human resources divisionhuman resources division . executive summary . amidst a diverse operating...

HUMAN RESOURCES DIVISION

Executive Summary

Amidst a diverse operating environment, the Human Resources Division (HR) is charged

with the oversight of matters concerning UGA’s workforce from the onset of

employment to retirement. The division successfully manages this through the following

roles: meeting the service requirements of faculty, staff, and the university

administration; participating in the discussion and development of the university’s

strategic goals; assisting in the development of policies and procedures to facilitate the

strategic goals; managing the ever increasing government compliance issues; and

providing analysis needed to make informed administrative decisions.

During Fiscal Year 2013, HR staff provided services at all levels of the university. HR

staff assisted individual faculty and staff by resolving benefits issues, providing training

opportunities, and consulting on faculty and staff relations cases. At the departmental

level, HR assisted managers with organizational reviews often involving employment,

classification, compensation, and training activities. HR worked on projects such as the

removal of SSN’s from data systems, the merging of the Skidaway Institute of

Oceanography, and the development of an on-line orientation process for new employees

at the institutional level.

Fiscal Year 2014 will bring many opportunities and challenges for Human Resources.

These most prominently include: changes in benefits driven by both the University

System of Georgia and the national government; the establishment of a new leadership

team for the university; and active collaboration with offices of the University System of

Georgia.

The remainder of this report is a detailed summary of the Division’s operational activities

throughout the year. The breadth, depth, and sheer volume of work completed each year

speak directly to the engagement and productivity of the Human Resources staff. These

staff members support the heart and soul of the organization—its employees—and they

will be essential to the university as it deals with the ever increasing complexities of the

workplace.

BENEFITS

Employee benefits are supported by two departments reporting to the Associate Vice

President: Benefits Administration and Benefits Accounting. Benefits Administration is

responsible for health and welfare programs, retirement and financial planning, and

student health insurance. Benefits Accounting is responsible for the accurate and timely

accounting and remittance of voluntary benefit payments to the University’s contracted

vendors. The customers these departments service include more than 8,900 active

employees (faculty and staff), employees on approved leave without pay, COBRA

participants, and more than 4,600 retirees and surviving dependents.

H-1

BENEFITS ADMINISTRATION

Summary of Major Accomplishments

Removed all SSNs from UGA transactions to and from the MyBenefits@UGA

system (provided by vendor bswift).

Completed project to assign separation dates in HR/Payroll database for all

employees not paid for 6 months. Initial inactive period was set at 12 months.

Completed the implementation of a procedure to remove employees who had

been inactive for more than six months from the I-9 Express system. This was

achieved by using the aforementioned procedure established for the HR/Payroll

database.

Processed 3,069 waivers for Mandatory Student Health Insurance Plan.

Enhanced the MyBenefits@UGA system to include medical FSA, dependent care

FSA and HSA. In the past, employees had to enroll in the medical FSA and

dependent care FSA by logging into the Payflex Web site. With HSA, the

employee had to complete and submit a paper form. Using the MyBenefits@UGA

system as the processor of these transactions streamlined the process.

5,721 new hires went through the automated onboarding system. This process has

helped to reduce the number of incoming calls from new employees asking what

they need to do to complete their new hire orientation.

Surpassed annual goal for Personal Financial Consultations (360 PFCs). The goal

for FY13 was 500; the actual number performed was 905.

This increase in numbers can be attributed to “word of mouth” communication. Outreach

communication was scaled back significantly in FY13, but numbers still increased.

H-2

mailto:[email protected]

Student Health Insurance

Voluntary Student Health Insurance

77%

5% 14%

3% 1%

Student Health Insurance Enrollment

Spring 2013 (3,120 total)

Graduate Assistants

Enrolled

Doctor of Pharmacy

Students Enrolled

International Students

Enrolled

Dependents Enrolled

Eligibile Individuals

Enrolled (OPT, Visiting

Scholars etc.)

76%

5%

15%

3% 1%


Fall 2012 (3,332 total)

Graduate Assistants

Enrolled

Doctor of Pharmacy

Students Enrolled

International Students

Enrolled

Dependents Enrolled

Eligibile Individuals

Enrolled (OPT, Visiting

Scholars etc.)

