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As part of the Integrated Systems Procurement project, a Human Resources Task Force met from November, 1997 through January, 1998 to discuss future directions for human resource processes and systems at the University of Virginia.  To develop this Strategic Direction Statement, the Task Force built upon the work of the Integrated Systems Task Force, the classified hiring, training and employee orientation Process Simplification teams, the people strategy report, and initiatives underway in the Human Resources Department.  In addition, the Task Force obtained input from a series of focus groups with a cross-section of faculty and staff.  The resulting beliefs and vision for the future outlined in this document are intended to help guide selection of a software vendor and implementation partner and to inform current and future reengineering efforts.

The Task Force discussed the following aspects of human resources management:

The discussions focused on future human resources processes and services and the technology implications thereof.  The Task Force did not address policies governing compensation, the classification system or the makeup of benefits packages.  The Task Force met jointly with the Finance Task Force to discuss payroll related processes.  The results of those discussions are included in both the Finance and HR Strategic Direction Statement.


 Each of the four sections of the Strategic Direction Statement answers a set of questions about the future:






What is the strategic context for change?  What are the key trends and issues impacting the delivery of human resource services and information in the future?

The University seeks to maintain its position as the country's leading public university and attract and retain top quality faculty, staff and students.  UVa will continue to value people and strive to create a work environment where their skills, abilities and sense of self can be fully utilized and enhanced.  The quality of administrative services must support these goals.  Specifically, we believe that human resource processes and systems must change in response to: the evolution of human resource management practices that is underway nationally and at the University; people transitions which will become necessary as the way work is performed changes; and demands for varying levels of decentralization.

Changes in the workforce occurring at the State and national level will require the University to implement innovative human resource management ideas in order to recruit, develop and retain a quality faculty and staff.  For example, if the pool of skilled employees decreases as projected, the University will need to offer attractive benefits, work scheduling options, career paths and training in order to compete for these skilled workers.  An infrastructure must support human resource practices as they evolve along the strategic continuum from a hierarchical structure to a flatter organizational structure that emphasizes teams and individuals, customized service to employees and a relationship of trust.

The University is committed to reengineering administrative processes and implementing new administrative systems in order to improve service to internal and external stake holders. Organizational restructuring and/or changes in roles and required skill sets that result from process simplification and implementation of new systems will have profound implications for human resources management.  For example, changes in the type of work to include more project oriented, team-based or cross-functional work will necessitate different types of skills, a commitment to continuous individual skill development and newly defined career paths.  As a result, the University will need to develop new approaches to training and professional development.   Moreover, all of these forces may lead UVa to look for different types of skills in the hiring process.

The University of Virginia has evolved over time into a highly decentralized operating environment.  Some business units continue to demand greater decentralization of responsibility and accountability while others prefer central service. Thus, the University will need to support and enhance capabilities for decentralized human resource management while maintaining flexible central service approaches.  In addition, the trend towards increased delegated authority from the State brings with it opportunities to modify current policies and procedures to allow for greater flexibility while at the same time increasing the need for enhanced information to monitor and demonstrate compliance.

UVa must consider all of the above drivers as decisions are made about how to change human resource systems and processes.

What overarching beliefs does UVa have about how future HR processes and systems will support effective human resource management?

We hold the following beliefs about how HR processes and systems should function in the future:

  1. The system and processes must have the flexibility to support diverse and changing needs within the boundaries of federal law, state and university policies and guidelines.
  2. The system and processes should support the philosophy that individuals will be given authority and responsibility and then held accountable for their performance and outcomes.
  3. The system should support a move along the strategic continuum to an employee/employer relationship characterized by a relationship of trust and a focus on customized service for individuals and teams, while still supporting more traditional HR practices.
  4. The system and processes should support a learning organization by integrating individual skills and performance objectives with organizational skills requirements and available training.
  5. The system should be easy to update and maintain.

 Data Capture and Storage

  1. Information needs to be captured on everyone who works or has worked at UVa within a defined period of time.
  2. Data should be created once at the source.  That is, data entry should be distributed rather than centralized.
  3. Data must be current, accurate and secure.
  4. Data updates should be immediately available to all system users.
  5. Data definitions should be consistent.
  6. The system should be able to capture and notify all relevant units of future-dated transactions, so that actions that need to be taken in advance of the effective date can be carried out in a timely fashion.
  7. Entry points to the system will need to include web, Interactive Voice Response (IVR) and PCs in both remote and on-grounds locations.
  8. The system should be able to accommodate new data fields as the need arises.


