University Human Resources

2024-26 Strategic Initiatives

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2024-26 Strategic Initiatives

Tracking our progress toward a transformed employee experience.

Our Vision

We are cultivating a culture of agility and bold thinking to transform HR operations at Brown. By embracing an HR solutions mindset and strengthening our core business processes, we are building a collaborative community where exceptional talent can thrive.

Our goal is clear: set the standard for HR excellence in higher education while creating a work environment that empowers every employee.

Our Roadmap

The UHR Strategic Roadmap is a dynamic framework that evolves alongside the needs of our campus community. While our journey began with 34 core initiatives, our ongoing assessments have allowed us to refine and expand our focus to 47 strategic goals. These initiatives are categorized into six key functional areas, ensuring that every facet of the employee life cycle, from recruitment and compensation to retirement and wellbeing, receives dedicated, measurable attention.

Explore Strategic Initiatives

Select a team below to view the specific initiatives, timelines and current status of our strategic work.

All Strategic Initiatives

UHR Unit	Initiative	Description	Timeline / Status
Office of VPHR	UHR Communications Framework	Develop a UHR Communications and Stakeholder Engagement Framework to provide clear and consistent communications. This framework will enable UHR to ensure quality and collaboration.	FY26	In-progress
Office of VPHR	UHR Website Redesign	Embark on a comprehensive UHR Website Redesign to promote Brown as an employer of choice and attract and retain a diverse and talented workforce. This website redesign will include streamlining and design enhancements to provide a visually appealing, accessible, and user-centric experience for prospective and existing employees.	FY26	Completed
Office of VPHR	Project Management Tool Implementation	Develop a robust project management approach to include the implementation of a project management tool and UHR Project Management Team. This project management tool will allow UHR to be more efficient, transparent, and effective in delivering best-in-class HR solutions.	FY26	In-progress
Office of VPHR	Promote Brown as an Employer of Choice	Promote the visibility of Brown as an Employer of Choice and HR as a Best-in-Class operation in Higher Education.	FY26	Completed
Office of VPHR	UHR Team Building	Create a unified oneUHR model, with a focus on UHR team building, engagement and team cohesion	FY26	In-progress
Office of VPHR	HR Service Delivery Model	Develop a more robust HR professionals community at Brown, including enhancing the HR Business Partner Model.	FY27	In-progress
Office of VPHR	HR Data Analytics & Reporting	Develop comprehensive HR Data Analytics & Reporting to enable Brown to make more informed HR decisions regarding its workforce and associated trends. This will include the development of Metrics for process improvement and measuring the effectiveness and impactfulness of UHR. In FY 2025 and 2026 produce an annual UHR metrics report.	FY26	In-progress
Office of VPHR	HR Policies & Procedures	Develop, review, and/or update all UHR Policies, Standard Operating Procedures (SOP), and guidelines. Implement a recurring cadence every three years and create a centralized database for SOP management and oversight.	FY27	In-progress
Office of VPHR	Budget Adherence	To consistently adhere to the approved department budget by the end of the fiscal year, through careful expense monitoring, cost-cutting initiatives, and improved financial planning.	FY26	Completed
Office of VPHR	UHR New Hire Onboarding and Integration	Create a seamless and engaging onboarding experience for UHR new hires by enhancing the process to ensure every employee feels welcomed, supported, and fully prepared to contribute from day one.	FY26	In-progress
Office of VPHR	UHR Google Sites	Develop internal web pages to enhance collaboration, provide greater transparency, information access, and engagement. Google sites for UHR, HR Business Partners, and HR Advisory Board have been deployed.	FY26	In-progress
Office of VPHR	SOP Development - Offer Letters	Develop a standard procedure for creating and reviewing offer letters.	FY26	In-progress
