University at Buffalo - The State University of New York

Service Delivery Team

• HR Service Center
  • The HR Transformation effort resulted in the separation of HR services along three distinct lines:
    • Strategic HR
    • Consultative HR
    • Administrative HR
  • This plan focuses heavily on the construction of strategic HR (adding training, compensation, etc.) and building consultative HR through the three Divisional HR Units.
  • The third service element is achieved by separating the “strategic” elements from the “administrative” elements in Central HR and building the administrative elements into an HR Service Center.  This effort will occur throughout the next year as the strategic and consultative elements evolve.
  • The Divisional HR Units will serve as the primary point of contact for employees and managers needing HR support.

• The Role of Divisional HR
  • The Divisional HR Units will serve as the primary point of contact for employees and managers needing HR support.
  • Divisional HR – Key Activities
    • apply and administer campus HR policies and standards
    • ensure equity in compensation and classification
    • provide units with up-to-date compensation and classification data
    • ensure that IPP’s are being completed and administered
    • consult directly with units about workplace issues
    • help units create meaningful sourcing strategies
    • advise search committees on their roles and responsibilities
    • collect and maintain unit specific HR data
    • facilitate and support key HR processes
• Migration Path
  • Create the Business Services HR Divisional Unit
    • launch internal recruitment for the Director
    • complete initial staffing of the HR Divisional Unit three months later
      • one director, four generalists (administrative offices/external affairs, facilities, athletics, IT / libraries), one administrative staff
    • test and pilot new processes and structures
    • modify processes and model as appropriate
  • Create the Student Affairs HR Divisional Unit
    • launch internal recruitment for the Director three months after launching the Business Services HR Director search
    • complete staffing of the Student Affairs Unit three months later
      • one director, four generalists, one administrative staff
    • further test the model
    • create the Academic Affairs Unit
  • Create the Academic Affairs HR Divisional Unit
    • launch internal recruitment for the Academic Affairs Director three to four months after launching the Student Affairs Director search
    • complete staffing of the Academic Affairs Unit three months later
      • one director, two managers, ten (approximately) generalists, two administrative staff
  • Migration Planning
    • Space and infrastructure
      • develop space for the new Business Services Divisional HR Unit in a facility adjacent to Crofts Hall
      • develop space for the OD&T and Compensation Unit in the same facility
      • begin to identify space for the Student Affairs HR Divisional Unit
    • Communication
      • review presentation with deans and vp’s
      • review presentation  with HR Advisory Committee
      • review plans with unions
      • place  notice and presentation on various UB / HR websites
    • Position Classification
      • SUNY classifying positions

• Divisional HR Positions - Directors
  • directs the operation of the Divisional Human Resources Office
  • represents the University administration by actively serving as a leader, consultant, resource, and authority on human resource policies, processes, programs, and transactions with support and guidance from Institutional Human Resources
  • serves as trusted advisor to divisional leadership
  • ensures alignment of HR policies, procedures, and practices with the University mission and core values.

• Divisional HR Positions - Generalists
  • serves as a consultative resource to university units/departments on HR policies, processes, programs, and transactions with support and guidance from the Director of Divisional Human Resources and Institutional Human Resources
  • serves as trusted advisor to divisional leadership and staff
  • ensures alignment of HR policies, procedures, and practices with the University mission and core values.

• Posting
  • The HR Director and HR Generalist positions will be posted campus-wide.

• Divisional HR Implementation Team

  • Next Steps
    • forum to review implementation progress
    • surface and resolve structural and process issues with the new model
    • develop mechanisms to collect on-going feedback about service levels
    • create on-going communication mechanisms about model
    • create a path for documenting key processes, workflows, job aids, and knowledge base for use across all HR Divisions
    • monitor return on investment commitments
    • surface current and future training needs within HR Divisions
    • composed of Divisional HR Director(s), HR Representative(s), HR Service Center Staff, Strategic HR Staff, and Customer Representative(s)