An embedded services model aligns employee strengths to roles to build engagement
and reduce conflict and duplication of efforts with an understanding of “who does
what." Service alignment leads to better employee experiences for everyone. Consider
the confusion that will be eliminated when working from one document versus ten. Consider
the time saved by having a trained professional perform a familiar task rather than
someone filling in here-and-there.
This translates to better customer service for all employees. Beyond the improved employee experience, an embedded services model is also a win-win in cost savings for the University. Money can be returned to departments for strategic investment. With HR absorbing high volume transactions, employees who were previously saddled with sideline administrative duties will have more time to focus on the work that is most meaningful and strategic to them.
The expected transition time for this new model is 18-24 months. Some early-adapting departments have already begun transitioning.
Updates will be communicated directly to heads of departments, through the HR huddle and monthly meetings, Board of Trustees meetings, etc.
The delivery of embedded services would unify HR to facilitate the understanding and application of policies and practices consistently, permitting a deeper pool of expertise and best practices. In turn, the University would see reduced duplication of efforts, alignment in responses and consistent service to all employees.
Ultimately, the embedded services model provides a better employee experience for both customers and HR practitioners by providing ongoing support, mentoring and internal career mobility. Continuous improvement will be ongoing utilizing voice-of-the-customer surveys. This new process also helps us build competencies for HR practitioners that could result in future growth and promotion opportunities.
Emphasis will be placed on the opportunities of growth and development for all employees. Central Human Resources will assign personnel to help each employee during this journey. Employees effected during the implementation and transition of the model would fall into three categories: (1) Retain - Retain into "like" roles would have immediate opportunities for growth and development (2) Retrain - Retrain in talent sharing pool for consideration into vacant positions within the University. This would include training and integration into the new role. (3) Recast - Recast for those that do not meet established minimum criteria for any position or have elected to leave.
Employees will remain “embedded” in the departments. The physical location of the “pods” will be determined based on availability.
Through the utilization of the recruitment process, CHR in conjunction with department leadership will work together to determine the opportunity that would work best based on the goals and objectives of that department/unit and service-level expectations. There are several configurations that each offer different levels of service based on the ratio of HR employees to university employees.
Class & comp will be evaluating all positions to ensure internal equity and competitiveness with the market.
The Employee Success Center will serve as a central hub for training & development. Employee upskilling will be a priority. Through the HR academy, Financial/Accounting Academy and Employee Success Center, employees can gain credentials that will arm them with the tools they need to excel.
Stay connected by attending Board of Trustee meetings, Central HR meetings and monitoring this informational page. Visit the Employee Success Center's Career Development page to examine your skillsets, passions and strengths as you consider interests and aspirations for the future.
Continue to utilize your contacts and resources in Central HR as you normally do.
Please use this Qualtrics form to submit questions. Thank you!
Read the proposal here:
Aligning & Optimizing for a Best Place to Work with Embedded Services