Employee Morale

Part-time faculty play a vital role in university life. They teach large intro courses and classes; they are more likely to teach evening classes, which provides flexibility in course scheduling and attracts students who work during the day; and they accept last-minute teaching assignments when campuses add new class sections due to high student demand.

With its four institutions—the University of New Hampshire, Plymouth State University, Keene State College, and Granite State College—the University System of New Hampshire is the largest provider of postsecondary education in the state, serving more than 35,000 students, and including more than 3,000 employees.

The higher education chief information officer role has origins that date back around three decades. This relatively nascent position is evolving at breakneck speed, adapting to the rapidly changing information technology landscape and a higher ed space also undergoing unprecedented change. Research conducted for my dissertation reveals that major IT industry developments such as IT consumerization—the bring your own device (BYOD) movement—cloud computing, and the information security suite of issues are all impacting the CIO role in profound ways.

In the wake of the Jerry Sandusky scandal, Pennsylvania State University has announced a program of performing background checks on all new hires. It’s just one of a number of penalties imposed on the university since the sex abuse charges came to light.

Let’s take a second to review some of the damage wreaked by that scandal. It led to the conviction of Sandusky on 45 counts of abuse, the firing of legendary football coach Joe Paterno for not acting on information he had, and the dismissal of university president Graham Spanier—to say nothing of the victims of the crime.­

It’s an increasingly common move by campus officials during challenging economic times: voluntary retirement. Offering these incentives to faculty and staff provides a ready means of reducing personnel costs while not being seen as severe and traumatic as layoffs, salary reductions, and furloughs tend to be.

Although the details of such plans vary from one college to the next, they all rest on the potential for shrinking the workforce during times of static or declining budgets.

How much are your employees worth? The struggling economy has prompted many institutions to make serious changes in how staff and faculty are evaluated. While politicians claim education is the key to attracting quality jobs, millions of dollars have been slashed from higher education appropriations. Every budget dollar spent must be justified more than ever. Campus leaders have begun scrutinizing employee performance, and at some institutions uniform salary increases have been replaced with thorough evaluations that link pay to job performance.

The only consistency about cell phone policies for campus employees is that there isn’t any. Likewise, the level of human resources office involvement is as different as the kinds of cell phones or data plans that are available today. In some cases, cell phone policies are developed and implemented by IT or the business office. Other times, HR helps create the policy, then stands on the sidelines. Some schools don’t even have a policy, or don’t request HR’s participation at all.

What should HR leaders do? Should their department even have a role?