Projects and Initiatives

Human Resources is focused on enhancing service delivery to the GW community through initiatives aligned with our strategic pillars. The listing of current priorities completed projects is intended to provide insight into the focal points for Human Resources based on feedback from our constituents.

If you have questions about one of our projects, please contact the project manager listed for the respective project.

Strategic Pillar Initiative Project Objectives Success Indicators
Talent Management

Talent Management Suite Implementation

Target Date: April 2019

Owners: Dale McLeod, Interim VP, Human Resources, Joe Wilson, HR Change Management Consultant

  • Foster a unified, engaging, and efficient platform for employees to interact with human resources processes while meeting the current and future needs of GW
  • Establishment of more robust and automated onboarding, hiring, compensation, performance management, learning, and succession planning functionality
  • Sequential deployment and implementation of the following modules:
    • Learning Management
    • Performance Management
    • Compensation Management
    • Recruitment & Onboarding
    • Succession Planning

Performance Management System Implementation

Target Date: December 2018

Owner: Joe Wilson, HR Change Management Consultant

  • Automate performance management forms and approval workflow to reduce administrative burden on managers and employees
  • Increase organizational alignment by providing a line of sight from employee goals to university strategic priorities
  • Provide a streamlined platform for ongoing coaching, feedback, and recognition in order to drive a culture of continuous development
  • Increase engagement by helping employees identify opportunities for growth and aligning developmental activities with their career path
  • Reduction in time allocated to the administration of performance management
  • Achieve 100% performance review completion rate for merit pay
  • Increase in performance rating consistency and understanding
  • Enhanced individual and organizational performance via integrated professional development and ongoing feedback
  • Increased alignment between competency development, goal achievement, and career path progression
  • Ability to produce substantive reports that allow analysis at the unit, department, division, and university level

Recruitment Management System / Onboarding System Implementation

Target Date: November 2018

Owner: Ian Matthew-Clayton, Director, Talent Acquisition & Recruitment

  • Replace the PeopleAdmin system as the university's applicant tracking system
  • Improve the applicant experience
  • Reduce time-to-fill and time-to-hire metrics
  • Create a holistic and integrated approach to welcome new hires and set the stage for success and retention
  • Increase ability to create talent pipelines and source applicants
  • Integrate and automate the background screening process
  • Improve the GW employment brand
  • Decreased time between job posting, candidate selection, and hire
  • Improved regulatory and GW policy compliance related to new hires
  • Increased retention and performance of new hires
  • Metrics are leveraged for strategic talent acquisition and recruitment decisions
  • Expedient and efficient background screening process
Efficient Service Delivery Initiative Project Objectives Success Indicators

HR Analytics Phase I

Target Date: February 2018

Owner: Mike Gardner, Director, HR Information Systems

  • Develop executive and operational dashboards of metrics pertaining to workforce demographics, I-9 compliance, and retention
  • Ability to provide insight into Human Capital Management key performance indicators (KPIs)
  • Drive decisions based on accurate and timely data
 

Contingent Workforce Administration

Target Date: February 2018

Owner: Ian Matthew-Clayton, Director, Talent Acquisition & Recruitment

  • Develop a centralized, standardized, and paperless process for recruiting and hiring temporary staff and Colonial Temps
  • Increase utilization of Colonial Temps
  • Reduce spending on external temporary staffing vendors
  • Temporary staff with the required skill sets are efficiently and expediently acquired
  • Increased utilization of Colonial Temps
  • Reduced spending on external temporary staffing agencies
  • Streamlined and paperless wage hire process
  • Improved sourcing of temporary staff and available talent pipelines

Compensation Management System Implementation

Target Date: March 2018


Owner: Merica Dito, Director of Compensation

  • Provide visibility into pay information and structure to aid management in making appropriate and informed pay decisions
  • Automate compensation administration process
  • Increase employee awareness of the overall value of financial rewards via total rewards statements
  • Provide a Total Compensation Statement
  • Greater transparency and insight into total rewards
  • Employee merit process fully automated
  • Compensation and performance management systems are fully integrated and drive a pay-for-performance culture
  • Ability to create custom reports/dashboards for fair, appropriate, and accurate compensation reporting across the university
  • Ability to create competitive compensation plans using organizational, performance, and market data

 

Onboarding Redesign

Target Date: January 2018

Owner: Tiffanie Witherspoon, Interim Manager, Workplace Learning & Development

  • To design and develop a comprehensive onboarding program aimed at:
    • Orienting new employees to GWs vision
    • Redesigning the face-to-face orientation event
    • Incorporating clearly identified milestones and checklists
    • Being more relational than transactional
    • Incorporating learning through others
    • Identifying and incorporating role and department specific tasks
    • Allowing for measurement of impact
  • New employees feel welcome and comfortable in their new surroundings
  • Minimize time before new employees are fully productive members of their departments
Policy Initiative Project Scope Success Indicators

Managers' Toolkit

Target Date: December 2017


Owner: Kimberly Carusone, Manager, HR Communications
 

  • Consolidate human resources guidelines, support, and tools managers need in one place
  • Develop a guide for managers that contains practical information including:
    • Recruiting and Hiring Employees
    • Onboarding Employees
    • Developing Employees
    • Offboarding Employees
  • Managers have easily accessible tools and resources to enhance skills in leading and developing staff, as well as in effectively handling a variety of managerial situations.