Office of VPHR	Moving Policy	Establish a working group to evaluate the current policy, as it relates to employee eligibility and reimbursable costs. Assess opportunities to enhance the policy to provide continued support for new hires while applying best practices to ensure fiscal responsibility.	FY26	Completed
Benefits	Benefits Technology	Implement benefits-related customer service technology to advance technology and process improvement capabilities for Brown's benefits programs and functions, including but not limited to the expanded use of employee self-service options.	FY26	In-progress
Benefits	Enhance ADA Process and Service Delivery	Develop an in-house strategy and approach to efficiently and effectively manage Brown's ADA accommodation and processes. This will allow UHR to better ensure consistent compliance with ADA laws, efficiency in ADA administration, case management, and reporting as well as increased employee satisfaction by delivering excellent customer service to our faculty and staff.	FY25	Completed
Benefits	Employee Wellness	Enhance Brown's wellness strategy and incentive structure to increase employee engagement and employee wellness outcomes	FY26	In-progress
Benefits	Continuous Review of Benefit enhancements and offerings, cost saving initiative	Conduct a comprehensive benefit review of Brown's benefit programs, develop a proposed action plan, and implement approved employee benefit enhancements and work-life family initiatives that continue to position Brown as an employer of choice.	FY26	In-progress
Benefits	SECURE 2.0 provision adoption	Conduct a thorough review of secure 2.0 elective provisions and mandatory and implement adopted and mandated changes to both Defined Contribution Plans	FY26	In-progress
Benefits	Determine future of ACA reporting, possible outsourcing	Conduct an RFP for ACA reporting vendors	FY26	On Hold
Compensation	Compensation and Career Pathways Initiative	Embark on a comprehensive Staff Compensation Architecture and Career Pathways initiative. This transformative project will reimagine our job leveling/classification framework and salary structures to ensure staff are compensated fairly and competitively to attract and retain a diverse and talented workforce at Brown. This initiative will also identify career pathways to help staff develop and grow.	FY27	In-progress
Compensation	Enhanced Staff Job Audits	Enhance the staff job audit process to provide greater transparency for staff, managers, and faculty in developing, reviewing, and maintaining accurate job descriptions.	FY25	In-progress
Compensation	Compensation Training	Develop and administer a regular cadence of compensation-related training to managers and HRBPs to foster a greater understanding of compensation processes and resources provided at Brown, and compliance with applicable compensation laws, policies, and/or guidelines.	FY26	In-progress
Compensation	Review Retention and Sign On Bonus Policies	Developing an official policy/sop regarding criteria for retention offers and bonus and sign on bonuses.	FY25	In-progress
Compensation	Reorganization and position elimination materials	Enhance and develop reorganization and position elimination materials including toolkits for managers and staff, templates, letters, etc. Streamline the approval process.	FY26	Completed
Employee/Labor Relations	Employee and Labor Relations Operations	Restructure Brown's Employee and Labor Relations functions to enable the unit to more effectively and efficiently serve the campus community and be a proactive strategic partner in employee and labor relations matters.	FY25	In-progress
Employee/Labor Relations	Staff Retention and Engagement	Increase utilization of staff retention and exit interviews to capture retention data and trends to position Brown more effectively as an employer of choice and enable the university to be better informed as to practices that will enhance recruitment, retention, and engagement of our staff.	FY25	In-progress
Employee/Labor Relations	Case Management Technology	Implement an ER and LR Case Management System to ensure all ER cases are consistently managed, tracked, and updated in a centralized manner, including the availability of real-time ER and LR reports, data and analytics.	FY25	In-progress
