Proposed Changes to P&S Furlough Process

1. Agenda –March 8, 2018 • EOD Process Change - Jennifer Modestou • Talent Acquisition Update • - Overview of project to date/decisions made- Angie Bell • - Communication Plan- Lin Larson • - Change Management milestones – Angie Bell • - Pre-Planning Demonstration (Feb 21 & Feb 22) – Reactions/Feedback-Angie Bell • Proposed changes to furlough process - Kevin Ward • Talent@IowaCommittee Survey Results - Neda Barrett

2. Change Management Milestones/Key Deliverables

3. Upcoming change in administration of P&S FurloughProgram •Benefit of career status include notice and priority consideration for finding another Universityposition •Current process is not compatible with process in the new Talent Acquisitionsystem •Therefore, need to modify the way priority consideration of furlough employees is part of the searchprocess What will be thesame? •Furlough candidates will self identify to exercise priority as part of the applicationprocess •Furlough candidates that meet the qualifications of the position will be guaranteed an interview, working directly with the localrecruiter •Furlough candidates continue to have ability to use resume data base, furlough networking and support from Comp/Class •Maintains university commitment to furloughstaff

4. Changes andadvantages •Hiring process will not be stopped to interview a candidate with furloughpriority •Comp class will work with local recruiters to audit theprocess •Reduces negative reactions to stopping the search due to application of furloughcandidate •Becomes part of a larger focus on internal talent pipelines, of which furlough candidates are onepart NextSteps •Complete configuration of Taleo system •Intensive training of local recruiters on their role in the Taleosystem •Continue consultation with campusleadership •Prepare changes in the Operations Manual policy to reflect modifiedprocess

5. CONFIDENTIALMar. 1,2018 Proposed Change in EOD’s Monitoring and Review ofP&S Search and Selection Summary Forms (Prior to Implementation of the TaleoSystem) Proposal: Prior to implementation of the Taleo system, EOD proposes to cease conducting the post-org review of Search & Selection Summary (S&SS) forms for P&S searches. This change would likely occur in early to mid-April2018. REQ: No change proposed for review ofRequisitions Responsibility for the review and approval of P&S Reqs transferred to HR- Comp & Class in January 2016 and to HR-Employment Services in October2017. EOD provided training to HR staff prior to these changes, continues to have review access to Reqs in Workflow, and provides feedback as needed to HR staff if concerns arenoted. PIR: No change proposed for review of Pre-Interview Reports(PIR) EOD reviews and approves PIRs, provides feedback to search chair/admin, HR Unit Rep, and/or Sr. HR leader as needed. PIR step enables EOD to provide timely feedback, before a hiring manager/search chair becomes fully committed to selecting a particular candidate. The majority of EOD staff time is spent on resolving issues at the PIR stage, not the S&SS stage. S&SS: Proposed change for review of Search & Selection Summary (S&SS)forms Within the next 4-6 weeks, and prior to implementation of the Taleo system, EOD proposes to cease conducting the post-org review of S&SS forms for P&S searches. The review of Faculty S&SS forms by EOD will continueunchanged. In addition to its online P&S/Faculty Recruitment Manual,EOD will provide a one-page reference guide to explain EOD’s review criteria for S&SS forms for search chairs/admins, HR Unit reps, and Sr. HR leaders prior to making changes to the post-org review process. EOD will also offer training on EOD’s review function as a refresher for HR representatives & Sr. HR leaders. EOD will continue to have view access to P&S S&SS forms in Workflow in order to perform an audit of these forms. EOD will provide feedback to search chairs/admins, HR Unit Reps, and/or Sr. HR leaders on particular forms as needed but will not be required to review and approve every P&S S&SSform. APPT: No change proposed for review of appointment forms (APPT)

6. Rationale for InterimChange: • EOD to begin transitioning from a reviewer function to an auditorfunction. This change will function as a preliminary step to help hiring managers and HR reps/Sr. HR leaders transition to the new talent acquisition model, for which EOD will not have a post-org reviewer role for transactions in the workflowpath. • Greater value added for EOD staff review at the PIR stage rather than the S&SS stage • EOD staff time spend the majority of their time on the PIR review, not on the S&SS form review. Gradually shifting more of the responsibility for careful review of search documents tothe • departments/orgs is consistent with the new talent acquisition model that is proposed by Baker Tilley and the UI Taleo designteam. • Upcoming staffing change inEOD • Due to upcoming changes in the staffing level in the EEO compliance functional area of EOD, we believes there’s a need to reduce the volume of search forms that receive a high level of scrutiny byEOD. • Reducing the volume of search forms that EOD must review and approve will make our temporary plan more feasible to have a staff member from HR- Employment Services assist EOD on a part-time basis with the review of searchforms. • Possible Advantages/Reasons to Proceed with ProposedChange: • Reduced time to fill P&S vacancies by eliminating a step in the reviewprocess • Colleges and organizational units take on greater responsibility/ownership for their hiring decisions and the associateddocumentation • Planning for new Taleo system is well underway with a high degree of confidence in theprocess • to ensure timely review by the compliance team for design decisions • No OFCCP audits underway at UI at thistime • PossibleConcerns: • Reduced ability to correct errors before S&SS forms areapproved • Lesser qualified candidates are selected and offered a position without sufficient justification by the hiring manager/searchchair • Biased or other problematic language included in the officialjustification • Documentation of reasons for non-selection of interviewed and/or veterans’ preference candidates not sufficientlydocumented • Salaries are offered that exceed the salary range as advertised in the REQ or the pay levelmaximum • Offers extended without obtaining two different people (one each at the departmental and org level) authorizing theoffer • Increased legal risk in the event of a complaint (internal and external), lawsuit, and/or OFCCP audit

7. Talent@IOWASurvey Results

8. Survey Results from 13 T@Iowa Committees • Phase I: • Immigration • FMLA • IT Transition • HR as Independent Org • Payroll • Phase II: • Data Driven Decisions • Benchmarking • Talent Acquisition • Phase III: • Policy • Benchmarking • Compensation & Classification • Diversity, Equity, and Inclusion • Training and Onboarding

9. Survey Questions The committee’s charge assisted in focusing the work of the committee. I was able to obtain adequate information to contribute to discussions and make recommendations. The committee provided an open environment in which I was able to share my views. UHR’s leadership support advanced the work of the committee. Time spent on the committee involvement was a good use of my time. • 57 responses out of 121 members (47%)

11. Survey Comments "It strengthened the decentralized model with centralized oversight." "Feeling like I could make a positive impact." "Focus on the charge. Be thoughtful but move swiftly." "Working with a diverse group; brainstorming ideas." "Collaborating on a cross-campus team.” "Being able to participate in the initiative was beneficial to understanding what is changing and why.”