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Transcript | February 14, 2022

[Linc Butler, Senior Associate Vice Chancellor of HR and Academic Personnel]

00:00:25 | And if not, my condolences, and hopefully you enjoyed the halftime show as much as I did; I thought it was fantastic.

So we’re going to jump right into the agenda. Becci is in another meeting; she’s going to be joining us a little bit late. So we’re going to jump right in on an update on the Future of Work and JCATs in particular, and then I’m also going to hand it over to our folks in OPEX; they’ve got a couple of updates related to this topic as well.

But the first one I wanted to jump on—and certainly I’ll invite Adam to jump in where needed on this too—is we’ve gotten some questions from some of you about either concerns or feedback that’s been presented about positions that are similar that may have a different JCAT assignment.

We’re asking you not to treat this as an exercise to update JCATs. Your main focus really needs to be on—and your managers’ and supervisors’—on their plans under the new framework for the Future of Work.

And you know, if there are positions that perhaps have a different level of flexibility afforded to them based on the new framework and they’re similar positions that have different JCATs, then I would, I would ask you to include them on the spreadsheet and put in the justification as to why you think they should be afforded a similar level of flexibility as another position, maybe because of how similar the duties and responsibilities are.

But don’t, please don’t spend a lot of time worrying about the differences in the JCATs. Now’s not the time to worry about that.

And you know, Adam, I think you can talk a little bit more about how those are handled typically anyway. So Adam?

[Adam Beck, Senior Director of Classification & Compensation]

00:02:02 | Yeah. So the story with JCATs is they were never really used for anything locally. It’s a System Office reporting thing and they get added and updated and changed every year, and a lot of them have not been looked at in a long time.

So as we, and there’s also a lot of them too, that are very similar, so two people might look at a list and choose two different things, and they would both make sense. Sometimes there’s just a distinction without a difference.

But as we go through the process of converting to the electronic position description over the next year, they’re all getting looked at.
And then the plan when we have that work done is for us to sort of go through, look for any outliers and then maybe sort of pare down that list so that we don’t have as many to pick from and we’re using a smaller subset of them.

But as Linc said, you know, you may have something that wasn’t looked at for years and then there’s a new JCAT that’s maybe a little bit better fit that was applied to something that’s been reviewed more recently. So that’s the reason for the difference. And as you said, you can just, you know, put in the justification for some sort of an exception, why something should have the same flexibility as something else.


00:03:14 | Thanks, Adam. Any questions about JCATs before I pitch it over to Candace and Suzie to provide their, their update?

OK, not hearing any.

Candace, I’m going to hand it to you, and Candace is going to talk a little bit about closing out their responsibilities on the OPEX project.

They have other projects they definitely need to get to and sort of where the handoffs are going to be with us here in OHR. So Candace?

[Candace Reynolds, Transformation Manager, Office of the Provost]

00:03:41 | Yeah, thanks Linc. I have just a few updates and then I will take a moment if there are any questions. This would be a good opportunity for folks to ask.

So as Linc mentioned, the Operational Excellence team is working on handoffs and wrapping this up from our perspective. I know that you all will continue working on this and certainly appreciate all of the work I know this is taking for HR officers to manage this process and to, to go through this flexible work decisions with your, with your units and schools.

So do want to just mention that we, we recognize and appreciate that.

A couple of questions I’ve gotten from folks:

One is where do you submit when you’re ready to get your official spreadsheet to fill out? How do you request that? And that will be by sending an email to So that’s, that’s the process you will follow right now. If you send that email, that spreadsheet is not ready, the official version to come right back to you.

So I don’t know. Rich, I don’t know if you’re on there and want to mention anything about timing. But, but the request can be sent to

[Rich Arnold, Senior Director, HR Information Management]

00:04:44 | Yeah, they’ll come to us, and we’re just kind of working through the last little pieces of trying to make sure we know exactly the format and all the data we have to have to load that.

So this is kind of like a few-days thing, not like weeks. But if you send it this afternoon, I might not send you anything back tonight.


00:05:02 | Seems reasonable. Thank you, Rich. So that’s how you submit the request for the spreadsheet. On that spreadsheet, I did, have also gotten the question: there’s a column that says “Student-facing—yes or no?” And that column is the equivalent of the question on the Work Location form of “Does this position work directly with students?” I know the wording is a little bit different there.

We’re just trying to abbreviate so apologies for that abbreviation, sort of making it unclear what we were looking for, but that is the column on the spreadsheet for “Student-facing” is the same as the “Does this work directly with students?” on the Work Location form.

Also on the spreadsheet, you don’t need to complete all of the open columns for people who are going to be on-site only; they only need to be filled in for hybrid and remote employees. So you don’t need to go through and fill out the information for everyone, just for the hybrid and remote employees.

And my last update is just another note on something coming soon.

But the Work Location forms will be uploaded into ConnectCarolina that, that option does not exist yet. That is something else that Rich and his team are working on.

But you can just hold those for now. As they’re completed, the supervisors will be able to upload those, but that functionality isn’t there yet. That shouldn’t hold up the process overall, though, because you can still do your spreadsheet and work on those things and submit your plans. It’s just the uploading of the actual Work Location form for individual employees is not available, but, but you will be notified when that is available.

So that’s all I had in terms of updates. Any, any questions while we’re all here together that we can answer for you?


00:06:49 | All right, seeing none. Candace, really appreciate you and Suzie and all your hard work of OPEX project side of this, and I know we’re in a much better place for your efforts. So thank you.


00:07:04 | Well, thank you and thank you all again for all that you’re doing here. And I can’t wait to see sort of how this moves forward and what it looks like for campus down the road.


00:07:08 | No doubt. Thanks again. All right, wanted to give a quick ARP update.

So obviously your recommendations have been submitted in the central OHR, and APO reviews have been completed. Finance and Operations has also done their central review. There’s some additional vetting that’s needed at the executive level between the chancellor, the provost and Board of Trustees as part of the overall budget process.

So we know a couple of you have reached out asking about approvals. We are hoping to be able to come back to you with official approvals, hopefully in the next week. So sit tight. There’s a lot of work still going on, of course, on the part of the HRIM team and the Payroll teams and ITS to get this ready to load.

So more to come. I just wanted to give you a real quick update on kind of where things stand, and I hope to be able to provide you with a little more clarity on the approvals, hopefully in the next week.

So any questions on ARP and sort of where things stand?


[Dina Sikora, Human Resources Consultant, School of Journalism and Media]

00:08:09 | Yeah. Can I maybe, related to the ARPs? ARPs? Good. As I was preparing the process for notifications—employee notifications—about the decisions—ARP decisions—I asked a simple question and was so surprised by the answer.

The question was, is there a place in ConnectCarolina the employee can see their own salary, right? So we can simply say, “Congratulations. Follow these instructions to see your actual salary.” And the answer is, not in real time. So right now, there’s no mechanism for the employee to know what their salary is as of today. [laughs]

I wonder if that’s something we can put in our long-term improvements list?