97.9%

1.4% 0.7%

Voluntary


Fall 2012 (143 total)

Students Enrolled

(140)

Spouse Enrolled

(2)

Child Enrolled (1)

99.0%

0.5% 0.5%

Voluntary


Spring 2013 (197 total)

Students Enrolled

(195)

Spouse Enrolled

(1)

Child Enrolled (1)

0

3000

6000

9000

12000

FY09 FY10 FY 11 FY 12 FY13

Total Employees in Any Health Plan

0

1000

2000

3000

4000

5000

FY09 FY10 FY 11 FY 12 FY13

Total Retirees in Any Health Plan

H-3

Summary of FY 2014 Goals

Continue the enhancement of the MyBenefits@UGA system by:

- Adding life insurance.

- Adding new voluntary benefit plans.

- Adding tobacco use question/calculation to include dependents.

- Adding domestic partners to certain voluntary plans.

Eliminate paper files by scanning dependent documents and beneficiary forms

into the MyBenefits@UGA system.

33%

33%

33%

1%

Active Employees in Health Plans

2013

Employees in Open

Access POS (2579)

Employees in HSA

(2600)

Employees in BCBS

HMO (2619)

Employees in Kaiser

HMO (101)

93.06%

3.88%

3.04%

0.02%

Retirees in Health Plans 2013

Retirees in Open

Access POS (4250)

Retirees in HSA (177)

Retirees in BCBS HMO

(139)

Retirees in Kaiser HMO

(1)

H-4

Implement a staff evaluation tool using detailed duties and expectations measured

by regular, recurring one-on-one meetings with Director of Benefits.

Evaluate “core business” functionality of the department and assess opportunities

to enhance the day-to-day employee interaction with the Benefits department.

BENEFITS ACCOUNTING

Benefits accounting is responsible for voluntary benefits deductions including monthly

general ledger reconciliations of more than 65 accounts and electronic processing of

demographic and contribution files to most vendors. As reference, volumes in dollars by

month and account type are charted below:

Board of Regents Premiums (health & dental) $10,300,000

Health Savings Accounts $500,000

Flexible Spending Accounts $280,000

403(b) $990,000

ROTH 403(b) $75,000

457(b) $390,000

ROTH 457(b) $35,000

Kaiser $83,000

Long-term Disability $80,000

MetLife (Life insurance) $537,000

Accidental Death & Dismemberment $28,000

Optional Retirement Plan (ORP) $2,300,000

GA Higher Ed Savings (529 Plan) $23,000

Long Term Care (AFLAC) $500

Critical Illness (Boston Mutual) $2,000

Cancer Insurance (AFLAC) $1,300

Short-Term Disability $15,500

Personal Accident Insurance (AFLAC) $700

University Childcare Center Tuition $5,600

Student Health Insurance $525,000

Estimated Monthly Reconciled Payments: $16,171,600

Estimated Annual Reconciled Payments: $194,059,200

Benefits Accounting is in charge of the weighty task of establishing and reconciling the

president’s and president emeritus’ annual compensation per the BOR fiscal year

contracts. Benefits accounting works collaboratively with Payroll to reconcile and closely

monitor compensation for both current and former presidents throughout the year.

Benefits accounting works closely with the University Budget Office to provide monthly

reconciliation, analysis and explanation of current budget vs. actual for the $135 million

resident instruction annual fringe benefits. The benefits accounting director also leads the

fringe benefits working group, consisting of the senior budget director, associate

controller, HR senior financial accountant, and the AVP for human resources who

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provide guidance on budget planning for fringe benefits at significant times throughout

the fiscal year.

Benefits accounting is in charge of completing the annual BOR health insurance request

for university budgets, which requires detailed analysis of current health insurance costs

and results in actual health insurance funding from the BOR for UGA employees and

retirees in future fiscal years.

Benefits accounting reconciles and compiles the information for Note 11 (retirement

plan: ORP) and Note 14 (post-employment benefits other than pension benefits) of the

annual financial report at each fiscal year end. The responsible accountants work closely

with accounting and state audit by providing all supporting documentation and respond to

audit inquiries and site visits as they arise.


Successful implementation of new accounting system for leave without pay in

QuickBooks (transitioned from IMS).

University Childcare Center (UCC) completed their first operating period of

nineteen months (January 2012-July 2013), exceeding contractual obligations and

all senior management expectations.

UCC implemented $20,000 of recommended security enhancements after a

security assessment performed by UGA Police and the Office of Emergency

Preparedness.

Transitioned Student Health Insurance to United Healthcare and collaborated with

College of Pharmacy and Office of International Education on a payment

approval process and electronic method of payment.

