HUMAN

RESOURCES

University of Maryland, Baltimore

HUMAN RESOURCE SERVICES

2022-2026 STRATEGIC PLAN

ATTRACT. ENGAGE. DEVELOP.

www.umaryland.edu/hrs
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FROM THE CHIEF HUMAN RESOURCES OFFICER

I am pleased to present you with the University of Maryland, Baltimore (UMB)
Human Resource Services (HRS) 2022-2026 Strategic Plan. The development
of this four-year plan was a collaborative process and reflects input and
feedback from a diverse array of UMB partners and stakeholders to assist
the central HRS department in systematically identifying and prioritizing the
current and future human resources needs of the University.
The planning process also included the development of a Strengths,
Weaknesses, Opportunities, and Threats (SWOT) analysis; a Political,
Economic, Social, Technological, Legal, and Environmental (PESTLE) analysis;
a mission and vision statement; guiding principles; and core strategic themes.
The HRS Strategic Plan provides a road map to direct our work and
intentionally address current and future trends and challenges. It includes
five strategic focus areas and will be implemented by the five divisions of
HRS through defined strategic goals, key action strategies, and measurable
outcomes. The plan also will continually evolve in ways that best align our
support of UMB’s Strategic Plan goals and outcomes.
Key areas of focus during the next four years will involve strengthening the HR
service delivery model and structure, building a more robust HR data analytics
structure, expanding employee and supervisor training programs, leveraging
technology to reduce reliance on manual processes, and providing greater
transparency and information sharing to support our service delivery.
We look forward to keeping you updated on our progress!
Best regards,

Malika S. Monger, MPH, PHR

Associate Vice President and Chief Human Resources Officer

2 UNIVERSITY OF MARYLAND, BALTIMORE

 CLOCKWISE FROM UPPER LEFT: EMPLOYEE AND LABOR RELATIONS TEAM; BENEFITS, COMPENSATION, AND WELL-BEING TEAM;
HUMAN RESOURCES SERVICE CENTER TEAM; STAFFING AND CAREER SERVICES TEAM; AND ORGANIZATION AND EMPLOYEE DEVELOPMENT TEAM.
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Vision
Human Resource Services aspires to be a model for excellence
and leadership in human resources dedicated to providing the
highest level of expert consultation and support, anticipating the
needs of our customers, promoting a healthy work environment,
improving operational efficiencies, and fostering transparent and
collaborative partnerships to best serve the UMB community.

HR Strategic Themes
The HR strategic plan includes five strategic focus areas that are
designed to intentionally and proactively address the concerns
expressed by HR partners and major stakeholders, as well the
challenges identified in the fall 2022 HR assessment. These HR
strategic focus areas will serve as the road map that will direct our
AVP/CHIEF HUMAN RESOURCES OFFICER AND DIRECTORS work at UMB over the next three-plus years. Each focus area also
is linked to a corresponding strategic priority.
The strategic planning process was launched in fall • Recruitment, Retention, and Development: Engaging in
2022 by the entire central University of Maryland, strategies that successfully attract, develop, and retain a
Baltimore (UMB) Human Resources (HR) team. Through talented, diverse and engaged workforce that reflects and is
responsive to our diverse community.
the planning process, the HR team engaged in a SWOT
• Customer Service: Engaging in strategies and practices that
(Strengths, Weaknesses, Opportunities, and Threats) strengthen and enhance the customer experience by listening
and PESTLE (Political, Economic, Social, Technological, to and supporting their needs, anticipating and delivering
Legal, and Environmental) analysis to develop a Mission, high-quality services, and demonstrating knowledgeable,
Vision, Values, Guiding Principles, and Strategic Themes. responsive, and timely communication, as well as accountable
interactions and behaviors.
Mission • Efficient and Effective Operations: Developing, improving, and
To attract, support, and retain a diverse workforce by providing streamlining processes, systems, and technology that enhances
exceptional customer service through strategic, value-added, and efforts to provide data-driven, measurable, quality, and value-
innovative and efficient operations, programs, and policies that added services, with a focus on continuous improvement.
support and advance the overall mission and core values of UMB.

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• Well-Being, Engagement, and Belonging: Supporting Guiding Principles

and promoting the health and well-being of the University
• Collaboration: We collaborate in our work to leverage the
community through the implementation of strategies that raise
knowledge and resources available both internal and external to
awareness, build knowledge and understanding, and promote
HR to achieve the best and most innovative possible outcomes.
inclusive employee experiences that respect and value all
• Credibility: We earn trust by exhibiting confidentiality, integrity,
backgrounds and perspectives.
and accountability and sharing knowledge and expertise.
• Communication: We maintain open, respectful, and transparent
communication to foster a well-informed workforce.
• Stewardship: We serve as champions of the University’s
financial, environmental, social, and physical resources. We
strive to ensure that we sustain a high level of responsibility and
integrity for current and future generations.
• Teamwork: We believe in working together to enhance our
individual efforts and encourage the diversity of thoughts,
experiences, and backgrounds, and we foster effective work
relationships through courteous, cooperative, and professional
interactions, maintaining a collegial environment.