00:08:53 | So I’ll defer to Rich on that or Vicki, but—

[Vicki Bradley, Associate Vice Chancellor for Human Resources and Equal Opportunity and Compliance]

00:08:56 | Yeah, we can, we can certainly add that to the long-term improvements list. We, absolutely, yeah.


00:09:03 | Thank you.

[Speaker 1]

00:09:04 | Just to give a little more context around that. Dina, I think I answered the question for you when you sent it in. So currently employees can see their salary on their paycheck stub. So while that’s not real time, you know, because something may have changed since the last payroll run, it is as of their last payday.

So but you’re right, we don’t have anything that’s completely up-to-date.

So if people are looking for it as of their last payday, they can see it on their pay stub.


00:09:36 | All right. Thanks, Jen, and thanks, Dina, for bringing that up.

Other questions? All right, so we’ll jump topics to the HR officer update process. When one of you decides to move on from your current role, more often than not, we do hear about it. You’re either really good about telling us or someone else has passed along the information that someone’s either taking a different opportunity or maybe is retiring or something of that nature.

Occasionally, not so much. And we do have a lot of things that are tied to the role of the HR officer from a systematic standpoint, especially with how certain forms are routed for approvals. And so what we wanted to do is put a default sort of process in place.

And for those of you who may be aware, Angela Easter is a part of that process: She’ll send out the HR officer designation form when a new HR officer is hired or something of that nature, even when an interim is put into place, just so we have an official record of it.

And she then reaches out to all the necessary folks on our side to make sure that they’re aware of the changes.

So with more and more being built into the role around routing approvals, that sort of thing, we’re going to put a sort of default process into place that if we haven’t heard for some reason either—it hasn’t been communicated to us or we’re not aware—and the HR officer does move from the position—again, should be pretty rare—we’re going to default that role to the secondary contact, and that will also help us sort of as a trigger as we look at recording to be able to reach out and know that somebody’s transition for whatever reason and we can reach out and actually get the HR designation, officer designation form completed and have an official record of it, I just least wanted you to be aware again. It’s a pretty rare occurrence when we see that kind of move or transition, but I wanted you to be aware of what we are putting into place to make sure that we don’t have a situation where the role is vacant and then things are trying to route in the system and there’s no one to route to.
So Vicki, did I miss anything? I’m going to pick on you one more time. Is there anything else important that you think you’d share around that?


00:11:43 | No, I think that was that it, Linc.


00:11:45 | Okay, great. So any questions about that?

All right. Keep moving along. The next topic of faculty with external businesses performing work for the University, and I’ll ask Laurie to chime in to where I may get something wrong or make a misstep. So correct me if I get anything wrong here, Laurie.

As you all know, our, our faculty are very innovative in their thinking and they are kind of entrepreneurial in their thinking as well. Some of them do engage in setting up an external business—external to the work they do for the University—which in certain circumstances is perfectly fine.

We have a whole process, as you know, that folks should be going through to have those arrangements reviewed.

However, what we’ve been seeing happen a little more frequently recently is situations where faculty are engaging in consulting work on campus with other departments or schools, or even within their own school and division, and then submitting an invoice of some sort as if they were an external consultant.

This is not something that they can do. They cannot perform those consulting activities as if they are part of their external business for the University.

And so we just need your help for those of you in the academic areas to make sure that your faculty are aware and those cases that we do have come up, they’ve been a little sticky and challenging the kind of work through.

And certainly, we’ll reach out and be happy to talk and communicate with the faculty members, just help them understand why that can’t be permitted.

But Laurie, is there anything else related to that, do you think would be important to share with the group?

[Laurie Boudler, Human Resources Consultant]

00:13:25 | I think to remind people that if, if somebody is, wants to work in that capacity on campus, they have to go through the EPAP process to see if they can be approved to do so, I guess.

And Sarah, if she’s on, can probably speak more to that. But yeah, they just can’t arbitrarily work as a consultant [laughs] on campus.


00:13:52 | While also an employee of the University.

[Sara Reese, Director of Executive Talent Management]

00:13:53 | Yeah, you’re, you’re right, Laurie.

And so, and technically, it really isn’t an EPAP because if they’re not doing work that’s different from what we pay them for, [laughs] it’s really not an external activity for pay. So if they’ve got a business, they want to do something here on campus. They really do need to submit an EPAP through the A/R system and probably will have to have a conflict of interest review.

And it doesn’t necessarily mean that they can’t do some, you know, do work or do something for us with their business. It just means it’s going to have to be reviewed and they’re going to have to have a plan.


00:14:33 | Thanks, Sarah. And thank you, Laurie, for chiming in on that, too.


00:14:37 | May I, may I make an ask, what would be helpful, and of course, one of them, right?

I’ve experienced that these scenarios, what would be helpful, possibly is an FAQ document or even a couple of scenarios describing “This is the situation and this is how to handle it.”

You know, in my experience, the most difficult distinction to draw was is it the faculty member who is asking, or is it the faculty member representing their business in which they’re the sole worker and owner?

It was very hard for me to, to kind of untangle that, that question.


00:15:17 | And then we take a look at that, Dina. That’s good feedback, thank you.


00:15:20 | The annual memo might help, have some of that as well. We send that out, but I don’t, I’m not sure if SRH, SHRA people get that. So let me find the last one we sent, and I’ll send that to you. I think it has some scenarios in it.


00:15:33 | Sounds great. Thank you so much.


00:15:36 | Thanks, Dina. All right, I’m going to pitch it over to Adele Mayfield.

You have recalled that Adele has joined us regularly to talk about the exit interview process and what data we’ve seen and some of the trends. So Adele, I’m going to turn it over to you.

[Adele Mayfield, Senior Employee and Management Relations Consultant]

00:15:50 | Thank you, Linc, and good afternoon, everyone.

Hope you’re having a good day so far. So for the exit interview program, this information is for the fourth quarter 2021, and as you can see from the slide that I have up here, we actually did pretty good for this last quarter.

So out of 551 employee terminations—we received the information from the HRIM report, of course—we had over 20 percent of terminated employees that completed the surveys, and that is actually an increase because the third quarter, I think, we had about 14 percent.

So we’re doing good. We’re steadily climbing up and getting more people to participate.

You can also see that we had over 230 different departments that had terminations in the fourth quarter, and we also had 23 divisions that had identifiable information.

Unfortunately, even though we have 23 divisions, the numbers are still small, so we’re unable to do individualized reports still for a lot of these departments, but you can see that people are still completing the survey.

To continue with the quarterly breakdown, of course, you can see the employment status is still mostly SHRA, that’s always usually leading. And then, of course, “Resignations” is still leading from the last quarter, followed by the “End temporary employment” and then, of course, “Retirements.”

We also have some other areas, which I always highlight.

They’re usually less than two percent, but it’s still good to kind of see what some of the other reasons are.

And also just to kind of remind people of the Exit Interview program and how you get the report.

So of course, each quarter we give the actual full report to HR leadership. But you can also request your own reports for your areas. So an email request can actually be sent to So at the beginning of each quarter: January, April, July and October. I’ve only had two people request them so far for the last month, so if you haven’t requested any and you saw that you had more than two or three surveys from that last slide, you’re more than welcome to reach out to me or, you know, to send it to the EMR mailbox so we can look at that for you.

