human resources benchmarking study: the ivy plus … · human resources benchmarking study: the ivy...
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© 2009 The Advisory Board Company
Washington, D.C.
I. Methodology & Research Parameters
II. Executive Overview
III. University Profiles
• Brown University
• Columbia University
• Cornell University
• Dartmouth College
• Harvard University
• Johns Hopkins University
• Massachusetts Institute of Technology
• New York University
• Princeton University
• University of Pennsylvania
Major Sections:
Human Resources Benchmarking
Study: The Ivy Plus Group
Custom Research Brief – April 23, 2009
Senior Analyst
Adrienne Draper, MA
Consultant
Jennifer Yarrish
Practice Manager
Jena Prideaux McWha
UNIVERSITY BUSINESS EXECUTIVE ROUNDTABLE
Methodology and Research Parameters
Project Challenge:
The executive vice president for finance and administration at a private university in the northeast requested that the University Business
Executive Roundtable review human resources staffing allocations for benchmarking purposes across the Ivy Plus group.
Sources:
During the course of the research, the Roundtable searched the following resources to deepen their understanding of the topic:
• Advisory Board’s internal and online (www.educationadvisoryboard.com) research libraries
• Education Resources Information Center (ERIC) (http://www.eric.ed.gov)
• The Chronicle of Higher Education (http://chronicle.com)
Research Parameters:
• Based on the requesting member’s preference, the Council contacted universities that are part of the Ivy Plus group. To facilitate
the research process, the Roundtable developed a benchmarking survey (see page 13) that was used as a basis for conversations with
human resources department heads. In a few instances, data was collected primarily via email correspondence.
• In an attempt to develop comparable staffing data across human resources organizations, ten FTE definitions were developed by the
Roundtable for benchmarking purposes (see page 3 for categories and definitions). Participating universities were asked to do the
following when categorizing FTEs:
1) Indicate the number of FTEs for each category, keeping separate medical school (M.S.) and central university (Univ.) FTEs
2) Indicate where activities are outsourced
3) Note if, and how many, FTEs are paid outside of the HR budget in each category (e.g., HR Generalists paid by individual
departments)
4) Divide the FTE number among categories according to performance (e.g., an FTE that works half-time in benefits plan
strategy and half-time in benefits plan administration would be represented by .5 in each category).
• In addition to providing FTEs, universities were asked to indicate the 2007-08 human resources total and salary budget.
© 2009 Advisory Board Company 2
Methodology and Research Parameters
Research Parameters (cont.):
• The University Business Executive Roundtable developed the following university human resources FTE categories:
Category Definition
1. Benefits Plan
Strategy/Design:
All aspects of benefits portfolio strategy, retirement counseling, “benefits help desk” support, worklife initiatives management
(including childcare, elder care, tuition/educational grants, health & wellness) and benefits communications (plan updates, event
coverage).
2. Benefits Plan
Administration:
General plan and pension administration, disability/FML/Sick Leave and vacation administration, COBRA administration, data
entry support, biographic and employee records management (including new hire and exit data processing).
3. Compensation:All aspects of competitive market/salary assessments, job and salary classifications, policy development, parity review/compliance,
workforce analytics and salary surveys and consulting to departments (job classifications/review).
4. Employment:
Both strategic employment functions: recruiting strategy and planning, executive search management, consulting to departments as
well as employment administration: job postings and website administration, applicant tracking and system administration,
background check processing, new hire processing/data entry, temporary pool management, diversity hiring.
5. HR Generalists:Responsible for departmental recruiting, departmental job/salary (re)classifications, staff evaluations and performance management,
training, employee relations, departmental finance and payroll administration.
6. Labor/ Employee
Relations:
Contract negotiations, arbitration/collective bargaining, compliance, HR policy development, performance management tracking
systems.
7. HRMS:HR systems application design/development, employee HR Web site design/administration, integration to payroll systems, disaster
recovery/business continuity, HR scorecards and reporting, and employee records administration and data entry.
8. Training:
University-wide training (including leadership, management, basic business skills), vendor/educational service provider
management, consultant to departments, training system administration (course posting and attendance tracking), new hire
orientation, recognition programs.
9. Organizational
Development:Consultant to departments for organizational redesign efforts, career pathing/coaching.
10. Finance and
Administration:HR budget management, benefits budget management, project management.
© 2009 Advisory Board Company 3
Executive Overview (cont.)
4© 2009 Advisory Board Company
Central Human Resources Staffing Allocations:
Brown
University
Columbia
University
Cornell
University
Dartmouth
College
Harvard
University
Johns
Hopkins
University
Mass.
Institute of
Technology
New York
University
Princeton
University
University
of Penn.
Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S. Univ. M.S.
