On January 11, 2023, the University Staff Council hosted a virtual forum for updates on campuswide initiatives underway as part of the Path Forward. University leadership from Operations, Finance & Business Services, Facilities & Energy Services, Technology Services, Marketing & Communications and Human Resources & Organizational Effectiveness shared division updates then answered questions from the campus community.
Questions that remained unanswered at the conclusion of the live dialogue were shared with our leadership team and we have posted the responses to each below.
Human Resources & Organizational Effectiveness
Historically career advancement within different staff roles primary involved transferring between academic and university wide positions. Now that units are centralized how will HR and Class & Comp be adapting to these changes?
Each job family has or will have a career path established and employees will be trained, evaluated and promoted as vacant positions become available or as job duties change in recognition of an employee’s increased knowledge, skills and abilities. Career growth will be enhanced as we progress more toward a talent acquisition process to identify available talent and proactively look at opportunities that exist the university landscape and recommend individuals for advancement based on his/her knowledge, skills and abilities.
The employee salary used to be accessible online through Texas Tribune and then through another website but has since been removed. Is this something that will return?
Salaries were previously made available to the Texas Tribune by the Texas A&M University System for its members. That practice was discontinued, and it is unknown if it will occur in the future.
Why is the employee wellness program not being promoted by leadership and a resource for mental health? Living Well is a great mental health resource for faculty and staff. Leadership should be promoting that program and encouraging employees to engage in it. Mental health advocacy is a priority for President Banks and efforts are currently underway to become more visible in this important area.
Living Well at Texas A&M is designed to ensure that Texas A&M University is a place where everyone can live well and thrive as a whole person – and together as a whole community. Programs and resources are offered in three major areas: Healthy Living, Community and Personal Interests. Each of these areas are strategically designed to encompass physical, mental, social, and financial wellness. As such, mental health is a key focus area around which programming is designed. Leadership and HROE are working together to enhance the understanding and socialization of all that Living Well brings to our faculty and staff and will continue to elevate both the quality and quantity of programming dedicated to holistic employee wellness.
What changes will staff see or be impacted by in their day-to-day operations? Do any of these changes have planned impacts on incentives for staff longevity?
As discussed, changes to centralized staff duties range from no change at all to more specialized focus on a particular area of expertise (i.e. finance, marketing & communication, technology services, facilities and human resources). As mentioned in an answer to a previous question, career paths coupled with a plan to develop and promote current employees through succession planning will, it is believed, increase employee satisfaction and thus longevity.
Career ladder progress and pay grade updates?
The Class and Comp team continues to review all staff titles and career paths to determine if modifications or additions. As of the end of January we have reviewed/modified over 400 titles within several career paths.
The topic of Career Ladders and the status of creation for Marketing & Communications staff.
The Class and Comp Team continues to work with the MarComm leadership on the organizational structure of department. This work does include the creation/modification of positions and career paths.
I'd like to hear more about pay equity across campuses.
As we continue to review the practices of the university, a heavy emphasis is being put on consistency in how university-wide titles are used and compensated. We are working with various leaders on how to implement more consistency for these situations and analyzing data compared to relevant market data while benchmarking similarly situated entities.
Can you explain in detail what the process for providing upward feedback on direct managers during the review process? What is the process for providing this feedback? What is done with this feedback? How are managers held accountable to their performance based on the feedback from their teams?
The Performance Management process promotes dialog between an employee and their direct supervisor. It is an opportunity for both the direct supervisor and the employee to provide feedback regarding the other. It is the responsibility of the direct supervisor's manager to review their performance as a supervisor, which could include asking for feedback from the direct reports of the supervisor.
There are many new leaders in place from the realignments from the Path Forward. Many are experts in their area; however, they have never been in leadership positions. They could use the feedback to improve their team leadership. Also, there are many leaders who have been in manager or leadership positions and do not have the appropriate level of leadership skill required of their position.
Leadership development at all levels is a priority in the Path Forward. In fact, several restructured units have identified Leading Others as their preferred solution for developing their newly promoted leaders.
Are there any plans in place to measure, more than once a year in a performance review, employee satisfaction and engagement? A quarterly survey could be leveraged to get input on a determined set of topics. Consider an Employee Net Promoter Score (eNPS) survey to keep a pulse on the culture or environment of the department and the leader’s role in that score. This is a fairly standard practice in most organizations.
Yes, enhancing the employee experience is part of becoming an employer of choice and achieving preeminence. Gathering real-time feedback about employee sentiment, satisfaction and engagement is an important part of efforts to enhance the employee experience and different ways of gathering this information are under consideration.
One of the impacts of centralization has been the de-centralization of "division-specific" tasks that are not being handled by HROE. What is the process for determining if a division-specific process might be considered of benefit to all, or is that even a consideration?