HR Assessment
In fall 2022, HR contracted with an independent consulting firm to
conduct an independent, unbiased comprehensive assessment of
the department. The purpose of the assessment was to understand
the current state of HR; recognize organizational structure
opportunities and issues impacting organizational performance;
identify organizational strengths, weaknesses, opportunities, and
threats; and recommend strategies and approaches for achieving
strategic and organizational goals and objectives. The following
outcomes were established:
Ø Provide an effective methodology and approach for assessing
the quality, effectiveness, and efficiency of existing HR

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structures, strategies, services, staffing, practices, processes,

policies, roles, and culture.
Ø Develop a road map with detailed findings and
recommendations for leveraging strengths and opportunities
and improving the quality, effectiveness, and efficiency of HR as
needed.
Ø Identify potential barriers to successfully implementing HR
improvements and recommend strategies for mitigating against
those barriers.
Based on the assessment results, the following major
recommendations were identified:
1. Improve day-to-day operations and strategic offerings.
2. Create a strong foundation of trust and respect throughout HR
to empower reliable and competent employees.
3. Determine areas to leverage existing technologies to reduce
reliance on manual processes and increase tracking and
reporting capabilities.
4. Review and revise current HR policies and procedures to bring
consistency to the environment.
The 2022-26 HR Strategic Plan reflects input and feedback from a
diverse array of HR partners and stakeholders, to assist the central
HR Department in systematically identifying and prioritizing the
current and future human resources needs of the University.
Stakeholders included University academic and administrative
leadership, HR partners and professionals, and a diverse group
of HR managers, supervisors, and subject matter experts. The
plan outlined below will be implemented through strategic goals
and outcomes, which, along with key action strategies and
benchmarks, will serve to aid in monitoring the attainment and
alignment with the overall mission and core values of UMB.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
Recruitment, Retention, and Development
Staffing Innovation and 1, 3 Technology Automate and streamline • Buy-in is secured from University leaders and HR leaders and
Reimagination Integration processes through the managers.
integration of technology • Technology is successfully integrated in the staffing process.
(i.e., job posting, interview • New processes, workflow, communication, and training plan are
scheduling, reference developed and implemented for school/unit leaders and HR staff.
checking process). • Increased efficiency of reference checking, job posting, and
interview scheduling process.
Staffing University 2, 4 Hiring Process Assess, streamline, • Reduced internal roadblocks to recruitment process.
Culture, Assessment and standardize the • Standard written hiring process, with time frames.
Engagement, recruitment and hiring • Hiring managers have the resources and support needed to
and Belonging process to eliminate effectively navigate the hiring process.
bottlenecks and decrease • Increased accountability of HR staff and hiring managers.
time to fill vacancies. • Candidate experience is streamlined and improved, resulting in
reduced time and effort required to submit applications.
• Decrease in number of emails/phone calls for assistance with
recruitment process and procedures. More hiring managers can
navigate applicant tracking systems with new human capital
management (HCM) process.
• Decrease in emails/phone calls for assistance with recruitment
processes and procedures.
Staffing University 2 Sourcing Strategy Develop and implement • Completion of sourcing plan.
Culture, a candidate sourcing • Increase in number of candidates applying for hard-to-fill positions.
Engagement, strategy to draw diverse • Completed list of identified hard-to-fill and critical-need positions.
and Belonging applicant pools to meet
critical hiring needs for
hard-to-fill positions.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
Staffing Community 2, 5 Branding and Develop comprehensive • Branding and marketing materials completed, distributed, and
Partnership and Outreach branding and outreach utilized on a regular basis.
Collaboration strategies to strengthen • Increased interest in recruitment and promotional opportunities
and/or Global efforts to effectively (with HR partners and Career Development).
Engagement attract diverse and • Increased applicants flow from organizations identified in outreach
and Education qualified candidates and efforts to external sources.
promote the University as • Website updated.
an employer of choice. • Increased job/career fair attendance.
• Number of promotions per year.
• Pulse survey results to measure perceptions of promotional
opportunities.
Service Center Accountability 1, 3 Employee Actions Improve Employee Action • More efficient employee action processes and forms.
(HRSC) and Integration process, workflow, and • Central HR Employee and Labor Relations and compensation staff
of Core Values forms. cross-trained on functional roles and responsibilities.
Organization Community 4 UMB Training Assess, develop, and • Evaluation surveys of training and development programs
and Employee Partnership and Assessment implement training and completed.
Development Collaboration development programs • Departments surveyed to assess current programs to determine
(OED) that address departmental in-person and online training needs.
and organizational training • Formal process developed for tracking the participation of
objectives, ensuring employees from underrepresented groups in our professional and
integration of UMB’s core leadership development opportunities.
values (HR Strategic Goal, • Website expanded to include video modules and written content
assigned by Administration on the career development model and internal career ladder
and Finance). information, including the development of a webpage for new hires
to use as a resource during the first year of employment.
• Equity, diversity, and inclusion (EDI)-related educational
opportunities identified and expanded.
• Training opportunities and programs effectively promoted and
supported.
• Executive onboarding program developed and executed.
• Recommended training hours listed with performance development
program.
• OED request form utilized consistently across the University.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
OED University 1, 3 Onboarding/ Strengthen employee • Onboarding and offboarding activities assessed and evaluated.
Culture, Offboarding onboarding and • Pre- and post-survey developed and implemented to assess
Engagement, offboarding process. onboarding experience and measure engagement.
and Belonging • Opportunities for improvement identified including exploration of
sustainable options (online and in-person) content, materials.
• Forum for new hires implemented as a resource during their first
year of hire.
• Hybrid technology usage options developed, including updates to
the HR webpage.
• Onboarding process integrated into the HCM process.
• A school/unit framework aligned with the central onboarding
program is established.
OED University 3 Supervisor Establish a mandatory • Supervisor curriculum researched and developed.
Culture, Training supervisor academy for • Managers and supervisors attended a minimum of 75% of program
Engagement, front-line and mid-level offerings.
and Belonging supervisors and managers • Pre- and post-program assessment shows increase in competencies
to build competencies and base content area.
enhance performance. • Collaborate with a minimum of two coordinators from other
leadership programs across campus.
• Advisor group provided feedback and guidance with program
