SAMPLE New Board Onboarding
SAMPLE New Board Onboarding National Board At-Large Members DATE Table of Contents Welcome ..........................................................................................................................3 Onboarding Purpose ........................................................................................................4 Mission & Priorities ..........................................................................................................5 Learning Framework ........................................................................................................6 Leadership Competencies ................................................................................................7 Governance Structure ......................................................................................................9 Committees & Tasks Forces .............................................................................................11 Sample Agenda for First Board Meeting Other Board Commitments & Expectations ....................................................................13 Expense Reports Mentoring Program .........................................................................................................14 Resources .........................................................................................................................15 Dear New At-Large Board Member, On behalf of the College and University Professional Association for Human Resources (CUPA-HR) national board, we extend our congratulations and our warmest welcome! CUPA-HR’s national board of directors is comprised of 16 highly regarded higher education leaders from institutions across the country – you included! During your tenure, you will lead the work that brings our strategic priorities to life. The priorities aren't just words on the website. The board work, in essence, helps us ensure that we ARE the voice of higher education HR and higher education workforce issues. The "C" in CUPA-HR is all about connection. When you meet with folks from CUPA-HR, it is not networking, but rather a great opportunity to connect with them – connect with their work, their expertise, their talent, their passion and their friendship. Think about our work in HR – it really is not a job – it is not about being a "people person" – it is a type of "calling" to use our talent and passion to help make higher education and our institutions great. Our association is all about making an impact – an impact on what we do, what we influence, what we believe in and where we are going. To help fully acquaint you with CUPA-HR, the board has assembled this packet of information: CUPA-HR Mission and Strategic Priorities CUPA-HR Learning Framework CUPA-HR Committees & Task Forces 2014 Board Meetings Access to the Board Website National Board Contact Information List Mentoring CUPA-HR Resources As a member of the national board, you will also be expected to serve on a national committee(s). The committee memberships will be more clearly defined over the next couple of months and at the next board meeting, scheduled in conjunction with our Association Leadership Program (ALP), which takes place LOCATION. This board meeting has been scheduled for DATE. The meeting’s specific location and board agenda will be announced in a formal notice to board members. If you have any questions, please feel free to contact NAME at NUMBER orEMAIL. We are extremely grateful to have you as our newest at-large members to help guide our future. Sincerely, CHAIR CUPA-HR TITLE CUPA-HR Onboarding Purpose The purpose of onboarding is to ensure you have the knowledge, skills and values to continually learn, improve, contribute and succeed as a CUPA-HR national board member. Onboarding is a continuous learning process that begins with the recruitment and selection of incoming board members and continues through much of your first year. The process encompasses three perspectives: What you need to know about the… Association mission and purpose Board member roles, responsibilities, relationships and context Association operational and logistical processes and procedures Budget management processes and tools Board processes, logistics, and management and leadership expectations Language, acronyms and definitions Available resources By participating in the onboarding process, you are able to... Think and operate strategically about the association’s work Align your own team’s work to the association’s mission, goals and strategic direction Participate as an active and engaged board member Partner with other board members on team projects and event planning Demonstrate leadership competencies to fellow board members, volunteers, and members Rapidly integrate into your role and fulfill duties as a board member and HE HR leader Identify individual strengths and areas of development as a board member During the onboarding process, you’ll experience... Renewed excitement and enthusiasm about our service in HE HR Feeling welcomed, heard and understood Respect, inclusiveness, curiosity, contribution and promotion of HE HR Collaboration, cohesion and strengthening of a board as a whole Encouragement in asking questions CUPA-HR Strategic Direction Mission & Priorities History CUPA-HR is a nonprofit HR association founded in 1946, on the heels of World War II, by a group of forward-thinking higher ed HR professionals. Led by Donald E. Dickason, the group met to share best practices and debate ideas. In 1947, the College and University Personnel Association (CUPA) was formally incorporated, and Dickason was named president. In 1967, Kathryn G. Hansen became the 20th, and first woman, president of CUPA. The first Administration Compensation Survey report was published in 1968, followed by the first National Faculty Salary Survey report in 1982. Since then, CUPA-HR’s salary surveys have become the gold standard for compensation research. In 1986, Gloria W. White