Benefits Plan
Strategy/
Design
7.97 0 9 0 17 0 3 0 27.2 0 28.5 0 15 0 5 0 1.5 0 8 0
Benefits Plan
Admin.3.5 0 17 0 10 0 4 0 14 0 14.2 0 7.3 0 5 0 6.5 0 16.5 0
Compensation 3 0 3 0 4 0 3 1 6.8 0 6 4.5 3.35 0 6 0 3 0 4 0
Employment 4.5 0.8 2 0 7 0 3.5 0.5 4.8 0 4 10.5 8 0 6.5 0 10 0 5 0
HR Generalists 3.5 2 7 6 6 0 2.5 1 15.7 24.5 1 14 0 0 2 0 0 0 2 5
Labor/
Employee
Relations
2 0 8 0 3 0 1.5 0 7 0 1 2.4 10 0 6.5 0 8 0 6 0
HRMS 9.57 0 32.4 0 24 0 5 0 14.8 0 41 4 8.1 0 10.5 0 8.5 0 6.5 0
Training 3.6 0 4 1 7 0 2.5 0 30.5 2.6 22.5 0 1.9 0 1 0 3.5 0 6 0
Org.Dev. 0 0 0 0 3 0 1.5 0 5 0 9 0 7.8 0 3.5 0 3 0 1.5 0
Finance and
Admin.3 0 9 5 2 0 5 0 3 0 2 0 6.9 0 2 0 4 0 3 0
Total Univ. 40.64 2.8 91.4 12 83 0 31.5 2.5 128.8 27.1 129.2 35.4 68.35 0 48 0 48 0 58.5 5
Total Univ. &
M.S.43.44 103.4 83 34 155.9 164.6 68.35 48 48 63.5
Executive Overview (cont.)
5© 2009 Advisory Board Company
Central Human Resources Staffing Allocations:
7.97 9
17
3
27.2 28.5
15
51.5
812.2
3.5
17
10
4
1414.2
7.3
56.5
16.5 9.8
3
3 4
3
6.8 6
3.35
6
3
44.2
4.5
2
7
3.5
4.8 4
8
6.5
10
55.5
3.5
7
6
2.5
15.7
1
20
24.0
2
8
3
1.5
7
1
10
6.58
6 5.3
9.57
32.4
24
5
14.8
41
8.1
10.58.5
6.5
16.0
3.6
4
7
2.5
30.522.5
1.9
1
3.5
6
8.3
3
1.5
5 9
7.8
3.53
1.5
3.4
3
9
2
5
32
6.9
24
3
4.0
0
10
20
30
40
50
60
70
80
90
100
110
120
130
Brown Columbia Cornell Dartmouth Harvard JHU MIT NYU Princeton UPenn Avg. Staff Allocation
Finance and Administration
Organizational Development
Training
HRMS
Labor/Employee Relations
HR Generalists
Employment
Compensation
Benefits Plan Administration
Benefits Plan Strategy/Design
Executive Overview (cont.)
6© 2009 Advisory Board Company
Human Resources 2007-08 Budget Data:
$3.35
$8.85
$6.42
$2.71
$11.54
$8.35
$5.32
$3.24
$5.02 $5.52
$4.02
$12.74
$10.73
$4.71
$25.26
$15.78
$10.48
$7.87 $7.35
$10.30
$0
$5
$10
$15
$20
$25
Brown Columbia Cornell Dartmouth Harvard JHU MIT NYU Princeton UPenn
Millio
ns
Salary Budget: Total Budget:
Brown
University
Columbia
University
Cornell
University
Dartmouth
College
Harvard
University
Johns
Hopkins
University
Mass.
Institute of
Technology
New York
University
Princeton
University
University of
Penn.
Salary
Budget:
$3,352,021
(83.3%)
$8,852,593
(69.5%)
$6,420,000
(59.8%)
$2,705,000
(57.5%)
$11,540,197
(45.7%)
$8,346,700
(52.9%)
$5,322,680
(50.8%)
$3,236,718.48
(41.1%)
$5,023,100
(68.4%)
$5,519,886
(53.6%)
Other
Budget:
$671,533
(16.7%)
$3,891,316
(30.5%)
$4,310,000
(40.2%)
$2,000,000
(42.5%)
$13,716,957
(54.3%)
$7,431,112
(47.1%)
$5,159,683
(49.2%)
$4,632,422.67
(58.9%)
$2,322,600
(31.6%)
$4,778,901
(46.4%)
Total
Budget: $4,023,554 $12,743,909 $10,730,000 $4,705,000 $25,257,154 $15,777,812 $10,482,363 $7,869,141.15 $7,345,700 $10,298,787
Executive Overview (cont.)
