Mission and Vision


Welcome to the Marshall University Human Resource Services Mission and Overview Page. This page tells a little about how we approach our responsibilities to the University community and about how we see the HR business changing.  Your reaction to this information or any feedback about services from our office is welcome.  You can call us at (304) 696-6455, or you can send e-mail to human-resources@marshall.edu. We seek to provide a human resources function that is different from the traditional or average.  We hope our web site is an expression of that philosophy.  Who are we and what do we do?  Our Mission Statement appear below:

It is the mission of Human Resource Services to advance the overall mission of the University through the acquisition, retention, and support of an excellent faculty and staff. HR Services achieves its mission by recruiting, employing, retaining, and developing faculty and staff and by maximizing excellent employee relations and excellent personal and group performance through internal consulting, problem resolution, and the provision of efficient, cost-effective, customer-responsive human resource services.

Marshall University has three basic types of resources, other than its students. These are financial resources, physical resources, and human resources. Financial resources are reflected in the University’s budgets. These resources consists of tuition received, State funds received, grant income, and other sources of income. Physical resources include our buildings, offices, classrooms, vehicles, etc. The faculty and staff comprise the University’s human resources. By any accounting, Marshall University’s human resources are its most important resource. We in Human Resource Services are, therefore, pleased to support the most important resource. It is an honor and privilege which we do not take lightly.


What principles guide the development of the human resource function at Marshall University? We developed a list of principles. In some cases, these take the form of opportunities or pressures that force us onward toward better service. In some cases, a constraint exists which hinders us from advancing our mission. We are interested in taking maximum advantage of the “forward” pressures and minimizing as much as possible the effects of the “hindering” pressures. Customers are invited to recommend amendments to this list, so that we can have a more complete picture of the environment in which we are providing service.

The institution and its human resource support components are experiencing substantial change and that the pace of change will quicken. Therefore, Human Resource Services becomes a change agent, helping the institution’s people to cope with change, take maximum advantage of new opportunities, and minimize the impact of negative developments. In general, the field of human resources is changing with great speed. It is not known presently exactly how the future human resource function for the University will be configured and perform. This discussion merely represents a template for getting started.

There is no “standard” human resource support nor standard set of human resource processes. All human resource support is unique to the company or institution. A set of human resource processes must be selected which (a) properly support the accomplishment of the strategic objectives of the institution and (b) properly provide, support, and equip the workforce in order to achieve outstanding performance. The selection of human resource processes to include in the package may require the addition of processes not presently available and/or the abandonment of processes no longer needed.

Processes are basic building blocks around which the group is committed to think and plan. The focus is not so much on persons as it is on processes. A process has a stated “owner” and one or more “associates.” Therefore, a process can always be linked to a person. “Ownership,” however, does not denote personal ownership. All processes are common property, owned jointly by ourselves and our customers. It is expected, however, that the necessary expertise to provide or facilitate a process will be provided by a particular individual. This “owner” guides and improves the process. A process does not necessarily require all of a person’s time to perform. Some processes can be performed by a person or less, and a person can be involved in several processes.

Planning for human resource processes takes both a near-term and a long-term view. Human resource processes are visualized which can adequately support the institution now and in three to five years. An attitude of flexibility and innovation is adopted in order to support present needs and respond to new requirements or new opportunities in the future.

The incorporation of technology into the provision of human resource processes is anticipated and planned for to the extent that technology is available and cost-effective. Technology as applied to the human resource processes is a process in its own right and requires the assignment of time and resources in order to aid the other human resource processes.

The contemporary human resource function must be mobile, must interact with people where they work, and must make as many services as possible available without regard to time of day.  Whenever possible, customers must not be obliged to come the human resources office for assistance. The human resource processes are managed in the expectation that human resource staff will get out and network with their customers and stakeholders. Given the geographical separation among the parts of the University, the processes will be organized and will apply technology in such a way that the importance of time and place for the provision of services is minimized. The goal is processes that are seamless with regard to the location of supported employees.

The University is utilizes SCT Corporation’s Banner HR™ database product as its human resources information system (HRIS). Banner HR™ offers rich opportunities to enhance the efficiency and effectiveness of human resource processes. Workflow distribution, which brings personnel actions down to the user’s desktop, is encouraged.  The tracking and support of human resource processes including employment, leave, benefits, and classification, have become easier and more efficient with the adoption of Banner HR™.

