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• This transition to the HR Partner Model is about positioning the university for long-term sustainability and success, enabling us to continue fulfilling our mission by supporting the people who make that mission possible.
• Through feedback — directly from HR practitioners and campus partners — we know that the way HR works today isn’t meeting the needs of the university. Employee experiences across campus vary, and not everyone is receiving the same level of support or consistency.
• The Partner Model is our opportunity to address these issues, so HR can be more connected, responsive, and effective in supporting the people who power ¶¶ÒõÂÃÐÐÉä Boulder’s mission.

• For our campus community, our goals are for them to experience a more seamless, consistent, and proactive HR service model. There will be clearer points of contact and quicker access to expertise.
• For our HR community, our goals with implementing the Partner Model are to provide more clarity about roles, responsibilities, and career paths; give our practitioners greater opportunity to focus on meaningful, strategic work and grow their skills, and build a stronger 'One HR' community where collaboration, professional development, and recognition are front and center.
• Ultimately, we want HR to be a true strategic partner — helping units recruit, develop, support, and retain the best talent to advance ¶¶ÒõÂÃÐÐÉä Boulder's mission.

• These decisions were made through a thoughtful and collaborative process with diverse members of the campus community, including faculty and staff. We relied on a combination of research and data analysis, direct feedback from campus constituents, input from HR subject matter experts and practitioners, and guidance from senior leadership.
• The final decisions were made by campus leadership based on recommendations that reflected the needs of the university, and the priorities shared with us by the campus community.

• This work is part of the campus resource and infrastructure alignment strategic priority rolling out in the coming academic year, per campus goal setting during 2024-25.
• This effort also supports the success of ¶¶ÒõÂÃÐÐÉä Boulder faculty and staff by moving ¶¶ÒõÂÃÐÐÉä Boulder HR into the future to ensure our staff and faculty have the tools, systems, and resources they need to grow and thrive at this institution.

The Chancellor and campus leaders have endorsed and are supportive of these changes. The proposed changes will address the stated desire for greater clarity, consistency, and coordination, and we are committed to a collaborative process as we move forward.

No. The primary goal is about positioning us for long-term success, making sure we are structured to serve our campus effectively and sustainably. Through these changes, we want to improve the employee experience and optimize the way we deliver services to campus to maximize resources put towards our academic and research missions.

• As we standardize roles and reporting lines, your job may change—in title, responsibilities, or reporting structure. For some, the changes may be minimal; for others, they may involve a shift in responsibilities or structure. Our goal is to ensure everyone has clarity about their role, a defined career path, and the support needed to succeed.
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• These changes are designed to better align HR work across campus, reduce duplication, and create clearer career development pathways. We’re committed to supporting you through any transition.

• We’ve established six standardized HR roles as part of the new structure. These roles are designed to provide greater consistency, clarify responsibilities, and ensure every HR practitioner has a clear place within the broader HR function.
• While some of these roles align closely with current titles and duties, others consolidate or redefine responsibilities to better support our institutional goals. We’ll be providing detailed role descriptions and comparison guides to help each of you understand how your current role maps to the new structure. This will be part of our implementation planning process.

Today, HR roles, responsibilities, and titles vary from unit to unit across campus. Standardizing positions means aligning current roles to a shared structure with consistent titles and responsibilities.

• In some cases, yes. Where the responsibilities of a standardized role differ significantly from a person’s current role—such as new duties being added that do not reflect the current work performed or contributions already being made—we will need to post the position and ask individuals to interview, in alignment with the Equal Pay for Equal Work Act.
• We understand this may feel uncertain — but it is also an opportunity. This process gives everyone a clear understanding of the expectations for each role and a chance to step into positions that are better aligned with their strengths, interests, and long-term goals.
• Our goal is to support a fair and thoughtful transition, and we’ll provide guidance and resources along the way.

• As we move to a standardized structure, we recognize that not every current role will align perfectly with the new roles as they’re defined.
• If your current responsibilities don’t map directly to one of the new standard roles, we’ll work with you to understand how your experience and skills may fit into a redefined or adjacent role. In some cases, this may mean shifting responsibilities or exploring other opportunities within the university.
• Our goal is to ensure that everyone is supported through this transition with transparency and time to understand what the changes mean for them. We’ll provide guidance and support throughout the process.

• We know that multi-role positions—where someone is responsible for HR and one or more additional function, like finance, IT, or administration—are an important part of how some units operate today. Over the next few months, we will do a deeper dive into these roles, so we can better understand their scope and impact as we move ahead with implementation of the new reporting structure.
• Our goal is to determine the best path forward for these roles that balances specialization, efficiency, and unit needs. We are committed to engaging directly with affected units as we explore potential approaches and will share updates and next steps as that work progresses.