design.
• Supervisor community of practice established and attended by
graduates of the supervisor academy.
OED University 3 New Learning Implement and integrate • Completion of learning campaigns and standard operating
Culture, Management a new eLearning platform procedures.
Engagement, System (LMS)/ that will handle the • System implemented and learning paths completed.
and Belonging eLearning learning management • Staff and supervisor user conducted regularly.
Platform functions, eLearning • 25% of the managers use the system to assign learning for
content library, and individual employees and team development.
compliance training. • Annual report indicates satisfaction ratings for LMS functionality
and tracking of compliance training.
• 50% of the workforce utilize the system satisfactorily.
• All training records are stored in the new system.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
OED University 3 Career Revitalize and deliver • Complete career development/coaching services assessment.
Culture, Development comprehensive Career • Career development services sessions held quarterly.
Engagement, Services Development Services that • Career development services webpage updated.
and Belonging adhere to best practices • New career coaching and career planning clients increase by 12 per
and promote the growth month.
and development of • Minimum of 25 participants attend career development events or
employees. programs.
• Managers integrate coaching skills.
• Pipeline strategy developed for identified hard-to-fill and/or hard-
to-retain positions.
• Job shadowing program developed.
Comp/ Accountability 1, 2, 3 Out-of-State Develop Out-of-State • Number of out-of-state work requests; processing time for out-of-
Benefits/ and Integration Work Policy Work Policy Process and state work requests.
Well-Being of Core Values Form.
Comp/ University 3, 4 Onboarding Partnering with OED, • Number of surveys received.
Benefits/ Culture, Benefits continue ongoing • Review answers/data to see how to adjust.
Well-Being Engagement, improvements of the new
and Belonging employee experience with
their benefits.
Comp/ University 2, 3, 4 Minimum Ensure UMB minimum • University System of Maryland (USM) Committee on Compensation
Benefits/ Culture, Qualifications qualifications are changed and Classification approval of exempt job descriptions.
Well-Being Engagement, & Assessment when appropriate, to • Determine benchmarks for UMB.
Belonging accept experience in lieu of • % of impacted positions.
education. • # job descriptions changed.
• # of employees who have had the opportunity to move into a
higher-level position previously not available to them because of
minimum qualifications.
Employee University 1, 3, 4 ELR Training Design, deploy, align, • Increased understanding of policies, practices, and programs.
and Labor Culture, and integrate an ELR • Improved application of policies, practices, and programs.
Relations Engagement, Training Program for staff, • Minimized institutional risks, processing errors, and delays.
(ELR) and Belonging managers, and faculty who • Increased understanding of HR Council Members’ roles and
supervise staff to increase responsibilities regarding ELR and leave management processes.
knowledge and application • Post-course survey results.
of policies, practices, and • ELR grievance report results.
ELR-specific programs. • ELR case analysis report results.
• Leave management survey for active users of core leave.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
ELR University 1, 3, 4 Employee Develop and implement • ELR feedback structure for staff, management, and stakeholders
Culture, Experience a process and program developed and implemented.
Engagement, Lifecycle for obtaining, evaluating, • Benchmarking, tracking, and monitoring process established.
and Belonging Assessments and measuring overall • Quarterly and annual leadership reports completed and
employee experience disseminated.
feedback across the • Quarterly and annual action planning completed with identified
employment lifecycle. opportunities for improvement identified and addressed.
• Feedback collected from new hire focus groups, pulse exit surveys,
and interviews.
Customer Service
Staffing Global 1, 3, 4 Training Develop and implement • Growth of skill set of HR, hiring managers, and committee
Engagement staffing-related trainings to members.
and Education strengthen knowledge and • Training modules and resource guides are completed and
competency level of HR consistently used by hiring managers and committees
staff, partners, and hiring • School/unit staffing partners actively with and find value in the
managers. trainings provided.
• 75% of hiring managers are trained on hiring process.
Staffing University 5 Data Metrics and Work with data analytics • Departments/units can easily locate data related to their
Culture, Dashboards team, EDI office, and recruitments.
Engagement, human resources • Areas of deficiency identified and addressed; recruitment
and Belonging information system (HRIS) strategies for job groups and departments adapted.
and/or manager to identify and • Ad hoc reports to assist with devising a recruitment strategy for
Innovation and publish key staffing- hard-to-fill positions and/or jobs that need to meet affirmative
Reimagination related metrics and data action plan goals.
dashboards to help hiring
managers anticipate
and respond to staffing
changes, priorities, and
trends.
HRSC Community 1 Communications Strengthen communication • Uniformed responses maintained.
Partnership and among team members to • Consistent and timely information provided.
Collaboration have cohesive responses • Reference guide developed.
when assisting internal and • Reference guide updated regularly.
external customers.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
OED Community 1, 4 Promotion of Increase awareness and • Communication/marketing/branding plan developed.
Partnership and OED Training promotion of OED’s • Email distribution list completed and utilized on a regular basis to
Collaboration Opportunities function, services, and keep partners and stakeholders informed.
programming; and create • # of collaborative partnerships established.
collaborative partnerships • Completion of training calendar.
to leverage training • Website updated.
capacity across the • Facilitation partners identified and trained to deliver basic training
University. sessions.
• Increased participation in OED programs.
Comp/ Innovation and 2 Benefits Ticketing Implement a ticket system • Data tracked and inquiry trends identified to manage accountability
Benefits/ Well- Reimagination System for benefits inquiries and of department.
Being issues. • Accurate response received by employees through the system
within a given period.
• Benefits with data that spotlight potential service issues.
• Feedback gathered from phone calls and emails from employees.
• Response times measured to improve service expectations.
Comp/ Accountability 2, 3 Webpage Improve the benefits • Website report of usage/hits.
Benefits/ and Integration Updates website to make retrieving
Well-Being of Core Values information accessible and
user-friendly for employees
and potential candidates.
Comp/ University 1, 3 Child Care Grant Maximize utilization of the • Utilization monitored.
Benefits/ Culture, UMB Child Care Grant • # of grants awarded.
Well-Being Engagement, • # of outreach sessions held.
and Belonging • # of participants participating in outreach sessions.
ELR Accountability 1 Employee Develop and implement • Bi-annual ELR customer service survey and analysis completed.
and Integration Inquiries a process to decrease • Completed analysis of case management tracking.
of Core Values response time for • # of customer requests.
management and • # of customer requests per ELR team member.
employee inquiries. • # of high-volume/frequency cases.
• Decrease in average time to respond (24 hours).
• Average time to resolve (including first contact resolution rate).

