• Decreased average time to fill job requisitions from 72.5 days to 58.1 days.
  
• Reduced initial response time to service tickets from 10.2 hours in 2022 to 3.9 hours in 2023.
• Classification and Compensation reviewed 3,171 requests with an average turnaround time of 2.7 days.
• Hired and centrally onboarded 9,047 employees and reduced time to completion in Workday across all employee types with a 93.8% satisfaction rating from those attending an orientation session indicating preparedness, engagement and belonging.
  
• Processed 264,279 transactions in Workday (not including recruiting and hiring transactions). Leveraged efficiencies in Workday to batch load many repetitive actions that increased efficiency and timeliness of processing.
• Implemented an effective and efficient Alternate Work Location review and approval process. Since January 2023, 275 fully remote and 1,905 partially remote requests have been processed. Additionally, 1,216 flexible schedule requests have been reviewed and approved.
• Saved $2 million annually by transitioning away from the COVID era program of premium reimbursement for new employees enrolling in benefits during the first 60 days of employment.
• Internally managed six executive searches, successfully filling one vice president-level and one department head position, without the use of external consultants (previously would have cost $250,000 in fees to external vendor). 10 executive searches underway.
• Moved 25% of Texas A&M staff titles (n=255) to a market-based pay structure impacting 1,590 staff employees. Examples of job families impacted include University Police Department, Human Resources and Organizational Effectiveness, Technology Services, Academic Advisors, University Libraries, Environmental Health and Safety, Research Administrators, Utilities and Energy Services and the School of Veterinary Medicine and Biomedical Sciences.
  
• Delivered 825 Living Well events impacting more than 11,000 employees.
• The Living Well Team received Gold Status recognition from the American Heart Association for its commitment to employee health.

Career Development Programs

• 1st Annual Employee Learning Week: December 4 - 8, 2023
• Total number of Employees Impacted: 448
• Total number of learning hours: 3,270
• 99% of participants agree or strongly agree the course improved their competency
• 95% of participants rate their overall experience as one of the best learning experiences they've had

Leadership Development

Leading Self

• Number of new enrollments: 87
• Number of active participants: 182
• Number of learning hours: 3,740
• Number of Program Graduates: 18

Leading Others

• Number of enrollments: 149
• Number of cohorts: 5
• Number of learning hours: 10,680
• Number of Program Graduates: 89
• Total number of Program Graduates: 271

Managers' Minutes

• A strategic communication channel for managers/supervisors to learn about helpful resources and critical updates that they can use to be effective leaders.
• Total Managers' Minutes biweekly attendance (June 2023-December 2023): 1,060
• Examples of topics covered:
  • Progressive discipline with employees
  • FMLA recertification and emergency leave
  • Effective compensation strategies
  • Giving feedback
  • Leading in times of uncertainty
  • Setting clear expectations
  • Managing emotions and conflict

• Position descriptions reviewed: 3,171
• Average turnaround time: 2.7 days
• Increased Average Staff Pay: Average Staff Salary has increased to $73,150 (5.7%)
• Received 155 project requests from departments
• Streamlined service by piloting checklist forms for approval and processing of compensation actions.
• Market based pay structure implementation - 25% of staff titles (255) have moved to the Market Strategy which affected 20% (1590) of staff.
• Completed market reviews on 60% of all staff titles which would affect 78% of staff.
• Submitted 290 requests to either create new title or modify existing titles to the System-Wide Pay Plan for staff positions.

• Reviewed and streamlined 37 Standard Operating Procedures.
• Coordinated the review of documents and web content to meet the requirements of Senate Bill 17.
• Implemented an effective and efficient Alternate Work Location review and Approval process.
  • Processed 275 fully remote and 1905 partially remote requests.
• Supported employee requests for various leaves and ensured accurate and complete processing.
  • Parental Leave Requests: 68
  • FMLA Cases Processed: 650
  • Sick Leave Hours Awarded: 47,196.26 hours
  • 205,686.28 hours donated and/or returned to the sick leave pool

Recruiting and Hiring

• Launched a standardized process for recruiting and hiring to ensure consistency of experience for managers and new hires and added efficiency to the overall process.
• Average Time to Hire decreased from 72.5 days in 2022 to 58.1 days in 2023.
• Maintained an average of 492.6 active job postings on Texas A&M Career Site and External job boards including LinkedIn and Indeed.
• Total Unique Applicants for posted positions = 34,210 - Total Applications = 61,597
• Number of employees hired across Texas A&M University, Texas A&M University at Galveston and Texas A&M Health (includes student workers but excludes camps and internal hires/transfers) = 9,047.
• Total # background checks run for Texas A&M, Texas A&M at Galveston or Texas A&M Health:
  • 2022 = 15,121 with an average cost of $21.14 each
  • 2023 = 14,701 with an average of $16.30 each
• Achieved cost savings of $80,000 annually by reducing the suite of vendors for recruiting.

Onboarding

• Established two common hire dates (1st and 16th of every month) and later expanded to 4 days per month in response to customer feedback.
• Sponsored a central onboarding and orientation event - feedback from new hires showed 93.8% of participants agreed the information offered at the session was helpful to prepare as a new employee of the university
• Total # of I-9 forms processed = 8,449

Executive Searches

• Successfully filled six searches, including one vice president-level position and one department head position, resulting in a cost savings of more than $250,000.

• Reduced average ticket response time from 10.2 hours in 2022 to 3.9 hours in 2023.
• Completed 18,156 service tickets and 17,962 Workday actions. On average, all service requests were resolved and closed in 3.3 days.
• Completed 3,027 New Hire Benefit Enrollment events, both in person and virtually.
• Conducted 362 pre-retirement meetings.
• Processed 16,264 open enrollment actions.

• More than 535 participants in Employee Assistance Program webinars.
• Nearly 11,000 participants in wellness event activities.
• More than 825 staff appreciation events, both virtually and in person.
• The Living Well team received "Gold Status" from the American Heart Association for its commitment to employee health. This recognition underscores the dedication to implementing best practices for workforce health by focusing on behavior-changing initiatives and fostering healthier, more engaged and productive employees.
• Aggie Way Engagement Program, a universitywide initiative, focused on recognizing Aggies who lead by example and enrich both our learning and working environments by living out Aggie Core Values.

• Payments Processed = 346,929
• Forms W-2 issued = 30,146

• Transactions Processed in Workday (excluding recruiting actions):
  • Total Transactions = 264,279
  • Transactions initiated by other System Members for TAMU Employee = 30,119
  • Unique Employees with Transactions = 13,988
  • Average Transaction per Employee = 18