In the midst of shrinking budgets and staff, HR professionals at colleges and universities can take advantage of an often overlooked resource to help accomplish their goals.
Consider working with alumni—they typically possess a wealth of campus knowledge and skills. And they’re often eager to assist human resources in many areas, ranging from recruitment to employee coaching.
As HR professionals, you track all sorts of activities—such as onboarding and employee turnover. While these types of production metrics are important, HR needs to start measuring the effectiveness of its own programs and activities.
For example, you may know the number of employees who completed a supervisory training course, but that’s just a one-dimensional metric. You need to determine whether the participants became more skilled at managing others to gauge the course’s true impact in the workplace.
Integrated. Upgradeable. Simple. Affordable. That’s the message HR professionals at universities and colleges are sending to software developers.
“We don’t want to be locked in to what we’re doing today and not be able to adjust to the world tomorrow,” says David Jones, organizational effectiveness specialist, division of housing and food services at Purdue University. Jones says no one in HR has the time to enter the same information twice or perform the same data search in different programs.
How many members of your faculty would enjoy teaching the same courses, day in and day out, throughout a 30-, 40- or even 50-year career? Not many.
Staying motivated and intellectually challenged is not always possible at schools where promotions or lateral career moves are rare. Faculty may find themselves disengaged, even downright bored, teaching the same classes year after year.
Think outside the box. The phrase is overused, but the actual practice is definitely underutilized. Yet, it still ranks among the most important tips for higher ed HR professionals who are involved in union negotiations.
Creativity is what moved negotiations forward nearly three years ago at Blue Mountain Community College in Pendleton, Ore., recalls Art Doherty, now HR director at Eastern Oregon University in La Grande.
HR professionals at colleges or universities readily admit that institutional history is important. But not every school is taking steps to capture it.
This is especially important now as more baby boomers retire, walking out the front door with 30 or more years of institutional knowledge and experience. Preserving that knowledge and making it accessible to faculty, staff, and students is critical. After all, how can officials know where the institution is headed if they don’t know where it’s been?
Chances are, your institution is or may soon be recruiting for leadership positions, such as president, chancellor, or vice president. At Alfred University (N.Y.), for example, the search is underway for a new provost, and within the next five years, the institution plans to recruit two vice presidents and a president, says Mark Guinan, HR director at the private university, which supports approximately 1,000 employees and 2,300 students.