7© 2009 Advisory Board Company
Central Human Resources & Total University Staff:
Brown
University
Columbia
University
Cornell
University
Dartmouth
College
Harvard
University
Johns
Hopkins
University
Mass.
Institute of
Tech.
New York
University
Princeton
University
University
of Penn.
Total HR Staff 43.44 103.4 83 34 155.9 164.6 68.35 48 48 63.5
Total Full-time
staff3,578 14,049 9,983 3,837 13,635 13,242 9,643 11,884 4,735 13,139
Total Part- &
Full-Time Staff5,023 15,591 10,972 4,937 18,130 16,572 13,726 17,109 5,458 15,847
0.9%
0.7%
0.8%0.7%
0.9%
1.0%
0.5%
0.3%
0.9%
0.4%
1.2%
0.7%
0.8%0.9%
1.1%
1.2%
0.7%
0.4%
1.0%
0.5%
0.0%
0.2%
0.4%
0.6%
0.8%
1.0%
1.2%
1.4%
Brown Columbia Cornell Dartmouth Harvard JHU MIT NYU Princeton UPenn
Percentage of Central HR Staff to Total Univ. Staff
% of HR Staff to Full- & Part-Time Staff % of HR Staff to Full-Time Staff
Category Univ. M.S Notes
Benefits Plan
Strategy/Design7.97 0
3- Sr. Ben. Specialists, 1- Ben. Asst., 1-
Ben. Comm. Specialist, 1- Sr. Ben. Special
Programs Coord. (.67 fte), 1- Ben. Special
Programs Coord. (.80 fte), 1- Dir. of
Benefits, 1- Benefits Mgr. (.5 fte)
Benefits Plan
Administration3.5 0
1- Systems Analyst, 1- Data Coord. , 1- Sr.
Leave Specialist 1, 1- Benefits Manager
(.5 fte)
Compensation 3 0
1- Comp Analyst, 1- Organization and
Comp Consultant, 1- Dir. Comp,
Organizational Services & Employee
Programs (.5 fte)
Employment 4.5 0.8
1- Limited Duration Payroll Specialist, 1-
Position Coord., 1- Dir. HR Services (.5
fte), HR Assistants (2 - vacant)/ MS - 1-
HR Asst. (.80 fte)
HR Generalists 3.5 22- HR Generalists, 1- HR Specialist, 1-
Director of Employment (.5 fte)/ MS 1- Dir.
Bio Med HR, 1- Bio Med Generalist
Labor/ Employee
Relations2 0
Dir. of Labor Relations (1), Dir. of
Employee Relations (1)
HRMS 9.57 0
1- HRIS Analyst (.90 fte), 2- HRIS
Assistants (.67 fte and 1.00 fte), 1- HRIS
Student Payroll Coord., 2- HRIS
Operations Coords,1- HRIS Mngr., 2-
HRIS Coords., 1- HRIS Dir.
Training 3.6 01- Training Manager, 1- Consultant (.80
fte), 1- Manager of Employee Programs
(.80 fte), 1- Training Coord.
Organizational
Development0 0
1- Organizational and Comp. Consultant
(.5 fte), 1- Dir. Comp and Org. (.5 fte)
included in Comp
Finance and
Administration3 0
VP for HR (1), Admin. Mngr/Exec.
Assistant. (1), Benefits Fin. Mngr (1)
TOTAL 40.64 2.8
Profile: Brown University
8© 2009 Advisory Board Company
Benefits Plan Strategy/Design,
7.97, 20%
Benefits Plan Administration,
3.5, 9%
Compensation, 3, 7%
Employment, 4.5, 11%
HR Generalists, 3.5, 9%
Labor/Employee Relations, 2, 5%
HRMS, 9.57, 23%
Training , 3.6, 9%
Organizational Development, 0,
0%
Finance and Administration, 3,
7%
Salary Budget (% of total): $3,352,021.00 (83.3%)
Other Budget (%of total): $671,533.00 (16.7%)
Total Budget: $4,023,554.00
University HR Staff Allocation
HR Budget
Category Univ. M.S Notes
Benefits Plan
Strategy/Design9 0
Benefits Plan
Administration17 0
Compensation 3 0
Employment 2 0
HR Generalists 7 6An additional 35+ local HR representatives
are located in and funded by individual
departments.
