The Departmental Program Review process empowers departments within the Division of Student Life to critically evaluate their work and its effect on the UI student experience through a lens of continuous improvement. The review process is an opportunity for departments to take a comprehensive and critical look at the unit, clearly evaluate strengths and weaknesses, and outline a plan for future action. The review for the Division of Student Life central service units (Human Resources, Business/Finance, Information Technology Services, and Student Life Communications) focused on two central questions:

  • “What staffing levels, processes, and resources are necessary to enable the unit to adequately support the fulfillment of the Division’s mission and strategic plan?”
  • “Are current staffing levels, processes, and resources supportive of central services staff member satisfaction, engagement, and well-being?”

Recommendation: Fill Open HR Positions 

Increase processing capacity and minimize wait times particularly during peak hiring periods by filling currently open HR positions. 

Critical Task: Recruit one HR Coordinator to support Transaction Hub.

  • Present rationale to stakeholders, emphasizing transaction hub needs and workload increases.
  • Draft job description and align role responsibilities emphasizing expertise in transaction management.
  • Post position via university hiring channels and advertise in relevant HR networks.

Critical Task: Recruit two HR Representatives and one Recruiter.

  • Assess current workload and identify specific areas where additional HR support is needed.
  • Consider implementation of dedicated investigator.
  • Post the job openings on university hiring channels and advertise in relevant HR networks to attract qualified candidates.
  • Conduct interviews and select the best candidates to fill the vacancies.

Success measures and updates

  • Quicker response times and reduced wait times for employees and departments.
  • HR representatives can focus on direct employee and supervisor support.
  • Streamline hiring process.
  • Manage the increased workload to alleviate the current strain on HR staff, reducing burnout and improving overall job satisfaction.
  • Remove operational tasks from the Senior HR Director which will allow them to concentrate on strategic initiatives, driving long-term improvements and innovation.
     

Recommendation: Process Improvements

Enhance the efficiency and effectiveness of HR processes to better support the Division of Student Life and its stakeholders.

Critical Task: Continue training the newest HR Coordinator to fulfill the UHR Transaction Hub strategy.

  • Schedule regular training sessions.
  • Monitor progress and provide feedback.
  • Assign a mentor for ongoing support.

Critical Task: Improve I-9 and CQ processes.

  • Develop the newest HR Coordinator’s role to include responsibilities for supporting DSL staff with CQ.
  • Expand the pilot program to allow supervisors to upload compliance documents via Workflow.
  • Collaborate with CQ leadership to enhance tools, training, and troubleshooting resources.

Critical Task: Clarify roles and responsibilities in timekeeping to reduce payroll errors and delays. 

  • Define clear roles for employees, supervisors, and HR team members.
  • Provide comprehensive training on TreeRing and Employee Time Record (ETR) systems.
  • Create and distribute job aids and instructional videos via Student Life Connect.

Critical Task: Implement a new shared DSL Work Comp email system. 

  • Establish processes for responding, referring, and recording inquiries.
  • Partner with DSL Communications to promote the new system.
  • Create e-forms for common requests to streamline the process.

Success measures and updates

  • Faster response times for student employees to start work.
  • Provide essential backup for the HR Coordinator-Student Employment.
  • Reduce pain points for DSL staff.
  • Increase efficiency in compliance management.
  • Fewer payroll errors and delays.
  • Improve accuracy in timekeeping.
  • Reduce wait times for operational requests.
  • Improve tracking and management of inquiries