For the Position of Vice President, Human Resources and Chief Human Resources Officer University of Florida

Candidate Report on Jodi D. Gentry For the Position of Vice President, Human Resources and Chief Human Resources Officer University of Florida April 2016 2016 Korn Ferry. All Rights Reserved.

EXECUTIVE EVALUATION The following is an assessment of Jodi D. Gentry as an executive candidate for the position of Vice President, Human Resources and Chief Human Resources Officer at University of Florida. The evaluation was prepared by Louis Montgomery of Korn Ferry. EDUCATION 1989 College of Journalism and Communications; University of Florida at Gainesville M.A., Mass Communication, Specialization: Public Relations Verified 1987 Berea College; Berea, Kentucky B.A., English, Emphasis: Business Verified PROFESSIONAL AFFILIATIONS/CERTIFICATIONS Additional Campus Service Member, Self-Insurance Project Steering Committee, and Chair, Change Management/Communication Workgroup, GatorCare Self-Insurance Project; October 2011 to December 2012 Change Management Engagement Manager, myufl Human Resources and Payroll Systems Upgrade (PeopleSoft); September 2011 to October 2012 College of Medicine Mentoring Oversight Committee; January 2010 to May 2012 Change Management Engagement Manager, myufl Financial Systems Upgrade; September 2009 to May 2011 Wrote and designed the first UF Board of Trustees Welcome Guide at the request of the senior vice president for administration and business ventures. While still being used, this guide is now designed and managed by the Office of the General Counsel; 2009 UF Strategic Communications Planning Committee; June to December 2009 External Consulting Organizational Development Consultant, Customer Operations, Gainesville Regional Utilities; February 2012 Facilitator, Leadership Development Institute, University of Florida Jacksonville Healthcare, Inc.; July 2009 Meeting Facilitator, CHOICES Health Services Citizens Advisory Board, Alachua County Department of Community Support Services; October 2007 Organizational Development Consultant, City of Santa Clarita, California; October 2006 to 2007 April 2016 Jodi D. Gentry Page 2 of 8

Functional competencies, behavioral-based and open-ended questions, proposed training interventions Credentials, Awards, and Recognition Society for Human Resource Management Senior Certified Professional (SHRM- SCP); December 2015 Outstanding Service Award, Division of Student Affairs, University of Florida; September 2014 Qualified administrator of Myers-Briggs Type Indicator, or MBTI (Center for Applications of Psychological Type, August 2002) Emotional and Social Competency Inventory, or ESCI (HayGroup, January 2010) Great Leaders, Great Teams, Great Results, (Franklin Covey, March 2012) College and University Professional Association for Human Resources (CUPA-HR): Speaker, National Conference, Using a Competency-Based Model to Cultivate Excellence in Administrative Professionals; September 2010 Outstanding Achievement Award, CUPA Southern Region; 1996 CUPA New Idea Finalist, One of Five Nationally-The Division Introduction (an Orientation Manual)-Personal and Divisional Recognition; 1993 CUPA New Idea Finalist, One of Four Nationally-Enhancing the Personnel Function Through Communication Strategy-Divisional Award; 1991 Invited Speaker, National Extension Research Administrative Officers Conference, Baltimore, Maryland; April 2009 Using a Competency-Based Model to Cultivate Excellence in Administrative Professionals UF Superior Accomplishment Program: Division Award Winner; 2005 University and Division Award Winner; 2002 University and Division Award Winner; 1992 Regional ADDY Award Winner- Water Is Life Commercials, Gainesville Regional Utilities; 2000 Author of the Gainesville Regional Utility 1999 Annual Report-Selected as the American Public Power Association s National Winner in 2000 CAREER DETAILS 1989 to Present University of Florida at Gainesville Gainesville, Florida University of Florida at Gainesville is an educational and research institution which provides associates, bachelors, masters, doctoral, and professional degrees in the languages, arts, sciences, engineering, media, distance education, and part time programs. 2015 to Present Director, Strategic Initiatives, Office of the Senior Vice President and Chief Operating Officer April 2016 Jodi D. Gentry Page 3 of 8