• Decisions are being made based on the needs of the unit—looking at skills, roles, and how we can best support the university’s mission going forward. Our goals are to be thoughtful, fair, and transparent.
• HR leadership will partner with the units to make decisions about structure and roles as part of the implementation planning process.

Current department staffing levels may be impacted. The needs of each unit will determine departmental HR staffing levels. We will partner with the units during implementation planning to understand each unit's needs.

• The new structure is designed to work in close coordination with Faculty Personnel Support (FPS) to ensure that faculty needs are addressed with the specialized expertise and attention they require.
• HR Partners will continue to support units holistically, including faculty, but when a situation involves faculty-specific policies, processes, or governance considerations, they’ll collaborate directly with FPS.
• Faculty Personnel Support will serve as a center of excellence for faculty-related HR matters, partnering with HR Partner/Directors to ensure that both faculty and staff are supported consistently, accurately, and in alignment with institutional expectations.

With the structural change and standardization of HR roles, some current roles may change or be phased out. We know that is difficult, and we are committed to handling any impacts with transparency, fairness, and care — and to supporting affected employees throughout the transition

• As we align roles with campus-wide pay ranges, it is possible that some salaries may need to be adjusted to ensure equity and consistency.
• Any such changes would be made thoughtfully, in alignment with university policy and compensation guidelines. Our goal is to build a more transparent and equitable pay structure, and we’re committed to clear communication and support throughout the process.

• Titles and pay grades may change as we transition to a standardized structure. The goal of this change is to create consistency across the university, ensure compliance with regulations like the Equal Pay for Equal Work Act, and provide clear career pathways.
• Any changes to titles or pay grades will be based on a thorough review of roles, responsibilities, and alignment with the new job framework. If a change is anticipated for your position, you’ll be informed in advance and have the opportunity to discuss it.
• We’re committed to fairness, transparency, and supporting employees through this process—and no decisions will be made without thoughtful review and communication.

• Yes—one of the key goals of the new structure is to create clearer, more consistent opportunities for advancement. By standardizing roles, job titles, and reporting lines across HR, we’re building a framework that supports career development, mobility, and growth.
• This structure makes it easier to see how roles connect and progress, and it allows us to offer more targeted training, development, and succession planning. We want every HR professional to have a meaningful career path at ¶¶ÒõÂÃÐÐÉä Boulder, and this change is designed to support that vision.

• In a more centralized model, career paths will become clearer and more consistent across campus. By aligning roles, titles, and expectations, we can better define how someone can grow from one level to the next—whether within their current specialty or by exploring other areas of HR.
• Centralization also helps us offer more intentional development opportunities, structured mentorship, and succession planning, because we’ll have greater visibility into talent across the whole organization. This gives individuals more equitable access to career movement based on skills, performance, and growth goals and is no longer dependent on the size or resource capabilities of a unit.

We are committed to providing resources to help every HR team member succeed in their new role. This will include clear guidance and training aligned with each of the new standardized roles. Our goal is to ensure that everyone feels supported and prepared—not just to transition, but to grow.

HR Partner/Directors will report through the Vice Chancellor of Human Resources’ organization to ensure alignment and consistency across campus. We’re currently defining the structure and staffing needed to support them within Central HR. Our goal is to ensure HR Partner/Directors are well-equipped and connected to the broader HR ecosystem so they can effectively serve their units.

• In the new model, all HR practitioners will report through the Central HR organization and have clearly defined reporting lines based on their standardized role. HR roles that are currently embedded in units will report up to an HR Partner/Director, who in turn reports to Central HR.
• This change is designed to provide more consistent support, clearer expectations, and aligned career development across campus. Specific reporting assignments will be shared as part of the implementation process,
  and we’ll ensure that you have time and support to understand and transition into the new structure.

• This change is designed to strengthen the role of unit-based HR practitioners by providing greater support, clearer expectations, and improved career pathways.
• While reporting lines will shift to align with Central HR through the HR Partner model, you will remain deeply connected to your unit, continuing to provide high-touch, local HR support.
• What’s changing is the way we work: you’ll have consistent tools, training, and guidance, with a stronger network of HR peers and leadership to turn to. The goal is to reduce silos, elevate your role, and ensure you're well-positioned to support both your unit and the broader university strategy.

• No—maintaining strong relationships with the unit you support is a top priority in the new model.
  While your reporting line may shift to Central HR, your day-to-day focus will remain on supporting your unit. The goal of this change is to enhance your ability to serve the unit, not to distance you from it.
• You’ll have better tools, clearer processes, and a stronger network behind you, allowing you to be an even more effective collaborator with your unit while staying connected to a larger HR community across campus.