Labor/ Employee
Relations8 0
HRMS 32.4 0
Training 4 1
Organizational
Development0 0
Finance and
Administration9 5
TOTAL 91.4 12
Profile: Columbia University
9© 2009 Advisory Board Company
Salary Budget (% of total): $8,852,593 (69.5%)
Other Budget (%of total): $3,891,316 (30.5%)
Total Budget: $12,743,909
HR Budget
Benefits Plan Strategy/ Design,
9, 10%
Benefits Plan Administration,
17, 19%
Compensation, 3, 3%
Employment, 2, 2%
HR Generalists, 7, 8%
Labor/ Employee Relations, 8, 9%
HRMS, 32.4, 35%
Training , 4, 4%
Finance and Administration, 9,
10%
University HR Staff Allocation
Category Univ. M.S Notes
Benefits Plan
Strategy/Design17 0
Excludes 4 whose focus is Workforce
Diversity, Equity and Life Quality and
Affirmative Action
Benefits Plan
Administration10 0 Excludes 2 whose focus is EAP
Compensation 4 0
Employment 7 0
HR Generalists 6 0
Labor/ Employee
Relations3 0
HRMS 24 0
Training 7 0
Organizational
Development3 0
Finance and
Administration2 0
Excludes staff outreach (3),
communications (3), VP area
administrative support (2), Academic
Personnel Policy (2)
TOTAL 83 0
Profile: Cornell University
10© 2009 Advisory Board Company
Salary Budget (% of total): $6,420,000 (59.8%)
Other Budget (%of total): $4,310,000 (40.2%)
Total Budget: $10,730,000
University HR Staff Allocation
HR Budget
Benefits Plan Strategy/Design,
17, 21%
Benefits Plan Administration,
10, 12%
Compensation, 4, 5%
Employment, 7, 8%
HR Generalists, 6, 7%
Labor/Employee Relations, 3, 4%
HRMS, 24, 29%
Training , 7, 8%
Organizational Development, 3,
4%
Finance and Administration,
2, 2%
Profile: Dartmouth College
11© 2009 Advisory Board Company
Category Univ. M.S Notes
Benefits Plan
Strategy/Design3 0
Childcare is managed outside HR. There
are 3 FTEs in EAP, although expenses are
from fringe and not included in operating
budget #s above.
Benefits Plan
Administration4 0
Enrollment is online, so no data processing
in benefits. New hire data comes out of
processing unit in payroll.
Compensation 3 1One FTE on central HR staff handles
Medical School compensation needs.
Employment 3.5 0.5One half of an FTE on central HR staff is
responsible for medical school
employment.
HR Generalists 2.5 12.5 HR generalists are part of the central
HR staff. There are 2.5 additional quasi-
HR roles in the field funded by their dept.
Labor/ Employee
Relations1.5 0 --
HRMS 5 0Employee records/entry is under payroll as
a service provider to HR.
Training 2.5 0
Training and OD are a combined function,
but FTE load is separated out for both
functions based on descriptions here.
Work/life falls is included here.
Organizational
Development1.5 0
Finance and
Administration5 0
Includes CHRO, administrative assistants,
communications manager, and
finance/office manager.
TOTAL 31.5 2.5
University HR Staff Allocation
Salary Budget (% of total): $2,705,000.00
Other Budget (%of total): $2,000,000.00
Total Budget: $4,705,000.00
HR Budget
Benefits Plan Strategy/Design,
3, 9%
Benefits Plan Administration,
4, 13%
Compensation, 3, 9%
Employment, 3.5, 11%
HR Generalists, 2.5, 8%
Labor/Employee Relations, 1.5,
5%
HRMS, 5, 16%
Training , 2.5, 8%
Organizational Development,
1.5, 5% Finance and Administration,
5, 16%
Profile: Harvard University
12© 2009 Advisory Board Company
Category Univ. M.S Notes
Benefits Plan
Strategy/Design27.2 0
EAP services are outsourced.
Benefits Plan
Administration14 0
Tuition Assistance administration, Flexible
Spending Accounts administration, Cobra,
and Retiree billing services as well as
open enrollment processing services are
all outsourced.
Compensation 6.8 0 --
Employment 4.8 0
The employment function in VPHR
handles strategic employment functions.
Employment administration is handled
locally and is captured in the HR
Generalists category below.
HR Generalists 15.7 24.5
Included in this category are 8.0 FTE from
the VPHR Communications office because
they did not fit well into any other category,
7.7 FTE of VPHR HR services employees.
140 HR Generalists are also employed by
departments across the university.
Labor/ Employee
Relations7 0 --
HRMS 14.8 0 --
Training 30.5 2.6
One back-filled position should have been
excluded from these numbers and 5.5 FTE
have been moved from the OD section to
the Training section.
Organizational
Development5 0
5.5 FTE originally included in the OD
departments should have been placed in
the Training section. In addition, one FTE
is a temporary administrative fellow and
should not be included in these numbers.