Items brought forward to the respective Vice President are discussed at regularly scheduled leadership meetings, where consideration and decisions are made for the collective good of the university as a whole.
What is being done to address concerns with past difficulties with employee changes within Class and Comp now that centralization has all but eliminated "promotion" through job change between colleges?
The ability to promote high performing employees is a vital component for employee engagement. HROE strongly supports promotion within units as well as across. We are continuing to develop processes and programs to help leadership better utilize promotions and transfers to support the operations while rewarding high performing employees.
I know there are the Family Leave and Sick Leave pools at Texas A&M, but is leadership ever going to look at the possibility of providing paid maternity leave for staff? As a woman, it is very daunting to think about a growing family before you have saved up enough sick and vacation time of your own to cover that leave (from doctor's visits during pregnancy through the actual maternity leave after birth) - and then hoping you qualify for the leave pools if you need additional paid time off.
This request will be further evaluated as it would require a change in law to implement. For the time being, please refer to the information currently posted about parental leave at https://employees.tamu.edu/employee-relations/leave/other/parental.html.
Low wages for entry level administrative positions need to be pushed up. We have been trying to hire an admin for over a year and we get good candidates in, but we are told that when you can source groceries for more, it is very difficult to recruit. Low student worker pay is also an issue.
Classification and Compensation's market analysis for all job families should address this concern and allow for a more marketable salary/wage to be offered, pending budgetary considerations. Managers are encouraged to reach out to HROE for proposed market-based rates to offer candidates, while being mindful of internal equity of existing staff.
Staff morale has been bruised by the Path Forward's many changes. How is leadership specifically acknowledging and addressing that reality?
Every employee at Texas A&M is a leader, whether it be a leader of themselves or others. Each person has the agency to offer comfort, wisdom and support of one another as our organization moves through changes. Vice Presidents and Deans have made efforts to increase communication on many levels, in order to provide information to employees about the efforts related to the Path Forward. President Banks has hosted Town Hall meetings to connect with employees in every division, college and school. Employee Assistance Resources are always available by reaching out to Guidance Resources at https://employees.tamu.edu/eap/index.html.
We are losing valuable employees to other employers due to competitive wages. Is there anything being done to prevent this in the future?
Classification and Compensation's market analysis for all job families should address this concern and allow for a more marketable salary/wage to be offered, pending budgetary considerations.
HROE -- can we get a sneak peek at the questions on the AWL forms in Workday so they can be worked on in advance of the link being active in Workday.
A Workday job aid with step-by-step instructions and screenshots is available online - https://apps.tamuds.tamu.edu/resources/download/3316302/722fwa-jobaid.pdf.
I would like to find out if there will be any future educational programs for new supervisors. The Leading Others program is excellent but costly, and I wondered if HROE could have a "light" version that is just 8 hrs. or so to review the critical information that includes the content on the structure for System, TAMU, and departmental policies, etc.
As we have embarked on centralizing orientation and onboarding activities, we have identified "New Leader Orientation" as a gap in our orientation programming. New Leader Orientation will be a unique 1–2-day experience targeting all new leaders (external & promoted) for the purpose of helping new leaders be effective within their first 30-90 days, at which point a new leader might be better positioned to participate in Leading Others.
HROE used to offer several professional development certificates that any staff member could sign up for and complete. These included certificates in Diversity & Inclusion, Desktop Publishing, Graphics & Illustration, Website Development, and various other topics. These not only gave staff the opportunity to learn new professional skills & knowledge that were useful to their current positions but also provided additional credentials that could be listed on their resumes when pursuing more advanced positions. Those programs and the courses are no longer available through HROE. Although LinkedIn Learning offers some courses that provide similar opportunities for employees to independently improve their skills and knowledge, there are no equivalents to the certificates or other credentials that can be included on their resumes. Can HROE bring those programs back or create new ones that would provide comparable benefits to TAMU staff?
The Path Forward emphasizes both career and leadership development programs to enable progressive, competency-based development for employees in order to help employees advance in their desired career path.
When will new Position Titles and appropriate salary be available? I have been in my new position for nearly a year and still have not seen any official in writing.
We encourage all employees to review the Employees@tamu.edu website. There are several career paths provided. As we redesign career paths, we will provide more information on essential duties, minimum qualifications and starting salaries associated with each level of titles. This should be a great place for both employees and managers to go to help in processing through one's career here at Texas A&M.
Is there any research or work being done to allow employees time off for volunteer work?
Yes, supporting our community and neighbors is an important aspect of being engaged internally and externally.
Texas A&M equipment requirements for employees with approved AWLs.