Worked with Payroll to initiate a weekly process to allow benefit deductions from

emergency checks. This new process circumvents the need to process overrides

when emergency checks are processed through IMS.

Summary of Goals for FY 2014

Work closely with benefits administration to seamlessly transition new 2014

insurance vendors from online enrollment system to IMS (payroll/personnel).

Shift remaining insurance vendors to electronic file and remittance processing.

Convert Fidelity ORP from paper to electronic process as soon as possible.

Focus heavily on cross training within department.

Continue to increase collaboration with benefits administration on benefits

eligibility and accounting processes.

Due to Compensated/Uncompensated Absences being reviewed annually by State

Audit, UGA leave will be transitioned to the responsibility of benefits accounting.

Assist with the review of potential new UGA HR/Financial systems.

Continue the effort to bring resident instruction fringe benefits estimates closer to

actuals in current and future fiscal years.

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Collaborate with WebDFS on implementation of initiation “warning” messages to

prevent personnel issues that affect benefits eligibility.

Begin process of creating UGA IDs for non-employees for COBRA and surviving

dependent billing.

Complete the presidential transition audit with the BOR auditors.

EMPLOYMENT, CLASSIFICATION AND COMPENSATION

Employment, Classification and Compensation is responsible for the management of the

staff classification plan, the staff compensation plan including review of salary actions,

and the staff employment process including background checks. The department is also

responsible for ad hoc reporting and analysis of employee salaries.


The University conducts background investigations on all new hires (including

temporary employees), promotions and reclassifications to positions of trust

(including all IT positions), P-Card holders, and volunteers. During FY13, UGA

conducted a total of 9,631 background checks, a substantial increase from last

year due to increased checks for motor vehicle requests and volunteers. The

number of position vacancies posted through Human Resources remained

constant in FY13 at approximately 2,272.

Total applications increased to approximately 112,000 for the year. This number

included an increase to approximately 14,000 current employee applications,

suggesting a relatively high level of employee interest in mobility within the

University.

0

500

1,000

1,500

2,000

2,500

FY09 FY10 FY11 FY 12 FY13

Vacancies Posted

0

5,000

10,000

15,000


Current Employee Applications

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Applications averaged approximately 50 per position vacancy, with many pools

including 100+ applicants. The number of new positions posted during FY13

decreased slightly, relative to FY12.

The number of position reclassifications continued to rise during FY 2012, likely

reflecting the number of employees assuming additional duties and

responsibilities.


Create and implement an online faculty position vacancy/application system to

replace the current paper process.

Develop HR consultants to familiarize themselves and work with distinct groups of

schools, colleges or other units to coach and discuss their employment, classification,

and compensation issues and concerns.

Expand motor vehicle background screening.

Expand background screening for Tier 1 BSAT positions.

0

20

40

60


Applicant Referrals per Vacancy

0

150

300

450

600

750

FY09 FY10 FY 11 FY 12 FY13

New Positions

0

300

600

900

FY09 FY10 FY 11 FY 12 FY13

Reclassifications

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SALARY ADMINISTRATION ACTIVITIES

Salary administration activities include reviewing salary exception requests, determining

pay grade assignments for titles, and salary market review and analysis. This work is

shared among staff also working on employment and classification processes.


Collaborated with the Equal Opportunity Office to improve the analysis of

adverse impact and applicant flow data. Worked with a third party vendor,

Berkshire Associates, to organize and review data. This information is required

for the university’s affirmative action plan.

Developed a staff salary adjustment program to address staff salaries that were

low in relationship to labor market data and length of service. These adjustments

were implemented during the planning for FY14.

Collaborated with benefits, payroll, and budgets to facilitate merging the

Skidaway Institute of Oceanography under the University of Georgia.


Improve the affirmative action plan data collection and analysis.

Expand the use of the MarketPay salary analysis tool to provide information for

administrative decision making and revision of the existing staff compensation

plan.

UNIVERSITY SEARCH GROUP

The UGA Search Group has been effectively providing executive search services at the

University since 2006. In providing executive search services for positions at the Vice

Presidential, Dean and Director levels, the group has effectively worked with a large

cross-section of the institution and is recognized as a high quality provider of faculty and

staff search services through Human Resources. The group currently enjoys strong

relationships with senior leaders across campus. Recently senior administration engaged

the UGA Search Group to provide strategic administrative and logistic support on

recruitment efforts using external search firms.