Employee/Labor Relations	Departmental Process Continuity	Review and revise, as needed, all ER documents, forms, and processes.	FY26	In-progress
Employee/Labor Relations	Re-imagine the Annual Performance Management Process	Re-imagine the Staff annual performance management process to develop our staff in terms of performance, coaching, and career progression.	FY26	In-progress
Employee/Labor Relations	Training for Union Managers	Partner with area VPs and HRPBs to train managers regarding changes in recently ratified contracts.	FY26	In-progress
Talent Acquisition	Enhance Staff Recruitment	Enhance the Staff Recruitment strategies as an employer of choice in attracting and retaining a talented diverse workforce that includes the Employee Value Proposition, Diversity resources, community engagement and outreach initiatives, pre-boarding and onboarding activities as well as additional hiring training and resources. Streamline the recruitment process and time to fill positions at Brown, and provide regular recruitment training for managers and HRBPs.	FY26	In-progress
Talent Acquisition	HR Service Center Enhancements	HR Service Center Enhancements: Increase supportive/consultative resources while leveraging technology to automate transactional work when available to gain greater efficiency and effectiveness for the Campus Community.	FY26	In-progress
Talent Acquisition	Student Employee Engagement	Student Employment engagement with Campus Partners (DOC - Career Exploration) to further enhance the student employment work experience on campus. The collaboration with campus student partnerships to develop greater transparency, and standardization when applicable, improve efficiency and provide valuable additional training resources.	FY26	In-progress
Talent Acquisition	Student Pay Equity Study	Conduct regular staff and undergraduate student pay equity studies. This will ensure Brown proactively increases transparency and understanding of Brown's commitment to fair and equitable pay, and address any pay equity concerns.	FY26	On Hold
Talent Acquisition	GSIM Process Enhancements	Graduate Student Information Management process improvement and automation opportunities in consultation with the Graduate School and OIT to optimize and improve the graduate student experience for appointments and payment processing.	FY26	In-progress
Talent Acquisition	Onboarding	Recommendations for updating workday onboarding and new employee orientation.	FY26	Completed
Talent Acquisition	Temporary Employment	Exploring opportunities to review temporary employment at the University through nextSource as a cost saving measure	FY26	In-progress
Learning, Development, and Engagement	Enhance Self-directed Learning Phase 2	For fy 26: Continue to create next-level courses based on needs; promote LinkedIn Learning courses and features such as LIL AI coach through Enhance self-directed learning through Workday Learning and LinkedIn Learning via LDE stand alone sessions. Enhance self-directed learning through Workday Learning and LinkedIn Learning. current state is that staff, HRBPs and managers report difficulty in searching for self-directed learning given the shear number of modules available through LIL. Additionally and in response to feedback from assessments, in-house, Brown branded/customized elearning is/has been developed and will continue to be reviewed.	FY26	In-progress
Learning, Development, and Engagement	For FY 26: Full roll out of both essentials programs and CliftonStrengths for both managers and individual contributors.The Essentials Programs: Management Essentials full roll out along with developing and piloting Staff Essentials and CliftonStrengths for managers.	As part of the Future of Work Initiative, Talent Development is developing a training program to offer baseline information and skills for managers and individual contributors. Management Essentials was piloted in FY 24 and will be fully rolled out in FY 25. Staff Essentials is under development. An offshoot of Management Essentials is CliftonStrengths for Manager which is being piloted in FY 24-25. The Staff Essentials will help individual contributors increase awareness of their strengths and provide powerful communication skills to facilitate meaningful interactions given the various work modalities, e.g., onsite, remote, and hybrid. We define individual contributors as staff who do not have other staff direct reports. In other words, non-supervisors/managers. Staff need information and key skills to effectively contribute to the mission of the university. This program will provide a baseline with a keen focus on the lifecycle of the employee/HR.	FY26	In-progress