All remote work associated with the AWL program, should be done utilizing university- or agency-owned computer equipment. However, if an employee is working from home after hours, on their own personal time (such as evenings or weekends), they may use their personal cell phones and computer devices. Personal cell phones and other devices may be used for validating credentials with Texas A&M's multi-factor security systems and authorized web-based systems such as email. Personal devices may be subject to university policies and procedures if used to remotely operate or access authorized university assets and web systems. Security protocols within the AWL program are not intended to replace any statutory requirements in our research programs. In all situations, employees are expected to maintain security protocols appropriate for the specific law, contract or legal framework governing data access and use.
HROE was tasked with reviewing employee's salaries in the different HUBs and new orgs (from department to Central Finance) and some employees like me have been excluded due to where we fall in the new HUBs. How will this be addressed and taken care of?
Compensation is a strategic initiative of HROE. We are in various conversations with leadership on how to implement a more strategic compensation philosophy and strategy that will benefit both the employer and employee. As with any change in compensation, we need to be aware of budgetary impacts as to not adversely affect anyone. In some cases, this may take several years to fully address due to these budgetary concerns.
Are they any talks about building staff morale or comradery, or increasing staff salaries/equity reviews across campus?
There are dedicated initiatives focused on the employee experience and thriving at Texas A&M. Many programs through HROE's Living Well and the University Staff Council focus on morale and camaraderie. Comp and Class is currently looking at implementing a new compensation philosophy to address salaries.
Is staff retention of importance, especially staff with marginalized identities?
Attracting and retaining excellent employees is always a priority. Continuity of service is enhanced by lowering turnover. Creating an employee experience and culture that is open and welcoming to all is a priority.
Greg mentioned a service for employee mental health at $10 per session -- what was that service?
Work/Life Solutions, provided by ComPysch GuidanceResources (R), offers counseling, legal and financial consultation, work-life assistance and crisis intervention services to all our employees and their household family members. This service is strictly confidential and no information about your participation in the program is provided to your employer. Also, enrollment in The Texas A&M University System medical insurance plan covers charges for inpatient and outpatient mental health care. For more information about these services and other mental health resources, contact us at livingwell@tamu.edu or at benefits@tamu.edu.
As a point of clarity, the topics that were discussed during this event also pertain to TEES staff, correct? Or am I misunderstanding the structure hierarchy.
Texas A&M values its close working relationship with the agencies and coordinates initiatives and activities whenever possible. It is unknown, however, if TEES will adopt particular initiatives or programs discussed in this forum.
What is the reason for making HR staff not wear open toed shoes? Or allow them to have the ability to dress appropriate to the environment they are embedded in?
HROE's dress etiquette has been established to create a clear standard, and as a means of identifying our employees as business professionals.
What if our supervisor and director state that the Leading Self course is too expensive?
The value of the Leading Self leadership development program exceeds the financial cost; however, it is understood that certain units may find it difficult to financially support this endeavor. HROE representatives are always available to discuss the value of this training with the campus community and better explain the costs and the benefits to these decision makers.
Will the funding assistance for the leadership trainings through HROE be available to local System members other than TAMU?
The President or Agency Director of each system-member will need to make a decision regarding available funding.
Will the Leading Self, Leading Others, and other Leading programs be required for new employees who not transfers from other departments?
The value and impact of these leadership development programs experienced by participants, and acknowledged by their managers/supervisors, places these programs in high demand. Being already "highly recommended", organizational development would prefer to have university leaders endorse participation in these programs as a best practice in career and leadership development rather than a mandatory training requirement.
The thriving plan discusses the leadership skillset and mindset. How will we evaluate certain leadership positions (director level and above) against the ideal skillset and mindset? What will occur if an individual in one of these roles does not meet the skillset or mindset requirements of their role?
Assessment and evaluation tools, such as a multi-rater 360 assessment, will be utilized to ensure leadership competencies are appropriately demonstrated based on the requirements of each leadership role. Every opportunity should be given to an employee to develop the competencies they may be deficient in before determining they are not capable of performing in their role. Performance issues/deficiencies may be addressed through a progressive disciplinary process.
If an employee could work from home a couple of days a week (here in BCS), largely because they could get the work done and they would be able to concentrate better at home, is that enough of a "business reason"?
Each decision about alternate work locations will be based on an individual analysis of the position and in the context of the System Regulation and University Standard Administrative Procedure. Please consider discussing with your supervisor and submitting a request for consideration.
I am aware that Centralized Finance requested a market analysis for all positions under Finance however my position was excluded due to being under Texas A&M Health and the market analysis pertained only to TAMU positions: I thought we were now one? How is it fair to employees being excluded?
The current review of financial titles and compensation is including all employees that were centralized.
The process for getting Aggie ID cards has also changed and the former My Aggie Card portal has been removed, but there was no information sent out about this new process, nor is there much guidance available regarding the new portal for photo submission.