Another thing I did want to mention, too, is now what we’ve started to do, I get these in my inbox daily. So whenever someone actually completes the individualized survey, I get that information. If I see there is like a major concern or red flag that I think needs to be addressed right away, I will send it to the designated EMR consultant and then they will reach out to their campus HR officer.

So I know some people have questions about what we do with this information. The last time we had the presentation at the HR Council, so that’s something we started to do. We don’t wait until the end of the quarter if we see something that needs to be addressed right away. That’s one way that we’ve been doing it. So. Any questions?

OK, no? Well, thank you and have a good afternoon.


00:19:16 | Thanks so much, Adele, appreciate the update. Next, I’m going to pitch it over to Joe Williams to provide some benefit reminders and UNC System life insurance, open enrollment updates.

Joe, it’s all yours.

[Joe Williams, Sr. Director of Benefits and Leave Administration]

00:19:25 | Thank you, Linc. Appreciate it. It is good to see many of you here.

Thank you for your time today. I’m kind of rocking this sort of “Scar/Lion King” thing [laughs] going on. I got hit by a limb this weekend, so my wife was like, “Maybe we should try some makeup concealer,” but “It just makes me look tough,” I said.

I did want to kind of let each of you know, an email just went out kind of campus-wide to eligible SHRA and EHRA employees, just letting them know about this open enrollment for the life insurance.

And so essentially, what this means is there is an opportunity for people that either have life insurance or want to add life insurance, make changes to their life insurance. They’re able to do this now, this February 14th, starting today through March the 4th. And folks who want to either increase some current coverage or if they actually want to enroll for the first time, there is no “Evidence of Insurability” requirement.

And that’s a pretty big thing because if someone is sick or someone has been sort of uninsurable in the past, there’s some opportunity here for them to get some life insurance coverage.
This is a UNC System plan, so that’s a group term life insurance plan. It used to be under MetLife. It is now moved over to Securian Financial, and they are also a major player in the life insurance industry. But the UNC System is now with Securian Financial.

So essentially going through ConnectCarolina Self Service employees can, can make those choices. They can see their current coverages. As you may know, there are two different types of life insurance.

We have the NC Flex Life, which is through the state. And then, of course, we have now this UNC System life insurance.

The state’s NC Flex insurance is done through kind of the state’s online enrollment portal, where our UNC System life insurance is done through ConnectCarolina Self Service.

So the email that just went out, as I mentioned, has all kind of the details that helps people sort of understand how to go look and see what they currently have, the changes they can make. And certainly if someone already has maybe three times salary up to the 500,000 max, if they do want to get more, they do have to go through that Evidence of Insurability process.

But as I said, for a spouse coming on for the first time, up to 50,000 in coverage. Children up to age 26 for $10,000 coverage, again with no Evidence of Insurability. So it’s a really great opportunity for someone to get some coverage if they need some extra life insurance.

I’ll pause here and see if there’s any questions about this process. All right.

Thank you very much.


00:22:10 | All right, thanks, Joe. Appreciate it.

I’m now going to turn over to Vanessa Ragland to talk about the process for BOT review of SAAO Tier II appointments. Vanessa?

[Vanessa Ragland, Sr. Director of EHRA-NF and Academic Personnel]

00:22:22 | Good afternoon, everybody. So I always am happy to be able to give some positive and exciting news.

And for those of you who have had SAAO Tier IIs have to go forward for their appointments to be approved through the, or by, the Board of Trustees, I’ve heard a little bit of stress out there among the folks about how quickly the meetings were going to happen, and, you know, then just some concerns about losing staff.

So Becci, Vice Chancellor Menghini, has worked with the Board of Trustees, and so there is now going to be a weekly review with Becci and the board chair and maybe a designee. I don’t know exactly who it is, but what that really, the most important piece of that for you all is that we don’t have to wait until March whenever, for there to be a board meeting. We don’t have to wait six weeks. You can get your Tier II appointments over to us. If any of those that are received by the end of day on Monday, we will put forward for a board review that same week.

So that is very good news. Then the second—any questions about that?

And so we do know that there’s an email that goes out when we transition the hiring proposal to the Board of Trustees, state, workflow state. And, you know, and it says that it’ll be the next meeting.

So we will update that so that you guys won’t be concerned about a very delayed process in getting those reviewed.

So. Is that? So, yes. So Tier II is Tier I, Dina, but Tier I has always gone through that process, and now it is Tier Two appointments. It does not include re-classes, so it will be, so if an individual is currently in a position and they are, their position is being reclassified from SHRA to EHRA—they’re staying in the same position—it would not require board approval, but if it is a new appointment, then yes, it would.

Did that answer both of your questions, Dina?


00:24:50 | Yes, thank you very much.


00:24:52 | You’re welcome. Martha, it looks like you have something.

[Martha Martin, Business Officer, Office of the Vice Provost for Global Affairs]

00:24:54 | Yes, I have a quick question for those EHRA Non-Faculty appointments that are not executive-level SAAO, so and I’m specifically thinking of an internal candidate that goes through a national search and is the candidate for the job, and then we want to pay them that market rate, which is more than the on-campus increase would allow,


00:25:20 | Yeah.


00:25:22 | Those have to go through the BOT. And do we still have to wait until the next BOT meeting for those?


00:25:27 | That, yes. So thank you for helping us make that distinction, right? So. Yes, a whole lot of stuff all over the place, right? There is the SAAO Tier II position.

The position has to be approved by the president Board of Governors, right? So that’s creating the position. And then there’s the actual appointment. So who am I selecting to put in the position for Tier II? And that’s the Board of Trustees.

And then, there’s the money. So depending upon what salary it is that you are offering, that may be the Board of Trustees and the System Office president and Board of Governors.

So yeah, we, we try to keep it straight as best we can. But yeah, there are several elements that have to be involved in just one Tier II appointment. But you are absolutely right. If, if we choose to pay someone a salary that is above the campus threshold, which right now is 20% and $15,000 for EHRA, then yes, it would require Board of Trustees approval.


00:26:32 | And does that happen weekly along with the other?


00:26:34 | That does not. That does not and would be the the standard BOT review cycle, which will be, you know, those meetings that—now I will say that we do have the flexibility for a competitive recruitment.

Competitive recruitment only, that we can get those approvals more quickly because, you know, the board and everybody knows that we can’t wait too long to get somebody hired. So we do have some flexibility there where we could get approval from the president or from the Board of Governors and then notify the Board of Trustees that we have approval on the salary.

But please make sure we know that does not apply to the Tier II appointments and we are working on a little graph or a chart that kind of hopefully doesn’t muddy this for you guys so that you can all kind of see, if I am trying to get a position approved, if I’m doing an appointment, if I’m doing a salary, you know what, who and what and who has to approve all of that.

So hopefully you guys will find that helpful. We should finish that up within the next few days.


00:27:43 | Thank you.