  1.  There should be flexible approval and transaction routing across major business units.
  2.  Information and action items should be delivered proactively.
  3.  Exceptions should be handled intelligently and efficiently.
  4.  Users should be able to track status of transactions on-line.

 Business Rules

  1.  Employees should initiate transactions as appropriate.
  2.  Rules should be applied consistently.

 Oversight, Training and Support

  1. The system should provide information organized and cross-referenced in such a manner that employees are able to easily and quickly find answers to most questions, thereby reducing the amount of time employees must devote to finding information.
  2. Departments should have the capability to handle most of their department's HR issues with the option of accessing specialists in Human Resources for support.
  3. Human Resources should provide departments with a flexible level of service depending on the department's needs.
  4. Technical and operational support should be readily available.
  5. The system should be able to easily produce reports that capture transaction error rates by user.  Individual users should be able to generate these reports on themselves, allowing users to measure and improve their performance.

 Note:  Event vignettes reflect aspects of a process to illustrate future visions of that process and may not necessarily depict the entire process involved.

The future classified, temporary and wage hiring process and system will build on the strengths of the current automated employment system.  This Strategic Direction Statement highlights some of the attributes of a future hiring process, which will be fleshed out and expanded on in the short-term by the Process Simplification Classified Hiring Team in conjunction with the HR Department.

What are the key design characteristics of the processes and systems that will enable the delivery of service and information in the future?

Applicant Services

Applicants should have ability to:

  • Apply on-line for employment; applicants should have the option of applying on-line from their home or place of work as well as in a central location at UVa
  • Apply for current job openings and future job opportunities (system must allow for employment application to be kept in an active status for three or more months)
  • Update information and/or renew application on-line through an assigned PIN
  • Change KSAs on-line
  • Block departments that they do not want their application referred to
  • Access information (on-line and through interactive voice response (IVR)) on status of application; also the system must generate automatic acknowledgment letter for each electronic application received
  • Access information site for information on job categories and associated qualification requirements, job descriptions and requirements, terms and conditions of employment, the benefits associated with various position types, application process/forms, and other information on UVa and the Charlottesville community
  • Access information on benefits and automatically schedule an appointment for benefits/payroll orientation
  • Identify and view filled job openings at least four months back

Electronic information supplied by applicants will flow directly to the master file in the human resource system and the payroll system once the hiring decision is made.

Support for Hiring Officials

While UVA already offers or has plans to offer many "high tech" services, future services will include more "high touch" services in the form of enhanced training and support for department hiring officials.  The service approach will include: 

  • Training – training on how to hire will be available through the web and formal in-person training programs; training will include a walk through of the process for those who hire infrequently and more training for high impact hiring
  • Multi-servicing – the HR department will provide varying levels of service depending on the needs of the department; for example, departments will have the option to determine how much support they require for such activities as posting and advertising the position, screening the pool, conducting interviews, checking references, handling negotiations and making the job offer
  • Other central services – the Department of HR will provide more support for testing applicants and will introduce an enhanced employee orientation, which will continue to be coordinated centrally
  • Position establishment - the ability to establish new positions and modify existing position descriptions on-line, including routing to appropriate offices for necessary approvals before routing to HR for final approval and assignment of position number and notification back to requester.  Users will be able to check on the status of the position request electronically at any time

In addition, automated services will continue to be supported and improved.  The system will be fully automated and on-line for the central Human Resource Office and user departments (hiring officials).  It will include support for faculty, student and temporary employees as well as classified staff.  Also, the system must be flexible to handle job postings in a variety of ways (e.g., school/department, Academic Division, Medical Center, Institution, external).  System features will include support for:

  • Electronic submission of job announcements for vacant positions and support for electronic hiring of applicants for new hires, rehires, promotions, transfers and voluntary demotions
  • Automatic posting of job openings to the Internet
  • Customized routing of job postings through different management levels
  • Ability to post multiple positions and ability to allow hiring of multiple applicants on a single Job Vacancy Announcement
  • Link from job announcement to position description (two may even be posted together)
  • Fixed or rolling posting periods and ability to refer first set of qualified applicants the day after posting

