Adjuncts now make up nearly three-quarters of the higher education instructional workforce, and that number is growing every year. Different types of institutions use adjuncts to varying degrees, and the pros and cons of using off-the-tenure-track faculty are vast and varied, depending on who you ask.
In the session “The Role of Adjunct Faculty as Human Capital” at the CUPA-HR Annual Conference and Expo 2013, attendees heard observations on the use of adjuncts from panelists from three different higher ed institutions. The consensus was that since adjuncts are here to stay, we need to find ways to help them succeed by leveraging their unique knowledge and talents and ensuring that they are contributing in a meaningful way to the institutional mission.
During the CUPA-HR Annual Conference and Expo 2013, Betsy Garti and Bob Lazer of Pace University shared with conference attendees a program that has provided a strategic, planned approach to leadership continuity at Pace University and has helped ensure that the right people are in the right positions when needed now and in the future.
HR (responsible for managing and facilitating the plan) began with an organizational review to ask and answer the question: Where are we today and where do we need to be tomorrow? The review took into account the future goals of the institution and helped emphasize the gaps that would need to be filled to move the institution forward.
What? You don’t have time to follow each and every labor and employment law court case that may have implications for higher ed?
No worries! We’ve rounded up the 10 cases thus far in 2013 that you need to be aware of (as covered by CUPA-HR General Counsel Ira Shepard at the CUPA-HR Annual Conference and Expo 2013).
The term “ethical behavior” means different things to different people. Conduct that may be unthinkable to one individual may be “no big deal” to another.
And although some individuals certainly commit workplace misconduct and engage in unethical behavior for personal gain or self-promotion, others engage in such behavior for less devious reasons: misguided loyalty; pressure to succeed, meet deadlines or fit in; ambition; or maybe they simply don’t know what “the right thing to do” is in a certain situation. This is why it’s important for institutions to have a code of ethics, and for HR to conduct annual ethics training for all employees.
There’s no getting around the fact that conflict is part of life, and work life is no exception.
Conflict and upset in the workplace, particularly the higher ed workplace, can be driven by many things: the many diverse perspectives on campus (and often different cultural and societal norms and expectations), the collaborative nature of higher ed, unmet expectations, lack of communication, resentment and regret … the list goes on.
Today at the CUPA-HR Annual Conference and Expo 2013, attendees learned about staff-faculty partnerships from concurrent session presenters Susan Christy, Ph.D., Author and Higher Education Consultant and Deborah Orlowski, Ph.D., Senior Learning Specialist at the University of Michigan.
If you weren't at today's session, check out the article "Transforming Staff-Faculty Relationships: Progress in Closing the Great Divide." In it, Christy (together with Jacqueline Matthews, Associate Vice President of Human Resources at Lehigh University) provides insight into ways HR can help improve the working relationship between staff and faculty.
Georgia Regents University embraced a new approach to fostering organizational effectiveness by creating a metrics-driven incentive pay plan for leadership positions. They shared their story during the CUPA-HR Annual Conference and Expo 2013.
The plan was intended to encourage senior leadership to work together around a common set of goals and enable shared impact among leaders on their total cash compensation. The plan included 50 original participants, 2.5 percent investment from the base pay of all participants and no payout unless metric targets were achieved (threshold-2.5 percent; target-5 percent; high performance -7.5 percent). Georgia Regents University.
When it comes to HR transformation, one name stands out above the rest – Dave Ulrich, a professor of business at the University of Michigan and a partner at the RBL Group.
Over his decades-long career, Ulrich has conducted thousands of hours of research on how HR can best contribute to organizational excellence; in other words, how HR can transform from transactional to strategic.
An army of one – this is how many individuals who are charged with diversity, equity and inclusion work on campus feel much of the time.
Many institutions focus their time and resources on increasing diversity in the student body. But what about DEI efforts targeting staff and faculty?
Oftentimes this important work is left to one or two individuals within the HR department, with little to no involvement from senior administration. And while HR no doubt is well-positioned to shape DEI culture on campus, the efforts will fall flat without the buy-in and support of institutional leadership.
During the Aspiring CHRO Workshop at the CUPA-HR Annual Conference and Expo 2013, presenter Mary Anne Berzins of the University of Utah encouraged attendees to find ways to incorporate learning and development into their everyday HR projects.
After using the CUPA-HR Learning Framework to identify key competencies of a CHRO — understanding the higher ed business model, ethics and relationship building, among others — attendees created individual development plans with those competencies in mind.