Learning, Development, and Engagement	FOR FY 26: Continue to identify and support development of other skill-building offerings; this includes continued support for ongoing and emerging CoPs and DTD.	Through ongoing feedback via evaluations, we will continue to develop skill-building programming to meet developmental needs of staff.	FY26	In-progress
Learning, Development, and Engagement	FY 26: Employee Engagement, Recognition, and Appreciation includes No cost recognition	Increasing employee engagement through a variety of programming via feedback and measurements of current programming.Make enhancements to programs as a result of feedback and measurements. ensure key programs contribute to employee engagement. While Brown has a formal excellence awards program, we do not have resources and ideas for recognizing staff on a more frequent and sincere basis.(peer-to-peer and manager to report). This initiative aims to research and develop tools, resources and ideas for managers for recognizing great work more informally and potentially on the spot.	FY26	In-progress
Learning, Development, and Engagement	New! FY 26: Repository of Employee Engagement videos	Archive all SDD. and BEAR Day-related videos on the UHR/LDE website	FY26	In-progress
Learning, Development, and Engagement	For FY 26: Deploy the pilot designated coaching program.	Provide a coaching at the executive level as a means of developing senior leaders and as a way of helping new executive leaders develop a plan and solid foundation for success as they onboard to the university. This comprehensive proposal will also provide recommendations for creating a coaching-culture at all levels of the university. A third component of this proposal is for career coaching. Current state issues include a lack of centralized programming surrounding executive coaching, resulting in variable expenditures, lack of structure with a beginning, middle and end to coaching engagements and a tendency to use coaching to correct derailing performance. Overall at Brown, there is a lack of full embracement of a coach-like culture and lack of career coaching for internal career pathways.	FY26	Completed
Learning, Development, and Engagement	Design, develop and deploy CCPI training	Partner with Comp and other HR colleagues to design, develop and deploy CCPI related training for the Brown staff community	FY26	In-progress
Learning, Development, and Engagement	Research how other universities are moving from new Comp system to career pathways	Map required skills for career path/advancement to skill building objects	FY26	In-progress
Learning, Development, and Engagement	Campus-wide compliance training as part of onboarding/phase 2	Supported Campus Life’s launch and follow-up for the April - May 2025, Understanding Brown’s Policies on Discrimination and Harassment training in compliance with the Office of Civil Rights requirements, and achieved a 97.9% employee completion rate as of June 2025.	FY26	Completed
Learning, Development, and Engagement	Pilot New LCP (Tiers 1 & 2)	The new LCP must therefore build upon the foundational knowledge provided by Management Essentials, differentiate itself from LFWYA, and prioritize skills that are most critical for managers navigating a dynamic organizational landscape, all while being fiscally responsible. The reimagined LCP will be designed to empower Brown University managers to lead effectively, adaptively, and with resilience, fostering high-performing and engaged teams in any organizational context. Based on the analysis of Brown's context, existing programs, and Sarah Latham's leadership philosophy, we propose a tiered curriculum for the new LCP. Tier 1: Immediate & High-Impact (Core Leadership Capabilities); Tier 2: Essential for Robust Management (Comprehensive Team & Self-Leadership); Tier 3: Future Considerations / Specialized Topics (Longer-Term or Electives)	FY26	In-progress

