The HR Commitment: Projected Achievements for 2010

Goal 1. Develop leading practices in the recruitment, retention and development of outstanding faculty and staff.

The U-M organizational competency model has been fully integrated into the HRD catalog and management curricula, a website with self- instruction and tools has been implemented and units are integrating it into interviewing/selection and performance feedback practices.
A “leading practices and learning” performance management strategy that will support the enactment of technical/functional competencies and career community participation has been funded and a project is fully underway (creating technical/functional competency resource, performance development model, manager toolkit, and HRD curriculum).
A University leadership competency model has been implemented and is used for recruitment/selection, development, and performance management.
Clear communication concerning the U-M value proposition/total rewards has been implemented to support recruitment and retention and drive actions towards high levels of employee satisfaction.
U-M centers of expertise support units in enhancing employee engagement leading to an improvement of employee satisfaction scores.
HR has created a “best case” proposal for the creation of a center of expertise in performance excellence.
HR is partnering with the Office of the Provost to address the greatest development needs of academic administrative faculty (Deans, Chairs, etc.).
HR and unit HR representatives are working collaboratively on establishing priorities, selecting leading practice approaches and implementation planning.

HR policy process is fully revised leading to improved effectiveness and reduced cycle time for policy development, consultation and decision.
HR policy contributes to the recruitment and retention of faculty and staff.
Employees have the option of donating their PTO or vacation time to other colleagues in need of additional paid time because of acute illness or an acute illness of their dependent.
U-M HR policies have been reviewed and revised to ensure that they are aligned with and support the goals of Michigan Healthy Community.

The U-M labor strategy has guided multiple labor contract negotiations that result in satisfactory outcomes.