Referral and Screening

  • Electronic matching of job posting criteria to applicant criteria (e.g., knowledge, skills and abilities) and automatic referral of all matches to the hiring official
  • Ability for hiring officials to access the entire database of active applicants at any time and run a "trial pool" of applicants using potential screening criteria
  • Ability for hiring officials to view on-line the actual source documents of applicant information
  • Ability for hiring officials to choose whether they will receive electronic and/or paper referrals of an applicant's information
  • Automatic generation of letters of reference(s) based on which current/previous employers are identified for reference checking
  • Ability to maintain and generate all applicant referral history for each position posted
  • Customized routing of referrals through different management levels

Hiring Decision

  • Ability to capture reasons for selection and non-selection
  • Customized routing of recommended applicants for hire through different management levels
  • Ability to identify hired applicants in all active referrals where the applicant may have been referred
  • Automatic generation of conditions of employment
  • Automatic alert to hiring official when a new hire is already employed elsewhere in the University, in order to comply with policies such as 20 hour per week limit for student employment, dual employment issues, total FTE, etc.

Finally, throughout the entire process, the system will permit electronic capturing of ad hoc comments and will have an on-line transaction history to track who did what and when.

Support for EEO

UVa continues to seek ways to recruit a diverse workforce.   For example, there are plans to hire a full time minority recruiter and institute a pre-hire review process to ensure that there are sufficient women/minorities in the pool.  System support for EEO compliance should include:

  • Identify EEO categories and sub-categories and report on compliance
  • Accommodate a pre-hire review process tied to the University's Equal Opportunity Plan
  • Track transaction information (i.e., hires, promotions, etc.) from an EEO perspective
  • Produce EEO reports

Faculty recruitment and appointments will continue to be an academic process that is handled by the Deans, department heads and other faculty.  Deans and/or department heads will continue to have the final recommendation in hiring decisions, faculty budgets and salary negotiations.

What are the key design characteristics of the processes and systems that will enable the delivery of service and information in the future?

Applicant Services

As with classified hiring, faculty applicants should have access to:
  • On-line application and ability to provide other information electronically
  • Information on status of application and automatic acknowledgment of electronic application
  • Information site for application process/forms and other information on UVa and the Charlottesville community
  • Information on benefits

Electronic information supplied by applicants will flow directly to the master file in the human resource system and the payroll system once the hiring decision is made.
Tools for Faculty

The University will provide more automated tools to facilitate the faculty hiring process.  For example, features available to faculty and search committees will include:

  •  On-line forms for EEO available to search committee to facilitate EEO process
  • Ability to create job description on-line and route it electronically to the Dean for approval and then to EEO
  • Electronic distribution of job descriptions for advertising purposes
  • Access to data (possibly from professional societies) on the profile of the population for a particular field
  • Links to recruiting services for exposure to more candidates
  • Access to on-line applications and imaging capabilities for information that is received in paper format
  • Screening tools that summarize key data elements to enable quick initial review of pool
  • Automatic generation of rejection letters to unqualified applicants
  • Ability to communicate with search committee via e-mail/web

While these automated tools will facilitate the process, the Task Force recognizes that faculty hiring will continue to rely primarily on personal involvement and interactions.

Based on the beliefs and process and system design characteristics, how will specific activities occur in the future?

Candidate applies for position

Dave Winston, a graduate student at another leading institution, is seeking a tenure track position in physics.  Dave sees the electronic advertisement for an assistant professor in a physics journal and follows the link to UVA’s web page, where he finds a job description as well as other information about the department, the application process and the University.

Dave is pleased to see that the University has created an automated process on the Web for submitting an application, curriculum vitae, and other relevant materials such as published articles and research proposals.  Dave completes an on-line application with basic information (name, address, social security number, educational background, position applied for, diversity profile information, etc.).  This information then flows into the applicant tracking database, which is used for both faculty and staff hiring.  He also attaches electronic copies of his c.v. and an article he co-authored with the principal investigator with whom he has been working.   Since his graduate institution cannot provide an electronic transcript, he mails a copy of the transcript to the address indicated, which turns out to be a central processing area that scans the information into the system and notifies the Physics department electronically that it has arrived.

Dave receives an electronic notification that his application for the Physics position has been received and is under consideration.  The letter includes information on the timing of the search and when Dave should expect to hear from the Physics Department about next steps.   Also, the letter describes how Dave can obtain on-line status information on his application over the next several months.