Office of VPHR

Initiative	Description	Timeline / Status
UHR Communications Framework	Develop a UHR Communications and Stakeholder Engagement Framework to provide clear and consistent communications. This framework will enable UHR to ensure quality and collaboration.	FY26	In-progress
UHR Website Redesign	Embark on a comprehensive UHR Website Redesign to promote Brown as an employer of choice and attract and retain a diverse and talented workforce. This website redesign will include streamlining and design enhancements to provide a visually appealing, accessible, and user-centric experience for prospective and existing employees.	FY26	Completed
Project Management Tool Implementation	Develop a robust project management approach to include the implementation of a project management tool and UHR Project Management Team. This project management tool will allow UHR to be more efficient, transparent, and effective in delivering best-in-class HR solutions.	FY26	In-progress
Promote Brown as an Employer of Choice	Promote the visibility of Brown as an Employer of Choice and HR as a Best-in-Class operation in Higher Education.	FY26	Completed
UHR Team Building	Create a unified oneUHR model, with a focus on UHR team building, engagement and team cohesion	FY26	In-progress
HR Service Delivery Model	Develop a more robust HR professionals community at Brown, including enhancing the HR Business Partner Model.	FY27	In-progress
HR Data Analytics & Reporting	Develop comprehensive HR Data Analytics & Reporting to enable Brown to make more informed HR decisions regarding its workforce and associated trends. This will include the development of Metrics for process improvement and measuring the effectiveness and impactfulness of UHR. In FY 2025 and 2026 produce an annual UHR metrics report.	FY26	In-progress
HR Policies & Procedures	Develop, review, and/or update all UHR Policies, Standard Operating Procedures (SOP), and guidelines. Implement a recurring cadence every three years and create a centralized database for SOP management and oversight.	FY27	In-progress
Budget Adherence	To consistently adhere to the approved department budget by the end of the fiscal year, through careful expense monitoring, cost-cutting initiatives, and improved financial planning.	FY26	Completed
UHR New Hire Onboarding and Integration	Create a seamless and engaging onboarding experience for UHR new hires by enhancing the process to ensure every employee feels welcomed, supported, and fully prepared to contribute from day one.	FY26	In-progress
UHR Google Sites	Develop internal web pages to enhance collaboration, provide greater transparency, information access, and engagement. Google sites for UHR, HR Business Partners, and HR Advisory Board have been deployed.	FY26	In-progress
SOP Development - Offer Letters	Develop a standard procedure for creating and reviewing offer letters.	FY26	In-progress
Moving Policy	Establish a working group to evaluate the current policy, as it relates to employee eligibility and reimbursable costs. Assess opportunities to enhance the policy to provide continued support for new hires while applying best practices to ensure fiscal responsibility.	FY26	Completed

Benefits & Wellness

Initiative	Description	Timeline / Status
Benefits Technology	Implement benefits-related customer service technology to advance technology and process improvement capabilities for Brown's benefits programs and functions, including but not limited to the expanded use of employee self-service options.	FY26	Completed
Enhance ADA Process and Service Delivery	Develop an in-house strategy and approach to efficiently and effectively manage Brown's ADA accommodation and processes. This will allow UHR to better ensure consistent compliance with ADA laws, efficiency in ADA administration, case management, and reporting as well as increased employee satisfaction by delivering excellent customer service to our faculty and staff.	FY25	Completed
Employee Wellness	Enhance Brown's wellness strategy and incentive structure to increase employee engagement and employee wellness outcomes	FY27	In-progress
Continuous Review of Benefit enhancements and offerings, cost saving initiative	Conduct a comprehensive benefit review of Brown's benefit programs, develop a proposed action plan, and implement approved employee benefit enhancements and work-life family initiatives that continue to position Brown as an employer of choice.	FY26	Completed
SECURE 2.0 provision adoption	Conduct a thorough review of secure 2.0 elective provisions and mandatory and implement adopted and mandated changes to both Defined Contribution Plans	FY26	Completed
Determine future of ACA reporting, possible outsourcing	Conduct an RFP for ACA reporting vendors	FY26	On Hold

Compensation & Organizational Services

Initiative	Description	Timeline / Status
Compensation and Career Pathways Initiative	Embark on a comprehensive Staff Compensation Architecture and Career Pathways initiative. This transformative project will reimagine our job leveling/classification framework and salary structures to ensure staff are compensated fairly and competitively to attract and retain a diverse and talented workforce at Brown. This initiative will also identify career pathways to help staff develop and grow.	FY27	In-progress
Enhanced Staff Job Audits	Enhance the staff job audit process to provide greater transparency for staff, managers, and faculty in developing, reviewing, and maintaining accurate job descriptions.	FY25	On Hold
Compensation Training	Develop and administer a regular cadence of compensation-related training to managers and HRBPs to foster a greater understanding of compensation processes and resources provided at Brown, and compliance with applicable compensation laws, policies, and/or guidelines.	FY26	Completed
Review Retention and Sign On Bonus Policies	Developing an official policy/sop regarding criteria for retention offers and bonus and sign on bonuses.	FY26	Completed
Reorganization and position elimination materials	Enhance and develop reorganization and position elimination materials including toolkits for managers and staff, templates, letters, etc. Streamline the approval process.	FY26	Completed