Contributed to an initiative to provide leadership and content for faculty search

workshops out of the Office of the Senior VP for Academic Affairs and Provost in

support of the Office of Faculty Affairs. The Search Group has participated in two

workshops each in the fall and spring semesters.

Provide faculty and staff consultation services. Members of the Search Group have

assisted campus in the following ways:

o participated in search group trainings;

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o provided “executive search tool kits” to assist hiring managers and search

chairs with the launch of a search;

o provided appropriate documents to professionally manage a part of the

search process;

o provided executive search recruiting tips and documentation to encourage

active recruitment efforts by the search committees;

o and offered consultation for challenging situations in the ongoing search

process.

Below is a list of the departmental searches for FY 2013

Director of Institutional Research: (started FY12 – closed FY13)

Director of the Center for Teaching and Learning: (started FY12 – closed FY13)

Dean, College of Education: (started FY12 – closed FY13)

Director, Internal Auditing Division: (started FY 12 – closed FY 13)

Dean, Grady College of Journalism and Mass Communication (started FY13 –

closed FY13)

Director, Lamar Dodd School of Art: (started FY 13 – ongoing)

Dean, School of Public and International Affairs (started FY13 – closed FY13)

Vice President for Student Affairs: (started FY13 – closed FY 14)

Assistant Vice President for Academic Affairs and Director of the UGA Gwinnett

Campus: (started FY13 – closed FY 14)

Dean, College of Engineering: (*provided strategic administrative and logistical

support) (started FY13 – closed FY13)

Senior Vice President for Academic Affairs and Provost: (*provided strategic

administrative and logistical support – (started FY 13 - ongoing)

Dean, Terry College of Business: (*provided strategic administrative and

logistical support – ongoing)


The UGA Search Group will continue to build and deepen relationships with

colleges, schools and divisions to assist in recruiting the best talent for their

leadership positions.

FACULTY & STAFF RELATIONS

The Faculty & Staff Relations Department is responsible for the administration of

disciplinary actions, reappointments, performance appraisals and professional procedures.

The office also monitors compliance with the university’s policy statutes, regulations and

procedures.

The Faculty and Staff Relations staff is committed to enhancing the working environment

by promoting positive working relationships and effective communication among

employees, working to increase employee morale, ensuring fair employment practices,

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and creating, implementing, and revising policies, procedures, and programs that are fair

and accurate for all employees.


Further developed Return-to-Work (RTW) process across university units to include:

o The identification and training of unit RTW Coordinators

o Revision of Workers’ Compensation process Web site

Conducted classes and training at the Training & Development Center to include

personnel law, procedures and leadership development.

Facilitated the HR Learning Express Series, a HR education/training outreach

program for the campus network of HR specialists.

Revised the University workplace violence policy and procedures

o Created the employee threat assessment and response team

The number of faculty and staff relations cases/contacts increased significantly from the

previous fiscal year. This reflects what is perceived to be the new workplace environment

consisting of higher levels of workplace stress. Reorganizations, the elimination of

departments, limited resources and layoffs have impacted workplace dynamics, to include

relationships. This number also reflects all inquiries and consultations with the Faculty

and Staff Relations Department.


Implement an expanded Drug & Alcohol Testing Program

Implement program/process to track the hiring and workplace accommodations for

disabled individuals with emphasis on disabled veterans

Purchase a more comprehensive faculty and staff relations case tracking system

8.22%

0.01%

26.53%

31.53%

3.29%

24.67%

4.93%

Fiscal Year 2013 Cases/Contracts

(1,459 total) Reduction In Force (120)

Drug/Alcohol (12)

Family & Medical Leave Act (387)

Job Performance (460)

Miscellaneous (360)

Sex Harassment/Non-

Discrimination/Anti-Harassment (48)

Workplace Violence (72)

H-11

Continue to identify needs for and provide unit-specific personnel training

Continue to review all UGA and unit-specific personnel policies to ensure

compliance with changing Board of Regents polices.

HR INFORMATION MANAGEMENT

The HR IT staff manages the technical needs of the division, including, but not limited to,

support for individual staff computers; an 18-station computer lab; video conferencing

equipment; departmental servers, networking and security. This team also supports the

University Childcare Center IT needs.