• Coordination between Central HR and units will be structured and intentional. Each unit will have a dedicated HR Partner/Director and/or team who understands their specific needs.
• Central HR will provide the infrastructure, tools, and standards, while the embedded HR practitioners will ensure that unit-specific priorities are addressed.
• Regular check-ins, clear communication channels, and shared goals will keep everyone aligned—ensuring units receive responsive, informed, and consistent support.

Implementation will occur in three phases, each consisting of approximately six months of planning followed by six months of implementation.

• During the planning phase, we will engage with units to understand their needs and collaboratively determine the appropriate staffing levels and structure for the future organization.
• In the implementation phase, we will begin putting the new structure and roles into place.
• Both phases will be approached with a high degree of collaboration and care to ensure that everyone impacted is informed, supported, and prepared for the changes ahead.

Phase 1 Units Include:

Phase 2 Units Include:Ìý

• All schools and colleges
• Student Life

Phase 3 Units Include:Ìý

• Rio
• All Institutes

Implementation will occur in three phases. Each phase will begin with approximately six months of planning,
followed by approximately six months of implementation.
Phase 1:
Planning from November 2025 – April 2026, Implementation Target from May 2026 – October 2026
The HR Blueprint Project does not anticipate making any changes to HR roles in Phase 1 units prior to May 2026

.Phase 2:
Planning from May 2026 – October 2026, Implementation Target from November 2026 – April 2027
The HR Blueprint Project does not anticipate making any changes to HR roles in Phase 2 units prior to November
2026.

Phase 3:
Planning from November 2026 – April 2027, Implementation Target from May 2027 – October 2027
The HR Blueprint Project does not anticipate making any changes to HR roles in Phase 3 units prior to May 2027.

• We are committed to clear, timely, and transparent communication throughout this transition. You will be
  informed through regular email updates, team meetings, town halls, and dedicated FAQ resources.
• We’ll also create opportunities for two-way communication, so you can ask questions, share concerns, and get the
  clarity you need. Our goal is to ensure you feel informed, supported, and included every step of the way.

We understand that change can bring uncertainty, and we’re committed to providing strong support throughout this transition.
You can expect access to a range of resources, including:
• Information sessions to explain changes and answer your questions
• One-on-one and small group check-ins with HR leaders
• Transition guides and FAQs to clarify processes
• Training and support to help you prepare for any new responsibilities
• Ongoing support from supervisors and HR leadership
Our goal is to make this a smooth and supported experience for every HR practitioner.

Yes, all units will be required to use the HRSC once the Partner Model has been implemented in their unit.

We recognize that centralizing more HR work will increase the demand on the HR Service Center—and we’re
actively preparing for that.

To support this transition, we’re investing in:
• Additional staffing to meet increased volume and complexity
• Process improvement to streamline transactions and reduce turnaround time
• Service enhancements that improve transparency, tracking, and responsiveness
• Technology enhancements that will improve automation and efficiency

These improvements are designed to ensure the Service Center remains a reliable, high-performing partner, even
as it scales to meet broader campus needs. Our goal is to deliver a better service experience for both HR
practitioners and the units they support.

• One of the core goals of this transformation is to bring HR practitioners together as One HR community—
  regardless of where we sit organizationally.
• By standardizing roles, reporting lines, and expectations, we’re creating shared structures that make it easier to
  collaborate, share expertise, and support each other. The new model strengthens our collective identity and fosters greater connection, consistency, and mutual support across units and Central HR.
• We’ll also have more opportunities for cross-functional teamwork, peer learning, and a shared voice in shaping
  the future of HR at ¶¶ÒõÂÃÐÐÉä Boulder.
  How

Leadership is committed to ensuring this transformation is guided by transparency, fairness, and consistent
communication.

We’re taking several steps to support this, including:
• Regular updates through meetings, emails, and FAQs to keep everyone informed.
• Clear criteria for role alignment based on job responsibilities—not individual personalities or preferences.
• Opportunities for feedback and questions, including town halls and small-group sessions.
• Adherence to policies, like Equal Pay for Equal Work, to ensure decisions are equitable and legally
compliant.

We know this is a time of uncertainty, and our goal is to earn and maintain trust by being as open, inclusive, and
consistent as possible.

Feedback and collaboration have been essential to shaping the transformation so far, and will continue to play a
critical role moving forward.

• We are building structured opportunities for input at key points in the implementation process—through surveys,
  working sessions, office hours, and informal channels.

ÌýFeedback will help us:
• Refine processes and tools as we roll out new ways of working
• Adjust training and support resources based on what’s working and where there are gaps
• Strengthen communication and alignment between central HR and unit-based teams

Most importantly, we are committed to closing the loop—meaning we’ll regularly share what we’re hearing and how it’s influencing next steps.