Higher ED Case Study

Led by Michelle Lee

The Situation

Engaged as the interim AVP of Human Resources (2-5 months) for a higher education institution while a search was conducted for a permanent replacement.  The department had experienced multiple losses in leadership over a short period of time.  This led to the current state of distrust, poor reputation within the institution, outdated, manual processes (lack of automation and system integration), inefficiencies and dissatisfaction within the department.

The Strategy

  • Met with key stakeholders (HR team members, Senior Staff, Vendors), to understand their concerns and unmet needs.

  • Established open door policy and transparent communication.

  • Built authentic relationships at all levels across the institution.

  • Conducted S.W.O.T. with HR team to determine gaps and priority areas.

  • Restructured HR department to meet the business and strategic needs of the institution, leverage strengths/skill sets of team members and mitigate risk.

  • Executed tough decisions and demonstrated proficiency and expertise.

  • Updated policies to align with practice and law.

The Impact

Two months into the interim appointment, I was asked to remain on as the permanent AVP of Human Resources.  I agreed to remain on for 8-12 months.

Specific outcomes in one year:

  • Changed department culture and dramatically improved employee satisfaction.

  • Elevated the reputation of the department within the institution.

  • Saved approximately $750,000 in the first year, while still ensuring compliance of benefits administration, and expanded support for HR team with vendor transition.

  • Mitigated risk related to payroll function with the addition of a payroll backup.

  • Enhanced accessibility of buildings and updated accommodation policy in compliance with section 504 of the Rehabilitation Act to include appeals process.

  • Prepared institution for compliance with NYS Pay Transparency in the absence of compensation structure.  

  • Implemented pay increases to align with the new FLSA salary minimum threshold and address compression.

  • Established employee engagement committee.

  • Identified gaps, key priority areas, and related projects to begin maximizing systems, automating processes, and reducing manual work. 

  • Positioned department for continued success, during leadership transition while providing regular leadership coaching to the HR Director.