2013 to Present Assistant Vice President, Office of Human Resource Services Working alongside the Vice President for Human Resources, responsible for the University of Florida s Human Resources program (approximately $6 million budget). Regularly provide leadership for Human Resources operations. As Director of Strategic Initiatives for the Office of the Senior Vice President and Chief Operating Officer, work closely with the Chief Operating Officer on a wide range of critical projects to align people and resources to resolve complex administrative and operational issues: deferred maintenance, campus safety and security, strategic development plan, Chief Operating Officer-area goal setting. Evaluate, assess, and partner to improve Human Resources systems, processes, and policies throughout the Office of Human Resource Services. For example, aligned Family and Medical Leave Act eligibility practices with the federal requirements and facilitated performance appraisal changes to make the Human Resources-issued form more responsive to certain campus needs. Provide direct leadership for Classification and Compensation, UF Training and Organizational Development, and HRS Communications and Wellness. Provide regular guidance and support to the directors of Recruitment and Staffing and University Benefits as well as participate in Employee Relations and legal counsel briefings. Serve as a strategic campus partner by recommending, developing, and facilitating organizational development activities, including strategic planning and meetings, for senior vice presidential and vice presidential areas, colleges, departments, and divisions to support performance, accountability, and achievement. Lead change management efforts for high-level institutional initiatives (including large-scale technology/information Technology systems) with an established track record of successful change implementation, following a three-phase approach: inform, engage, prepare. Launched the UF On Target Classification Project to identify staff classification titles that are meaningful, accurate, and show clear career paths to help drive results (targeting 8,000 staff members and 18 job families). First step toward a more coordinated performance management system and the ability to obtain meaningful market-based compensation data for benchmarking. Regularly provide employee relations recommendations and serve as executive/managerial coach for leaders on campus. Developed and direct the university s highly regarded Advanced Leadership for Academics and Professionals program for established leaders in academic and professional roles-now in its eighth year-designed to improve their leadership capabilities by focusing on key competencies identified as critical for success at UF. Actively participate in the life of the campus community through engagement and service, change leadership, and collaboration to understand and meet institutional needs: Engagement and Service-Support shared governance and provide HR expertise to improve decision-making: Human Resources Liaison, Faculty Senate Compensation Committee, April 2016 Jodi D. Gentry Page 4 of 8

February 2016 to Present. UF Faculty and Staff Climate Survey Workgroup Co-Chair, July 2015 to Present. Human Resources Liaison, Faculty Welfare Council, April 2015 to Present. Nominee Reviewer, 2015-2016 Gator Engineering Attribute Awards- Leadership Category, College of Engineering, April 2015. UF Administrative Systems Advisory Committee, Governance for UFIT, January 2010 to Present. UF Presidential Selection Support Team, 2012 to 2013, 2014. UF Leadership Development Selection Committee, 2002 to Present. Member of Society of Human Resource Management (SHRM) and the College and University Human Resources Executives (CUHRE) group for State University System chief Human Resources executives. Partner with college faculty councils to design and administer department chair evaluations, upon request. Change Leadership-Lead and promote change on behalf of the university to increase awareness, readiness, and adoption: Change Management Engagement Manager and member of the project steering committee and evaluation team to select consulting and implementation services, Student Services Systems Project (branded as COMPASS-Campus-wide Modernization Program to Advance Student Services), September 2014 to Present. Change Management Engagement Manager, combined myufl Human Resources, Payroll, and Financial Upgrade (PeopleSoft), June 2014 to March 2015. Project sponsor for implementation and member of the governance committee for mytraining - an enterprise-wide training management system shared between UF Health Shands and UF. Launched October 2014. Engagement Manager, Benefits Administration module/peoplesoft, July 2013 to June 2014. Automated benefits eligibility and termination processing, reduced manual and labor-intensive processes, and provided self-service functionality for UF-sponsored benefits. Managed $500,000 budget. Collaboration-Work in concert with others to meet the complex and evolving needs of the university: UF Global Operations Task Force, June 2015 to Present. UF and UF Health Shands Wellness Committee, January 2015 to Present. UF Safety and Security Task Force, December 2014 to September 2015. Aimed at identifying areas of vulnerability concerning personal safety and security on campus and developing a long-term plan of action. Chair, UF Service Innovation Collaborative, July 2013 to December 2014. Designed to advance communication, coordination, and alignment among vice presidential areas working on projects that improve administrative services. April 2016 Jodi D. Gentry Page 5 of 8

2008 to 2013 Director, Training and Organizational Development, Office of Human Resource Services Responsible for a comprehensive training and organizational development program, growing from 16,000 to approximately 65,000 participants annually, all dedicated to UF s success. Assumed responsibility for Classification and Compensation in 2012-including university-wide salary increase administration, special pay increase review and approval for staff, staff position updates and reclassifications, perquisites, alternative work location requests, and Fair Labor Standards Act compliance. Identified and defined competencies to provide a framework for knowledge, skills, and behaviors critical for success at UF. Competencies served as a foundation for training agenda-to create alignment between success factors and available workshops. Conducted organizational needs assessments related to performance-related issues. Served as coach for leaders on campus. Also facilitated other university programs designed to cultivate leadership excellence, typically tailored to specific colleges. Administered UF s Employee Education Program and Higher Education Opportunity benefits programs. 2004 to 2008 Associate Director, University of Florida Training and Organizational Development 2000 to 2004 Assistant Director, University of Florida Training and Organizational Development Grew UF s training program from approximately 5,000 participants per year, targeting staff on a narrow range of topics, to a 16,000 participant-per-year training and organizational development unit, including both instructor-led and online training, designed for both faculty and staff. Over multiple years, led the organization from 2.5 FTE to more than 10 FTE, added business systems training (myufl training, toolkits, etc.). Served as project lead for the design and launch of PeopleSoft training for UF (focusing on human resource and financial business systems) when implemented on campus in 2004. Launched an expedited train-the-trainer process for subject matter experts (SMEs) in the delivery of training and established an aggressive training schedule and rollout. More than 7,000 participants received instructor-led training during accelerated rollout period in 2004. Managed UF s Leave Administration office. Interpreted and administered attendance and leave policies/procedures driven by the Family and Medical Leave Act, the Fair Labor Standards Act, as well as UF s sick leave pool and extended leave of absence programs (2002 to 2006). Designed and launched the UF Academy, the university s emerging leader program. Began as Finance and Administration Academy in 2002. 1998 to 2000 Corporate Communications Specialist; Gainesville Regional Utilities April 2016 Jodi D. Gentry Page 6 of 8