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
ELR University 1, 3 ELR Programming Develop and implement • # of formal management/employee concerns proactively resolved.
Culture, programing to • Reports generated to monitor and track participation through
Engagement, increase proactive and views, click-through rates, and participation.
and Belonging positive contact and • Program reports and action plans completed and implemented.
communication with staff,
management, and key
stakeholders.
AVP Office Accountability 1, 4 HR Outcome Establish and achieve • Supervisors have the necessary tools to obtain reliable and timely
and Integration Metrics key outcome metrics workforce data and “what-if” projections at the department and
of Core Values and publish data school level.
dashboards to monitor • HR staff, partners, and supervisors have the capability to easily
performance, identify areas access and track information about their department.
for improvement, and • HR staff, partners, and supervisors have reliable data for workforce
demonstrate value. planning.
• On-demand, real-time analytics reporting tool implemented and
reported by users to be easy to use.
• Customer service expectations defined.
• Key HR metrics reports and dashboards developed and shared with
stakeholders.
AVP Office Accountability 2, 3 Communication Strengthen HR • Webpage standards and formatting established across all
and Integration and Partnership communication and functional areas.
of Core Values partnerships across • Project implementation framework completed to guide the
UMB campus and other development, implementation, feedback, and tracking of major
USM institutions for projects and initiatives.
greater transparency and • Increased stakeholder collaboration and engagement in strategies
information sharing and to (# of stakeholders engaged, # of informational/feedback sessions
support service delivery. held).
• Roles and responsibilities of the University HR function versus
school function clearly communicated in process and procedure
development.
• Collaboration opportunities between central and school HR
identified and established.
• Branding and marketing materials developed; social media
presence established.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
Efficient and Effective Operations
HRSC Accountability 1, 3, 5 I-9 Compliance Improve and ensure • Completion of a detailed reference guide to access when preparing
and Integration I-9, 3-day compliance to hire an employee.
of Core Values requirements. • Completion of FAQs document for hiring managers.
• Identification and communication of visa categories that can be
sponsored by UMB provided to departments.
• Identification and communication of process to initiate the visa
confirmation with OIS.
• New hire I-9 verification and process is managed within the 3-day
compliance time frame by HRSC staff.
• Employees involved in the hiring process understand and maintain
I-9 compliance.
HRSC University 1, 3 Electronic Reduce ePaf processing • % decrease in ePAF processing timelines.
Culture, Personnel Action timelines. • % of timely and accurate ePAFs processed.
Engagement, Form (ePAF) • ePAF processing training curriculum and FAQ document will be
and Belonging Processing completed.
• # of HR partners participating in ePAF processing training.
• % of timely updates made to eUMB, Glacier, and I-9 Management.
HRSC Accountability 1 HRSC Team Improve team performance • Improved time management and organizational skills.
and Integration Roles and by ensuring that HRSC • Opportunities for improvement addressed through process
of Core Values Responsibilities team members have management and employee development.
clearly defined roles, • Increased level of confidence from reviewing and training on the
responsibilities, and job HRSC processing duties.
training. • Accuracy in work results increased.
OED Community 2 Employee Review, assess, and create • Request for service process and process flow document
Partnership and Recognition efficient processes for completed.
Collaboration the learning programs, • Request form used for all request for services.
employee recognition • Central point for class registration established.
awards, and scholarship • Employee of the Month process updated.
to enhance an employee • Employee of the Month nominations committee expanded to
culture of learning, include two non-OED team members.
productivity, and • Nominations for Employee of the Month increase by seven
engagement submissions per month.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
Comp/ Innovation and 1, 3 Leave Improve leave • # of accurate benefits for employees on various types of leave.
Benefits/ Reimagination Administration administration processing • Research time saved by ELR and Benefits.
Well-Being Processing between the Benefits and • Benefits and ELR team members are able to assist employees
ELR teams interchangeably on benefits-related questions.
• Accurate communication/less extra inquires intervals.
Comp/ Accountability 2, 3 Standard Develop departmental • SOP process and checklist are documented and saved to shared
Benefits/ and Integration Operating standard operating drive.
Well-Being of Core Values Procedures (SOP) procedures that will be • # of SOPs are completed.
organized and accessible
to be used as a knowledge
base.
Comp/ Innovation and 2 Elimination of Identify and eliminate • Processes and checklist are documented and saved to shared drive.
Benefits/ Reimagination Paper-Based paper-based benefits • # of paper-based forms eliminated.
Well-Being Forms forms and processes.
Comp/ University 1, 4 Equity Reporting Automate equity reporting • Correct data and data integrity.
Benefits/ Culture, for staff to provide • Appropriate funding to cover state-funded equity costs.
Well-Being Engagement, pay transparency and • Leadership awareness; school/department funding for non-state-
and Belonging incorporate appropriate funded positions.
communication plan. • Employee access of integrated market data on employees’ records.
Comp/ University 4 Compensation Ensure all compensation- • # of policies updated, modified, or implemented.
Benefits/ Culture, Policies related policies are up-to-
Well-Being Engagement, date.
and Belonging
Comp/ Innovation and 1, 3, 4 Job Description Create a career path • # of employees accessing job descriptions.
Benefits/ Reimagination Career Path Brand brand that includes not • # of employees who have had the opportunity to move into a
Well-Being only easily accessible higher-level position previously not available to them because of
job descriptions but also minimum qualifications.
decision trees to assist
employees finding their
path.
Comp/ University 1, 2, 4 Exempt and Ensure UMB exempt and • # of processes reviewed and improved.
Benefits/ Culture, Nonexempt Pay nonexempt pay plans are • # of exempt pay changes.
Well-Being Engagement, Plans updated and effectively • # of town hall meetings to communicate change.
and Belonging communicated. • # of job descriptions changed to allow for substitution.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
ELR Accountability 1 HR Policy Establish, implement, • Quarterly report produced.
and Integration Advisory monitor, and maintain HR • # of new policies.