Finance and
Administration3 0 --
TOTAL 128.8 27.1
University HR Staff Allocation
Salary Budget (% of total): $11,540,197.00 (45.7%)
Other Budget (%of total): $13,716,957.00 (54.3%)
Total Budget: $25,257,154.001
HR Budget
Benefits Plan Strategy/Design,
27.2, 21%
Benefits Plan Administration,
14, 11%
Compensation, 6.8, 5%
Employment, 4.8, 4%
HR Generalists, 15.7, 12%
Labor/Employee Relations, 7, 5%
HRMS, 14.8, 12%
Training , 30.5, 24%
Organizational Development, 5,
4%
Finance and Administration,
3, 2%
1 This budget is for the central offices of the VP Human Resources (VPHR) and includes $5M in professional services for several outsourced services, consulting fees, legal fees, and benefit plan audits as well as $1M in campus shuttle bus costs. It does not include the human resources budgets of the schools and other human resources units.
Profile: Johns Hopkins University
13© 2009 Advisory Board Company
Category Univ.* M.S Notes
Benefits Plan
Strategy/Design28.5 0 --
Benefits Plan
Administration14.2 0
COBRA administration-outsourced; FSA
and Commuter administration-
outsourced; Leave program
administration-divisional HR
Compensation 6 4.5 --
Employment 4 10.5 --
HR Generalists 1 14MS = 6 HR Mgrs; 8 HR Generalists
Academic schools = 8; Sch of Public
Health = 1
Labor/ Employee
Relations1 2.4
Sch of Public Health = 1.5
HRMS 41 4Includes HR Shared Services
transactional unit entering data for
employee records.
Training 22.5 0
All training is centralized into “Learning
Solutions,” that provides career
management training and also oversees
organizational design and effectiveness.
Organizational
Development9 0 --
Finance and
Administration2 0 --
TOTAL 129.2 35.4
University HR Staff Allocation
Salary Budget (% of total): $8,346,700.00 (52.9%)
Other Budget (%of total): $7,431,112.00 (47.1%)
Total Budget: $15,777,812.00
HR Budget
*Due to the distinct geographic locations of the campuses, JHU HR is
divided into 3 divisional units: Homewood Schools, the Medical School
and the School of Public Health. "Univ" includes all central HR functions
and the Homewood divisional office.
Benefits Plan Strategy/ Design,
28.5, 22%
Benefits Plan Administration,
14.2, 11%
Compensation, 6, 5%
Employment, 4, 3%
HR Generalists, 1.5, 1%
Labor/ Employee Relations, 1, 1%
HRMS, 41, 32%
Training , 22.5, 17%
Organizational Development, 9,
7%
Finance and Administration, 2,
1%
Profile: Massachusetts Institute of Technology
14© 2009 Advisory Board Company
Category Univ. M.S Notes
Benefits Plan
Strategy/Design15 0 --
Benefits Plan
Administration7.3 0
Specialist for long –term disability
claims, all others are generalists
(FMLA claims, compensation claims);
Downstream benefits processing is
outsourced.
Compensation 3.35 0 --
Employment 8 0 --
HR Generalists 0 0
308 satellite HR Generalists support
Departments, Labs, and Centers.
These positions are not supported by
HR Central budget.
Labor/ Employee
Relations10 0 --
HRMS 8.1 0 --
Training 1.9 0
The university invested in a special
initiative called the Training Alignment
Team (TAT), a collaborative cross-
functional group that develops and
implements training strategies.
Organizational
Development7.8 0
OD is a centralized consulting
service; units can tap the center for
service (e.g., facilitation, redesign).
Finance and
Administration6.9 0 --
TOTAL 68.35 0
University HR Staff Allocation
Salary Budget (% of total): $5,322,680.00 (50.8%)
Other Budget (%of total): $5,159,683.00 (49.2%)
Total Budget: $10,482,363.00
HR Budget
Benefits Plan Strategy/Design,
15, 22%
Benefits Plan Administration,
7.3, 11%
Compensation, 3.35, 5%
Employment, 8, 12%
Labor/Employee Relations, 10,
14%
HRMS, 8.1, 12%
Training , 1.9, 3%
Organizational Development,
7.8, 11%
Finance and Administration,
6.9, 10%
Profile: New York University
15© 2009 Advisory Board Company
Category Univ. M.S Notes
Benefits Plan
Strategy/Design5 0 --
Benefits Plan
Administration5 0 --
Compensation 6 0 --
Employment 6.5 0 --
HR Generalists 2 0
96 HR "Generalists“ work in the Schools
and/or Units and do not report directly to
"Central HR" or count towards the
Central HR budget. None of these
employees are functional specialist (i.e.
compensation, HRIS, benefits, talent,
ER).