became the 39th, and first African-American, president of the association. With the turn of the century, the time had come for the association’s name to reflect the progress made by the profession over the previous 50 years, and the College and University Professional Association for Human Resources (CUPA-HR) was born. In 2003, the national office relocated from Washington, D.C., to Knoxville, Tennessee; and in 2008, it moved to its current location and permanent home in Centerpoint Commons. Corporate partnerships play an important role in CUPA-HR’s work. Among CUPA-HR’s corporate partners, there are a select few who demonstrate outstanding leadership, innovation and dedication in support of the association and the higher education HR profession. To recognize these special organizations, CUPA-HR has established two elite status designations — the Mary Ann Wersch Premier Partner and the Distinguished Partner. The Mary Ann Wersch Premier Partner, the highest designation, is named in honor of 1998-99 past president Mary Ann Wersch, an active and involved member who has committed a great deal to our association over many years. Our Mission: CUPA-HR is higher ed HR. We serve higher education by providing the knowledge, resources, advocacy and connections to achieve organizational and workforce excellence. As the association for HR professionals in higher education, CUPA-HR provides leadership on higher education workplace issues in the U.S. and abroad. We monitor trends, explore emerging workforce issues, conduct research, and promote strategic discussions among colleges and universities. Our members are CUPA-HR. We are more than 17,000 HR professionals and other campus leaders at over 1,900 member organizations, including: 91 percent of all U.S. doctoral institutions 77 percent of all master’s institutions 57 percent of all bachelor’s institutions and 600 community colleges and specialized institutions. Six strategic priorities guide the work of CUPA-HR: 1. Create learning and development opportunities that help ensure present and future professional excellence and success. 2. Proactively influence legislative and regulatory issues that impact higher education, human resources and the higher education workforce. 3. Identify emerging human resources and higher education trends and address their impact on the higher education workplace. 4. Embody a culture of excellence through diversity, inclusion and equitable practices in order to achieve excellence in higher education. 5. Engage CUPA-HR leaders and higher education human resources professionals in work related to CUPA-HR strategic priorities. 6. Deliver salary research, analysis and reporting resources that are the benchmark for higher education. CUPA-HR Learning Framework Guided by the association’s mission and core values, the CUPA-HR Learning Framework represents our commitment to promote and encourage the highest standards of higher ed HR leadership and development. It also aligns with our learning strategic priority, to create learning and development opportunities that help ensure present and future professional excellence and success. A task force including several volunteer leaders was formed to construct a foundation from which common higher education human resources (HE HR) language and practices could be discussed and measured as well as illustrate the dynamic processes involved in higher education human resources. Based on their assessment, the framework would be divided into four quadrants, each representing the essential qualities of HE HR work. They also noted that the framework, in order to flourish, will need to be frequently assessed so that it represents contemporary higher education human resources. The Framework offers a comprehensive and intentional approach in assuring the most relevant HE HR practices are captured. The framework is: Designed around HR expertise and professional competencies Compatible with current approaches to HR methodologies Tailored to the development of essential HE HR skills A basis for consistent HE HR discourse and expectations CUPA-HR Learning Framework National Board Leadership Competencies This is a list of competencies identified from the framework for national board members. What specific learning framework competencies represent the region board leaders? Chapter board leaders? Leadership Defined by leading self – as an individual contributor, how do I influence credibility; lead with purpose; deliver results; embrace flexibility; tolerate ambiguity; understand my own values and culture; and possess interpersonal competence? Defined by leading others – as an individual contributor, how do I influence by coaching and developing others; lead board/committee achievement; build and maintain relationships; utilize innovative problem-solving skills; embrace change; innovatively contribute to HE HR work; and adapt to cultural disparities? Internal (Association) Leadership By providing guidance to the association’s mission and strategic direction, providing inspiration, and providing motivation necessary to ensure the association’s success, how do I work with fellow board members, national office staff and/or various association leaders to: 1. Challenge our mission, communicate it effectively within association members, and ensure that it serves continuously as a guide to our work; 2. Help ensure our mission is properly constituted and communicated to conduct effective governance; 3. Ensure adoption of and adherence to appropriate values and ethical standards in all association business; and 4. Ensure proper preservation and development of the association’s history, culture, reputation, and image for a prosperous, long-lasting legacy? External (Association) Leadership By providing and contributing to the dialogue and direction of the association, I will work with fellow board members, national office staff and/or various association leaders to: 1. Contribute to or lead the vision and thought leadership of HE HR, and