Human Resources Goal
Allocate, compensate and provide professional development as part of our ongoing efforts to recruit and retain outstanding faculty and staff and to enhance morale across campus.
Strategy A: Allocation of Human Resources.
V.A1: Allocating Faculty Positions.
Outcome: Develop a mid- to long-term staffing plan for faculty:
- The Office of the Provost and Dean of the Faculty will work with the faculty to determine the optimal number of tenure lines, visiting faculty, and adjunct faculty necessary to support the academic programs of the University.
- The Office of the Provost and Dean of the Faculty will work with the faculty to implement a process for strategic curricular planning.
- The Council for University Programs and Policies (CUPP) will review the effectiveness of the process by which tenure and visiting lines and adjunct positions are allocated and analyze the effect of that process on the apportionment of faculty positions.
V.A2: Allocating Staff Positions.
Outcome: In collaboration with the Human Resources Office and Staff Council, the University will develop a mid- to long-term staffing plan:
- With College and University Professional Association (CUPA) data, local labor data, and compression issues in mind, the University will review and update the classification/compensation system for all exempt and nonexempt staff.
- Create position descriptions for all staff positions.
- Conduct a workload analysis.
- Establish and implement optimal personnel levels.
Strategy B: Compensation.
V.B1: Faculty Salaries: The University has a long-standing salary goal to meet or exceed the 80th percentile for each professorial rank and across all ranks of Category IIB institutions in the American Association of University Professors (AAUP) annual salary survey. Current salaries are at about 90% of the 80th percentile. The immediate target should be to exceed the current level.
V.B2: Staff Salaries: The review and update of the classification/compensation system will determine the staff salary structure. More broadly, staff salaries are tied to the faculty goal, as articulated in V.B1, because changes in salary are to be made in an equitable manner.
V.B3: Benefits: Following a period of reduction of benefits, a high priority will be placed on maintaining all current benefits for faculty and staff, including but not limited to health care, tuition remission, wellness programs, and retirement contributions. In addition, over the next three to five years, TIAA-CREF contributions should be restored to 10% and matching contributions to 5%.
Strategy C: Professional Development.
V.C1: Faculty: Faculty development programs require funding at a level that supports their service as a key element in creating and sustaining an intellectually vigorous university.
NOTE: Professional development initiatives for faculty are outlined in Strategy C of the Teaching and Learning Goal.
V.C2: Staff: A structured and consistent professional development program is not in place for staff. In collaboration with Staff Council, the Human Resources Office will:
Outcome: Explore funding opportunities for a professional development program.
Outcome: Examine procedures to assure that all staff members are given equal opportunity to attend professional development activities through a structured process.
Outcome: Utilize existing resources to employ the expertise of faculty, staff, alumni, students and the IWU Associates Group to facilitate on-campus professional development programming.
Strategy D: Morale.
V.D1: Recognizing that the strength of our institution comes from its people, the University must:
Outcome: Foster an environment that sustains our sense of community and reaffirms the importance of each of us as contributors to the vitality of IWU.
Outcome: Build on the success of the Kemp Foundation Award for Teaching Excellence and the Max Starkey Award by developing additional ways to formally recognize the work of individuals on a regular basis.
Outcome: Provide opportunities for all IWU employees to suggest improvements to our University, and identify a method to acknowledge and reward the best ideas.
Outcome: Cultivate growth and sustain funding of Recognition Committee activities.
Outcome: Review the current procedures for performance evaluations for exempt and non-exempt staff. Develop performance evaluations that are consistent, clear and meaningful.