Department conducts initial screen

Once the initial search date has expired, the members of the search committee receive an e-mail notifying them that they have access to the electronic applications.  The chair of the search committee accesses the pool on-line and requests a standard  report that provides basic information on education and training for all of the candidates so that an initial screen can be performed.  The chair also accesses on-line the position advertisement, previously submitted electronically to the Office of Equal Opportunity for their review, which states the required qualifications for the position.  At that week's meeting, the committee reviews the position requirements and the summary report and agrees that thirty of the candidates do not meet minimum qualifications.  They all agree that they will review the remainder of the applications electronically prior to the next meeting.  Later that day, the chair asks her assistant to record the results in the system so that automatic rejection letters will be generated for applicants not passing the vita review.

The payroll process, which includes time and leave reporting, effort reporting and tracking personnel actions, will be streamlined by empowering employees to maintain their own personal data and providing supervisors and managers with tools to oversee the process.  At the same time, the process will continue to allow for flexibility.

What are the key design characteristics of the processes and systems that will enable the delivery of service and information in the future?

New Employee Activation

New hires will receive better information and tools to allow them to provide, verify and update much of their own information.  The process will be consistent for all new hires regardless of type (faculty, classified, student).  Features include:
  • To the extent possible, process will be fed by information collected in the HR system during the hiring process.
  • New hire will receive information packet to review, prior to start date.  Packet will include instructions on "what to bring" to orientation.
  • New hires will verify and update information electronically.  A by-pass option (i.e., paper forms, IVR) for those without electronic access should be provided.
  • New hires will be provided with job specific forms and information.
  • Benefits selection information will be received from new hire.  [see Section D on Benefits for further discussion.]

The hiring official will have information available to ensure all parts of the process are completed.  The system should:

  • Provide access to the hiring official to review and complete data (e.g., assign fund code)
  • Generate exception reports for required data elements (i.e., I-9) that are not provided by the new hire for review by the new hire and hiring official
  • Initiate payment when all major compliance information is provided; minor compliance data that is missing will not result in a stop pay.

Maintenance of Employee Data

In the future, UVa will expect its employees to maintain aspects of their personal data.    This will require establishing clear responsibilities between the employee and employer.  The process and system should provide:

  • Ability for employee to review and make appropriate changes (i.e., address, name) to their own information at any time
  • "What if" modeling capabilities to employee (i.e., impact on their benefits if they were to take a leave of absence)
  • Ability to execute the "what if" if further review is not required
  • Confirmation reporting of changes
  • Prompts to identify deadlines and changes (i.e., when X changes, Y must change)
  • Ability to convert FTE to $ or vice versa, to provide reports that make sense to officials
  • Ability to create/edit retroactive changes and future dated transactions
  • Ability for those entering payroll actions, whether the actions are changes to data or new data, to see all sources of pay for an employee regardless of "ownership" of the sources (i.e. school or department), and permit edits by each and all employing departments/schools as necessary

Extra steps and unnecessary approvals will be eliminated.  Instead, supervisors will receive reports when changes occur.  Changes in certain data fields will trigger follow-up review and/or actions (i.e., a change in Federal tax status might require a hard copy form be sent to the IRS.)

Finally, the process should allow different business rules (i.e., approval routes driven by attributes or $ thresholds) for different schools.  If it is not cost-effective to embed these rules in the system, they should be carried out manually through enhanced employee training.

Time and Leave Reporting

It is important to capture time and leave information in order to pay employees, assess and accrue benefits, and track for compliance and certification.  The time and leave reporting process and system need to be flexible and timely. The employee will be held responsible for both time and leave reporting.  Other characteristics include:

  • Ability to enter time and leave electronically, anywhere and at any time. Provide other options for those employees without electronic access.
  • Ability to issue paychecks from both actual time entered and from a pre-loaded payment schedule (salaries)
  • Allowance for input from multiple time-capturing systems
  • Reporting of hours prior to generation of paycheck to reduce errors
  • As appropriate, employee honor system for reporting exceptions (i.e., all time off)
  • Ability to handle multiple methods of annual leave based on employment classification or length of service
  • Transition to a more standardized leave system for all employees
  • Adequate feedback and reports provided to supervisors and management


Based on the beliefs and process and system design characteristics, how will specific activities occur in the future?

Employee Activation

Beatrice Adams, a Business Administrator in the Darden School, has hired a new staff employee, Stan Mender.  Final approval has occurred, and the system automatically changes Stan's applicant status to employee.  This transfers all of his applicant data to the Human Resources System database.