Hosted video conference sessions at the Training and Development Center for the

UGA Search Group. Preparation for this task begins several days in advance as IT

staff work diligently to test the off-campus locations and verify a positive experience

for both candidates and committee members.

Provided primary video/audio support for the presentations made by UGA Search

Group candidates visiting campus.

Continued to improve the video conference experience for the UGA Search Group.

Completed the annual equipment inventory.

Continued to identify SSNs on electronic records and eliminate or translate to the

UGAID (81X number).

Maintained professional development classroom and computer lab equipment.

Continued Cisco VPN training and support for off-campus users and secure reports

users.

Installed new security appliance for Human Resources and the Staff Training and

Development Center.

Continued IT support for the University Childcare Center (parent/teacher clock in/out

system, telephone, desktop, networking, security).

Assisted the Young Dawgs program with technical support for a wide range of

presentations and supervised a Young Dawgs intern.

Refreshed Training and Development computer lab technology, including new

workstations and printing resources.

Replaced aging UPS battery backup systems.

Summary of Goals for FY 2014

Continue to identify and remove sensitive data on HR systems.

Continue vulnerability scanning for HR systems.

Install Landesk for increased security of systems.

Evaluate video conferencing enhancements and new technologies.

Upgrade network switching equipment.

Upgrade audio/video equipment for on-campus recordings.

Evaluate virtualization technology for failover/system backups and incorporate into

our disaster recovery plan.

Relocate video conferencing system for the UGA Search Group.

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TRAINING & DEVELOPMENT

Training and Development is responsible for identifying, creating, and providing

opportunities for professional development. The department endeavors to enable

employees to contribute effectively and creatively to the University’s mission by

enhancing and building upon their capacity, skills, excellence and professionalism.

In Fiscal Year 2013, a total of 3,953 participants attended 285 total classes taught at

Training and Development (T&D), including 3,033 faculty and staff attending 213

published classes. Also included were 920 participants who attended 72 departmental or

specialized classes. Minority participation represented 5.5% of total participation

attending published classes with a gender breakdown of 4% male and 96% female. In

addition, 5,721 new faculty/staff used the onboarding system to complete new-hire

paperwork. Through a partnership with the Office of Institutional Diversity, the Diversity

and Inclusion Certificate series continued, yielding 78 graduates of the program.

0

2200

4400

6600

FY09 FY10 FY 11 FY 12 FY13

Total Participants in Training and

Development Classes

0

2000

4000

6000

FY09 FY10 FY 11 FY 12 FY13

Accessing UGA Onboarding System

H-13


The relatively new onboarding process, a collaborative effort between T&D and

Benefits, enjoyed its first full year of service. All new hires were directed to the

onboarding system, where they completed required paperwork and were exposed to

important policies and procedures. During FY13, 5,721 new hires used the

onboarding system.

In collaboration with the Benefits department, the HR database “clean up” project

was implemented to apply termination dates for employees not paid for more than 12

months. This ongoing project substantially reduces the inaccuracies in the database

associated with active employees.

The UGA High Impact Leadership Program continued with more than 55 additional

graduates during the year. The program was enhanced to include individual Hogan

assessments for the participants with feedback provided by Hogan-trained T&D staff

members.

The UGA High Impact Leadership Alumni group was formed and the participants

attended several pilot training sessions at T&D.

Promoted the High Impact Leadership program to the local University System office

and the University of North Georgia location in Oconee County, as part of the USG

Professional Development Consortium.

The Human Resources Learning Express (HRLE) programs continued offering best

practices and training to over 100 HR liaisons and business managers in units across

campus. The career services senior managing consultant coordinated monthly topics

presented by HR partners and other campus experts from various units. Topics

included FMLA, ADA, NDAH, customer service, bullying in the workplace, career

development, hiring practices, dealing with change, succession management,

diversity strategies, records retention, recognition and others. Representatives from

UGA Libraries, Georgia Center for Continuing Education, Housing, HR Faculty and

Staff Relations unit, College of Education, College of Veterinary Medicine, College

of Agriculture, Physical Plant, and Auxiliary Services comprised the planning team

for these programs. Online sources were provided through eLC and Wimba to reach

non-Athens locations.

T&D staff provided departmental training for the Georgia Center for Continuing

Education on a variety of topics and issues. T&D staff also provided Hogan

Assessment feedback sessions to the Office of Public Affairs leadership team and

assisted three Office of Public Affairs leadership team members in a 12-week

executive coaching session.