Aggie ID cards are issued through Finance and Business Services. Information about the process for requesting a new Aggie Card or replacing a lost one is available online at https://myaggiecard.tamu.edu/.
Technology Services
In-person IT support at remote sites. Will our staff get pulled off on other projects elsewhere in the university? What is the priority?
There will continue to be full support for all locations, including remote sites. A key capability of a centralized model is the ability to share resources between groups as needed.
Updates on the future of IT consolidation in Technology Services?
We are trying to maintain full transparency by having monthly all staff meetings, by providing updates online and having our management team members share directly with those they lead.
TAMU equipment requirements for employees with approved AWLs.
We continue to ask that staff members follow state, system and university guidelines for not using personal computer devices on work-related assignments. We fully support the use of university-issued laptops at both office locations and any approved AWL. Personal cell phones can be used as an access point for email services. AWL based personal monitors are fine to connect to a Texas A&M laptop when working at the AWL.
Is there progress on figuring out what IT would cover versus MarComm, when it comes to things like website design or planning?
Most website design and building will be done by the MarComm team for colleges, schools, departments and centers. Technology Services will continue to provide web development associated with our enterprise applications (i.e. Banner, Canvas, etc.) and for our internal product delivery sites.
Will the Health Science Center be part of the wireless program for TAMU? Having to keep two separate computer logins is nuts.
There are active projects to unify the identity management platforms between Texas A&M Health and Texas A&M.
Are there regular meetings between TAMU, Engineering and AgriLife IT? For example, TAMU will be using Cisco for all of their phone lines, AgriLife is using TEAMS.
There are regular meetings between Texas A&M and the agencies as well as other system members; however, agencies are independent organizations that have their own strategic planning and technology services roadmaps.
If the ticketing system the school (JitBit) uses works well for us, are we forced to adopt the new IT ticket system?
All Texas A&M main campus organizations will be moving to a common helpdesk platform over time for support related to technology services.
Finance & Business Services
When will marketing and accounting student employees be moved to the correct adlocs/accounts? Will departments be charged for HR/Marketing/Accounting Services or is the university absorbing these costs?
We continue to migrate student workers from their departments to their centralized service provider. Personnel costs for student workers are often funded from one-time funds using salary savings. So, the allocated funding may or may not be moved depending on how their position was funded. If a department previously paid for HROE/marketing/accounting services, they will continue to do so. If they employed staff in these areas, funds associated with those personnel costs will either be transitioned to the centralized area, or the department will be charged an amount equal to the personnel cost for those services.
Financial planning, any changes with budgeting or guidelines for funds, impact of various mergers between departments/consolidation of departments.
For the upcoming 2024 budget process, the impacted departments/colleges/schools, should have all changes implemented and the allocations should reflect those changes. If additional guidance is needed, information will be provided in the FY 2024 Budget Guidelines.
What measurements will be used to see the impact (positive/negative) of the Finance/Business Service centralizations?
There are several measurements that will be used to assess the impact of finance and business services centralization. A big part of this will be with the use of survey tools. This will include customer satisfaction surveys along with internal finance & business services employee satisfaction surveys. In addition, we will be reviewing transaction processing data to ascertain whether process improvements have yielded increased efficiencies across the division.
If looking at finance limits, we should also see about bumping up the $500 limit for an asset. Other universities are up around 2K-5K.
The $500 limit is a limit defined by the State of Texas on items identified as "controlled" assets and applies to all purchases regardless of fund source. Controlled assets include but are not limited to computers, monitors, TVs, tablets, etc.
How do you plan to incorporate transparency and accountability in your continuous improvement model? Many of us not in finance are frustrated with the "just call us" response. Many financial processes and procedures are difficult for us to follow when the process isn't transparent, and we are told inconsistent information depending on who we are talking to.
When work process improvement reviews get underway, stakeholders will be represented on the review teams with the opportunity to share their perspective about the existing process and changes they would like to see. As projects are completed, process improvements will be reflected on our work process improvement website that is being established. The project reports posted there will detail the process modifications and expected impacts and benefits to our customers. In addition, there will be open presentations held on campus about completed improvement projects to communicate the resulting process changes and impacts to our campus community. Also, we will be seeking input from customers and stakeholders regarding financial processes and procedures that should be considered for future review.
I am aware that Centralized Finance requested a market analysis for all positions under Finance however my position was excluded due to being under Texas A&M Health and the market analysis pertained only to TAMU positions: I thought we were now one? How is it fair to employees being excluded?
HROE Class & Comp has been looking at the market for many different areas, not just finance. Texas A&M Health is under the Texas A&M umbrella and would be included in any market analysis performed for finance & business services positions or any other centralized unit.