Affirmative Action Plan

Target Date: February 2018

Owner: Vickie Fair, Assistant VP, EEO & Employee Relations

  • Complete and report annual AAP
  • Continue to identify underrepresentation in the workforce
  • Continue the development of an interview and selection strategy to ensure equal employment opportunities
Date of Completion Initiative Project Scope Benefits to GW Community

November 2017

HR Website Migration

Owner: Kim Carusone, Manager, HR Communications

  • Transitioned the HR website to the updated Drupal Editorial theme

  • Increased focus on current and prospective employees as audience in resources and content

  • Simplifed access to information

  • Improved, responsive design

July 2017

Learning Management System Implementation (Talent @GW - Learning)

Owner: Mandi Osoba, Manager, Workplace Learning & Development

  • Provided a platform to deliver targeted and structured formal training (instructor-led courses, web-based training, compliance training, etc.)

  • Improved access to developmental resources, increase employee engagement, and support organizational goals

  • Ability to create customized learning programs that encourage employees to invest in their own development

  • Increased performance through targeted and cohesive learning experiences

  • Ability to assign employees developmental activities and track their progress

  • Consolidation of GW's developmental and compliance-related resources into one platform

  • Automation of training registration, course completion tracking, and data reporting

April 2017

Wage Hire Optimization

Sponsor: Ann McCorvey

Owners: Dale McLeod, John Kosky

Project Manager: Mary Lee

 

  • Developed a centralized and standardized process for recruiting and hiring Temporary Wage Staff and ColonialTemps
  • Streamlined existing policies around wage hire employment practices
  • Developed specific postings for each type of position classification
  • Created an electronic process for sourcing from ColonialTemps

 

  • Ability to quickly acquire temporary staff with the required skill sets
  • Improved compliance with standard HR hiring practices
  • Increased utilization of Colonial Temps
  • Continued reduction of costs of external temp agencies

December 2016

Employee Life Cycle Changes Optimization

Sponsor: Dale McLeod

Owner: Mike Gardner

Project Manager: Mary Lee

 

  • Established standardized paperless processes for select workflows:
    • reclassification,
    • supervisor change,
    • job location change,
    • full-time equivalency change,
    • organizational change
  • Measured processing times

 

  • Improved status tracking
  • Increased data accuracy
  • Automated routing and enabling of electronic signatures

October 2016

Applicant Tracking System and Banner HR Integration

Sponsor: Dale McLeod

Owner: Mike Gardner

Project Manager: Brian Wright

 

  • Integrated applicant tracking and position management system with Banner HR system (HR ERP)
  • Streamlined data entry

 

  • Increased data accuracy
  • Reduced time for onboarding process through elimination of redundant data entry

August 2016

Manual of Employment Practices

Sponsor: John Kosky
Owner: Merica Dito

 

  • Documented procedures for employee lifecycle changes
  • Defined turnaround timeframes for all process tasks

 

  • Manual outlining standard processes
  • Improved consistency in the HR practices
  • Service Level Agreements for employee lifecycle changes

August 2016

HR Policies, Practices and Standards (Handbook)

Sponsor: Dale McLeod
Owners: Vickie Fair, Tanya Bell, Christine Partridge
Project Manager: Mary Lee

 

  • Ensured that guidance for managers and employees reflects current HR practices and regulatory requirements
  • Established a regular maintenance review process

 

  • A set of policies, procedures and guidance for employees reflective of current regulatory requirements and HR practices
  • Revised and updated Employee Handbook

July 2016

Human Capital Management System Business Case

Sponsors: Ann McCorvey, Dave Steinour, Dale McLeod, Terry Murphy
Owner: Dale McLeod
Project Manager: Jeremy Rein

 

  • Developed business case to invest in a Human Capital Management system aligned with current/future business requirements

 

  • Defined return on investment
  • Determined opportunities for operational efficiency

July 2016

Research Hiring Optimization

Sponsor: Ann McCorvey
Owners: Dale McLeod, Christine Partridge
Project Manager: Mary Lee

 

  • Simplified process for the recruitment and hiring of Research staff

     

  • Created a paperless process for recruitment and hiring of Research staff

 

  • Reduced time for hiring process

     

  • Improved ability to track recruitment process

     

  • Tools for Principle Investigators to facilitate process

July 2016

Background Check Redesign/Reconciliation

Sponsor: Dale McLeod
Owner: John Kosky
Project Manager: Tanya Bell

 

  • Limited the background check policy for students in financially sensitive roles, or roles sensitive to safety and security. Specifically, where students:

     

    • Have access to keys

    • Work in residence halls

    • Work with minors

    • Drive university vehicles

    • Have access to sensitive data

    • Engage in financial transactions

       

  • Changed interval for background check requirement upon transfer from one to five years.

     

  • Developed reports to monitor compliance

 

  • Manual outlining standard processes
  • Improved consistency in the HR practices
  • Expedited hire of student employees

  • Reduced background check administration costs

  • Consistent application of background screening policy

June 2016

Career Path Program

Sponsor: John Kosky
Owner: Merica Dito
Project Manager: Mary Lee

 

  • Replaced the outdated classification structure with a career path oriented job structure

  • Implemented new market based pay structure

  • Simplified the job classification process

 

  • New Career Path website offering transparent career options for staff

  • Tools and training for hiring managers to make informed classification and pay decisions based on market pay

  • Tools and training for hiring managers to explain and navigate new job classification process