Gainesville Regional Utilities (GRU) is a city-owned utility firm which provides electric, gas, water, wastewater, and telecommunications services. Human Resources Consultant: Served as communications consultant for the City of Gainesville to support ongoing management/union mutual gains (interest-based) negotiating activities. Onboarding and Engagement: Launched GRU's new employee orientation program, an all-day program that included facility tours. Implemented "Update GRU"-an approach to employee communication that included monthly employee breakfasts with the General Manager to promote employee engagement. Training/Organizational Development: Coordinated "Leadership GRU," a professional development series. Served as program leader for team building workshops used as part of GRU's culture shift to self-directed work teams, including continuous improvement and group dynamics. Community and Media Relations: Designed, organized, and implemented special events, including neighborhood meetings and risk management presentations to address potentially controversial issues. Responded to media requests for information and interviews (print, radio, and television). Advertising, Sponsorships, Communication: Worked with local advertising agency to develop and manage GRU's image advertising campaign. Also updated public web site content. Designed, wrote, and edited publications on wide range of topics. 1992 to 1998 Assistant Director, University Personnel Services Led a team of eight, which included University Personnel Services communications and computer services functions. Managed a comprehensive attendance and leave program. Implemented requirements of Family and Medical Leave Act (FMLA) on behalf of UF. Oversaw staff performance appraisal process and administration. Designed and managed a successful training and development program. Designed and implemented an award-winning, unified communications agenda on behalf of Personnel Services. 1990 to 1992 Communications Coordinator, University Personnel Services 1989 to 1990 Employee Relations Representative; Institute of Food and Agricultural Sciences; Personnel Satellite Office; University Personnel Services Key Accomplishments Designed and implemented the strategic human resources function of change management for large-scale, high-level initiatives at UF. Initiated a three-phase approach (inform, engage, prepare) that guides UF s efforts to improve awareness, readiness, and adoption. April 2016 Jodi D. Gentry Page 7 of 8

Launched organizational development services and developed internal expertise to address institutional needs-including strategic planning, executive coaching, and meeting/retreat facilitation-for all levels of academic and professional units. Developed and direct the university s highly regarded Advanced Leadership for Academics and Professionals program for established leaders in academic and professional roles-designed to address the strategic imperative of improved leadership capabilities within higher education and at UF. Also designed and launched the UF Academy, the university s emerging leader program. In order to drive results, identified and defined competencies (including the university s leadership/management competency model) to provide a framework for knowledge, skills, and behaviors critical for success at UF. These competencies currently serve as a foundation for UF s professional development and training agenda. Launched the UF On Target Classification Project to identify staff classification titles that are meaningful, accurate, and show clear career paths. Impacted 8,000 staff members and 18 job families, this project represented the first comprehensive review and update of the UF staff classification system since the state of Florida restructured staff classifications in the early 1990s. Conducted interviews with key stakeholders throughout the state as well as campus focus groups to help identify selection criteria to support the recent UF presidential search. Transformed support of UF business systems (financial and HR/payroll) by implementing ongoing and just-in-time training as well as job aids (myufl toolkits)- guiding the organization from primarily an oral tradition to a robust model of wellmaintained materials, available when needed, in support of UF business practices. Grew UF s training program from approximately 5,000 participants per year, targeting staff on a narrow range of topics, to a 100,000+ participant-per-year program, for both faculty and staff, with training providers from across campus. Served as project sponsor for implementation of mytraining-an enterprise-wide training management system shared between UF Health Shands and UF. Served as a key negotiator with vendor (SumTotal), reducing fee from $3 million over five years to $1.2 million. Ensured compliance with the Affordable Care Act in conjunction with additional payments ($50 million annual expenditure), leading a team of benefits, recruitment and staffing, and academic personnel employees alongside university representatives. Over a 20+-year career, consistently modeled excellence in talent selection, coaching, teamwork, and responsive program design to drive results. This report has been prepared for the exclusive use of University of Florida in conjunction with a search for a Vice President, Human Resources and Chief Human Resources Officer. It is recommended that circulation be limited to designated executives concerned with the candidate selection process. The information contained herein has been voluntarily provided by Jodi D. Gentry and is subject to verification by Korn Ferry. April 2016 Jodi D. Gentry Page 8 of 8