T&D partnered with Enterprise Information Technology Services to continue

promoting online learning tools such as Lynda.com and Microsoft IT Academy. A

new online resource, Skillsoft, was introduced to campus libraries for business skills

professional development and student support e-learning. A new survey tool was also

introduced and training was conducted by EITS and T&D. These tools will continue

to be used and promoted as blended learning strategies for professional development

in the coming year.

H-14

Eight T&D staff members became trained in Hogan Assessment feedback during the

year. True Colors also was utilized to help resolve team, communication and

leadership issues.

T&D continued to host training, provide registration services, and provide guidance

to the Office of International Education and the Franklin College of Arts and Sciences

for their certificate programs in academic advising and the global certificate series.

UGA procedural training was captured frequently via Wimba technology and video to

be made available 24/7, thus alleviating the need for repeated training by campus

experts.

The process excellence leader served on behalf of the SVP of Finance &

Administration as the UGA customer service champion. Such service included

representing UGA at all related BOR and Chancellor’s events, meeting all reporting

requirements, and assisting with communication. In addition, the process excellence

leader served on the USG advisory, recognition, and inaugural service excellence

program committees.

T&D staff continued to support the delivery of the University System of Georgia

ethics and NDAH training, providing assistance to new hires as they access and

complete the course in eLearning Commons.

T&D provided guidance in the planning of the new Fiscal Responsibility Certificate

Program scheduled to begin in January 2014.

UGA’s Young Dawgs Program won national recognition this year as the recipient of

the 2013 national CUPA Community Service and Outreach Award. During the 2012-

2013 school year, one hundred students served in Young Dawgs internship positions,

with 60 students in the STEM areas, and 37 (82%) in STEM areas during the summer

program. Eighty percent of the Young Dawgs students graduating in 2012-2013

applied to UGA; 93% of those were accepted. All of the Young Dawgs students were

on track for post-secondary education. During the 2012-2013 academic year, 35% of

the students served by the Young Dawgs program were from minority backgrounds.

Employee Career Services for faculty and staff were offered to assist current

employees in their career development through classroom training, unit training,

mock interviews, resume assistance, and interviewing strategies. Social media efforts

were also added to focus on developing employees’ professional networking skills for

collaboration among other university units, students, and peers in their respective

fields. Additional resources have also been introduced to assist supervisors and hiring

managers in interviewing, resume review, and other recruitment strategies. Several

campus units participated in Myers-Briggs Type Indicator (MBTI) communications,

résumé preparation, gaining professional recognition, and goal setting sessions.

The senior managing consultant with career services responsibilities was transitioned

mid-year into the Dual Career Assistance Program (DCAP) team to offer additional

services (such as mock interviews, resume assistance, referrals, application and iPAWS

assistance, etc.) for over forty active clients. Along with a part-time consultant, the

DCAP program team saw twenty five placements with an average of fifteen active clients

receiving weekly services and contact. The team participated in the National Higher

Education Recruitment Consortium’s (HERC) DCAP conference at Emory University.

Along with five other USG colleges, the team is evaluating ways to pool job

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opportunities and to support new faculty recruitment through assistance for

accompanying spouses.

Communication

The senior director of training & development also serves as the communication

director for the division. Throughout the year, this position planned and created HR

communication to HR partners, faculty/staff and student populations, based on the

need. One of the T&D senior managing consultants assisted with Web site design and

updates. A completely redesigned HR Web site was implemented in FY13.


Continue providing and enhancing the High Impact Leadership series.

Plan and begin implementing a comprehensive training curriculum for supervisors,

including online and classroom modules.

Begin hosting and providing registration support for the fiscal responsibility

certificate program.

Increase the number of offerings of career services resources for faculty and staff

through classroom training, Web and other media resources (including social media

avenues), and departmental training. Introduce a career development plan as a

resource for employees and supervisors.

The Dual Career Assistance Program will develop an extensive centralized repository

of various relocation and assimilation resources for accompanying spouses to better

assist units around campus with recruitment efforts. Additional collaboration with the

other academic institutions and local employers will be offered as a resource to

clients. A career services plan will also be introduced to assist clients with their

search process.

Continue to assist UGA STEM and other faculty members in meeting their goals of

bringing young students into their disciplines, by providing quality Young Dawgs

internship experiences for high school students. Strive to serve approximately 200

faculty and staff members with 125 high-school student interns, resulting in over

10,000 internship hours. Encourage at least 65% of the Young Dawgs graduating

seniors to join the ranks of the student body at UGA.

