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This transition to the HR Partner Model is about positioning the university for long-term sustainability and success in service of the Chancellor’s priority to align operational resources, so that we can 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 CU ������ý����’s mission.��

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For our campus community members, our goals with implementing the HR Partner Model 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 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 most talented people to advance CU ������ý����'s mission.��
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• The final decision to move forward with the HR Partner Model was endorsed by the Chancellor’s Executive Committee following recommendations from the HR Blueprint Executive Sponsors. This group includes senior leaders from across the institution who are responsible for stewarding campus-wide strategy.

• Over the last 18+ months, hundreds of HR practitioners, managers, and campus leaders contributed input through working groups, town halls, feedback forms, and direct outreach. Much of what you see in the model — including the defined roles, partner structure, and support components — was shaped by this feedback.

• We understand that not everyone was able to participate directly or as deeply as they would have liked in those conversations. While it’s not feasible to consult every individual, we are committed to being as inclusive and transparent as possible in how the implementation unfolds — ensuring voices from across campus continue to inform how the HR Partner Model is put into practice.

• Ultimately, the decision to move forward reflects a shared belief among campus leadership that the current HR model isn’t sustainable or equitable, and that we need a clearer, more consistent approach to deliver on our mission — especially in areas like employee experience, compliance, talent strategy, and workforce planning.

We’re still listening, and implementation is a work in progress. Your voice continues to matter as we work together to make this transition successful for everyone.��
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This work is part of the campus resource and infrastructure alignment strategic priority, per campus goal setting during 2024-25.

This effort also supports the success of CU ������ý���� employees by moving CU ������ý���� 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 long-term vision is to foster a unified, collaborative, and service-driven HR culture that positions HR as a strategic partner in advancing CU ������ý����’s mission.

We envision an HR community that:

• Works as “One HR”—aligned in purpose, connected across units, and sharing best practices

• Centers people and equity in everything we do—building trust, fostering belonging, and supporting employee success

• Uses data and technology to inform decisions and improve service delivery

• Invests in learning and development—continuously growing our skills and adapting to the university’s evolving needs

• Operates with consistency and clarity so that all employees have access to the same high-quality HR support, no matter where they sit

The changes introduced through the HR Partner Model—such as standardized roles, stronger connections between Unit and Central HR, clearer processes, and enhanced support systems—are building blocks to help realize this vision. They lay the foundation for a more connected, empowered, and future-ready HR community.

This is about more than structure—it’s about culture, capability, and long-term sustainability.��

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The HR Blueprint Project defined equitable in two ways as part of this process.

1. Universal Access to HR Services: Ensure all employees and units have equal access to the full range of quality HR services, resources, and support—regardless of role, location, or background.

2. Fair and Transparent HR Career Framework: Ensure HR employees are consistently leveled and equitably compensated based on their roles, and are provided with guidance and opportunities for growth and promotion.��

Institutional knowledge and deep expertise are among the greatest strengths of our HR community. The new model is designed to build on that foundation — not replace it — by creating clearer pathways for experienced practitioners to continue shaping CU ������ý����’s future.

Here’s how this plan recognizes and leverages long-term service:

• Clarity and opportunity. Defining consistent HR roles and expectations across campus creates greater transparency and allows individuals with deep expertise to pursue roles that best reflect their strengths and contributions.

• Prioritizing internal talent. Wherever possible and appropriate, internal candidates with strong institutional knowledge and demonstrated achievement will be prioritized for open Unit HR roles created because of the HR Partner Model implementation, recognizing the commitment and impact of those who have already contributed to CU ������ý����’s success.

• Investing in growth. New learning journeys, tools, and professional development opportunities will help HR practitioners deepen their expertise and expand their career options within the institution.

• Elevating the HR profession. The redesigned structure positions HR as a more strategic and connected community, giving experienced professionals greater visibility, voice, and influence across campus.

This transition builds on the expertise and dedication that already exist within CU ������ý����’s HR community. The people who know CU best are essential to making the HR Partner Model successful.��

We understand that this phase of change can raise questions about how HR professionals are being valued and supported. The HR Blueprint is built on the belief that HR is essential to CU ������ý����’s success — and that investing in a stronger, more connected HR community is critical to achieving that goal.

Here’s what’s important to know:

This is a multi-year transformation, not a one-time event. If the data, feedback, or lived experience of our HR community suggests the Model is not working as intended, we will adapt. That’s why we’re designing continuous feedback loops, building capacity for change, and putting structures in place (like regular surveys and office hours) to listen and respond.

