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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 isÌýoperating more in a transactional than strategic capacity. Teams only have time and bandwidth to focus on short-term,Ìýroutine tasks that are primarily administrative in scope. The HR Blueprint Project will advance the maturity of CU Boulder HRÌýto allow us to operate as a strategic partner helping support the objectives of the organization.​

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

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

• HR practitioners agree the existing processes and systems aren’t working as well as we need them to.​​
• There are staffing capacity limitations that we need to address.​
• HR would benefit from a unified strategy to help make decisions, allocate resources, and prioritize work.​
• Strengthening our governance mechanisms would help ensure we align with institutional goals, reduce risk, and knowÌýwhere accountability sits.​
• Where possible, we need to automate transactional processes and services.​
• All of HR would benefit fromÌýa technology roadmap to helpÌýimprove the usage of our current tools and the selectionÌýof future tools.​
• A cohesive HR culture underpinned by a commitment to employee equity and reducing process exceptions wouldÌýstrengthen the HR function.​

To meet our primary HR Blueprint objectives and to open the door for change, we must first establish an intentionalÌýHRÌýoperating model for CU Boulder.​ An HR operating model is how an HR function is organized to deliver value to its internal customers and theÌýorganization. ​An HR operating model encompasses sixÌýkey areas: people, service delivery, technology,Ìýmeasurement, governance, andÌýprocess. ​ A strong HR function has clarity and cohesion across all six areas.​

Based on the inputs from the Feasibility Phase, the Project Leadership Team selected the Partner Model as the targetÌýoperating model for CU Boulder HR. This model was chosenÌýas the option that will best allow us to achieve ourÌýobjectives of becoming a strategic function, improving the employee experience and making it more equitable, andÌýstreamlining our ways of working to achieve Operational Excellence.​​

HR Partners will be embedded within the unit for HR consulting and strategic support and will be a key link betweenÌýCentral HR and the unit. This gives the units a direct line into the Central HR centers of excellence. It also givesÌýus theÌýstructure to bring HR policies and standards, transactional support,ÌýandÌýtechnology into the Central HR team, whileÌýrelying on the units to define procedures, make decisions around talent,ÌýandÌýalign the subject matter perspective to HR-related activities.​​

An HR Partner will:​​

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

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

We have broken the work for the complete HR Blueprint Project down into three Horizons, each lasting approximatelyÌý12 months. ​Each Horizon will contain initiatives about our identified areas of opportunity.​ÌýHorizon 1Ìýwill focus onÌýthe following fiveÌýkey initiatives andÌýbegin in June of 2024:​​

1. Strategy:ÌýDefining the CU Boulder HR strategy​​
2. Culture:ÌýDefining the HR value proposition and creating a refreshed CU Boulder HR identity​
3. Processes & Standards:ÌýDefining and implementing standards for the hire, maintain, and separateÌýprocesses​​
4. Technology:ÌýDocumenting the current HR systems and creating a technology roadmap​
5. Structure & Governance:ÌýDefining the structure, roles, and accountabilities that will be needed in the newÌýPartner Model​​​

In the interim (today throughÌý2025) work will not transition to Central HR unless requestedÌýby the Unit orÌýLeadership. Hiring can proceed as usual; however, Central HR must be engaged in the position descriptionÌýandÌýinterview process to ensure new hire capabilities align withÌýfuture-state requirements.Ìý​All promotionsÌýand re-classifications will also be reviewed by Central HR leadership.​

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

• Working groups​
• Open Forums​
• ³§³Ü°ù±¹±ð²â²õ​
• Comment Boxes​

There are three ways to get information:​​

1. Visit theÌýHR Blueprint Project website. This is where you can find FAQs, materials, and a copy of the full Feasibility Report​.​
2. Attend an Ask Me AnythingÌýsession. We will be holding these open sessions periodically throughout the project. ​​
3. Email us atÌýhrblueprint@colorado.eduÌýwith any questions, feedback, or to get involved. We will respond to emailsÌýwithin 24 hours.​​

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

Transitioning to the Partner Model will not happen overnight. ​This will be a multi-year effort that will require carefulÌýplanning and an inclusive approach. We currently have the entire Blueprint Project mapped across three Horizons ofÌýwork:​

1. Horizon 1:ÌýEnd of FY2025​
2. Horizon 2:ÌýEnd of FY2026​
3. Horizon 3:ÌýEnd of FY2027​