00:27:45 | Any more questions about the Tier II? So I’m just, I’m just very excited that we have this positive move forward and getting those things reviewed more quickly. So Becci has put a lot of effort into that, we know.

So the second piece is something that we talked about. I think I came to HR Business Process or Liaisons maybe, might have been a year ago—I know it’s been quite a few months.

And so our HRIM team has been working with us to to run through a process that’s consistent with what we do with SHRA for temps.

So we will start an auto-generated or system-generated termination for EHRA temps, which won’t be probably that much of an issue for you.

I think where you will have more concerns is going to be for your supplements.

So we will have, starting March 1, your supervisors, the supervisor of an individual who has a supplement, will receive a notification via email saying that this employee has a supplement that is scheduled to end in 60 days.

That supervisor will, and you as HR officers, will be copied, that supervisor will have the opportunity to work with you to say, we need to continue this, you know, or it’s OK for it to end. If you need it to continue, of course, you’ll need to submit your rainbow form, letting us know that it needs to continue. Then 30 days before the end, the expected end date—so what we’re operating off of is the expected end date in ConnectCarolina—and 30 days, there will be a second email that goes to the supervisor as a reminder that super, that email will tell the supervisor that unless there is an extension action in ConnectCarolina, that individual supplement will end. And so just want to make sure you guys know about it.

We have talked about it and seeing that, you know, you all were interested in moving forward with this process, but just want to make sure that when you do get that 60-day email, that you are sending, that you’re working with your managers very quickly to take action so that those supplements don’t end.

Yes, Dina.


00:30:11 | I have a quick question, if it’s OK?


00:30:13 | Sure.


00:30:16 | I assume it will be the same process for secondary administrative appointments that are in ConnectCarolina without any supplements, non-compensated administrative appointments?


00:30:26 | What, yeah. Well, right now we are just working off of the ones that are compensated.


00:30:32 | So, so if there is a faculty member with a secondary administrative appointments, with no compensation attached to it, just additional ample records, these will continue and will not be auto-termed?


00:30:46 | We, the work we’ve done, Dina, has not affected faculty. It’s only non-faculty at this point. So individuals with a primary EHRA Non-Faculty appointment. We have not taken any steps towards doing anything with faculty, I mean, we can reach out—Laurie, I don’t think there’s any plan to do anything with faculty at this point?


00:31:12 | That sounds great, and actually it wasn’t my understanding at the beginning, but I’m so glad I clarified it.

So this change does not affect faculty at this point.


00:31:21 | Not at this point. Is that correct, Laurie?


00:31:23 | As far as I know.


00:31:25 | Okay. All right. Yes. So right now, the work has just been though for individuals who have a primary EHRA Non-Faculty appointment.


00:31:35 | Got it.


00:31:36 | Okay.


00:31:37 | Thank you.


00:31:38 | All right, sure. Thanks for clarifying. So any other questions about the auto-term process for supplements and temporary, EHRA temporary employees?

OK, thank you, guys, so much for your questions.


00:31:52 | Thank you, Vanessa.

All right, I’m going to turn it over to Rajani Day, Tyler Enlow and Ashley Hockaday.

They’ve got some updates on performance management. So, Raj?

[Rajani Day, Sr. HR Business Analyst]

00:32:03 | Hi, yes, thank you, Linc. I’ve got Tyler Enlow and Ashley Hockaday with me; we’re going to go over some performance stuff because it’s coming right around the corner.

It’s February: [laughs] We’re going to kick things off mid-March. So let’s, let’s discuss what’s new. And the appraisal process and also, what can you do now? You don’t have to wait till March 15th or April 1st. There’s things you can do now.

We’re very excited to actually be paperless this time. Last time we were online, but for the appraisals, we said do it on paper. So this time the appraisal is online. We are kicking off a self-assessment opportunity for employees March 15, so that will give employees two weeks to start writing some of that and that will get moved on to the manager.

We’re synchronized timelines, so only one set of communications have to go. Managers only need to remember one set of dates. HR, one set of dates. So it took us about a year and a half, two years to get there. But starting April 1, we’re going to be April 1 to March 31st for all SHRA/EHRA Non-Faculty perms.

Ashley’s going to talk about it a little bit more, but there’s a new step in the appraisal workflow online.

So there’s going to be something called an “HR checkpoint.” Don’t be scared: Ashley’ll get into it in more detail a little later. “Automatic task creation”—when I say that, I mean, for new employees, it should get automatically created next year. Before we were just doing it every two weeks. Our poor Tyler and Ashley had to do that manually.

And so we’re excited for that and we’re also looking at position changes. We’re working on that and hope to have that available. So the first, maybe the day after the changes happen, there’ll be a new task instead of having to wait two weeks.

Also, we’re opening up comments on development plans. So just like our goals, you can update progress and add comments, have a threaded conversation with your manager, that will be available on development plans as well.
And then for HR Reps and PM Reps, we’re going to unveil a new team site after our user group next week, and we hope that can be in place for folks to have conversation and have an access to updated materials there.

So more to come on that. And now I’m going to kick it over to Ashley to discuss the appraisal process.

[Ashley Hockaday, EHRA Non-Faculty HR Consultant]

00:34:38 | Yes. So let’s jump into the timeline. So March 15th, the employee self-assessment will become available in Carolina Talent. And this is four questions. It’s optional for employees to do. They can do it if they want. Tyler will go into what the four questions actually look like. And one of them does give the option for the school or division to add their own kind of questions into that as well.

Then, so it’s going to sit there for that time, then April 1st through the 30th, the manager will be able to complete the appraisal. So this is where they’re going to go in, do all their scoring or their goals, the writing down of the comments, all that kind of stuff. The overall, final overall rating, all that good stuff. May 1st through 20th is where it goes into this new stage, which is not really new, so don’t stress out too much. [laughs] You’ve already been doing it.

We’re just making it more formalized. So it goes into HR checkpoint and during this stage is where you are—Tyler and I are going to make a list of what the HR reps need to be looking for during this step—but in general, it’s where you’re going to be checking to see who has not completed it and reaching out to them, to the managers to do their piece.

You’re going to look at those who are overall “Not Meet.” Those we specifically will want you to read through the entire review. Make sure that none of the comments are inappropriate. All that fun stuff. You can also pull reports to see who got “Not Meet”s on one or two or three goals, not just overall.

Then we’re going to want you to look at overall trends in your school or division. So we’re talking about equal opportunity, making sure you know, one specific demographic didn’t get all “Exceeds” over another one that maybe is questionable, that kind of thing.

And then here’s another part that’s going to be very helpful for y’all is: throughout the year, you hear these names that may pop up multiple times [laughs] about performance issues or situations of this person. This is a chance for you to check and see, “What did my problem children get [laughs] overall?”

If you have a person that comes in that you’ve heard their name a lot, come through to your office, you’re going to want to look and see did they get an “Exceeds?” Should they get an “Exceeds”? We can look into that as well.

So this is just a chance for you to get a look at overall kind of top of, top viewpoint of the situation. Then May 24, 1st through June 3rd, it goes back to the manager. The manager signs it and will officially release it to the employee. They’ll set their tentative date for when they want to meet with the employee and release it to them.