of Core Values Committee Policy Advisory Committee • # of updated policies.
to ensure that HR policies • # of retired policies.
are developed, reviewed, • # of days to launch.
updated, and revised on a • Various methods of communication.
routine basis. • Action plan and process improved.
• Trends and barriers tracked.
ELR Accountability 1, 3 ,4 Performance Design and implement a • Employees have a better understanding of their performance goals
and Integration Management multiphased approach to and objectives.
of Core Values Program evaluating and improving • Appraisals are conducted on time and are ongoing, rather than a
the current performance once-a-year process.
management process, • Appraisal and training schedules are automated.
evaluation form, and tools. • Employees have online access to their electronic file.
This includes developing • Merit-based model developed and integrated into performance-
a performance-based related pay decisions.
merit process, designing • 360 evaluation process completed.
and implementing a 360 • Succession planning process, tools, and training completed.
evaluation process and • Performance management process integrated in HCM.
tools; and designing and
implementing a succession
planning process and tools.
ELR Accountability 1, 4 Standard Develop documented • Streamlined and improved ELR processes and functions.
and Integration Operating standard operating • Framework for training and cross-training completed.
of Core Values Procedures procedures for major ELR • Knowledge retention process documented and completed.
processes and functions. • HCM implementation preparedness.
ELR Accountability 1 ELR Team Reorganize the Employee • Increased efficiency and effectiveness in core ELR functions (leave
and Integration Structure and Labor Relations management, employee relations, labor relations).
of Core Values structure distinguishing • Increased ability to meet customers’ needs in a faster, more
intradepartmental streamlined way.
functions to better suit the • Bi-annual ELR customer service survey analysis completed.
operational needs of the
department.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
ELR Accountability 1, 3 Affirmative Action Enhance and strengthen • Increased outreach programs designed to expand access to health
and Integration Plan the affirmative action plan care and increase employment opportunities for a more diverse
of Core Values process and outreach pool of candidates.
efforts. • Job applicant requisitions dispositioned accurately and timely.
• Established quantifiable methods to measure the success of
outreach efforts for protected groups.
ELR Accountability 1 Leave Design and implement a • Improved leave management system, process, policies, and
and Integration Management comprehensive plan for application.
of Core Values redesigning and enhancing • Actionable dashboard and metrics, tracking, reporting: lost time,
leave management costs, return-to-work rates, abuse, and productivity.
operations.
HRIS Innovation and 2, 3 Technology Work with HR subject • HR business processes minimized, and all HR forms migrated to
Reimagination Integration matter experts to DocuSign.
streamline processes • Electronic processing of key processes identified, standardized, and
through the integration of streamlined.
technology. • Electronic workflows and approval routing utilized to increase
automation and standardization of business processes.
HRIS Innovation and 2, 3 HR System Support the HR • Application enhancements through end user requests identified
Reimagination Functionality team in evaluating, and assessed.
planning, implementing, • Appropriate enhancements tested and implemented as
troubleshooting, patching, appropriate.
and testing of systems • Training and communication materials developed to assist end
modules that will enhance users and support staff for application enhancements and changes.
the functionality of HR
systems.
HRIS Innovation and 2, 3 Self-Service Develop and implement a • Managers have access to a self-service portal that employees find
Reimagination Portal self-service portal for users useful and efficient to access and update their personal information
to process transactions such as demographics and life events.
through self-service.
AVP Office Accountability 1, 2 ,3 Strategic Plan Develop and implement • Mission and Vision statements developed.
and Integration Strategic Plan to serve as • HR Core Themes and Values developed.
of Core Values a department road map • University review and feedback process conducted to gather
and align HR services with feedback from customers and stakeholders.
UMB’s Strategic Plan. • Plan finalized and implemented with ongoing monitoring.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
AVP Office Accountability 3 HR Service Assess and strengthen the • Using consultant, assess current model and identify gaps.
and Integration Delivery HR service delivery model, • Recommendations provided by consultant prioritized and
of Core Values operational functions, implemented.
and staffing levels to • Performance goals established for the HR department and
support current and future cascaded to the development of team and individual goals.
university needs.
AVP Office Accountability 1, 3 Continuous Maximize continuous • Key customer-facing processes identified, reviewed, and improved
and Integration Improvement improvement opportunities where necessary.
of Core Values Coordination to contemporize HR • HR initiatives coordinated across the department, with clearly
operations, policies, and defined roles and responsibilities, to diminish duplication of effort
systems and provide high and misunderstandings.
levels of efficiency, quality, • HR compliance-related programs and activities annually reviewed
and cost effectiveness. with corrections administered as necessary.
• Decrease in the time required to develop and communicate
policies.
• Increase in the usability and understanding of new, updated, and
existing policies
• Consistent application of policies and procedures.
• # of policies and procedures developed, updated, or reviewed.
• # of stakeholders engaged in feedback and socialization activities.
Well-Being, Engagement, and Belonging
ELR University 1,3 Positive Employee Increase employee • HR/ELR and management relationships with labor union members
Culture, Relations engagement through and leadership strengthened.
Engagement, Programming positive employee • Union matters addressed in a timely manner.
and Belonging relations programing and • Routine labor/management meetings established and held on a
training for management routine basis.
and non-union staff to • Increased understanding of policies, practices, and programs by
routinely engage with union members.
labor unions and to foster • Improved application of policies, practices, and programs by ELR
a stable, transparent, and staff.
compliant labor relations • Increased accountability for resolving employee concerns.
environment.
Comp/ University 1, 3 TIAA Targeted Partner with TIAA to offer • # of new enrollees or those with increased contributions.
Benefits/ Culture, Income Project planning for retirement • # of outreach events held.
Well-Being Engagement, services for UMB targeted
and Belonging group employees.