The system automatically assigns Stan a personal identification number (PIN) number that he will use to access the system.  Stan accesses the system to review and verify the personal data he provided on his application, including his address.  In addition, he provides information for his W-4 and bank direct deposit authorization.   Stan is prompted to access another screen to schedule his orientation session.  He is then provided with a list of documents to bring to orientation.   Later that week, Beatrice accesses the system, sees that Stan has completed his information, and assigns a fund code.

Maintenance of Employee Data

Gloria Power, a counselor in the Student Affairs office.  She has just relocated to Charlottesville to take a position at the University and is interested to list herself in the UVa Directory. She is excited to learn from her supervisor that UVa trusts employees to update their own personal information, without completing a personnel action form as she had to at her prior institution.  She learns that  approval routings for certain types of actions still will still occur, and her supervisor suggests that they sit down later and discuss the rules in the Student Affairs office.

Gloria accesses the system and updates her address on her personal information screen. She later receives an e-mail confirmation of the address change.  A few weeks later, she is notified that her listing information has been received by the publisher of the University Directory and will be included in the next issue of the Directory.  Gloria is pleased that this did not require another call.

Time and Leave Reporting

As a business administrator in the Department of Internal Medicine, Frank Faster is very happy that he is automatically paid based on a 40 hour week unless he accesses the system to report an exception.  Frank took a personal day last week and needs to report it.  The "Bubble Sheets" have been replaced with an easy to access and use on-line system.  Frank quickly accesses his personal leave information and records the personal day.

On a weekly basis, Frank conducts a quick post-audit of several other classified staff employees.  He accesses the system and sees that one of the secretaries properly coded and reported the sick day she took last week.  He then prints a report showing available balances for sick, vacation, personal and approved FMLA days for all of the staff in the department.    Periodically, he forwards his Chair a summary e-mail report for information purposes.

Generation of Paycheck

On payday, Sheila Ispley, an administrator in the Nursing School, receives an electronic payroll earnings statement via e-mail.  Seeing that her paycheck has been directly deposited to her bank account, she later accesses her on-line checking account from home and transfers her rent payment to her apartment management company.  All of the employees in her department use direct deposit, even graduate students receiving stipends.  She no longer needs to take the time to distribute paychecks and earning statements to all of her employees as she did in the mid 90’s.

UVa manages a complex set of benefits packages for its three categories of employees: faculty, staff and health care providers.  In the future, the University will provide all three types of employees with better information and services to help them make informed decisions about their benefits.

What are the key design characteristics of the processes and systems that will enable the administration of employee benefits activities in the future?

New hires and continuing employees will be given multiple ways (web, phone, fax, paper, in-person) to access and provide information and obtain assistance related to benefits.  Support will be automated, department based and centrally provided.

Enrollment for New Hires

Applicants with offers to join the University will receive earlier access to information; more counseling about benefits options; and flexibility in how they make their selections and changes.  In selecting and registering for benefits, new employees will be provided with:

  • Access to on-line information about benefits (available during hiring process)
  • A printed brochure summarizing job type-specific benefits information (available during hiring process)
  • A checklist of what to bring with them to an in-person benefits orientation session, which will be held either one on one or in a small group
  • Access to "what if" forecasting capabilities; this capability is particularly important for areas with flexible benefits (i.e., Medical Center) and could be provided by the benefits vendor
  • Where the law allows, submission of benefits enrollment information on web forms (which could be downloaded if a physical signature is necessary) or Interactive Voice Response (IVR); a PIN will be assigned for security purposes
  • After the orientation session and initial selection, access to an on-line "self service" benefits site to change and update benefits information
  • Availability of status information on benefits enrollment
  • Electronically generated notice confirming selections

It will be the responsibility of the employee to enroll in benefits programs.  The Benefits Office and/or the supervisor will receive exception reports notifying them of employee non-compliance.  Where possible, departments should share in responsibility with employees over whether or not their employees have provided all necessary information.