Labor/ Employee
Relations6.5 0 --
HRMS 10.5 0 --
Training 1 0 --
Organizational
Development3.5 0 --
Finance and
Administration2 0 --
TOTAL 48 0
Benefits Plan Strategy/Design,
5, 10%
Benefits Plan Administration, 5,
10%
Compensation, 6, 13%
Employment, 6.5, 14%
HR Generalists, 2, 4%
Labor/Employee Relations, 6.5,
14%
HRMS, 10.5, 22%
Training , 1, 2%Organizational Development,
3.5, 7%
Finance and Administration, 2,
4%
University HR Staff Allocation
Salary Budget (% of total): $3,236,718.48 (41.1%)
Other Budget (%of total): $4,632,422.67 (58.9%)
Total Budget: $7,869,141.15
HR Budget
Category Univ. M.S Notes
Benefits Plan
Strategy/Design1.5 0
Benefits Plan
Administration6.5 0 COBRA is outsourced
Compensation 3 0
Employment 10 0
Includes 2 front desk positions and 2
diversity positions. I could not find a
category that squarely fit of diversity
programming positions. We have 5 people
doing "recruiting" and one admin support
in this area.
HR Generalists 0 0
Labor/ Employee
Relations8 0
HRMS 8.5 0
Training 3.5 0
Organizational
Development3 0
Finance and
Administration4 0
TOTAL 48 0
Profile: Princeton University
16© 2009 Advisory Board Company
Salary Budget (% of total): $5,023,100 (68.4%)
Other Budget (%of total): $2,322,600 (31.6%)
Total Budget: $7,345,700
University HR Staff Allocation
HR Budget
Benefits Plan Strategy/Design,
1.5, 3%
Benefits Plan Administration,
6.5, 14%
Compensation, 3, 6%
Employment, 10, 21%
Labor/Employee Relations, 8,
17%
HRMS, 8.5, 18%
Training , 3.5, 7%
Organizational Development, 3,
6%
Finance and Administration,
4, 8%
Profile: University of Pennsylvania
17© 2009 Advisory Board Company
Category Univ. M.S Notes
Benefits Plan
Strategy/Design8 0
Includes VP, Exec Dir and Exec Assistant,
Communications Manager, Tuition Mgr
1/2 QOWL 1/2 HRIM.
Benefits Plan
Administration16.5 0
Includes 3 Benefits Accountants who were
in Finance. No records mgt here.
Outsource website admin, call center,
pension and COBRA admin.
Compensation 4 0 --
Employment 5 0Outsource applicant mgt system,
background checks, relocation program
and temp agency.
HR Generalists 2 5These Generalists are all on the HR
budget. Penn Generalists do NOT perform
department finance or payroll.
Labor/ Employee
Relations6 0
Responsible for Paid Time Off admin (sick
and vacation).
HRMS 6.5 0Responsible for all records mgt. Imaging
function is outsourced to University
Archives and Records.
Training 6 0 Recognition programs are part of Quality
of Worklife unit.
Organizational
Development1.5 0
No OD group, all efforts jointly managed
by Compensation, Employee Relations
and Learning & Education (Compensation
leads).
Finance and
Administration3 0 --
TOTAL 58.5 5
Benefits Plan Strategy/Design,
8, 14%
Benefits Plan Administration,
16.5, 28%
Compensation, 4, 7%
Employment, 5, 9%
HR Generalists, 2, 3%
Labor/Employee Relations, 6, 10%
HRMS, 6.5, 11%
Training , 6, 10%
Organizational Development,
1.5, 3%
Finance and Administration, 3,
5%
University HR Staff Allocation
Salary Budget (% of total): $5,519,886.00 (53.6%)
Other Budget (%of total): $4,778,901.00 (46.4%)
Total Budget: $10,298,787.00
HR Budget
Appendix: Advisory Board Benchmarking Survey
18© 2009 Advisory Board Company
2008-2
009 H
R T
ota
l B
udge
t:
2008-2
009 H
R S
alar
y B
udge
t:
Un
iv.
MS
1. B
enef
its
Pla
n S
trat
egy/
Des
ign
:0
0
All
asp
ects
of
ben
efit
s p
ort
folio
str
ateg
y, r
etir
emen
t co
un
selin
g, “
ben
efit
s h
elp
des
k”
sup
po
rt,
wo
rklif
e in
itia
tives
man
agem
ent
(in
clud
ing
child
care
, el
der
car
e, t
uit
ion
/ed
uca
tio
nal
gra
nts
, h
ealt
h &
wel
lnes
s) a
nd
ben
efit
s co
mm
un
icat
ion
s (p
lan
up
dat
es, ev
ent
cover
age)
.
