin boards) • Receives and acknowledges application materials

26. EPA Selection Process (Con’t.) Hiring Official: • Sends an Applicant Data Form 101 to each applicant to gather data on race, sex, etc. • Has third party detach EEO Statistical Information section from Form 101 and complete Analysis of Work Force Availability and Candidate Pool Form 110 • Submits Form 110 to EEO Officer for approval of diversity in candidate pool

27. EPA Selection Process (Con’t.) Hiring Official (may be assisted by a search committee): • Evaluates applicants in pool and selects most qualified for interviews • Conducts candidate interviews • Contacts references on top candidates • Selects candidate to recommend for position • Completes EEO Compliance Report Form 106 (all sections) and submits it to EEO Officer for approval

28. Reference Checking General Guidelines • Obtain permission from candidates before contacting references • Treat all finalists fairly and consistently: • Contact references on all finalists (or semi-finalists) • Use same questions and format for all reference calls • Questions should be: • Job related • Based on essential job functions and qualifications • Questions should not be: • Related to race, color, national origin, citizenship, ancestry, age, sex, religion, disability, marital status, or arrest record

29. New EEO Compliance Report • Describe recruitment (advertising) efforts • Give name of the selected candidate and explain the specific job-related reasons for the selection • List all applicants and provide: • Race and sex demographics • An indication of which applicants were interviewed • The code for the primary reason why each applicant was not selected using the non-selection reasons list

30. Non-Selection Reasons Categories • Availability • Experience • Education • Interview • References • Other

31. EPA Hiring Process • Hiring Official makes job offer to candidate • Hiring Official completes “Personnel Action Requiring Approval of the Board of Governors” Form 100 and submits it to Senior Vice President (G. Bataille) for approval by (1) the BOG Personnel & Tenure Committee and (2) the BOG. • Appointment letter is sent to the candidate by the Senior Vice President (G. Bataille) • Hiring Official notifies all applicants that the position has been filled and retains search files for five years

32. EPA Compensation • Board of Governors has established salary ranges for President, Vice Presidents, and Secretary of the University • Salaries for other EPA positions are negotiated based on education, experience and market factors

33. Establishing an SPA Position Position Management

34. Overview • Definition of Position Management • Position Management Process • Position Description • Organizational Charts • Request for SPA Action (Form 103) • Position Analysis and Classification • Delegated Authority • Human Resources Services

35. Definition of Position Management Position management is the practice of designing/structuring positions, describing job duties, assigning work to positions, analyzing and evaluating job functions, and classifying positions/jobs.

36. The Position Management Process Begins when the manager or supervisor: • Determines funds are available • Prepares the position description & obtains signatures • Writes a justification memo to support the requested action • Develops the updated organizational chart • Completes the Request for SPA Action (Form 103) & obtains approval signatures • Forwards the package to HR

37. SPA Position Description The Position Description is an official signed document describing in detail the duties and responsibilities of the position. It is written according to a prescribed format to facilitate comparisons among positions and analysis of job duties in order to determine the classification title and level of the position.

38. Use of SPA Position Description The Position Description is used by management as a tool for: • Planning • Budgeting • Organizing • Directing • Assigning work • Determining training needs • Recruitment and selection • Appraising performance • Counseling or Discipline

39. Use of SPA Position Description The Position Description helps the employee understand: • Purpose of the job • How the job fits into the organization • Duties and responsibilities • Knowledge and skills required to perform the job functions • What major functions should be contained in the Work Plan

40. Preparing the Position Description Document • Written by the immediate supervisor and/or the employee • Signed by the employee, immediate supervisor and the next level management • Form and instructions available on the HR web site

41. Position Description Checklist • Has the proper form been used? (PD OSS93 for Office Support or PD102R for SPA non-office support) • Is an introductory statement given to explain the primary purpose of the organizational unit? • Is an introductory statement given to explain the primary purpose of the job? • Are percentages of time shown for each major function? • Is each major function described? • Are examples of work used to explain the functions? • Have changes in the existing position’s primary duties been noted? • Is the form signed and dated by the employee and supervisor? • Has the ADA Americans with Disabilities Act compliance checklist been completed?

42. Organizational Chart Provides an illustration of the reporting structure in the unit and how positions relate to each other

43. Division XProposed Organization(date)

44. Request for SPA Action (Form 103) • Initiated by supervisor, manager or division head • Indicates type of action requested • Establish new position (permanent, time limited or temporary) • Reclassify existing position • Provides current information • Includes management’s recommendation • Includes all required attachments • Includes all required approvals • Available on HR web site

45. Contents of Package • Completed/Signed Position Description • Justification Memo • Organizational Chart • Request for SPA Action (Form 103)

46. Review of the Package by HR • Review the request and all documentation • Interview the employee and/ or supervisor to clarify content • Conduct the position analysis (write analyst notes to document comparisons and conclusions) • Prepare a job classification request form (PD118) to update position control • Forward the package to OSP (if required) • Complete the process within 30 days after receipt of acceptable documentation (if review by OSP is not required)

47. Position Analysis Factors • Variety and complexity of the work • Analytical requirements (intricacy of work processes) • Decision making/consequence of error • Nature of supervision received • Nature of supervision given • Nature and purpose of public contacts • Working conditions • Knowledge, skills and abilities required to perform the work

48. Delegation of Authority from OSP • Classification authority has been delegated to HR for certain classes • Complete documentation must be maintained in HR • PM actions are subject to audit by OSP • Classification decisions are made locally by HR for delegated classes • Activity is monitored by PD-118 forms submitted to OSP to establish new positions or reclassify existing positions

49. Role of OSP For Delegated Classes: • Monitor and audit HR decisions • Provide consultation and advice to HR • Provide training for classification analysts For Non-Delegated Classes: • Review documentation submitted by HR • Compare to similar positions statewide • Determine the appropriate job classification • Establish new classes when necessary

50. Communication from HR • Communicates the classification decision to the supervisor/manager • Provides information about the payroll process for salary changes (if reclassification is approved) • Provides information about the recruitment process if a new/vacant position is to be filled