As with new hires, continuing employees will have multiple ways (on line, IVR, in-person) to access information on and change their benefits. The new process and system will:

  • Provide information and electronic forms that have easy-to-understand formats and standardized formulas for benefits options
  • Incorporate ability to change eligibility status on-line (i.e., major life event such as marriage, birth, adoption, death, etc.)
  • Support open enrollment
  • Generate notices to employees of upcoming deadlines, open enrollment periods, informational sessions, etc.
  • Provide ability for employees to use the system to conduct "what-if" planning to assess the impact of major life events and choice of leave options
  • Allow option of providing an HR counselor with electronic access to "what if" scenario information in order to facilitate the benefits advising process; also, provide linkage to vendor that allows for easy and transparent initiation of action once scenario is accepted
  • Provide online scheduling of appointments with counselors

HR Department Role

In the future, human resource staff will spend less of their time processing paper and answering basic questions.  This will allow them more time to provide customers with a higher level of advice and counseling.
One possible service model is one where an employee has access to multiple levels of service, including: an automated "self-service" site; a supervisor in their department with good general knowledge of benefits; a cross-functional HR help desk; and a trained specialist in HR.  Implementing this or similar models will require training at all levels, from employee to HR specialist.
Communication with Internal Systems and Vendors

The "back-end" aspects of benefits administration will be streamlined and automated.  Features will include:

  • Processes and systems capabilities that ensure transactions flow easily through the system to vendors and central processing offices
  • Ability to communicate electronically with vendors (i.e., electronic sharing of information and remittances)
  • Easy way to do retroactive benefits processing
  • Coordination of payroll, benefits and HR information in leave processing
  • Ability to support hybrid models of insourced and outsourced benefits plans

 Based on the beliefs and process and system design characteristics, how will specific activities occur in the future?

A newly hired and activated employee selects benefits

Beatrice Adams, the Business Administrator in the Department of Internal Medicine, has hired a new staff member, Stan Mender. All of his applicant data has been transferred to the employee database and the system has automatically assigned Stan a personal identification number (PIN) number to access the system when he is ready to make his benefits selections.
Prior to Stan's employment start date, he receives an orientation and benefits package that includes a checklist of all the items he needed to bring with him on his first day of work. After reading through the materials, he has a few questions about the different benefit plans offered through the University and is happy that a small group session with a HR benefits counselor is part of the employee orientation program.
At the benefits orientation session, a HR staff person provides a general overview of the benefits program.  Next, Stan watches a demonstration of the self-service on-line benefits center system.  Stan receives his system generated personal identification number (PIN) number, and the HR counselor helps the group access the system and review the system capabilities on computers located in the orientation room.  Stan is happy to see that he has access to all of the forms and descriptions he needs to enroll and update his benefits and insurance policies.
Several days later, Stan receives an e-mail notice reminding him of his enrollment deadlines and encourages him to seek counseling if he has any remaining questions.  His supervisor receives the same notification and stops by later that day to see if he has any questions.  At the end of his first week, Stan goes on-line and enters his benefits selections.  He has one question about the health care program, which a generalist at the HR help desk is able to answer for him.  Once he has finished his selections, Stan receives electronic confirmation of receipt and is asked to verify that the system has captured his desired benefits selections accurately.  He responds to the email verifying confirmation of receipt and the accuracy of the information.  At this point, his data is routed to appropriate insurance and benefit carriers.  "Well, that was pretty painless…what a user-friendly system!" Stan thinks to himself.
An employee anticipates a life event.

Amanda Carson, a staff person in the Art History department, has just learned from her doctor's office that she is expecting twin boys in a few months.  Amanda realizes that this will change her insurance needs and benefits selections quite a bit.  Accessing the on-line benefits center, Amanda uses the "what-if" scenario planning tool to recalculate the number of deductions she will have after the children are born.  She also uses the look-up search features to verify that visits to the pediatric doctor she plans to use are covered by her health plan. Next, Amanda uses the "what-if" features to understand the impact of taking an extended maternity leave and what her options are regarding returning to the University and working on a flexible time arrangement.
Amanda decides she needs to consult with a HR specialist to make sure she understands all of the changes that will result from her life event.  Amanda uses the system to schedule an appointment with a counselor for later that week.  In addition, she uses the system option to transmit her "what-if" scenarios to the HR counselor to inform them of her profile and anticipated changes.  When Amanda meets with the HR specialist, he is fully informed of her profile and has her calculations in hand, ready to verify, talk through and advise Amanda on how to proceed with updating her benefits and insurance coverage.

UVA’s system and processes will need to be flexible to handle new approaches to compensation and classification as they are adopted by the State.  National trends include: 

What are the key design characteristics of the processes and systems that will enable the delivery of service and information in the future?