2. B
enef
its
Pla
n A
dm
inis
trat
ion
:0
0
Gen
eral
pla
n a
nd
pen
sio
n a
dm
inis
trat
ion
, dis
abili
ty/
FM
L/
Sic
k L
eave
and v
acat
ion
ad
min
istr
atio
n,
CO
BR
A a
dm
inis
trat
ion
, dat
a en
try
sup
po
rt, b
iogr
aph
ic a
nd
em
plo
yee
reco
rds
man
agem
ent
(in
clud
ing
new
hir
e an
d e
xit
dat
a p
roce
ssin
g).
3. C
om
pen
sati
on
00
All
asp
ects
of
com
pet
itiv
e m
arket
/sa
lary
ass
essm
ents
, jo
b a
nd s
alar
y cl
assi
fica
tio
ns,
po
licy
dev
elo
pm
ent,
par
ity
revie
w/co
mp
lian
ce, w
ork
forc
e an
alyt
ics
and s
alar
y su
rvey
s an
d c
on
sult
ing
to
dep
artm
ents
(jo
b c
lass
ific
atio
ns/
revie
w).
4. E
mp
loym
ent
00
Bo
th s
trat
egic
em
plo
ymen
t fu
nct
ion
s: r
ecru
itin
g st
rate
gy a
nd
pla
nn
ing,
exec
uti
ve
sear
ch
man
agem
ent,
co
nsu
ltin
g to
dep
artm
ents
as
wel
l as
em
plo
ymen
t ad
min
istr
atio
n: jo
b p
ost
ings
an
d
web
site
adm
inis
trat
ion
, ap
plic
ant
trac
kin
g an
d s
yste
m a
dm
inis
trat
ion
, b
ackgr
oun
d c
hec
k p
roce
ssin
g,
new
hir
e p
roce
ssin
g/d
ata
entr
y, t
emp
ora
ry p
oo
l m
anag
emen
t, d
iver
sity
hir
ing.
5. H
R G
ener
alis
ts0
0
Res
po
nsi
ble
fo
r dep
artm
enta
l re
cruit
ing,
dep
artm
enta
l jo
b/sa
lary
(re
)cla
ssif
icat
ion
s, s
taff
eval
uat
ion
s
and
per
form
ance
man
agem
ent,
tra
inin
g, e
mp
loye
e re
lati
on
s, d
epar
tmen
tal fi
nan
ce a
nd
pay
roll
adm
inis
trat
ion
.
6. L
abo
r/E
mp
loye
e R
elat
ion
s0
0
Co
ntr
act
neg
oti
atio
ns,
arb
itra
tio
n/co
llect
ive
bar
gain
ing,
co
mp
lian
ce, H
R p
olic
y dev
elo
pm
ent,
per
form
ance
man
agem
ent
trac
kin
g sy
stem
s.
7. H
RM
S0
0
HR
sys
tem
s ap
plic
atio
n d
esig
n/
dev
elo
pm
ent,
em
plo
yee
HR
web
site
des
ign
/ad
min
istr
atio
n,
inte
grat
ion
to
pay
roll
syst
ems,
dis
aste
r re
cover
y/b
usi
nes
s co
nti
nuit
y, H
R s
core
card
s an
d r
epo
rtin
g,
and
em
plo
yee
reco
rds
adm
inis
trat
ion
an
d d
ata
entr
y.
8. T
rain
ing
00
Un
iver
sity
-wid
e tr
ain
ing
(in
cludin
g le
ader
ship
, m
anag
emen
t, b
asic
busi
nes
s sk
ills)
,
ven
do
r/ed
uca
tio
nal
ser
vic
e p
rovid
er m
anag
emen
t, c
on
sult
ant
to d
epar
tmen
ts, tr
ain
ing
syst
em
adm
inis
trat
ion
(co
urs
e p
ost
ing
and
att
endan
ce t
rack
ing)
, n
ew h
ire
ori
enta
tio
n, re
cogn
itio
n
pro
gram
s.
9. O
rgan
izat
ion
al D
evel
op
men
t0
0
Co
nsu
ltan
t to
dep
artm
ents
fo
r o
rgan
izat
ion
al r
edes
ign
eff
ort
s, c
aree
r p
ath
ing/
coac
hin
g.
10. F
inan
ce a
nd
Adm
inis
trat
ion
00
HR
budge
t m
anag
emen
t, b
enef
its
budge
t m
anag
emen
t, p
roje
ct m
anag
emen
t.
Un
iv.
MS
To
tal
To
tal
FT
Es:
0
00
The
Ad
vis
ory
Boar
d C
om
pan
y
© 2
00
8
No
tes:
No
tes:
$0.0
0
$0.0
0
No
tes:
No
tes:
No
tes:
No
tes:
No
tes:
No
tes:
Dir
ecti
on
s:
Wh
ile w
e re
cogn
ize
that
ever
y un
iver
sity
is
un
ique,
in
an
att
emp
t to
dev
elo
p c
om
par
able
sta
ffin
g d
ata
acro
ss I
VY
+ H
R o
rgan
izat
ion
s, w
e've
outl
ined
10 F
TE
def
init
ion
s fo
r b
ench
mar
kin
g p
urp
ose
s.
