1. Align HR Strategy With
By: Sherin Haroun El. Rashied
The Ohio State University Human Resources
2018-2023 Strategic Plan
The Ohio State University
Overview, Vision, Mission, Core Values and Core goals
The Ohio Strategic Plan
The Ohio Strategic HRM Plan
HR Alignment with Institutional Strategic
3. The Ohio State University, the highest ranked public university in Ohio, is home to world-
class faculty, passionate students and innovative researchers. Founded on1870
Delivering HR Excellence. Inspiring People. Leading Change.
4. University Vision and Mission
The Ohio State University is the model 21st-century public,
land grant, research, urban, community engaged institution.
The University is dedicated to:
• Creating and discovering knowledge to improve the well-being of our state, regional, national and global communities;
• Educating students through a comprehensive array of distinguished academic programs;
• Preparing a diverse student body to be leaders and engaged citizens;
• Fostering a culture of engagement and service.
We understand that diversity and inclusion are essential components of our excellence.
5. University Core Values
Diversity in people and of ideas
Access and affordability
Integrity, transparency, and trust
Collaboration and multidisciplinary endeavor
6. Core Goals
Four institution-wide goals are fundamental to the University’s vision, mission and future
Teaching and Learning
To provide an unsurpassed, student-centered learning experience led by engaged world
-class faculty and staff, and enhanced by a globally diverse student body.
Research and Innovation
To create distinctive and internationally recognized contributions to the advancement of
fundamental knowledge and scholarship and toward solutions of the world’s most pressi
Outreach and Engagement
To advance a culture of engagement and collaboration involving the exchange of knowl
edge and resources in a context of reciprocity with the citizens and institutions of Ohio, t
he nation, and the world.
To be an affordable public university, recognized for financial sustainability, unparalleled
management of human and physical resources, and operational efficiency and effective
8. Ohio’s Strategic Plan
What Ohio State does matters. And how we do it matters. When we are at our best, we make a real difference to people. Our size, breadth, geography, history and standard of e
xcellence position us to drive the future of higher education.
Our strategic plan is a living framework that allows for flexibility moving forward. What is not flexible is our aspiration to be the best university we can be. We owe it to our student
s, our faculty, our staff and to our community. We owe it to ourselves. And, because we are Ohio State, we owe it to the nation.
Ohio State will be an exemplar of the
best teaching, demonstrating leadersh
ip by adopting innovative, at-scale ap
proaches to teaching and learning to
improve student outcomes.
Teaching and Learning
Ohio State will be an exemplar of best practices in resource ste
wardship, operational effectiveness, and efficiency and
Operational Excellence and Resource Stewardship
The Ohio State University Wexner Me
dical Center will continue our ascent a
s a leading academic medical center,
pioneering breakthrough health care
solutions and improving people's lives
Academic Health Care
Ohio State will enhance our position among the top n
ational and international public universities in researc
h and creative expression, both across the institution
and in targeted fields -- driving significant advances f
or critical societal challenges.
Research and Creative Expression
Ohio State will further our position as a leading
public university offering an excellent, affordable
promoting economic diversity.
Access, Affordability and Excellence
9. The Ohio State University
Human Resources Plan
Strategic PlanDelivering HR Excellence. Inspiring People.
10. Strategic Human Resource Plan
Mission: We provide proactive HR services and strateg
ic solutions that create an environment inspiring pride,
diversity and accountability, while also enabling faculty
and staff to focus on the core mission of The Ohio State
11. Strategic Human Resource Plan
Vision: We deliver the strategic talent and culture
framework that drives employee inspiration, stude
nt success and global solutions.
12. Connecting Business & HR strategies
• Workforce Landscape in Higher Education
• Government Regulations and Compliance
• Financial Challenges
13. Strategic Focus Areas
•HR Community of Practice
•HR Service Delivery Model
•Policy & Process
•Systems Data & Operations
•Professional & Leadership Dev
•Stratetic Talent Planning
•Compensation & Classification
•Executive & Physician Compen
•Health Care Benefits
Compliance/Management of Risk
Diversity & Inclusion
14. HR Excellence
Goal: Improve the employee experience through transf
ormed HR core processes that deliver strategic HR serv
ices and transactional accuracy and efficiency.