Success isn't just about launching a model—it’s about ensuring it delivers value to our campus and supports the people who make CU ������ý���� thrive.��

Change at this scale naturally raises questions about balance and intent. The goal of this transition is not control or uniformity — it’s to build a stronger, more consistent HR framework that enhances performance, engagement, and service excellence across campus.

Here’s how we’re approaching that balance:

• Consistency with purpose. Standardization is a means to enable clarity, fairness, and efficiency — reducing duplication and confusion so HR professionals can focus more time and energy on supporting people and advancing the mission.

• People at the center. The new model is designed to improve access to HR services, strengthen collaboration between Central and Unit HR, and provide better tools, training, and support for HR practitioners—all of which directly enhance the employee experience.

• Performance-driven outcomes. The focus is on consistent quality and measurable improvement, not rigid uniformity. The new structure allows us to track outcomes more clearly, helping every part of HR deliver to a high standard.

• Flexibility within a shared framework. While shared foundations are important, we recognize and respect unit context. The Model allows for adaptability where needed, ensuring what works well locally can continue where it makes sense, while aligning to campus-wide goals.

Ultimately, this transition is about creating an HR community that is cohesive, equitable, and high-performing — one that delivers a consistently excellent experience for every employee, in every unit.��

The following will occur during implementation planning for each phase:

1. Unit Leaders and the HRBP Project Team will analyze current roles to determine how they map to the standard HR roles. During this time, unit-specific needs will be identified and considered.

2. The hiring authority (typically an HR leader) will update position descriptions for unit-specific requirements.

3. Position Management & Compensation will complete the position description review to identify any changes in duties, job level, or compensation.
4. Once structure and roles are assessed and aligned for the units included in the phase, the hiring authority (typically and HR leader) will submit formal position description updates in the Position Management Portal (Avature), and Talent Acquisition will process any needed career track changes and post new positions per the posting guidelines.����

There are four potential outcomes:��

As we move to a standardized structure, 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, your experience and skills may fit into a redefined or adjacent role. 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.��

Only employees whose roles are defined as a new position during the mapping process will need to apply for their role.

A role is defined as a new position when the duties are being changed significantly or the unit being supported is changing.��

1. All HR Partner roles will be standardized and centralized.��
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2. Where possible, all other Unit HR roles will be mapped to one of the other standard HR roles. These roles will report to the HR Partner, who will report through to Central HR.��
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3. Where HR roles cannot be mapped to a standard HR role, a multi-function role exception may be applied. All multi-function role exceptions must be approved by the unit’s executive leader, i.e. Provost, SVC of Operations, Dean of Institutes, or Chancellor’s designee.��
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4. HR duties included in a multi-function role will align with the duties of the standard HR roles. Unit leaders and the HRBP Project Team will determine this alignment on a role-by-role basis during implementation planning.��
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5. Multi-function roles will report either to the Unit or to Central HR, depending on the type of HR work being performed and the percentage of the role allocated to HR work. Unit leaders and the HRBP Project Team will make this determination during implementation planning.��
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6. Units will transition remaining non-HR responsibilities to new or existing roles to support other functional areas. Unit leaders will make these decisions at their discretion.��

• If an employee is not mapped or hired into a role, such that the employee's position is no longer needed or business-justified, the layoff separation process may be initiated. Importantly, nothing in these guidelines is meant to alter the at-will nature of employment for university staff employees.����

• A standard layoff separation process should be followed for all HR practitioners across campus, regardless of unit/department, which may include severance and COBRA equivalent (up to 3 months), depending on the circumstances of each situation in consultation with the Central HR hiring authority.������

(Note: Classified staff positions will need to follow state personnel rules and the COWINS partnership agreement, which include but are not limited to 55 days of notice, a 5.1 notification to COWINS regarding a re-organization, and individual notices to COWINS of each classified layoff. Employee Relations will assist with all layoff processes and communication to COWINS.)

• Additional services provided to impacted employees may include an outreach to those impacted about any other HR positions that become available and outplacement services. Funding for outplacement services will need to be approved.��

For unit-based HR roles created through the HR Partner Model implementation, jobs will be posted internally on the campus internal job board. Jobs will only be posted externally if no internal candidates can fill the role.��

This only applies to roles defined and filled through the HR Partner Model implementation. It does not apply to Central HR, the Faculty Personnel Support team, or ongoing hiring within the unit.��

Working titles and pay grades may change as we transition to a standardized structure, and in line with the duties of the position. 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 working 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, the employee should 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 should be made without thoughtful review and communication.��

During the implementation phase when roles are posted and filled, the employee’s compensation will be reviewed. There may be four potential outcomes from the review.