And then from that date, the employee has 15 days to acknowledge it. All right.

[Tyler Enlow, Senior Employee & Management Relations Consultant]

00:37:44 | And one. Go ahead, Ashley.


00:37:46 | Well, one good thing is there is a new change this year. No second-level review is required for SHRA—yay! Another way we can match our process because everybody likes matching. [laughs]


00:38:02 | And just to jump in so you, there will be materials available to help second-level supervisors who really are kind of engaged in the process and how they can view all the reviews that, that report up to them, the, the performance plans, all of that. So we will have materials available to walk them through that.

One thing about the timeline to keep in mind. So from March 15th through March 31st, that self-assessment task will stay there even if the employee hits “Submit.” We got a lot of re-open [laughs] requests via help ticket throughout the process, so we wanted to make sure that the employees had the opportunity if they wanted to go back and edit it again and resubmit it, they had that ability to do so. That will be the same for the manager appraisal step from, from April 1st through the 30th.

If they hit “Submit,” it will still stay there until the 30th to allow them time if they want to go back, edit, et cetera. However, if they do not hit “Submit” then it does not go on to the HR checkpoint review. It stays in the manager’s queue until they complete that. Just FYI.

And another thing about the HR checkpoint review that is that technically is there is no sign-off. It just goes to a dummy account, so just sits there for your, you and your staff who are performance management representatives to have access to that.

So once again, to make sure everyone knows if you want to have additional people who have access, let’s [laughs] have that conversation.

[Hockaday and Day speak at same time]


00:39:42 | Sorry, Raj.

[Hockaday and Day speak at the same time and laugh]

00:39:44 | Go ahead. [laughs]


For the HR checkpoint review—that will be available to anybody with PM rep access.

It’s not just HR officers. So if you have people with PM rep access, you can get all the big group of you together to tackle that checkpoint.

And if you need to request more PM reps, talk to Tyler about it. There’s not a limited number, there’s not a cap on that, so you can have as many as you want. Just note that your PM reps have access to your entire school or division. They can’t separate it out by department. So you want to make sure you give it to somebody that you’re OK with seeing the entire school or division. [laughs]

All right, Raj, you were going to go.


00:40:32 | We just had a question in the chat from Martha: mandatory one-on-one in-person meeting no longer required, that, it is required, so Tyler go ahead. These are just the steps in the Carolina Talent workflow.


00:40:43 | Yeah, at the, at the manager’s signature step, there is a, a date that is set by the manager. It is the proposed date that they will meet with their employee. Once again, “in-person” is a little less defined than it used to be.

Can be via Zoom or whatever video chat they’re, Teams or in-person. But yes, there is still a requirement that they do meet with their employee to discuss the review and the performance plan coming up.


00:41:11 | Yes. Awesome. So let’s talk about what specific tasks will happen.

So for SHRA, on April 1st, there’s going to be three tasks for a typical SHRA employee. Permanent employee. There’s going to be the annual appraisal task. If they are employed less than six months, they’re going to get the probationary task instead. There’s going to be the annual competency assessment task and the performance plan task.

Then for EHRA Non-Faculty, there’s going to be two tasks that go out: the annual appraisal task, now, if an EHRA Non-Faculty employee has been employed for less than six months, there will not be an appraisal task.

So they’ll just get one task and then the other one is that performance plan task. If an employee is on leave on March 31, they will be left out of this task creation. Now, if they return from leave, when they return from leave, a help ticket will be need to be done to request a replacement task for them.

So what you’ll need to do is once you have somebody return from leave, just submit a help ticket and Tyler or I or Raj or Mike will get that done for you.

Now, what are we doing to prepare for these changes? We are doing a lot. [laughs] We’re updating online learning, we’re updating documents for you. We’re updating quick reference cards. All these options that, you know, people like to reference. We’re also having that team site, which would be very helpful where a lot of this will be on there as well.

We’re also going around the world to announce it. [laughs] Raj, if you go to the next slide. There we go. So we are going to HR Council as we are now—yay! We’ve been to the HR Business Process Subcommittee. We’ve been to HR Liaisons. We’re going to the HR User Group on Wednesday, the 23rd. We’re going to iTech I believe in March. We are sending out, it out in newsletters and digests, The Well, the HR payroll update, all of those kind of communications. We’re getting the word out as many different ways as possible. We’re also sending out targeted emails.

So there’s going to be an email to, three emails to supervisors: February 18th, March 1st and March 31st. Now, HR reps and PM reps will be CC’d on that communication. You’ll be copied on all communications sent to supervisors so you know what they get.

Then there’s going to be an email to employees around March 10th with all of this information.

We’re also going to be doing a webinar for supervisors. I’m walking them through kind of what they need to do on Tuesday, March 8th, and we are, it’s going to be live. They can join if they want. We’re also going to record it and put it up on different places so that they can access that later.

And in all of this stuff, when we were creating the new steps with the HR checkpoint review, we’ve had campus feedback. We’ve reached out to our campus friends for their thoughts and opinions. We’ve tried to include y’all in as many ways as possible.


00:44:35 | And I’ll just call out for User Group, we, performance is the only agenda item we’re going to get really in-depth; it’s kind of like essentially almost a training too for PM reps.

So if you don’t have that invitation, you can let me know I’ll make sure you get it, but it is for everybody.

OK. Passing it on to Tyler, what can you do now?


00:45:01 | You can do several things now. [laughs]

One thing is, as you see here now, the list of the self-assessment questions that will be included for each individual, or each employee on their optional self-assessment, basically having them describe their accomplishments in their own words, how they perform.

But you see the highlighted question that, that’s really important and that is if your department or manager, like some managers, like to have their own, own questions in these self-assessments, some departments require them as well.

There is a space for it to be copied and pasted into the task.

Let me be very clear we, we have transitioned over into Carolina Talent as the system of record for performance reviews and performance documents. We should not be having external files, for lack of a better term, of self-assessment questions. We want it all in one spot so that when a performance review is requested, be, you know, for, or whatever we’re doing, it’s all in one place.

So if you have departments who have specialized unit-specific questions or manager-specific questions, those need to be copied and pasted into the self-assessment so that we have it all in one spot.

It can also be uploaded if need be, if it’s done in a Word document. It’d be better if it was in the task itself because it’s reportable.

But if it is in an attachment form, Carolina Talent does not, can’t read that, so it’s hard. We can’t report on that.

Another thing that can be done now is employees and managers can update their goals now in development progress as well. There’s the sliding bar that goes across to indicate how much of the goal has been accomplished.

There are other ways to do it as well, but those can be done now. And throughout the process at any time. So one thing we want to make sure we’re doing is ensuring that employees have three to five goals, right?

As we’re going into the review process. These goals will show up on the review that have been created. So make sure that we have three to five, and we have some that have over five. We have some that have none. We have some that have one or two goals. So we need to make sure we get that cleaned up before we’re rolling into April. Because if not, it becomes a much larger task for all people involved to get that corrected.