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
Comp/ Innovation and 2 Promotion Increase awareness and • # attending benefits programs.
Benefits/ Reimagination of Benefits promotion of benefits • Feedback/surveys gaps and areas of improvement.
Well-Being Programming functions, programs, and
services
Comp/ University 1, 3, 4 Well-Being Increase and maximize • Restructuring plans completed.
Benefits/ Culture, Programming well-being programming • # of participants.
Well-Being Engagement, to reflect a culture of care • Website completion.
and Belonging and to meet customer • Qualtrics survey and Zoom registration.
needs. • # of evaluations.
• # of partnerships with internal/external stakeholders.
Comp/ University 1, 3, 4 Well-Being Maximize Well-Being • Completion of program structure.
Benefits/ Culture, Champions Champion program to • # of responses from employees related to communication plan.
Well-Being Engagement, assist with the promotion • Completed interviews.
and Belonging and execution of wellness • # attendance and evaluations.
activities. • # of Well-Being Champions.
Comp/ Accountability 2, 3 Employee Maximize utilization of new • New provider secured, with updated contract.
Benefits/ and Integration Assistance EAP provider services. • EAP and fitness-for-duty referral process developed.
ELR of Core Values Program (EAP) • New services communicated and promoted.
• Webpage updated.
• Utilization rate increased.
• # of completed evaluations with feedback.
• Rate of participation in EAP services.
Comp/ University 1, 3, 4 Well-Being Evaluate the effectiveness • # of surveys completed.
Benefits/ Culture, Program of well-being programs • # of related actions.
Well-Being Engagement, Assessment and initiatives to determine
and Belonging if needs are being met