Web-based and other technologically-supported processes significantly enhance the provision of the human resource processes. To the extent possible, such resources are utilized in order to increase the ease and convenience of customer contact and the speed of transactions. Due provision is made to assist employees who may not have computer access. This web page reflects the importance of web functionality in the provision of human resource services.

A proactive mind set is encouraged in the development of human resource processes. Goals for the human resource processes include enabling, equipping, and facilitating persons, teams, and programs to accomplish their respective missions. Processes which constrain for no good business purpose are discouraged. Where possible we seek to get ahead of and prevent problems rather than dealing with problems after they have had an impact.

Processes for inviting and responding to customer feedback are of great importance in the provision of human resource processes. HR Services utilizes customer feedback mechanisms the results from which are carefully reviewed to assist in fine-tuning processes for top performance.


Understanding that HR Services will change with the passage of time, about all we can do is take a snapshot of where we are today. The following is a listing of present human resource processes:

Supports efficient provision of employment benefits including health care plans, retirement plans, flexible benefits, supplemental retirement annuities, leave accrual and usage, designation of beneficiaries, designation of covered family members, and other functions.

Facilitates productive, professional, and effective relationships between employees and supervisors, mediates disagreements and conflicts between employees and supervisors in an informal manner, investigates person-related problems, and shares information of benefit to all groups for the conduct of the work of the institution. Maintains contact with various stakeholder groups to solicit input and suggestions and to become informed about problems or other potential opportunities for service from Human Resource Services.    Includes mediation services offered by HR Services to resolve conflict, performance, or policy issues that might otherwise result in statutory grievances.

Provides orderly processing of employment appointments, changes in percentage time, status, and classification, terminations, leaves of absence, etc. Ensures that the statutory process for job evaluation and classification is properly applied at the institution. Relevant recruiting markets, turnover data, and exit interview information are reviewed in the development of recommendations for competitive position in terms of classification and compensation. Responsible for development and maintenance of internal policy structures, such as the Classified Staff Handbook. Communicates the results of personnel actions to affected employees and departments.

Related to all human resource processes. Contemplates the process of contacting and interacting with a department to take advantage of an opportunity, resolve a problem, or seek customer feedback. Stresses the importance of suggestions from customers and stakeholders for improvements in human resource processes. Focuses efforts of HR Services on tasks, projects, and situations which serve to advance the overall mission of the University.

Provides for orderly and efficient fulfillment of customer requirements in filling vacancies including processing of job requisitions, advertising, referral of applications, facilitation of interviews, benefit and employment counseling for candidates, closure and tender of offers of employment.

Investigates, recommends, develops, and applies technology to human resource processes. Products and processes are reviewed which might reduce cycle times in human resource processes, increase the convenience and ease of human resource transactions, and consume fewer physical and financial resources. Develops and applies web-based mechanisms for providing information and for supporting human resource processes.

Traditionally referred to as the Training and Development Process, this process serves to ensure that faculty and staff are equipped with necessary skills to advance their particular missions and to ensure outstanding personal and organizational performance. Performance Support breaks down into two important components: Performance Assessment and Performance Improvement. Performance Assessment is the process of determining what employees need to learn or need to know how to do in order to perform excellently (synonymous with needs assessment). Performance Improvement refers to any employee development activity either provided directly by HR Services or brokered by them from any third-party provider or source, such as assembled workshops, web-based and other interactive processes, written media, audio tapes, videotapes, and other means. Access to relevant training and development opportunities for all University employees on a needs basis is encouraged. Provides the University’s performance assessment process for Non-Classified and Classified Staff employees. Responsible for HR information services to customers and stakeholders.

Where are we headed?  We’ve learned a few things: Change is the order of the day in the human resource business. The ink never dries on the organizational chart, and the concrete never dries around our processes.  In the future we will be called upon to provide services to our University that we do not even know about today.  We will place a premium on innovation and flexibility. We seek to be there for the University at the right time and at the right strength to support our institution with the best possible service, the most efficient processes, and the most effective customer interaction.