communicate the related association vision; 2. Collaboratively work with other board members, national office staff, region and chapter leaders for association impact; 3. Help shape the direction and initiatives to engage and educate association members (ex. Learning delivery and engagement models). Relationship Management Relationship management is the art of developing and managing interactions with and between others with the specified aims of service and association success. Sub‐competencies: Conflict engagement Challenging established practices Facilitation skills Constructive inquiry Consulting skills Collaboration Communication As an effective communicator, one possesses the ability to listen to others and communicate in an effective manner; knows the priority elements of the association’s mission, vision and strategic priorities and can effectively communicate to association leaders/members; constructively challenges self, board, national office and members regarding higher ed HR issues; speaks and writes effectively and compellingly; and competently resolves communication matters. Cultural Competence Embodies cultural competence through one’s own interpersonal interactions, approach to inclusiveness and through supported research studies that recognize and address cultural differences. Has the ability to conduct personal and association self-assessments regarding cultural competence; confidently challenges strategies to assure DEI delivery systems; and integrates cultural competency into association/institution programs, research, scholarship and policies. Financial Acumen Competently works with the board and national office staff to develop asset investment management and financial administration strategies that effectively align with the association’s vision/mission, and ensures that such strategies are implemented well. Maintains and applies a broad understanding of financial management principals to ensure decisions are fiscally sound and responsible; sets association priorities by aligning association finances with strategic goals; identifies cost effective approaches; and fosters an environment that encourages fiscal responsibility. Critical Thinking Demonstrates the ability to collaboratively design, analyze, synthesize and /or evaluate information to achieve an association goal by constructing a clear insightful problem statement with evidence of all relevant contextual factors; accurately and precisely analyzes and evaluates association needs; and identifies and offers appropriate solution(s)/position with sharp distinction between points and shared perspectives. National Board of Directors The national board establishes CUPA-HR policy. It consists of a chair, chair-elect, past chair, treasurer, regional directors and at-large directors. The chief executive officer serves as an ex-officio member of the board. National board members serve and chair various national committees for the association. The national board operates under the national bylaws and policies and procedures. There are four regional directors and six at-large positions. The national board meets three times a year to discuss association activities, initiatives and policy. The institutions of national board members must be members of the national association. Committees and Task Forces Specific committees and task forces are appointed annually by the national board of directors. Each committee and task force is chaired by a national board member and consists of additional CUPA-HR institutional and/or corporate partner members, and at least one national office staff member. The association has several long-standing committees and task forces: Executive Committee Budget & Finance Committee Diversity, Equity and Inclusion Committee Learning & Professional Development Committee Association Collaborative with NACUBO Awards Committee Public Policy Committee Engagement / Alignment Task Force Corporate Advisory Council To view current committees, visit www.cupahr.org/aboutus/committees.asp Regional Board of Directors The region boards support CUPA-HR’s strategic priorities and are involved in association planning. CUPAHR’s four geographic regions (Eastern, Midwest, Southern and Western) are incorporated under the national association and governed by national bylaws, but maintain individual policies, operating procedures and boards. One representative from each region board sits on the national board. Region boards usually consist of a chair, chair-elect, past chair, treasurer, secretary, communications director and corporate relations director. Regions may elect to have additional board positions based on their specific needs. Region officers are elected by the region membership each year. The institutions of region board members must be members of the national association. Chapters Chapters provide cost-effective professional development and networking opportunities that complement those offered at the regional and national levels. They also support CUPA-HR’s strategic priorities and are involved in association planning. CUPA-HR has 41 affiliated chapters across the nation, each representing a geographic area or state and the institutions within that designated area. Chapters are created and run by local professionals and operate under bylaws and 501(c)(3) exemption separate from those of the national association. In order to affiliate with CUPA-HR, a chapter must have its bylaws approved by both the region and national boards. As an affiliate, the chapter is entitled to use the CUPA-HR name and logo and to take advantage of certain support services through the national office. Although there is a strong link between chapters, regions and the national association, chapters have no financial ties to the national association and manage independent operating budgets. Chapter board structures are similar to region board structures, and usually consist of a president, president-elect, past president, treasurer and secretary. Chapters