Another thing to keep in mind, if you have zero goals, we have the goal exception group report that you need to run because they will not show up in your dashboard of goal distribution. It starts at one. I have no idea why, but it does. One thing also keep in mind: Please make sure as we’re going into full position management—I know Vicki is going to talk about that in a minute—but make sure that we’re reviewing those reporting relationships.

If there is no supervisor on record for that employee— so they report to a vacant position, they don’t report to anybody, whatever’s going on—we cannot add a co-planner to nothing. Right? So the employee has to have a supervisor; if not, then that task just sits there. And the other part about that is that the email notifications go to nobody. [laughs] So we want to make sure that we’ve got all our reporting relationships correct.

As we said earlier, if you would like to talk, if you’d like to have a, you know, some additional performance management representatives, definitely let’s have that conversation. As Ashley said, there is no quota on that, but they will have access to the entirety of your department.

Another thing keep in mind, yes, they do have to be an HR person. [laughs] I just want to make sure I state that. So it’s on the record. But let’s have that conversation. You can reach out to me and we’ll discuss it about whatever your business needs are. And it does need to go through an Access Request form. And also one thing that we’ve been talking a lot about, we talked a little bit about it when we went live.

If you have a school or division goal that you’d like to have—we had some departments avail themselves of this—please let just, you can definitely do that and we can set that for your unit or your school or division. To do that, though, we need a help ticket that lists the goal title, the “Meets Expectations” of the goal, the “Exceeds Expectations” of the goal, and for SHRA employees, the percentage weight that you would like to have on that. We need to have all that in the help ticket so that we can create that.

We do require that there be an “Exceeds Expectations” component as well so that the employees know what, what that level of performance is.

And the other part about it is, you know, it’s dynamic. And so what we mean by “dynamic” is that whatever goal you set will be, will automatically go to new employees throughout the performance cycle. It is still editable, for the manager can go in and edit it.

So if you ask them, if you said, “From April 1st, you should take 10 courses” or “make 10 of X” whatever X may be, and if you hire somebody in November, they may not have time for 10. You can, you can edit that “Meets Expectations” in that language there. The manager can. So do we have any questions?

I know we threw a lot at y’all.

[Michael Smith, Director of Administration, Summer School]

00:50:31 | I have a question. It’s Michael Smith. I have a couple of people who it’s not that they don’t have no supervisor, but they have a supervisor who is no longer accurate and the new supervisor is not available to change the reporting relationship to. So who should I have a conversation with about that?


00:50:52 | [laughs] Well, I’d say one thing you can look at doing, Michael, is having yourself added as a co-planner to assist through the process or having somebody in the HR staff assist in that. It’s typically if we’re running into a situation where we’re having multiple issues there.

Another thing I can say is is that you can always reach out to me and I can talk you through that process of how we need to handle that.


00:51:14 | Cool. Yeah, we should probably talk because I’m one of the people.


00:51:19 | [laughs] Okay. No problem.


00:51:20 | Thanks, Tyler.


00:51:25 | No problem. Any other questions?


00:51:28 | And those four self-assessment questions—there was a link to them in the WorkWell that came out recently—so they’re also available there. So maybe your employees already saw those questions, but they can start writing their responses now.

OK, thank you, everyone.


00:51:51 | Thanks for the update. And Michael, it’s great question. It’s actually a pretty good segue into one of the topics that did not make the agenda. I’m going to pitch it over to Rich Arnold to talk about the supervisor updates.

Rich, you want to give that quick update?


00:52:08 | Sure. I’ll just jump in here, and I think Harvey and Dave are on here with me to help me out.

So System Office is, you know, as you guys all know, we send monthly information down to them and they’re beginning to tighten up some of the requirements in our data.

And so one of the things that they’re looking at doing is making sure that all positions, whether vacant or filled, have a valid reports to or supervisor. So and as you just heard on that prior statement, we don’t always have that. [laughs] So we’re going to be working through on that. There, I think we are about to deliver, don’t think we’ve delivered it yet, Dave, where it’s easier to do a position update for just reports-to so that you can work through the ones where we can, but we’ll need to make a push over the next couple of months.

So Dave jump in.

[David Foskey, HR Records Manager]

00:52:56 | Yeah, I will say we have been testing the reports-to only option on the position form. It would be a fourth option along with “Create a new position” or “Inactivate a position.” So this would be reports-to only. It’s a very streamlined one-pager with just a date you fill in and the change in the reports-to and then it routes as the other forms do. I’m going to complete testing on that this week, and that would mean, I hope very much to have this in production next week.

It’s looking good right now. I’m really at this point trying to break it. So if I can’t break it this week, then it will be live next week.


00:53:33 | OK. And Harvey, are you on as well?

[Harvey Ferrell, HR Business Analyst]

00:53:38 | Yes, I am.


00:53:39 | OK. So, you know, clean up how I answer that question, and I think we have some issues, particularly for some frozen positions, things like that, that departments will not be able to handle. But in general, you want to just?


00:53:53 | Yes. There’s, I think, the inactive or the inactive vacant more than one year-type positions don’t show up in the ePAR forms, so those can’t be acted upon by the schools and departments. I haven’t devised a strategy. We’ll likely solicit that information as far as updating a reports-to so that we can then put onto those positions.

We’re in negotiations with the System Office to give us some leeway in terms of if it’s a fatal error not to have a supervisor position number on an inactive position.

We’ve made that request and they’re actually going to get back to us as to whether that if they can honor that, which I with the volumes that we have, I think we’ll probably get a waive release for this year in terms of the inactive positions.

But the active positions and positions that are filled, they are going to start looking for supervisor reports-to positions on those positions. And so that’s, that’s what the push is for. I think the edit goes into place starting in July. So, you know, any cleanup we can get towards that end before July would be who we’re seeking.

We have a number of employees that while they’re in positions, they still report by a supervisor. In other words, their position doesn’t have a reports-to, but they’re connected to their manager via the supervisor’s ID and that just wasn’t cleaned up or couldn’t be cleaned up at the time of the conversion.

So that goes back to what Dave sort of, a form coming out and get all the positions that are active connected to the correct supervisor’s position. That’s what we need.


00:55:36 | Yep, so, so everything will be position-to-position and I believe it’s OK, Harvey, if a position reports to another active position, even if that position is vacant at the moment, that’s a valid relationship.


00:55:48 | Yes, that is valid, yes. Yes.


00:55:50 | So, so it’s not like you have to report to a position that has a person in it today, but it needs to be a valid active position.


00:56:02 | It looks like Dina has a question.


00:56:04 | Yeah, a quick one. Does the System Office requirement extend to student positions, student SHR?


00:56:11 | It does not. It’s only, it’s only and may not even extend to temporaries. It extends to, right now, what they considered permanent positions is what the requirement is.


00:56:23 | That is wonderful. [laughs] I was picturing a horrendous task of dating every single student position. Thank you.


00:56:34 | Not, not in the next six months. We’ll come after you next year. [laughs]


00:56:36 | Thank you. I appreciate the delay. [laughs]


00:56:38 | Any other questions for me or Harvey or Dave? OK, thank you.


00:56:49 | Thanks, Rich. Vicki is going to do a check-in on full position management.

[Vicki Bradley, Associate Vice Chancellor for Human Resources and Equal Opportunity and Compliance]

00:56:51 | Yeah. So you know, we went live with full position management in October, and we are pretty much taking every opportunity at the various meetings we have—HR Council, Business Process Subcommittee, Liaisons—everywhere we go to ask for feedback to see how it’s going.

So one of the things we hear consistently is the issue that Rich and Dave were just talking about with regard to it’s time-consuming to update a position, sometimes for an SHRA position, especially if you’re trying to put in, a report’s due and you have to enter all the information for all the fields because they’re required. So Dave is currently testing, like you said, a way to solve that problem.

But that is kind of the major thing that we’ve been hearing as we go around asking for feedback on full position management. So just wanted to open up and get any feedback from you all about any pain points, any sticking points, anything that you want to bring up and talk about.

[Ashante Diallo, Associate Dean for Human Resources]

00:57:56 | Vicki, can you hear me? This is Ashante.


00:57:58 | Hey, Ashante.


00:58:01 | Hey. So I think for us, I think we did raise the supervisory issue. The, the concern I think we’re still having and I know some of our counterparts are having is mostly, well, a few things.

One is around secondary appointments for faculty. So I don’t know. This is more, I guess, of a process issue, maybe. But when we choose those, you know, if it’s an EHRA Non-Faculty position, doesn’t necessarily fit a secondary faculty administrative appointment. So what we’re struggling with is you have to, you have to create a new position, right? And the position doesn’t really fit [unintelligible due to sound dropout] the codes. The codes for EHRA Non-Faculty, so we’re kind of just guessing all over the place.

My, I think there was supposed to be a committee pulled together. I’m not sure, Vanessa might want to speak to it. I’d volunteer, but I do think some folks were already speaking with her about trying to get some type of template for those because we’re trying to fit, I guess, like a round peg in a square hole. [laughs]

Like if it’s a secondary faculty appointment to serve as a direc, you know, director of undergraduate studies, for instance, I would assume that you would want to choose, like, certain codes for job categories, for faculty secondary appointments, because at some point I hope we get a job code that really fits. But right now, we’re just, like, picking anything that sounds good.

It’s a lot of recycled position actions that come back because it really doesn’t make sense. And so we’re all kind of scrambling. At one point, I told my team, and I think we reached out to Vanessa—and we’ve been talking to each, each unit about all these various concerns we have, which is really time-consuming, by the way, but everybody’s been trying to be very helpful—just saying, “OK, why don’t we just all pick ‘Instruction’ for anything from faculty,” so that eventually maybe, if you want to, you know, for reporting purposes, go back and clean up these codes?

Or, you know, maybe if you see one consistent instruction, you know that that is a faculty secondary appointment. But right now, we just don’t have any guidance. So we spent a lot of time with things like that, right? Submitting things that then it really doesn’t make sense. So we’re not sure what to pick, and it’s not really any guidance.

The second thing for us is just, like, on the SHRA side, and we’ve already addressed this with with Jenny, our, our representative over there, our consultant, Class and Comp consultant. But and Andy, I mean, I’m sorry, and Jenny and Adam this morning and we been talking about it, but they’ve now trying to work with us on how we, you know, if you have a position that you just need to post for and you have to touch it to kind of come to our understanding that we’re not trying to change anything major, but it takes a lot of time to get through the approval process for the position. So they, so that they can make sure that we’re not trying to change anything.

We just want to get to posting right. We’re just, we’re just trying to update it based on the new guidance to get to posting. Those things are taking a lot of time. So it’s just it’s more process that it would have been great to have on the front end because we’re just all kind of scrambling on the back end on how to make it work, how to get through it fast. The faculty positions are working; they’re pretty, they’re going pretty well. I think it’s more the staff positions.

And then of course, the things like supervisory updates and there was another that I had written down. So anyway, a lot of that has taken up a lot of time, a lot.

Work on the front end, and I think if we could just have some consistent guidance on what we should choose for these, they don’t really fit. I get it, but we got to get through it and then stuff like, “Oh, if you’ve got an interim chair, do you create a new position, an interim position? Can you use the same position while they’re on a leave?”

It’s a lot of little quirks like that that we’re like figuring out just on the fly because there’s really no guidance for it.


01:02:06 | OK, terrific. Thanks, Ashante, that’s great feedback.


01:02:10 | Vicki, can I jump in real quick?


01:02:12 | Sure.


01:02:14 | Ashante, so yes, I do hope that we can pull together a group really quickly to iron out all of those things. You know, and you shared some of the concerns with me.

So hopefully you and I know Matt from School of Medicine was working with us as well. So hopefully within the next few days, we can put a group together to try to iron out some of this stuff because, you know, that it is tedious for you guys to have to go through it.

So, you know, hang tight. We are definitely going to get it figured out for you.


01:02:48 | Yeah, I think Matt had said at one of the meetings that they’d created a little, a little cheat sheet for like their top five of those kind of positions. So sounds like there’s some work underway that we can hopefully utilize.

Any other feedback?


01:03:05 | There’s some feedback in the chat, Vicki.


01:03:07 | OK.


01:03:08 | Jessica’s asking, is there a report we can run that will show what positions still need to be updated?


01:03:13 | No, that came up actually at the Liaisons meeting, and that’s a, that’s something we can look into, but I don’t think that’s available at this point in time. But we have that on the list.


01:03:25 | I see Carolyn saying “I second this conversation.” Carolyn, I’m assuming that was the conversation, the feedback that Ashante was sharing? Or…

[Carolyn Adams, Human Resources Consultant, School of Social Work]

01:03:33 | Correct. All right. No, I understand they have a lot of HR staff, but we have only two in my school.

So all those tedious things are, can really bog you down when you’re very small school.


01:03:50 | OK. Any other comments?


01:03:58 | Maybe, maybe just one from me. I was in a little bit of a guess game about how to use the salary budget field when updating positions; I make my best guesses and then hope that my finance people would agree with me. [laughs]

And I guess maybe it’s departmental-specific about how departments plan or would like to use that field. I wonder if there is any centralized guidance that could be provided to everyone.


01:04:27 | Not at this point in time; that was meant to be departmental. I think the finance folks are looking at ways to manage all kinds of things in that realm, but not at this point in time.

All right, well, if you have any more feedback, you know where to find me. You can send comments to me, send them to Rich, Kristine, anyone. Thank you.


01:04:55 | Thanks, Vicki.

All right, Jessica, you’re up.

[Jessica Pyjas, Work/Life & Wellness Program Manager]

01:05:02 | Good afternoon, everyone. So I am just going to give you an update on what we have going on this month and what we have coming up for next month.

We had, we completed one Wellness Wednesday, which was last week and that was “Loving You: Boosting Self-Esteem and Acceptance.” So we had 13 people attend that. And then this week, our session is on “Gratitude, a Skill for a Happier Living,” and then a very popular topic that we’ve offered recently and is coming up on Wednesday the 23rd is “Unconscious Bias.” So if gratitude or unconscious bias is something that you, your employees may be interested in, direct them to our HR calendar and then each of these topics are promoted in our WorkWell newsletter every month as well.

Also in the newsletter, we’re promoting the “Be a Maker” space that’s available throughout campus. There are several different sites with different types of equipment to attract people who are completing a project or picking up or maintaining a hobby, and it needs some cutting-edge equipment that they may not otherwise have access to. So we’re promoting “Be a Maker” and the 101 training that they offer, because taking that time for yourself and getting those hobbies really does help with reducing stress and improving mental health.

We did close our Helping Heels registration for spring earlier this month. So again, that Helping Heels is a list of child care, pet care and senior care volunteers, as well as paid-for-service UNC affiliates. So for this spring, we had 40 childcare volunteers, over 50 childcare paid-for-service caretakers and 20 pet care volunteers and paid-for-service and then 5 senior care volunteers and paid-for-service UNC affiliates.

So you can direct employees to there if they’re looking for any kind of part-time care for either childcare or pet care if they’re going on vacation or companionship care for a senior.

March is going to be a very exciting month. We are kicking off the spring Miles for Wellness Challenge that’s starting just a little bit earlier this spring. It will take off on March 14th and it’s eight weeks, so we’ll go through May 8th. Registration is currently open now, and that will close the first day of the walking challenge, which is March 14th. The theme this spring is going to be “Transversing the northern capitols.” If you’ve been participating in the past couple challenges, we’ve been touring capitols throughout the country for the past year, so now we’re headed up north.

And then, of course, our Employee Wellness Day is going to be in-person on Friday, March 18th, at the Carolina Union, and there are a lot of different components to our Employee Wellness Day.

This is going to be a combined event. So if you’ve been to Employee Appreciation Day in the past and Wellness Day in the past, it’s a combination of both of those events.

So we’ll be a little bit bigger than the typical Wellness Expo that we held in 2019 and years prior to the pandemic.

The main portion of the day will be happening from 11 to 2, but there will be some things happening prior to 11 a.m. on that day, and the day will include open meditation and relaxation space, 15-minute wellness checks, a smaller, more spread out and safer exhibit hall space, including a medicine drop to drop off any expired or unused medications, cooking demonstration, fitness sessions, games outside and free lunch.

Lunch will be boxed lunches. There will be about four different options, including vegetarian options for employees, and that will be available to everyone from 12 to 2 p.m.

And then for our shift workers, our housekeepers, there will be hot and cold breakfast options offered that morning, starting at 7 a.m. We also are opening the wellness screenings as early as 8:30 a.m. for any housekeepers to take advantage of those opportunities.

There will be a variety of virtual sessions leading up to that Friday.

So Monday through Thursday there will be educational and fitness sessions occurring that week and that will then all be virtual.

And then we will be needing a good deal of volunteers to make this as successful as possible. So there will be an email going out to everyone later this week, and I would love it if you would support spreading the word and showing your encouragement not only for employees to register and attend the event.

We are looking forward to it being well attended. We know this is the first event we’ve had since 2019, I believe, and we’re going to need a good number of volunteers. So I encourage you to help us get the word out so we can get some helpers for that, that day and make it the best that we can.

And then our discounts are always at the very end of WorkWell, if you’re scrolling to the bottom, you’ll see that this month we promoted the ways that employees can save through their Working Advantage discount on flowers and gifts. There were 35 percent off of that. And then we have many, many, many fitness discounts.

Lots of great opportunities right here on campus with our campus recreation memberships and group passes, but also opportunities through both Working Advantage and your Blue365 discount, which is available to all State Health Plan members. And those include $29 monthly fees to a variety of off campus and local gyms, as well as discounts to chiropractors and wearable fitness devices.

So all that information was in WorkWell, and let me know if you have any questions for me.


01:11:37 | Thank you, Jessica.


01:11:39 | Mm-Hmm.


01:11:40 | Just one last topic sort of to walk on before we open it up for any other topics or questions you may have.

I think this group in general does a really good job of making sure that any information that we share here or through other venues gets passed along to either your teams as well as your employees, managers and supervisors. But I just want to reiterate that as an expectation, we’ve been in a couple of venues more recently where things we’ve been talking about a lot and for a long time didn’t seem to have trickled down to key folks within a particular division, school or college, or the college.

And so we just want to make sure that everyone is clear on what the expectation is around making sure that key information that we share here does get passed along, for example, to your team, so that they can be in a really good position to answer questions as they come up from your respective units.

So thanks again for all you do on that front.

I know it’s hard, especially when you have so many different constituents you’re trying to provide information to you. So again thank you so much for doing that. With that being said, any other topics we didn’t cover or questions?


01:12:47 | Linc, there’s just one other thing I was going to mention about full position management.

So, you know, we’ve created a separate role, a temporary position support role for folks that do not have an administrative role in the HR payroll system and they can go in, like an admin, for example. You could give them this temporary position support role and they could go in and help copy and paste information into the position descriptions.

When we rolled that role out to HR officers, we said it’s up to the departments. Just make sure that you’re training these folks on how to use, how to use positions, and we’re finding that some departments are actually sending these folks to the HR representative class. So that is really overkill.

They don’t need to be trained on all that an HR person does; they really just need some assistance showing, like, how to get in. They can’t create positions. They can only update them. So just, “Here’s how you get into ConnectCarolina. Here’s how you pull up a position. Here’s how you copy and paste the information from here to there.” That’s all that we’re really asking folks to do, not send them to a formal training.

But because we did have quite a few people who are sending people to the HR rep training, we’ve, what we’re going to do is just give you some kind of little micro-learning to put on the website so that you can let your employees—if you have anyone in that temporary position support role—they can look at that and quickly see how you need to get in and update a position. Because we definitely don’t want people going to the full HR rep class. OK, thank you.


01:14:19 | Thanks, Vicki. Go ahead, Dina.


01:14:26 | Folks, and I want to apologize for being, you know, speaking up, but I guess it’s, it’s a thing. I wanted to, to do a shout-out for people who created the new website I stumbled upon it through the campus communication, and I just thought it is so exceptionally well-made.

And if we could help promote that website, all of the resources related to well-being so that that information flows to our managers and to our employees and even to our candidates for employment.

I was in some forum recently where there was a conversation about how do we connect our candidates who will become our employees early on in the recruitment journey? And one of the ways is to connect them with their affinity groups and support groups the moment they are invited to join the University. So I thought maybe there is an opportunity here, first of all, to use the website, it’s fantastic.

And second, to link our webpage for new employees to the webpage as another way to make those connections for new employees and their well-being.

Just saying it’s an excellent website. Go check it out; it’s great. [laughs]


01:15:49 | Thanks, Dina. Yeah, it is really well, well done. Looks like a lot of your colleagues agree. Judging by the chat, so.

Great resource. Thanks, Dina. Any other topics?

All right, folks, thanks for all you do. Give you a little bit of time back. Take care and have a good rest of your afternoon.

[upbeat pop music plays – Fleetwood Mac “Go Your Own Way”]

[speaker 1]

01:16:17 | Oh, Linc, I love this song!


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