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PHASED TIMELINE
PHASE 1
2021 to 2022
 
ASSESSMENT KICKOFF

UPDATE: Completed

In early 2021, the Segal Consulting Team conducted a wide range of interviews, focus group discussions and more with key University stakeholders representing a variety of campus offices, organizations and employees to assess HR’s strengths. The assessment provided a comprehensive analysis for enhancement in HR support relative to best practices and the needs of Stony Brook and its workforce.

 

 
RESULTS
ASSESSMENT FINDINGS

UPDATE: Completed

As noted in the final report from the Segal Consulting Team, HR has not only been under-funded for quite some time, but it’s been a deeply defunded department as well, operating with limited resources.

  1. While Stony Brook features many best practices in HR,  resources supporting HR across the campus are uneven, and our decentralized HR structure results in inconsistent levels of support and services for our leaders, faculty, and staff across the university.

  2. Dated systems and complex, manual HR processes also impact the delivery of an efficient and seamless HR experience.

  3. Key findings suggest that in order to maintain a competitive advantage in attracting and retaining faculty and staff, we need to invest in more employee training and development programs.

 
OUR IDEAS
ASSESSMENT RECOMMENDATIONS

UPDATE: Completed

In this first phase of work, we also provided our ideas for addressing the findings, and a road map for designing our new solutions, structures, programs and services:

  1. CREATE A STEERING COMMITTEE

    Create a steering committee to review the inconsistency and gaps with decentralized HR support across the campus and develop a new approach for providing consistently high levels of dedicated HR service and expertise for all areas of the university.

  2. INVEST IN TECHNOLOGY SOLUTIONS

    The university is already making significant investment in new and expanded technology solutions that will provide easier and faster access to services and information, and modern tools to enhance the customer experience. For example, Central HR, in partnership with the Division of Information Technology, will be implementing a new Time and Attendance Reporting System, powered by UKG/Kronos, which will replace SOLAR and paper timesheets in early 2024. 

  3. REDESIGN HR PROCESSES

    Streamline and redesign many of the core HR processes such as Central HR moving from a traditional recruitment format to a talent acquisition model to make hiring top talent, especially for hard-to-fill roles, more efficient and more enduring.

  4. DEVELOP NEW AND EXPANDED SERVICES

    Lastly, develop several new and expanded services in Central HR
    to help build and sustain a great employee experience such as adding an employee engagement unit to encourage teamwork, collaboration and employee appreciation as well as reintroduce training and professional development to the West Campus, SOM and HSC.

PHASE 2 Summer 2022 to June 2023
 
THE ROADMAP

UPDATE: Completed

  1. STEERING COMMITTEE

    A steering committee was organized to determine the best approach for modernizing the HR service delivery model for the faculty and staff of tomorrow, with input and guidance from the Segal Consulting Team based on the information gathered in phase one. The team represented a variety of campus offices, organizations and employees — all working in a transparent, collaborative and inclusive way. These meetings concluded in June of 2023.

  2. TECHNOLOGY SOLUTIONS

    Central HR, in partnership with the Division of Information Technology, will be implementing a new Time and Attendance Reporting System, powered by UKG/Kronos, which will replace SOLAR and paper timesheets in early 2024. This project, called myTIME, will help contribute to HR Now’s goals of enhancing technologies and ensuring the consistent delivery of quality HR services and expertise across campus. For more information on the myTIME project, visit https://www.stonybrook.edu/change-management/mytime.

  3. HR PROCESSES

    As part of the ongoing workstream of redesigning many of the core HR processes, the staff recruiting and hiring processes were mapped and documented, and a detailed set of recommendations and plans were developed for streamlining these processes and making them more efficient. These meetings concluded in November 2022, making way for the next process redesign.

  4. CENTRAL HR SERVICES

    Central HR filled two new Assistant Vice President positions to provide leadership to the new and expanded areas of HR, including Training and Organizational Development, Culture and Engagement, Recruitment and Talent Acquisition, Total Rewards and even an HR Service Center for questions.
PHASE 3 Summer 2023 to Present
 
IMPLEMENTATION PHASE

UPDATE: In Progress

As the process improvement work is ongoing, after concluding the staff recruiting and hiring process redesign, the recruiting and hiring processes for faculty is currently being worked on, and the mapping and redesign for the next set of HR processes are underway. For more detailed information on our next steps for rolling out the business partner model and continued expansion of Central HR support in addition to the process work, visit this IMPLEMENTATION DASHBOARD.