100-Day Report - University of Nebraska Omaha

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11. At UNO, HR does not serve as a full service HR administrative service for faculty. Why is this? And do you have any interest in changing this relationship? ‣ I have no interest in changing HR to a full‐service HR administrative service facility. ‣ Academic Affairs carries out the important functions related to faculty. I have never been at a campus where faculty appointments or issues were handled in an HR office. I believe faculty may usually prefer to deal directly with academic administration, but HR can provide services and workshops that can greatly benefit faculty. They need to be invited and welcomed, but not forced to attend HR planned events or workshops. ‣ I think it is because academic affairs handles faculty. It's confusing to me because I sometimes forget what needs to go to HR and what goes Academic Affairs. ‣ No interest in changing at this point ‣ Do not know!! I suppose it might be worth looking into. ‣ Not sure how a “full‐service HR administrative service” from our current HR structure ‣ Departments need to hire their own faculty because they know what they need in an instructor, and the personalities of new faculty need to mesh with current faculty. ‣ Interesting... The faculty are unionized and are pretty much protected due to tenure. I think something about this relationship needs to change if they are in an administrative/managerial position because they will have to deal with managerial/office/service staff who are served directly by HR. This would seem to create a need to have some type of guidelines and procedures in line with HR policies and procedures that the administrator/manager must adhere to in order to effectively evaluate, motivate, grow and promote the staff member. Maybe something like this could be written into their job description as part of their administrative/managerial duties. ‣ The relationship should not change between HR and faculty. HR should have a minimal role in administering faculty. Faculty, by nature, are self‐directed and often work beyond the confines of a 40‐hour work week. Faculty professional needs differ greatly from staff. We have a collective bargaining agreement that establishes the workplace conditions and terms for faculty and HR could potentially undermine that agreement. Part of the Jeffersonian ideal of faculty is that they are integral to the decision making process that guides the University. HR does a fine job with practical concerns such as administering health benefits, etc., but that should be the extent of their involvement. ‣ Faculty are unionized on our campus. No. ‣ I feel it should be full service to faculty and staff. It does not make sense the way it is now, and confuses most faculty applicants. 30
12. What emerging workforce issues are you concerned about? ‣ I continue to be concerned about our ability to attract an ethnically diverse faculty that provides our students with a broad range of perspectives and experiences. We work diligently on this within our college; however, it continues to be a challenge. I also believe we need to plan strategically within our college to prepare for succession at the staff, faculty and administrative level. The data referred to in item #I would be helpful in doing so. ‣ There are various forces at work here, including an aging workforce and technology demands put on staff that seem to be growing. I don’t know what the trends are, but anticipate that as the workforce changes with retirements, institutional culture will change. I hope we continue to articulate the culture and history of the institution so that we maintain an identity that is vital and key to our Omaha community. Our relationships have created a lot of good will that helps build support for this campus in more challenging times. ‣ Students probably need more assistance in working on campus. It can be a burden to have to teach a student everything from A to Z about the workplace when they only work a few hours during the week. They learn a lot by osmosis and observation, but we could all do a better job preparing our students for the workforce as they work for us. Online tutorials about our office environment for clerical positions might help. Perhaps academic affairs could offer up information all students should know about working in an academic/research environment – of course, many are being mentored by faculty. I wonder what other campuses around the country do to help student workers be productive? ‣ Training and the need to be bilingual ‣ With talk of further budget reductions and the faculty union continuing to lobby for a pay raise percentage above what the state will provide, I would expect that union organizers will view UNO staff as an opportunity. If the job market continues to get tighter, staff will stay but morale could be a problem as they are asked to do more with little increase in compensation. ‣ I'm a baby boomer but I get along pretty well with all age groups. If I had to choose one issue, however, it would be the Gen Y and later employees who seem to feel they are owed something just for showing up to work, and who are not penalized when they don't. ‣ Would downsizing be based on seniority or performance? ‣ The aging workforce and the impact of “Baby Boomer” retirements on the workforce ‣ The lack of sufficient succession planning in our organizations 31
Page 3 and 4: TABLE OF CONTENTS I. Introduction/E
Page 5 and 6: Introduction/Executive Summary Plea
Page 7 and 8: E. Employee Recognition 10. To achi
Page 9 and 10: Strategies to Address Findings Stra
Page 11 and 12: HR Develop an online library of re
Page 13 and 14: 4 FOCUS GROUP COMMENTS 11
Page 15 and 16: ‣ Data on the impact of training
Page 17 and 18: ‣ The best way to improve product
Page 19 and 20: ‣ A five‐year stretch for recog
Page 21 and 22: ‣ Sufficient. I use this a lot; i
Page 23 and 24: 4. From your experience, how compet
Page 25 and 26: 5. If you worked with HR on an empl
Page 27 and 28: ‣ At times it seemed to take a wh
Page 29 and 30: 8. How well do we keep you informed
Page 31: 10. In your previous work experienc
Page 35 and 36: ‣ My concern is that the universi
Page 37 and 38: ONLINE SURVEY RESULTS An online sur
Page 39 and 40: How well informed does HR keep you
Page 41 and 42: How effective are the employee reco
Page 43 and 44: The forms and tools provided for pe
Page 45 and 46: How often do you use Employee Self-
Page 47 and 48: How do you get your news about what
Page 49: 6 100-DAY REPORT BRIEFING 47
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IV. Next Steps ‣ Put final revisi
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Survey Questions for HR 100-Day Rep
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Other Data Focus Groups Types and I
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Vida Hill Robert Hoffman Allison Ju
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UNO Faculty Senate ~ Full Membershi
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Blaine James Dorothy Bruce Robert W
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$5000. Stipends for the Urban Studi
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100-Day Report - University of Nebraska Omaha

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