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HR UMB
UMB Strategic Outcome Metrics
Functional Outcome Goal Description
Theme Goal Title (To evaluate success of the strategies and goal)
Area #
OED/Comp University 1, 2, 3, 4 Future of Work Lead and facilitate the • Task force charge developed, with task force members appointed.
Culture, Task Force development of UMB • Completion of website for information sharing.
Engagement, Appointed Future of Work Task • Town hall/face-to-face virtual sessions, brown bag sessions, and
and Belonging to Develop Force recommendations listening sessions conducted.
Future of Work to address the current • Completion of Future of Work Survey and # of surveys completed.
Recommendations and future needs of the • Final recommendations report submitted from task force.
for Senior workforce, including • Completion of job suitability tool.
Leadership working with HR • Completion of workforce planning framework report.
workgroups to formulate
a workforce planning
framework and a job
suitability assessment tool.
AVP Office University 1, 4 Employee Partner with the EDI • Increased satisfaction from staff with their overall experience.
Culture, Engagement office to build and • % of customer survey respondents rating overall satisfaction;
Engagement, administer UMB Staff participation rate retention increases.
and Belonging Experience Survey results; • All units aware of survey findings, expectations, and next steps.
communicate results and
work with schools and
units to develop or modify
action goals to strengthen
the employee experience.

