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3 HR updates to know: Compensation, Blueprint and more

As the 2025-2026 academic year commences, campus Human Resources has a trio of updates to share, keeping our faculty and staff informed. These updates will help colleagues plan in relation to key items, such as compensation, performance management, and significant campus initiatives. They reflect the continued commitment to supporting the success of faculty and staff, as they carry out CU Boulder’s mission to serve as the state’s leading public research university. 

Compensation increases

CU Boulder continues to address faculty and staff compensation with pay increases for several employee groups: 

  • The latest commitment took place July 1 in the form of a 2.5% across-the-board increase for classified staff, and was reflected in employees’ end-of-month paychecks.
  • CU Boulder’s minimum wage also increased to $18.90 for staff and $16.82 per hour for hourly student assistants, effective July 1.
  • A 4% compensation increase for eligible university staff, faculty, and research faculty. This will be distributed as 4% across-the-board for eligible university staff, and a 4% merit pool for eligible faculty and research faculty. The Board of Regents approved this in June as part of the 2025-2026 fiscal year budget and will take effect Jan. 1, 2026. This marks the third year in a row of a 4% pool for university staff and faculty. 

“As a university, we are deeply committed to recognizing and rewarding the dedication, talent, and impact of faculty and staff,” said Robyn Fergus, Vice Chancellor for Human Resources. “These adjustments are a vital part of our strategy to retain outstanding employees, acknowledge their meaningful work, and strengthen their sense of belonging at CU Boulder.”

Read and learn more about CU Boulder’s recent compensation increases. 

HR Blueprint

Following a successful initial phase in which the HR Blueprint leadership team and working groups assessed human resources service delivery on campus and made recommendations related to processes, standards, strategy, technology, structure, governance, and culture, the HR Blueprint project now moves into a phased, two-year implementation stage. This work is aimed at enhancing the employee experience by providing more consistent, efficient, and equitable HR service delivery across all units. 

  • The phased, two-year implementation will introduce the HR Partner Model. The HR Partner Model will embed dedicated HR partners within each college, school, and major operational unit to provide tailored support to align with campus-wide strategic goals.
  • Following a six-month planning period starting this fall, the first phase of implementation is slated to begin in May 2026. The chancellor’s office, operational units, and the provost’s office (except for RIO and Student Life) will be included in the first wave of implementation, with colleges, schools, and other units following in ensuing phases.
  • The implementation will include a focus on thoughtful planning and collaboration to prioritize long-term success. Each phase will be iterative, with lessons learned at each key point applied to ensuing phases and work. 

“Transforming the HR experience is an intentional and thoughtful process to ensure the faculty and staff experience with HR is responsive, equitable, and seamless across the campus," Chancellor Justin Schwartz said. “It is designed to position the university for long-term sustainability and success by enhancing operational support so our academic and research missions can thrive. We are taking a methodical approach to this rollout, collecting and incorporating feedback as we shape next steps.” 

Learn more about the HR Blueprint Project and next steps.

Performance Management

Final evaluations for the 2024-2025 performance cycle are due by Monday, Sept. 15, for both university and classified staff. The planning phase for the 2025-2026 performance management cycle is now underway, with performance plans to be finalized by mid-October. 

  • Supervisors are encouraged to request self-evaluations if they have not already done so, calibrate ratings with their teams and units, and prepare thoughtful and thorough feedback in Cornerstone or paper evaluation submission. 

Access resources and guidance for both university and classified staff performance management.