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CUPA-HR Strong – together!

CUPA-HR Strong – together!. What does it mean to be a higher ed HR / CUPA-hr leader?. How do you define HR leadership in Higher education? CUPA-HR? Why are you in this leadership role?. Anticipate. How does leadership impact our strategic success? Anchor: Leadership. 4.

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CUPA-HR Strong – together!

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  1. CUPA-HR Strong – together!

  2. What does it mean to be a higher ed HR / CUPA-hr leader? How do you define HR leadership in • Higher education? • CUPA-HR? Why are you in this leadership role?

  3. Anticipate • How does leadership impact our strategic success? • Anchor: Leadership 4

  4. Mission, Strategic priorities and multi-year planning Our Mission: CUPA-HR is higher ed HR. We serve higher education by providing the knowledge, resources, advocacy and connectionsto achieve organizational and workforce excellence.

  5. Strategic priorities and multi-year planning • Createlearning and development opportunitiesthat help ensure present and future professional excellence and success.

  6. Strategic priorities and multi-year planning • Proactively influencelegislative and regulatory issues that impact higher education, human resources and the higher education workforce.

  7. Strategic priorities and multi-year planning • Identifyemerging human resources and higher education trendsand addresstheir impact on the higher education workplace.

  8. Strategic priorities and multi-year planning • Embody a culture of excellence through diversity, inclusion and equitable practicesin order to achieve excellence in higher education.

  9. Strategic priorities and multi-year planning • Engage CUPA-HR leaders and higher education human resources professionalsin work related to CUPA-HR strategic priorities.

  10. Strategic priorities and multi-year planning • Deliversalary research, analysis and reporting resourcesthat are the benchmark for higher education.

  11. Reflect • Acknowledge success – congratulations! • How does our leadership play a key role? • How can we best document and track our continued success? 5

  12. Anticipate • How does an emphasis on priorities lead to overall success? • How does an emphasis on multi-year planning make us stronger as leaders and as an association? • How does lifelong learning play a role in strategic priorities, leadership and achievements? 4

  13. CUPA-HR Learning framework Why a CUPA-HR Learning Framework? • Illustrates the dynamic and changing process of HE HR • Builds a foundation for common HE HR language and practices The CUPA-HR Learning Framework supports how we promote and encourage the highest standards of higher edhuman resources leadership and development.

  14. CUPA-HR Learning framework It should also: • Provide a basis for consistent Higher Ed HR discourse and expectations • Build HR expertise and professional competency • Be compatible with current approaches to HR methodologies • Be tailored to the development of essential Higher Ed HR skills

  15. CUPA-HR Mission CUPA-HR Strategic Priorities Association Member Development: Preparing Higher Ed HR Professionals to be Successful TODAY and TOMORROW. CUPA-HR Learning Framework to build HR expertise and professional competency. CUPA-HR Learning Framework • Accessing/Utilizing Knowledge, Information & Technology • Leading the way: The Higher Ed Business Model • Metrics that matter to whom? • Measuring the work & defining what success looks like • Understanding demographics from your own institution • Diversity & inclusion data • Building an HR model for the future • Collaboration & Managing Key Relationships • Working with constituents—focus on them with data • Managing vendor relationships • Asking the right questions • HR Transformation • Process Reengineering & Practice • Insourcing rather than outsourcing • HR technology tools that will help leverage HR work • Making the case for technology investment • Social media/networking • Building & Developing Talent &Your Organization Management • Identifying & Recruiting Talent • Sourcing & recruiting • Workforce planning – principles & models • Mission-Driven Performance Management • Aligning talent (the right people on the bus &in the right seats) • Aligning performance to mission, strategies, goals • Measuring performance & outcomes • Recognition, rewards, strategic retention • Employee & Leadership Development • Career development • Continuous learning • Adaptive leadership • Cultural Architect & Steward • Inclusivity • “Employer of Choice” mentality • Diversity & internationalization of talent & talent pool • Creating conditions that enable employees to perform at their very best • Changing environment & nature of work • 5. Professional Network Key Higher Education HR Professional Expertise & Knowledge: Understanding Higher Education HR Operations (domestic & international) Benefits Compensation Budget & Finance Recruitment Employee/Labor Relations Employee Development HR Data & Systems Risk Management, Compliance & Public Policy Organizational Development & Planning • Building & Developing Self & Others • Self Awareness • Critical Thinking • Relationship Management • Conflict engagement • Facilitation skills • Consulting skills • Challenging established practices • Constructive inquiry • Collaboration • Change Management • Ethics • Communication • Cultural Competency • Diversity, Equity & Inclusion • Establishing Credibility and Accountability • Team Building • Coaching • Leadership • Mentoring

  16. CUPA-HR Learning framework Take a few minutes to review the framework. Then, jot down: • Which competencies included in the framework are most important for you? Pick 3 and also note which quadrant(s) these priorities are in. • Which competencies included in the framework are most important for your chapter board? Pick 3 and also note which quadrant(s) these priorities are in.

  17. ALP Group activity outcomes

  18. Reflect The Learning Framework: • builds a foundation for common HE HR language and practices; • aids in immediately identifying and prioritizing key goals that align with strategic priorities and framework; • establishes direction for achieving essential activities (national, regional, chapter, individual); and • aids in creating consistent dialogue with association leaders 5

  19. Anticipate In Your Words: • What is most important to your work as a leader on campus? As a volunteer leader? • How will the strategic priorities steer you into the direction you want to take – as a chapter leader? What will you do to ensure multi-year planning is mapped in innovative and meaningful ways? • In what way will the learning framework guide you? • How can your group build a plan connecting to the strategic priorities and the learning framework? 4

  20. Review of chapter connect

  21. summary

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