Begin using Blackboard “Collaborate” to replace Wimba as the preferred method to

deliver remote training and meeting participation. Evaluate the use of WebEx as a

resource for more efficient collaboration among non-Athens location participants.

Prepare and coordinate the communication and instructions for the required delivery

of the University System ethics refresher training in eLC-New, the new online

learning system. Prepare communication and delivery of the ethics basic training

using eLC-New.

Support the Chancellor’s service excellence program by reporting on required

projects, engaging in Service Excellence activities, and submitting nominations to the

Chancellor’s service excellence recognition program.

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ORGANIZATION CHART

Associate Vice

President

Tom Gausvik

Business

Manager II

Janice Ramsey

(Retiree)

Special Projects

HR Senior

Managing

Consultant

Lindsey Van Note

HR Senior

Consultant

Audrey Booth

University

Search Group

Information

Management

Employment,

Compensation

and

Classification

Benefits

Accounting

Benefits

Administration

Faculty and

Staff Relations

Training and

Development

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BENEFITS DEPARTMENT

ORGANIZATION CHART

Associate Vice

President

Tom Gausvik

Benefits

Accounting

Human

Resources

Director

Kim Eberhart

Sr. Financial

Accountant

Amy Harper

Sr. Financial

Accountant

Bonnie Hicks

Sr. Financial

Accountant

Sarah Fite

Benefits

Administration

HR Senior

Managing

Director

Lydia Lanier

Benefits

Counselors

HR Sr. Managing

Consultant

Carol Bugg

HR Sr. Managing

Consultant

Adrianna Creech

HR Sr. Managing

Consultant

Kandace Faulkner

HR Sr. Managing

Consultant

Travis Jackson

HR Sr. Managing

Consultant

Gail Lopes

HR Sr. Managing

Consultant

Jason Parker

Louie Wyatt

(Retiree)

HR Call Center

HR Specialist I

Melissa Austin-

Neff

HR Specialist I

Vickie Hogan

HR Specialist I

April Jewell

HR Specialist I

Mildred

McElroy

HR Specialist I

Solange Mears

Administrative

Assistant II

Jackie Mitchell

HR Sr.

Consultant

Cindy Walker

Student Health

Insurance

HR Sr.

Managing

Consultant

Joanna Manzi

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EMPLOYMENT, CLASSIFICATION AND COMPENSATION

ORGANIZATION CHART

Associate Vice

President

Tom Gausvik

Vacant

HR Senior

Managing

Consultant

Dan Baker

Deputy CHRO

Duane Ritter

HR Managing

Consultant

Jessica Davis

HR Senior

Managing

Consultant

Lynn Burt

HR Managing

Consultant

Lindsey Fodor

HR Managing

Consultant

Dan Helmick

HR Senior

Managing

Consultant

Russ Ramsey

H-19


UNIVERSITY SEARCH GROUP

ORGANIZATION CHART

Associate Vice

President

Tom Gausvik

Vacant

HR Senior

Managing

Consultant

Megan Hill

University

Search Group

HR Senior

Managing

Consultant

Michael Luthi

HR Senior

Managing

Consultant

Matthew Reiter

HR Senior

Managing

Director

Frank

DiGiacomo

H-20


FACULTY AND STAFF RELATIONS

ORGANIZATION CHART

Associate Vice

President

Tom Gausvik

Faculty and

Staff Relations

HR Senior

Managing

Consultant

Kathryn Chetney

HR Senior

Managing

Director

Sige Burden

H-21


INFORMATION MANAGEMENT

ORGANIZATION CHART

Associate Vice

President

Tom Gausvik

Information

Management

IT Professional

Principle

Denver

Porterfield

IT Professional

Principle

Tonya Hayes

H-22


TRAINING AND DEVELOPMENT

ORGANIZATION CHART

Associate Vice

President

Tom Gausvik

HR Senior

Managing

Director

Becky Lane

Process Excellence

Leader

Catherine Shircliff

Human

Resources

Specialist I

Darlene Mealor

HR Senior

Managing

Consultant

Judy James

HR Senior

Consultant

Vickie Coker

HR Senior

Managing

Consultant

Jim Geiser

HR Senior

Managing

Consultant

Tracey O’Malley

H-23

human resources divisionhuman resources division . executive summary . amidst a diverse operating...

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