Presentation for Chapter Conferences - CUPA-HR

Report
CUPA-HR
STRONG –
TOGETHER!
WHAT DOES IT MEAN TO BE A
HIGHER ED HR LEADER?
How do you define HR leadership in higher
education?
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WHAT DOES IT MEAN TO BE A
HIGHER ED HR LEADER?
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ANTICIPATE
How does leadership impact
our strategic success?
Anchor: Leadership
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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
connections to achieve organizational and
workforce excellence.
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STRATEGIC PRIORITIES AND
MULTI-YEAR PLANNING
Create learning and development
opportunities that help ensure present and
future professional excellence and success.
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STRATEGIC PRIORITIES AND
MULTI-YEAR PLANNING
Proactively influence legislative and regulatory
issues that impact higher education, human
resources and the higher education workforce.
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STRATEGIC PRIORITIES AND
MULTI-YEAR PLANNING
Identify emerging human resources and higher
education trends and address their impact on
the higher education workplace.
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STRATEGIC PRIORITIES AND
MULTI-YEAR PLANNING
Embody a culture of excellence through
diversity, inclusion and equitable practices in
order to achieve excellence in higher education.
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STRATEGIC PRIORITIES AND
MULTI-YEAR PLANNING
Engage CUPA-HR leaders and higher education
human resources professionals in work related
to CUPA-HR strategic priorities.
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STRATEGIC PRIORITIES AND
MULTI-YEAR PLANNING
Deliver salary research, analysis and reporting
resources that are the benchmark for higher
education.
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REFLECT
Acknowledge success
How does our leadership play
a key role?
How can we best document and
track our continued success?
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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?
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CUPA-HR LEARNING FRAMEWORK
 Builds a foundation for common HE HR
language and practices
 Encourages the highest standards of HE HR
leadership and development
 Is compatible with current HR practices
 Can be used on a broad scale – individually,
institutionally and association-wide
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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
Key Higher Education HR
Professional Expertise &
Knowledge:
1. Understanding Higher
Education
2. HR Operations (domestic &
international)
3. Benefits
4. Compensation
5. Budget & Finance
6. Recruitment
7. Employee/Labor Relations
8. Employee Development
9. HR Data & Systems
10. Risk Management,
Compliance & Public Policy
11. Organizational
Development & Planning
Building & Developing Self & Others
1. Self Awareness
2. Critical Thinking
3. Relationship Management
• Conflict engagement
• Facilitation skills
• Consulting skills
• Challenging established
practices
• Constructive inquiry
• Collaboration
4. Change Management
5. Ethics
6. Communication
7. Cultural Competency
8. Diversity, Equity & Inclusion
9. Establishing Credibility and
Accountability
10. Team Building
11. Coaching
12. Leadership
13. Mentoring
CUPA-HR Learning Framework to build HR expertise and
professional competency.
Building & Developing Talent &
Your Organization Management
1.
Identifying & Recruiting Talent
• Sourcing & recruiting
• Workforce planning –
principles & models
2. 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
3. Employee & Leadership
Development
• Career development
• Continuous learning
• Adaptive leadership
4. 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
Accessing/Utilizing Knowledge,
Information & Technology
1. 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
2. Collaboration & Managing Key
Relationships
• Working with
constituents—focus on
them with data
• Managing vendor
relationships
• Asking the right questions
3. HR Transformation
4. 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
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.
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ALP GROUP ACTIVITY OUTCOMES
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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;
 establishes direction for
developing essential activities
(national, regional, chapter,
individual); and
 aids in creating consistent dialogue
for HE HR professionals
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ANTICIPATE
In Your Words:
 What is most important to your
work as a leader on campus?
 How can CUPA-HR’s strategic
priorities steer you into the
direction you want to take?
 In what way will the learning
framework guide you?
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SUMMARY
Thanks from your CUPA-HR Board of Directors!
 http://www.cupahr.org/about/board.aspx
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