Compensation and classification information should be entered by an employee's supervisor or department.  While as many decisions as appropriate should be made at the school or department level, in certain cases, higher level approvals, which should be automated as much as possible, will be required.  Duplicate data entry should be minimized by having salary information flow into the HR/payroll system electronically.  At a minimum, the system should handle reporting now done through shadow systems.


The system will be flexible and able to handle:

  • Multiple compensation systems
  • A "base menu" of compensation options, which may be tailored, within policy guidelines, by schools and departments
  • Different types of pay authorizations (e.g., overtime, on-call, shift differential, etc.) at the position, classification and organization level; where possible, the number of different pay authorizations should be reduced
  • Different types of compensation (e.g., individual and team rewards)
  • Mass salary changes, such as a structure adjustment due to base salary increases
  • Determination of where an individual is in a pay range from a percentage perspective
  • Generation of reports on individuals summarizing their year to date compensation

Classification and position control

The system will be flexible and able to handle:

  • Broad banded classifications
  • Accommodation of entire job title, including working and official title and dual titles
  • Ability to identify where positions fall by EEO category and sub-categories
  • Enhanced data on individual positions such as information on broad level of position (e.g., corporate officer, vice president, upper middle management, supervisor) for identification purposes
  • Job sharing
  • Ability to use an employee number other than a social security number
  • Electronic submission of requests for workforce planning and staffing services by allowing employees and/or supervisors to edit job descriptions on-line and route electronically to Human Resources via appropriate channels

Also, the system should be structured in a way that allows easy creation of and access to organization charts.  One way this might be accomplished is by linking individual positions to their rater/supervisor.


UVa will need to embed the philosophy of continuous learning in its training and professional development approach as ongoing individual skill development becomes a necessity.

What are the key design characteristics of the processes and systems that will enable the delivery of service and information in the future?

In the future, training at UVa will have the following characteristics:
  • Employees will develop their own plans for development and training that incorporate goals of the organization
  • The workforce's skill sets will be assessed to develop training forecasts and focus training on areas of weakness
  • Training will include skills and technical training to perform one's job as well as leadership and management training
  • Cross training will become more important
  • Peer networks will be formed that cross traditional organizational boundaries (e.g., executive leadership network, training network, facilitator network, etc.)

A single office will be unable to deliver the volume of training imagined.  To support and deliver training:

  • Virtually all central departments will need to become providers of training as their roles shift from transaction processing to consultative assistance and training
  • More local experts will need to be available to faculty and staff in the field to answer questions and provide training (similar to ITC model for local support today)

While recognizing that there are resource constraints, it is imperative that the University devote sufficient resources to training, both one time and ongoing.  For example, funding for training on the new system must be included in the overall project budget.  Also, staffing levels must be adequate to support release time for training and local experts.
This envisioned future state for training has numerous implications for HR information systems and supporting technologies.  Systems will need to support:

  • Employee information tracking – expanded tracking of affiliations (peer network), skills acquired and level of capabilities
  • Performance planning – proactive employee forecasting of skills, requirements for positions (including linkage to KSAs required for posted positions), identification of gaps between skills required and skills attained, and employee career development plan
  • Succession and career planning – ability to identify individuals capable of filling a particular position and ability to identify high potential employees for career path development
  • Training logistics – enrolling faculty and staff in training programs, scheduling courses, and recording and reporting results
  • Training delivery – greater use of a mix of training delivery methods, including technology, to deliver training content and facilitate self-paced learning

Employees will have the tools and responsibility to project and monitor what they need to do to progress in their career.  At the same time, it will be the role of supervisors to provide guidance and ensure that employees are managing their careers.

Based on the beliefs and process and system design characteristics, how will specific activities related to training and performance management occur in the future?

Employee discusses performance plan with supervisor

Jake Skillman, an administrator in the Curry School, sits down with his supervisor, who is new to the School, to discuss his annual performance and training plan.  For the last several years, Jake has pursued training opportunities to develop his skills in preparation for a higher level position.  He is happy to see that his supervisor has printed his personal training profile contained with the system and is knowledgeable about the skills he has acquired and his overall training plan.  The supervisor sees that Jake is interested in a position that requires project management, but the gap analysis section of the profile indicates he has not yet obtained those skills.  Jake confirms that this is still his interest, and together they access the system, identify a day-long project management workshop and complete the electronic enrollment form.  The supervisor agrees to give Jake release time to attend the course.

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Updated January 12, 1999