Ple
ase
follo
w t
he
guid
elin
es b
elo
w w
hen
fill
ing
in t
he
bud
get
dat
a an
d F
TE
cat
ego
ry in
form
atio
n:
(1)
Ple
ase
indi
cate
the
num
ber
of F
TE
s fo
r ea
ch c
ateg
ory,
kee
ping
sep
arat
e m
edic
al s
choo
l (M
S)
and
othe
r un
iver
sity
(U
niv.
) F
TE
s.
(2)
Ple
ase
note
whe
re a
ctiv
itie
s ar
e ou
tsou
rced
, an
d if
and
how
man
y F
TE
s ar
e pa
id o
utsi
de o
f th
e H
R b
udge
t in
eac
h ca
tego
ry.
(3)
If a
FT
E p
erfo
rms
func
tion
s in
tw
o se
para
te c
ateg
orie
s, p
leas
e di
vide
the
FT
E n
umbe
r ac
cord
ingl
y (e
.g.,
an F
TE
tha
t w
ork
s ha
lf-tim
e in
ben
efits
plan
str
ateg
y an
d ha
lf-tim
e in
bene
fits
plan
adm
inis
trat
ion
wou
ld b
e re
pres
ente
d by
.5 in
each
cat
egor
y).
IV
Y+
HR
Ben
ch
mark
ing
In
itia
tive
: D
ata
Req
uest
No
tes:
No
tes:
19
Contacts
© 2009 Advisory Board Company
Marilyn Hausammann
Vice President for Human Resources
Harvard University
Massachusetts Hall, VPHR 3rd Floor
Cambridge, MA 02138
Phone: (617) 495 8635
E-mail: [email protected]
Charlene Moore Hayes
Vice President of Human Resources
Johns Hopkins University
617 N Wyman Pk
Baltimore, MD 21218
Phone: (410) 516-8113
E-mail: [email protected]
Lianne C. Sullivan-Crowley
Vice President for Human Resources
Princeton University
1 New South
Princeton, NJ 08544
Phone: (609) 258-2430
E-mail: [email protected]
Alison Alden
Vice President for Human Resources
Massachusetts Institute of Technology
E19-215
Cambridge, MA 02139-4307
Phone: (617) 253-6512
E-mail: [email protected]
Karen Davis
Vice President for Human Resources
Brown University
Providence, RI 02912
Phone: (401) 863-6050
E-mail: [email protected]
Mary G. Opperman
Vice President for Human Resources
Cornell University
Day Hall, Room 130
Ithaca, NY 14853
Phone: (607) 255-3621
E-mail: [email protected]
Lucinda Durning
Vice President for Human Resources
Columbia University
615 West 131 Street
Studebaker - 4th Floor
New York, NY 10027-6902
Phone: (212) 851-0627
E-mail: [email protected]
Traci Nordberg
Chief Human Resources Officer
Dartmouth College
7 Lebanon Street, Suite 203
Hanover, NH 03755
Phone: (603) 646-3776
E-mail: [email protected]
Catherine Casey
Vice President for Human Resources
New York University
Fairchild, 7 East 12 Street, 202
New York, NY 10003
Phone: (212) 998 - 1245
E-mail: [email protected]
John Heuer
Vice President for Human Resources
University of Pennsylvania
538A 3401 WALNUT/6228
Philadelphia, PA 19104
Phone: (215) 898-6884
E-mail: [email protected]
20
The Advisory Board has worked to ensure the accuracy of the information it provides to its members.
This project relies on data obtained from many sources, however, and The Advisory Board cannot
guarantee the accuracy of the information or its analysis in all cases. Further, The Advisory Board is not
engaged in rendering clinical, legal, accounting, or other professional services. Its projects should not
be construed as professional advice on any particular set of facts or circumstances. Members are
advised to consult with their staff and senior management, or other appropriate professionals, prior to
implementing any changes based on this project. Neither The Advisory Board Company nor its
programs are responsible for any claims or losses that may arise from any errors or omissions in their
projects, whether caused by the Advisory Board Company or its sources.
© 2009 The Advisory Board Company, 2445 M Street, N.W., Washington, DC 20037. Anyreproduction or retransmission, in whole or in part, is a violation of federal law and is strictlyprohibited without the consent of the Advisory Board Company. This prohibition extends tosharing this publication with clients and/or affiliate companies. All rights reserved.
Professional Services Note