may choose to create additional officer positions based on their specific needs. The chapter membership elects the chapter officers. Chapters assist in publicizing regional and national events and resources. For membership information about regions and chapters, visit: http://www.cupahr.org/membership/chapters-regions.aspx For further information about region and chapter volunteer opportunities, visit: http://www.cupahr.org/volunteers/chapters-regions.aspx CUPA-HR Committee and Task Force Obligations This page offers sample committee and task force obligations at the national level. What can be identified here at the region level? Chapter level? CUPA-HR national committees play an important and integral role in ensuring that we have a focused and intentional approach in the execution of our strategic priorities. We have several committees and task forces that you will be asked to serve on at least one. Some of you may already be involved in one (or more) of the committees and may be asked to lead the committee as part of your new national board role. For a Committees and Task Force listing, visit: http://www.cupahr.org/about/committees.aspx Our Committees and Task Forces: Executive Committee – comprised of the national board Chair, Chair-elect, Past Chair, Treasurer, CUPAHR President & CEO (ex officio) and Vice President & COO (ex officio) Budget & Finance Committee – comprised of the Treasurer, Chair, Chair-elect, Board Representative, CUPA-HR President & CEO (ex officio), Vice President & COO (ex officio), and Director of Finance Diversity, Equity and Inclusion Committee – is led by a national board member representative and is comprised of other national board members, various CUPA-HR leaders across the country and national office staff. Additionally, a Corporate Advisory Council (CAC) representative(s) is also asked to serve. The Diversity Equity and Inclusion (DEI) Committee is one of several standing committees established by the national board that are aligned with the association’s strategic priorities. The committee provides review and oversight of the diversity, equity and inclusion goals in CUPA-HR’s Strategic Action Plan; monitors and assesses plan progress; and is responsible for execution of defined action items each year. The committee also ensures that national office staff and volunteer leader responsibilities are clear and recommends updates to the plan to ensure that CUPA-HR’s commitment is sustained. Public Policy Committee – is led by a national board member representative and is comprised of other national board members, various CUPA-HR leaders across the country and national office staff. Additionally, a CAC representative(s) is also asked to serve. Learning and Professional Development Committee - is led by a national board member representative and is comprised of other national board members, each region’s program chair, various CUPA-HR leaders across the country and national office staff. Additionally, a CAC representative(s) is also asked to serve. The purpose of the Learning and Professional Development (LPD) committee is to continue the work that is foundational to who we are as a learning organization. Our work is guided by and rooted in the association’s mission, strategic priorities, and core values. It is the goal of this committee to continually commit to promoting and encouraging the highest standards of higher ed human resource leadership development through ongoing work with the CUPA-HR Learning Framework, development of core HE HR curricula, contributions to the annual conference (session planning and review), and partnering on emerging HE HR issues such as mentoring, onboarding and HR transformation, to name a few. Committees and Task Forces (continued) Association Collaborative with NACUBO - is led by a national board member representative and is comprised of a couple of national board members or chosen association members and several NACUBO representatives. Both NACUBO and CUPA-HR also have a national office staff member serve on the task force. Awards Committee - is led by a national board member representative and is comprised of other national board members, region representatives and national office staff. Engagement/Alignment Task Force - is led by a national board member representative and is comprised of other national board members, various CUPA-HR leaders across the country and national office staff. Corporate Advisory Council (CAC) – is led by a corporate sponsor and is comprised of a corporate chair elect, corporate past chair, selected corporate partners, national board representatives, CUPA-HR President & CEO, and national office staff. Committee Call Access For access to the Committee Conference Calls, click HERE or LIST HERE Other National Board Commitments and Expectations The CUPA-HR national board is very actively engaged in the work of the association. When you agree to serve on the national board, you commit to invest the time and energy necessary to perform your board responsibilities for the length of your term, including: Proactively supporting and promoting CUPA-HR’s strategic priorities Preparing for and actively participating in board meetings and calls Leading and/or serving on one or more board committees Providing input and expertise to national office staff as needed throughout the year Throughout the year, the national board meets either at a specific location or by conference call. On most, if not all occasions, you’ll receive event notifications, agenda and supplemental documents. This year we have the following scheduled events: 1. Board of Directors Calendar. You will need the login credentials for the Board Resources site – see below) 2. Conference Call Information. Most often, the following call-in information will be used for our board calls. Make sure to always verify the call-in information on your calendar invite too. Call: 866-666-0779 PIN: 877_______ 3. It is not uncommon for the board to schedule a Go To Meeting or Go To