Desired Outcome: A sustainable and fiscally responsib
Employee Experience – Exceed stakeholder expectations
through timely, accurate and excellent service.
HR Community of Practice – Advance the concept of a unif
ied team of HR professionals that serve the institution
broadly with a high degree of trust and credibility.
HR Service Delivery Model -- Implement a modern HR serv
ice delivery model to support the current and emerging workf
orce. Redefinition of the HR Partner role will provide strategi
c support and guidance for leadership across the institution.
Policy & Process – Define and implement best practice imp
rovements that ensure the quality and usability of equitable p
olicies, procedures and guidelines as well as ensure they
keep pace with modern workforce trends.
Systems Data & Operations – Advance the use of technolo
gy and systems, including the Enterprise Project implementat
ion of Workday and other enhancements to drive data
Transactional Efficacy – Ensure routine HR processes prod
uce timely, reliable, consistent results for an excellent
15. Talent Management
Goal: Attract, engage, and retain a dynamic and divers
e workforce – targeting the right talent, developing the
best performers, while ensuring an exceptional
employee experience for everyone.
Desired Outcome: A high-functioning, institution-wide
talent management approach aligned to a common set
of principles that leads to quality recruitment and
intentional retention of a diverse workforce.
Employer Branding – Create and communicate an employee
value proposition as part of a Talent Acquisition strategy that r
eflects Ohio State as an employer of choice for both passive and ac
tive job seekers as part of recruiting and attracting top talent.
Engagement – Cultivate a workplace culture where employees co
ntribute their best work to advance their personal success and that
of Ohio State. Measure engagement via faculty and staff
Onboarding – Create a consistent new hire experience emphasizi
ng the mission and values and traditions of the institution along with
a focus on compliance expectations for all newly hired faculty and
staff aligned with critical resources needed to be successful and
deliver a warm buckeye welcome.
Performance Management – Create a process that reflects a cult
ure of individual and organizational accountability enabled by
ongoing supervisor/manager feedback and dialogue.
Professional & Leadership Development – Advance comprehen
sive learning opportunities throughout an employee’s career, inclusi
ve of mentoring and training partnerships as part of an ongoing, reg
ular cadence of programming utilizing in-person and online role
centric programs that leads to the growth of employees.
Strategic Talent Planning (Workforce Planning) – Design a syst
ematic process for identifying and addressing workforce plans that
assess current resources, predict future resource needs and drive
16. Total Rewards
Goal: Ensure competitive Total Rewards while
balancing fiscal responsibility.
Desired Outcome: A robust salary administration progr
am and a full suite of high quality and affordable health
care, wellness and retirement benefits delivered in part
nership with strong vendors and our academic health
Compensation & Classification Redesign – Create a comprehen
sive pay structure and job family model to ensure equitable and
consistent compensation practices for staff that remains market
Executive & Physician Compensation – Continue to advance co
nsistent management of compensation guidelines and philosophies
that drive key performance results.
Health Care Benefits – Deliver high quality, affordable medical pla
ns for employees and their families; through utilization of an
accountable care model in partnership with our academic medical
Retirement Benefits – Administer and design consistent, consolid
ated and compliant retirement programs that provide meaningful
choice for long-term savings and benefits.
Well-Being – Provide opportunities for employees and their depen
dents to improve and sustain their overall well-being consistent with
the One University Health and Wellness Strategic Plan.
17. Foundational Themes
Each of the core foundational elements listed below are key to the implemen
tation and delivery of the strategic focus areas of the plan, and will be
critical to our long-term success.
• Change Management – Approach change in a deliberate & courageous
manner to ensure efforts are thoroughly and smoothly implemented; and
, lasting benefits are achieved and sustained.
• Communication – Commit to transparent, timely and authentic
• communications and provide opportunities for feedback.
• Compliance/Management of Risk – Appropriately monitor and manage
risk of both individual and organizational compliance.
• Culture – Promote a culture that supports a respectful and collaborative
workplace environment consistent with university-wide values.
• Diversity & Inclusion – Champion the understanding that diversity and in
clusion are essential components of our excellence.