Employee & Labor Relations

Initiative	Description	Timeline / Status
Employee and Labor Relations Operations	Restructure Brown's Employee and Labor Relations functions to enable the unit to more effectively and efficiently serve the campus community and be a proactive strategic partner in employee and labor relations matters.	FY26	Completed
Staff Retention and Engagement	Increase utilization of staff retention and exit interviews to capture retention data and trends to position Brown more effectively as an employer of choice and enable the university to be better informed as to practices that will enhance recruitment, retention, and engagement of our staff.	FY26	Completed
Case Management Technology	Implement an ER and LR Case Management System to ensure all ER cases are consistently managed, tracked, and updated in a centralized manner, including the availability of real-time ER and LR reports, data and analytics.	FY26	Completed
Departmental Process Continuity	Review and revise, as needed, all ER documents, forms, and processes.	FY26	Completed
Re-imagine the Annual Performance Management Process	Re-imagine the Staff annual performance management process to develop our staff in terms of performance, coaching, and career progression.	FY27	In-progress
Training for Union Managers	Partner with area VPs and HRPBs to train managers regarding changes in recently ratified contracts.	FY26	Completed

Learning, Development & Engagement

Initiative	Description	Timeline / Status
Enhance Self-directed Learning Phase 2	For fy 26: Continue to create next-level courses based on needs; promote LinkedIn Learning courses and features such as LIL AI coach through Enhance self-directed learning through Workday Learning and LinkedIn Learning via LDE stand alone sessions. Enhance self-directed learning through Workday Learning and LinkedIn Learning. current state is that staff, HRBPs and managers report difficulty in searching for self-directed learning given the shear number of modules available through LIL. Additionally and in response to feedback from assessments, in-house, Brown branded/customized elearning is/has been developed and will continue to be reviewed.	FY26	In-progress
For FY 26: Full roll out of both essentials programs and CliftonStrengths for both managers and individual contributors.The Essentials Programs: Management Essentials full roll out along with developing and piloting Staff Essentials and CliftonStrengths for managers.	As part of the Future of Work Initiative, Talent Development is developing a training program to offer baseline information and skills for managers and individual contributors. Management Essentials was piloted in FY 24 and will be fully rolled out in FY 25. Staff Essentials is under development. An offshoot of Management Essentials is CliftonStrengths for Manager which is being piloted in FY 24-25. The Staff Essentials will help individual contributors increase awareness of their strengths and provide powerful communication skills to facilitate meaningful interactions given the various work modalities, e.g., onsite, remote, and hybrid. We define individual contributors as staff who do not have other staff direct reports. In other words, non-supervisors/managers. Staff need information and key skills to effectively contribute to the mission of the university. This program will provide a baseline with a keen focus on the lifecycle of the employee/HR.	FY26	Completed
FOR FY 26: Continue to identify and support development of other skill-building offerings; this includes continued support for ongoing and emerging CoPs and DTD.	Through ongoing feedback via evaluations, we will continue to develop skill-building programming to meet developmental needs of staff.	FY26	Completed
FY 26: Employee Engagement, Recognition, and Appreciation includes No cost recognition	Increasing employee engagement through a variety of programming via feedback and measurements of current programming.Make enhancements to programs as a result of feedback and measurements. ensure key programs contribute to employee engagement. While Brown has a formal excellence awards program, we do not have resources and ideas for recognizing staff on a more frequent and sincere basis.(peer-to-peer and manager to report). This initiative aims to research and develop tools, resources and ideas for managers for recognizing great work more informally and potentially on the spot.	FY27	In-progress
New! FY 26: Repository of Employee Engagement videos	Archive all SDD. and BEAR Day-related videos on the UHR/LDE website	FY26	In-progress
For FY 26: Deploy the pilot designated coaching program.	Provide a coaching at the executive level as a means of developing senior leaders and as a way of helping new executive leaders develop a plan and solid foundation for success as they onboard to the university. This comprehensive proposal will also provide recommendations for creating a coaching-culture at all levels of the university. A third component of this proposal is for career coaching. Current state issues include a lack of centralized programming surrounding executive coaching, resulting in variable expenditures, lack of structure with a beginning, middle and end to coaching engagements and a tendency to use coaching to correct derailing performance. Overall at Brown, there is a lack of full embracement of a coach-like culture and lack of career coaching for internal career pathways.	FY26	Completed
Design, develop and deploy CCPI training	Partner with Comp and other HR colleagues to design, develop and deploy CCPI related training for the Brown staff community	FY26	In-progress
Research how other universities are moving from new Comp system to career pathways	Map required skills for career path/advancement to skill building objects	FY26	In-progress
Campus-wide compliance training as part of onboarding/phase 2	Supported Campus Life’s launch and follow-up for the April - May 2025, Understanding Brown’s Policies on Discrimination and Harassment training in compliance with the Office of Civil Rights requirements, and achieved a 97.9% employee completion rate as of June 2025.	FY26	Completed
Pilot New LCP (Tiers 1 & 2)	The new LCP must therefore build upon the foundational knowledge provided by Management Essentials, differentiate itself from LFWYA, and prioritize skills that are most critical for managers navigating a dynamic organizational landscape, all while being fiscally responsible. The reimagined LCP will be designed to empower Brown University managers to lead effectively, adaptively, and with resilience, fostering high-performing and engaged teams in any organizational context. Based on the analysis of Brown's context, existing programs, and Sarah Latham's leadership philosophy, we propose a tiered curriculum for the new LCP. Tier 1: Immediate & High-Impact (Core Leadership Capabilities); Tier 2: Essential for Robust Management (Comprehensive Team & Self-Leadership); Tier 3: Future Considerations / Specialized Topics (Longer-Term or Electives)	FY26	In-progress