Webinar. Specific access instructions will be sent closer to the event date. Please note: If we need to host a last-minute call or event, the national office will contact you as soon as possible so that you can make the appropriate arrangements. Other Commitments Throughout your tenure as a national board member, you may want to consider other ways to get involved with association activities, such as at the national, regional or chapter level. Here are some examples: 1. Involvement with Social Media (ex. Twitter), articles or blog posts 2. Work with region and chapter leaders in your area to support their engagement efforts a. Draft a letter to your region leaders acknowledging their efforts and offering your support b. Attend a planning meeting, if possible c. Attend an event, if possible 3. Mentor a a. Region leader b. Chapter leader c. Emerging Leader 4. Help the LPD Committee and LPD national office team in course development Board Resources Prior to each board meeting or conference call, the national office will send you a copy of the agenda and meeting expectations. There is also a dedicated section on the CUPA-HR website for board resources. You may access the site, by going to the Board of Directors Resources at: 1. http://www.cupahr.org/boardofdirectors/login.aspx?ReturnUrl=%2fboardofdirectors%2findex.aspx 2. Login credentials: a. UN: b. PW: Board Contact List, click here Expense Reports As a board member you will be required to submit an expense report for all travel. The treasurer will provide any updates to the expense report – for example, when the government increases the mileage rate. Keep in mind these procedures when completing your report: Expense reports should be submitted within 2 weeks of travel. Expense reports should be submitted to the treasurer first (not the national office) for approval. Once reviewed and approved, the report is forwarded to the national office. If you need to arrive early (e.g., the night before) to a board meeting or any other board obligation, you need prior approval from the treasurer. This helps in the coordination of expenses. A sample expense report: Sample New Board Orientation Agenda (occurs prior to ALP) New Board Orientation Agenda DATE Time Location *Note to new board members, please bring your laptops or iPads with the pdf of your board book materials with you to the new board orientation session. Time 9:00 – 9:15 am 9:15 – 9:30 am Topic Discussion Leader Welcome and Introductions Chair CUPA-HR History CUPA-HR President & CEO 9:30 – 9:45 am The CUPA-HR transition continues—membership growth, national board changes, region restructure, change in dues structure, growth in dues and non-dues revenue Chair 9:45—10:00 am Strategic Priorities guide our work—including creation and use of the learning framework Incoming Chair 10:00 – 10:15 am Role of the national board—strategic vs management role, board member expectations Chair Elect 10:15 – 10:20 am National office staff, support needed from the national board, support provided to the national board CUPA-HR President & CEO 10:20 – 10:35 am Board fiduciary responsibilities, travel reimbursement and overall financial situation of CUPA-HR Treasurer 10:35 – 10:55 am How the board meeting works, the consent agenda, quick review of key board discussion items for July board meeting, questions and clarification regarding the board meeting 10:55 – 11:00 am Closing questions and comments Incoming Chair Chair Mentoring Mentoring is an integral part of your onboarding experience. It allows for a more personal (and structured) opportunity to understand our association’s culture, mission and priorities. Mentoring is about people and brings value to everyone involved in its practice: the protégé, the mentor, the association members, and the association they serve. Mentoring contributes to and fosters an environment in which leaders work together and assist one another in becoming better leaders. We are committed to providing guidance and support and developing a board connection for all of our new board members. To successfully achieve this, we will assign practiced board members to act as mentors. Their role will primarily focus on integrating you as a new board member by helping you understanding board logistics and how you can contribute to the board based on your leadership competencies. The mentor and protégé will be responsible for developing a flexible agreement on how frequently to meet. Meetings should be frequent enough to meet the needs of both parties but not so frequent as to place undue constraints on either party’s time. Protégé Expectations: Review all materials prior to meetings Stay abreast of board-related communications Follow up in a timely manner Fully leverage your mentor relationship Don’t be afraid to ask questions Keep notes of suggestions you feel could improve the mentoring program/experience Other? Recommendations/Tips for Success: Schedule meetings, calls and follow-up communications on your calendar to commit Check in regularly Remember, ask questions! Other? Sample Questions to ask your Mentor: 1. 2. 3. 4. 5. 6. What do you believe are the key attributes of being a CUPA-HR board member? What were some of the questions you wanted to ask as a new board member? What did you find most helpful in adjusting to your role as a new board member? What can I expect in the next 90, 180, 365 days as a board member? What are the 3 key things I should keep in mind as a contributor to board meetings? How can I help / where does the board need me the most? CUPA-HR Board Resources Volunteer Leader Opportunities Site Board Resources Site Committees & Task Force Site Our Mission Site Our Strategic Direction Site Our Core Values & Ethics Site Diversity & Inclusion Site Learning Framework Site Other Key Sites: Chapters & Regions Site Knowledge Center Site Publications Site Conferences Site Webinars Site Advocacy & Compliance Site Surveys Site Social Media Site
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