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UMB 2022-2026 STRATEGIC PLAN

THEMES AND STRATEGIC OUTCOMES
THEME 1. equitably support and develop students to become exemplary
Accountability and Integration of Core Values professionals and purposeful contributors to society.
Objective: UMB will systematically integrate the core values into Outcomes:
the organizational culture through education and demonstrated 1. UMB provides academic programs, offerings, and services that
behaviors so that internal and external stakeholders clearly are accessible to students of all racial and ethnic backgrounds,
understand who we are as an organization and what we stand for. income levels, and social identities.
Outcomes: 2. UMB develops and implements anti-racist and anti-oppressive
1. UMB leadership demonstrate their commitment to the core policies, practices, and programming that promote student well-
values and expect fellow leadership, faculty, staff, and students being, belonging, and success.
to hold the University’s senior leaders accountable to those core 3. UMB enhances student learning and innovation through
values. creative and effective teaching methods developed through
2. UMB has a clearly articulated group of behavioral expectations collaborative and agile faculty development initiatives.
related to each core value set to which faculty, staff, students, 4. UMB engages students and fosters their passions and skills to
and University leaders are held accountable. prepare them for meaningful self-reflection and ethical careers
3. UMB operationalizes the core values in each school and in alignment with the University’s core values.
administrative unit through activities including talent 5. UMB engages a diverse alumni community that supports
management, employee development and empowerment, and and creates sustainable connections for student mentoring,
enhancements to student learning and experiences. networking, and scholarships.
4. UMB uses reliable quantitative and qualitative data to provide
transparent metrics to demonstrate and document the THEME 3.
University community’s ongoing efforts at aligning behavior University Culture, Engagement, and Belonging
with the expectations inherent in our core values. Objective: UMB will create a sustainable, equitable, and inclusive
culture of care that collaboratively engages and embraces all
THEME 2. members of the University community, and the broader community,
Student Growth and Success with respect and in a manner that fosters belonging, understanding,
Objective: UMB will design and implement collaborative, inclusive, trust, and equity.
respectful, and accessible academic learning environments that

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Outcomes: of risk-taking for bold gains and learning from failures and
1. UMB is inclusive and actively seeks input from stakeholders at successes.
all levels and of all backgrounds when identifying opportunities, 4. UMB fosters excellence in teaching and learning by adopting
planning and setting goals, and making decisions. best-in-class design and pedagogical practices to prepare
2. UMB actively recruits, retains, supports, and advances diverse students for promising, rewarding, and impactful careers.
students, faculty, and staff, demonstrating a commitment to our
core value set of Equity and Justice. THEME 5.
3. UMB provides professional and educational programs and Community Partnership and Collaboration
initiatives that build capacity, equity, and respect, and support Objective: UMB will formalize and embrace a university-wide
the well-being, sense of belonging, and success of all members approach to community engagement and scholarship that fosters
of the University community. inclusive and equitable partnerships with our neighbors.
4. UMB communicates in a manner that is empowering, inclusive, Outcomes:
and demonstrates cultural humility. 1. UMB becomes a trusted partner and resource as we learn from
the history of our own institution and further build relationships
THEME 4. with our neighbors in West Baltimore and across Maryland.
Innovation and Reimagination 2. UMB honors, acknowledges, and values community sovereignty
Objective: UMB will foster an agile, creative, and risk-tolerant and the wisdom of our neighbors and actively integrates the
learning environment, boldly capitalizing on new opportunities, knowledge, experience, and expertise of community members
technologies, and the power of collaboration to discover to measure and document the impact of UMB’s health, legal,
meaningful solutions to the complex problems impacting UMB, its social, and economic development programs.
schools, its strategic partners, and communities. 3. UMB values and rewards teaching, research, and service
Outcomes: that is grounded in community engagement as well as holds
1. UMB nurtures an environment of research and discovery that faculty, staff, and University leaders accountable for ethical and
probes and answers challenging questions, openly shares mutually beneficial community engagement practices.
knowledge, and improves the human condition. 4. UMB develops, establishes, and maintains strategic partnerships
2. UMB promotes the use of applicable new technologies among our seven schools, other University System of Maryland
and data-driven analytics, promoting student success, institutions, and the University of Maryland Medical System to
groundbreaking discoveries, employee productivity, and resource, coordinate, and support community initiatives that
administrative effectiveness. can become a local, regional, and national model for others to
3. UMB embraces a broad and collaborative culture encouraging replicate.
the free exchange of ideas, acknowledging the importance

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THEME 6. 2. provides students the opportunity and institutional support to

Global Engagement and Education engage in global learning.
Objective: UMB will enhance its impact and reputation as a globally 3. expands University programs that value, support, and celebrate
engaged institution committed to improving the human condition the richness and expertise of international students, scholars,
through engagement, education, and research. faculty, and staff.
Outcomes: 4. UMB provides enhanced operational support and a knowledge
1. UMB is committed to and promotes interdisciplinary, innovative, platform with which the schools and functional units align their
equitable, and sustainable solutions to domestic and global programs and processes to develop global collaborations, track
challenges. global activities, and share successes.

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 HUMAN
RESOURCES

ATTRACT. ENGAGE. DEVELOP.

www.umaryland.edu/hrs