Talent Acquisition & Employment Services

Initiative	Description	Timeline / Status
Enhance Staff Recruitment	Enhance the Staff Recruitment strategies as an employer of choice in attracting and retaining a talented diverse workforce that includes the Employee Value Proposition, Diversity resources, community engagement and outreach initiatives, pre-boarding and onboarding activities as well as additional hiring training and resources. Streamline the recruitment process and time to fill positions at Brown, and provide regular recruitment training for managers and HRBPs.	FY26	In-progress
HR Service Center Enhancements	HR Service Center Enhancements: Increase supportive/consultative resources while leveraging technology to automate transactional work when available to gain greater efficiency and effectiveness for the Campus Community.	FY26	In-progress
Student Employee Engagement	Student Employment engagement with Campus Partners (DOC - Career Exploration) to further enhance the student employment work experience on campus. The collaboration with campus student partnerships to develop greater transparency, and standardization when applicable, improve efficiency and provide valuable additional training resources.	FY26	In-progress
Student Pay Equity Study	Conduct regular staff and undergraduate student pay equity studies. This will ensure Brown proactively increases transparency and understanding of Brown's commitment to fair and equitable pay, and address any pay equity concerns.	FY26	In-Progress
GSIM Process Enhancements	Graduate Student Information Management process improvement and automation opportunities in consultation with the Graduate School and OIT to optimize and improve the graduate student experience for appointments and payment processing.	FY27	In-progress
Onboarding	Recommendations for updating workday onboarding and new employee orientation.	FY26	Completed
Temporary Employment	Exploring opportunities to review temporary employment at the University through nextSource as a cost saving measure	FY26	In-progress