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Retention and Promotion of Staff »

What must be done to achieve this vision?

How can we retain and promote our staff?

“IUPUI will become an employer of choice by 2025 if staff are recognized as a valued investment, are evaluated and awarded for their performance and are given priority in promotion and transfer thereby allowing them to reach their fullest potential.”

Comment

Submitted by Community Member 1 year ago

Comments (9)

  1. 1. Create career ladders among CL, TE, and PA staff levels. Ensure that employees are valued and are able to be promoted with higher pay and responsibilities when capable.

    2. Require yearly training for all supervisors on (a) staff development, (b) HR rules and policies, (c) annual review procedures and (d) anti-harassment and discrimination.

    3. Require supervisors to use (2) and provide formal, written evaluations with face-to-face meetings with all employees. Provide a mechanism to appeal results of these evaluations to an impartial mediator.

    4. Post all positions internally through an intranet at least two weeks before publicly posted.

    5. Set aside 1-2% of RC operating budget yearly to be used as merit raises. Require that at least 75% of these merit raise amounts go to those below the Dean (and assoc/asst), Chair, or Director level.

    6. Review pay equity among CL and TE staff, as well as PA staff. Ensure that those with many years of service are paid at least equivalent to new hires. For PA staff, to the extent legal, eliminate use of TIME system to recognize the expertise and job requirements of these staff.

    Please note that these ideas represent my views only and do not represent those of any other individual, group, or entity in the IU system.

    1 year ago
    1. I especially agree with your first point. The range of jobs that fall within the professional 3SA and 3AD categories is astounding. This needs to be broken up further to allow promotion and pay increases within the category.

      1 year ago
  2. I believe that PA staff should be recognized with equal professional development monies as faculty. I als believe that staff should have an equal opportunity to attend out of town conferences, whether or not they are presenting. If the conference will benefit their professional development, then I believe staff should have the opportunity to attend.

    1 year ago
  3. Units within IUPUI and the university in general lose great staff because they pursue development opportunities, but getting compensated for it is nearly impossible. That may be due in large part to the financial constraints of the unit (as with any business), but there should be a process within the system that better enables the unit to retain that employee. And, unlike faculty, PA staff have a harder time doing consulting because of ghost employment and the restraints of the system (unlike faculty who get one day a week if they choose).

    Recognize that just because you have been a successful member of the faculty doesn't mean you are a great leader. Consider hiring PhDs from within other disciplines for those roles. Ex - PhD in Education and Leadership Policies/Higher Education Administration to be a Dean. They have been trained in faculty development, public policy in HE, finance of HE, etc.

    Lastly, I see HE beginning to change, but I think we could begin to set more precedence in this area if we think about it. Do not limit upper level positions to only those who have tenure. There are some extremely gifted, hard working, and dedicated individuals who have chosen not to go the faculty route because of their research interests or find that in order to make a difference in HE, they will make better headway in a staff position. Honor that and be open to the idea that not every great leader has tenure. In fact, their perspective of the university as a whole might often be their greatest gift to the organization.

    1 year ago
  4. Moderator

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    1 year ago
  5. Provide professional development opportunities other than on campus. ie Professional Conferences. Also, pay professional organization dues.

    1 year ago
  6. There needs to be more flexibility in allowing units to provide qualified staff warranted promotions and salary increases. As a supervisor I have fought tooth and nail to try to get worthy employees promotions and salary increases to reflect added workload and responsibilities so that I could retain key employees and was unable to do so even with the support of my Dean. It was denied at the HR level. I too have been affected by this issue. If direct supervisors and Deans are unable to request promotion and salary increases for employees they feel deserve it then the system is broken. If we are constantly told that there is no way to move up unless you leave the University, you begin to believe that's the best answer. Having been on staff for more than 10 years, I also find it very troubling that new hires can come in making more than existing employees at the same or higher levels just because of HR policies. This is very unfair to loyal, hard-working, dedicated staff who put their heart and soul into this campus to make it a great place. Reward those who exceed goals and expectations and give us incentive to continue to improve ourselves and our campus.

    1 year ago
    1. Sometimes the obstacles come from fiscal policies, not HR policies. These start at the top and must be fixed from the top.

      1 year ago
  7. I am a research technician with a master's degree. There is no where to go in this position at IUPUI. I think for these types of positions, there should be various levels to which people are hired and can be promoted. For example, at other places, bachelor's level degrees are hired in as hourly employees and master's level science degrees are hired in as salaried employees. Each level has levels. Research technicians can go from 1-3 (hourly) and research assistants can go from 1-3 (hourly) and finally be promoted to lab manager. Each level has higher pay and is based on degree, experience, workload, and the current needs of the position. I feel like my degree is undervalued as it gets no recognition in a job title. I feel that clocking is demeaning to me as a person. I had to clock in when I worked at McDonald's in high school and college. And now I have a "career" and I have to clock in? Furthermore, science doesn't work that way. Sometimes, as a scientist, you have to keep weird hours; it isn't always 9-5. Moreover, the pay for these positions is not fair market value. They are a few thousand dollars a year below their peers. I love my job at IUPUI and I love my boss, the department, my coworkers, etc., but the moment I find something that pays more, I am leaving. Furthermore, it seems that these positions are rarely reviewed for a raise or progress report. Regular pay increases and bonuses are nice incentives, no matter how small. Or an extra paid day off work. Those small little acts make me more loyal, and recommend my employer to others. It comes down to money for me. I want to know that my employer wants me to grow; wants me to better for them, and I just don't feel like that with IUPUI. I know academia is not going to pay as much as industry, but it needs to at least be fair market value and to recognize the differences in experience among employees.

    1 year ago

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  1. The idea was posted
    1 year ago