Fillable Printable Project Meeting Minutes Template - New York University
Fillable Printable Project Meeting Minutes Template - New York University
Project Meeting Minutes Template - New York University
New York University
NYU Division of Human Resources
Submitted by: [Name] Page 1 of 6
MEETING MINUTES
Meeting/Project Name:
Human Resources Policies Task Force
Date of Meeting:
(MM/DD/YYYY)
05/28/2008
Time:
4pm-6pm
Minutes Prepared By:
Suzanne Richardson
Location:
Bobst Soho Conf.room 1244
1. Meeting Objective
1. Introductions
2. Review of Charter & Scope
3. Anticipated Meeting & Agenda Scope
2. Attendance at Meeting
Name Department/Division E-mail Phone
Katie Casey VP of Human Resources
EVP
Catherine.Casey@nyu.edu 81245
Lisa Biagas Senior Director Human
Resources
Lisa.Biagas@nyu.edu 89808
Jim Hinojosa Professor and chair,
department of occupational
therapy
Jh9@nyu.edu 85845
Elise Eisenberg Director of Informatics & Digital
Support Services
Elise.eisenberg@nyu.edu 89790
Katherine Drummond Sr. Director of HR
Administrative Services
Katherine.drummond@nyu.e
du
81904
Lisa Waldman (not in attendance) Associate Dean for Faculty
and Administration
Lbw1@nyu.edu 86690
Ted Madger Associate prof of Culture and
community
Ted.Madger@nyu.edu 85015
New York University
NYU Division of Human Resources
Submitted by: [Name] Page 2 of 6
3. Agenda and Notes, Decisions, Issues
Topic Owner Time
Introduction
¾
A number of task forces were conceptualized by the Core after UBAT;
one was HR policy task force. We have an opportunity to propose
guiding principles that might be a basis for interpreting both
existing and future HR practices. We have latitude in
establishing the exact scope and level of detail for the Task
Force’s deliberations.
¾
Historically, policies can sometimes be implemented in an apparently
inconsistent fashion across the enterprise because of temporary and
urgent needs. This can lead to unintended consequences and to
policies that no longer serve the common interest, or are just outdated.
¾
Our assignment is to identify problematic areas and to offer suggestions
for improvement.
¾
Katie is here for consultation and input into the process on the
technical and legal aspects of policies.
Charles Bertolami
New York University
NYU Division of Human Resources
Submitted by: [Name] Page 3 of 6
What we learned from UBAT
¾
We just completed UBAT and one of their
recommendations was for a separate study of retiree
medical and part time benefits.
o
Margaret Meagher is going to head up a small
team that will research and bench mark current
costs, trends /perspectives, spousal eligibility etc.
of retiree medical and part time benefits.
o
Margaret’s team has agreed to take that as a sub-
project and will come in to our committee to report
out. The HR policy task force will determine the
final recommendation.
WORKBOOK
¾
This is a very rough assessment of some areas that HR
has already identified as problematic. Potential solutions
are also offered within this workbook as a basis for
discussion.
¾
This workbook was created from Remedy Data reflecting
calls to HR regarding policies and hits to the HR website.
¾
This workbook is meant to be a thought piece to familiarize
ourselves with things that could be within our scope.
Katie Casey
New York University
NYU Division of Human Resources
Submitted by: [Name] Page 4 of 6
Examples of Existing Problems with Policy
¾
FMLA is very generous and employees can stack vacation
and sick pay. Because they receive the NY State disability
benefit $ 180 employees can earn more than their salary
¾
When the employee doesn’t return to work (Job
Abandonment), there seems to be no penalty.
¾
The non taxable TR for grad school (if courses were job
related) is an example of a policy that is well intentioned, but
creates confusion.
¾
Communication is the key to a lot of issues we face.
¾
Website is confusing. Going to a website and getting timely
accurate information is important.
¾
The final work product of this committee will be put on the
web.
¾
We should all be cognizant of the fact that there is a policy
on policies. The senior team has to bless it, and then it goes
to the appropriate functional owner.
Where do we fit vis a vis our competitors?
o
Do we want to be on par with Princeton and Penn?
Everyone
New York University
NYU Division of Human Resources
Submitted by: [Name]
Page 5 of 6
Guiding Principles/ Specific Charges
¾
Primary charge (draft) “Ensure that NYU Administration delivers
accurate, timely, high quality, user-friendly service in the HR
area at the lowest effective cost and with the proper balance
between local and University level resources.”
¾
We need guidelines that will ensure we make recommendations
that will be helpful.
¾
Guidelines should be in support of the mission of the university
¾
Consistency could be a powerful guiding principle. But who does
it refer to? Faculty, staff, administrators, and/or employees?
Should consistency exists across schools or should some
latitude be permitted/encouraged? Should there be varying rules
for faculty, administrators, and staff? Do we put those
differences in the words of the principles?
¾
Policies need to be communicated in clear and concise
language, consolidated in policy guidelines so the form and
envelope fit.
¾
In terms of guiding principles: Providing and creating policies
that enable us to attract and retain to faculty and staff. Create
an environment where people,
do feel that they have an
opportunity to advance and be connected to the institution.
¾
One of the most important responsibilities of the Task Force will
be to formulate guiding principles that direct both the actions of
the Task Force and that will offer a continuing guide to the
creation and implementation of future HR policies and practices.
Some ideas that were discussed as matters of guiding principles
included
o
Avoiding litigation.
o
Consistency. Across employee classifications?
Schools? (Making sure we have consistent policies and
that there are no surprises. Supervisors are aware of
what HR policies are.)
o
Reduction of paperwork. Identify bottle necks. Reduce
forms and signatures.
o
Leverage technology.
o
Recruit and retain the best possible faculty,
administrators, and staff (leaves or sabbaticals for
administrators, maybe we haven’t thought about
retention of staff/ administrators)
o
Support the well being and professional growth,
creativity, of faculty, staff, and administrators.
o
Policies do not discriminate, and ensure diverse
working populations.
o
Enhance and protect the financial resources of the
university.
Charles Bertolami offered to review this list and to utilize the HR
Workbook in an effort to come up with 5-7 Guiding Principles that
will be sent to all members of the committee for discussion and
revision before the next meeting. The categories of different
problems that are evidenced in the Workbook offer a good sampling
of HR difficulties that can help to define or template what
ti G idi P i i l l k lik
New York University
NYU Division of Human Resources
Submitted by: [Name] Page 6 of 6
Fiscal Responsibility
¾
Small changes can translate to huge financial consequences.
UBAT was cost neutral.
¾
We may be able to “fund” policy changes from other changes for
instance we don’t have pool limits on promotions and
adjustments we’re going to cap that out at 1% that’s up for
review if we made that change we’d have $4- 4.5 million If at the
end of the day we priced things out evenly, it actually saves us
money.
¾
We will need to keep a ledger of “spends” and “saves” as all
changes need to be cost neutral.
¾
What would that be attractive opportunities for schools? We may
have to estimate the costs,
¾
Deliberative Privilege
¾
Do not distribute discussion materials to anyone outside
the policy committee.
Guests
There will be HR subject matter experts that will come in from time
to time, for consultation and discussion of policies we are interested
in looking at, the committee will determine who they want to bring in.
4. Action Items
Action Owner Due Date
Draft Guiding Principles Discussion (online) Everyone 6/18/2008
Determine date of next meeting
5. Next Meeting
(if applicable)
Date:
(MM/DD/YYYY)
6/18/2008
Time:
4-6pm
Location:
Bobst Soho conf room 1244
Objective:
