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At a high level, we learned CU Boulder HR falls at a level 1.5 out of 5 on the HR Capability Maturity Model, which means it is听operating more in a transactional than strategic capacity. Teams only have time and bandwidth to focus on short-term,听routine tasks that are primarily administrative in scope. The HR Blueprint Project will advance the maturity of CU Boulder HR听to allow us to operate as a strategic partner helping support the objectives of the organization.鈥�

To collect information, we held a series of documentation meetings with more than 90 constituents across CU Boulder,听including representation from Central HR,听the schools, colleges, and institutes; and the administrative support units within or听reporting to Strategic Resources & Support, Academic Affairs, and the Chancellor鈥檚 Office.

• There is a high degree of alignment around the need for HR to evolve the way we work today.鈥�
• There is a strong culture of collaboration between Central HR and Unit HR teams.鈥�
• We have HR teams who have established best practices in various HR areas that can be leveraged across campus.鈥�
• Many of our HR leadership across campus have a听long tenure and deep knowledge and experience that we can rely on as听we navigate the best way to implement changes.

• HR practitioners agree the existing processes and systems aren鈥檛 working as well as we need them to.鈥嬧��
• There are staffing capacity limitations that we need to address.鈥�
• HR would benefit from a unified strategy to help make decisions, allocate resources, and prioritize work.鈥�
• Strengthening our governance mechanisms would help ensure we align with institutional goals, reduce risk, and know听where accountability sits.鈥�
• Where possible, we need to automate transactional processes and services.鈥�
• All of HR would benefit from听a technology roadmap to help听improve the usage of our current tools and the selection听of future tools.鈥�
• A cohesive HR culture underpinned by a commitment to employee equity and reducing process exceptions would听strengthen the HR function.鈥�

To meet our primary HR Blueprint objectives and to open the door for change, we must first establish an intentional听HR听operating model for CU Boulder.鈥� An HR operating model is how an HR function is organized to deliver value to its internal customers and the听organization. 鈥婣n HR operating model encompasses six听key areas: people, service delivery, technology,听measurement, governance, and听process. 鈥� A strong HR function has clarity and cohesion across all six areas.鈥�

Based on the inputs from the Feasibility Phase, the Project Leadership Team selected the Partner Model as the target听operating model for CU Boulder HR. This model was chosen听as the option that will best allow us to achieve our听objectives of becoming a strategic function, improving the employee experience and making it more equitable, and听streamlining our ways of working to achieve Operational Excellence.鈥嬧��

HR Partners will be embedded within the unit for HR consulting and strategic support and will be a key link between听Central HR and the unit. This gives the units a direct line into the Central HR centers of excellence. It also gives听us the听structure to bring HR policies and standards, transactional support,听and听technology into the Central HR team, while听relying on the units to define procedures, make decisions around talent,听and听align the subject matter perspective to HR-related activities.鈥嬧��

An HR Partner will:鈥嬧��

• Help units best leverage the resources and expertise available in Central HR.鈥�
• Act as a consultant, providing guidance and deep subject matter expertise on HR matters.鈥�
• Be proficient in the needs and nuances of the units they partner with.鈥�
• Help on all HR-related matters, from unit effectiveness, staffing, recruiting, and talent assessment, to performance听management, employee relations, and training and development.鈥�
• Work alongside Unit HR practitioners to support unit needs.鈥�

We will be communicating the full outline of HR Partner responsibilities in FY2026.鈥嬧��

We have broken the work for the complete HR Blueprint Project down into three Horizons, each lasting approximately听12 months. 鈥婨ach Horizon will contain initiatives about our identified areas of opportunity.鈥嬏�Horizon 1听will focus on听the following five听key initiatives and听begin in June of 2024:鈥嬧��

1. Strategy:听Defining the CU Boulder HR strategy鈥嬧��
2. Culture:听Defining the HR value proposition and creating a refreshed CU Boulder HR identity鈥�
3. Processes & Standards:听Defining and implementing standards for the hire, maintain, and separate听processes鈥嬧��
4. Technology:听Documenting the current HR systems and creating a technology roadmap鈥�
5. Structure & Governance:听Defining the structure, roles, and accountabilities that will be needed in the new听Partner Model鈥嬧�嬧��

In the interim (today through听2025) work will not transition to Central HR unless requested听by the Unit or听Leadership. Hiring can proceed as usual; however, Central HR must be engaged in the position description听and听interview process to ensure new hire capabilities align with听future-state requirements.听鈥婣ll promotions听and re-classifications will also be reviewed by Central HR leadership.鈥�

You can give your input on the work of Horizon 1 by engaging in:鈥�

• Working groups鈥�
• Open Forums鈥�
• 厂耻谤惫别测蝉鈥�
• Comment Boxes鈥�

There are three ways to get information:鈥嬧��

1. Visit the听HR Blueprint Project website. This is where you can find FAQs, materials, and a copy of the full Feasibility Report鈥�.鈥�
2. Attend an Ask Me Anything听session. We will be holding these open sessions periodically throughout the project. 鈥嬧��
3. Email us at听hrblueprint@colorado.edu听with any questions, feedback, or to get involved. We will respond to emails听within 24 hours.鈥嬧��

Each of the five initiatives making up Horizon 1 will begin in June 2024.鈥�

Transitioning to the Partner Model will not happen overnight. 鈥婽his will be a multi-year effort that will require careful听planning and an inclusive approach. We currently have the entire Blueprint Project mapped across three Horizons of听work:鈥�

1. Horizon 1:听End of FY2025鈥�
2. Horizon 2:听End of FY2026鈥�
3. Horizon 3:听End of FY2027鈥