1. If an employee is mapped into a position with minimal change to duties, then pay should stay as is.

2. If an employee is hired into a new position, the salary is aligned with the duties and experience within the pay range. Pay equity should also be considered.

3. If an employee is mapped into a position or hired into a new position at the same level and their current pay is above the range maximum of the position, the employee’s pay will not be decreased. Salary increases should be evaluated on a case-by-case basis. Pay equity should also be considered.

4. If an employee is mapped into a position or hired into a new position at the same level and their current pay is below the range minimum of the position, the employee’s pay should be increased to at least the range minimum in line with the essential duties of the position.����

• The Position Management & Compensation team will provide compensation guidance.��

• The Vice Chancellor of HR will make final compensation decisions in consultation with unit leadership.����

To support the HR Partner Model and ensure HR Partners are well-equipped to serve units across campus, Central HR is establishing a strengthened leadership structure with two key roles:

1. Associate Vice Chancellor (AVC) for HR Partner Services and Employee Relations – This role will provide strategic oversight of HR Partner Services and Employee Relations, ensuring alignment, early intervention on complex issues, and consistent HR practice across campus.

2. Assistant Vice Chancellor (Asst VC) for HR Partner Services – This new role will focus directly on supporting HR Partners, ensuring consistency in practice, coordinating the day-to-day implementation of the HR Partner Model, and providing coaching, development, and operational guidance.

Together, these roles create the leadership depth and capacity needed to support HR Partners effectively—through clearer guidance, stronger coordination across Central HR, and dedicated advocacy for HR Partner needs.

In addition, Central HR is evaluating what additional roles and support structures may be needed to ensure the HR Partner Services team—and HR Partners across campus—have the operational, administrative, and strategic support required for long-term success. As the Model is implemented and we learn more about campus needs, we will refine and strengthen the support structure as needed.��

The new Assistant VC for HR Partner Services will focus on supporting HR Partners directly—ensuring consistency in practice, strengthening coordination across units, and driving the day-to-day implementation of the Partner Model. This role adds dedicated leadership capacity to support HR Partners through the transition and as the model matures.

In addition, Central HR is continuing to assess what additional roles, resources, or support structures may be needed to ensure the Assistant VC and the HR Partner community are adequately supported. These supports are still being defined and will be informed by implementation experience, workload considerations, and feedback from HR Partners.��

We recognize the importance of ensuring HR Partners have timely access to leadership, guidance, and support. The HR Partner Services structure is intentionally designed with shared leadership responsibility rather than relying on a single role.

The AVC of HR Partner Services will be supported by the Associate VC of HR Partner Services and Employee Relations, along with additional leadership and support structures as the model is implemented. This layered approach is intended to provide appropriate coverage, responsiveness, development, and coaching for HR Partners across campus.

As implementation progresses, Central HR will continue to assess workload, reporting relationships, and support needs. Adjustments to staffing or support roles may be considered to ensure the model is sustainable and that HR Partners receive appropriate guidance, coaching, development, and responsiveness.��

Who you report to will depend on your role. For example, in the new model, all unit-based HR practitioners will report up through the HR Partner/Director, who will report to the Assistant Vice Chancellor of Partner Services in Central HR.��

Reporting lines for unit-based multi-function roles that maintain HR duties will be determined on a role-by-role basis based on the duties being performed and the percentage of work dedicated to HR. This will be determined during the implementation planning phase.��
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Maintaining strong connections between HR staff and the units they support is a top priority in the new model. While your reporting line will shift to Central HR, you will continue to be connected to the unit or units you support, focused on delivering day-to-day HR support where it’s needed.

The goal of this change is to strengthen your ability to partner with campus units by giving you access to better tools, clearer processes, and a stronger network—so you can be even more effective in your role while remaining closely connected to the campus community.��
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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.��

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.��

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:����
Planning from March 2026 – April 2026, Implementation Target from Sep 2026 – March 2027

Phase 2:��
Planning from Sep 2026 – Feb 2027, Implementation Target from Mar 2027 – Sep 2027

Phase 3:��
Planning from Mar 2027 – Aug 2027, Implementation Target from Sep 2027 – Mar 2028

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.��

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 CU ������ý����.��
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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 office hours.

• 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.��
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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. Feedback 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

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