PROFESSIONAL AND PERSONAL INTEGRITY
Goal 11: Develop a fair and reasonable structure for workload and compensation for faculty, staff, and students.
Leaders: Mark McPhail (coordinator), Ron Bucholz (students), Denise Ehlen (academic staff), Denise Ehren (classified staff), Sue Messer (faculty)
Committees representing the four different constituencies this goal addresses have met to clarify terms and goals, and to begin working toward identifying and recommending workload and compensation improvements.
The student, classified staff, and academic staff representatives developed a working definition of “a fair and reasonable structure,” amended by the faculty group to read:
A fair and reasonable structure for workload and compensation reflects a consistent, transparent, accurate, and equitable system of policies and procedures governing employment responsibilities and rewards that is appropriate to position, classification, and university goals, mission, and values. Further, such a system should be consistent with the best practices at peer institutions.
In accordance with this working definition, the committee proposed the following measures and objectives for this goal:
Measure #1: Consistency UW-Whitewater policies and procedures governing workload and compensation should be consistent with external entities (e.g. statutory, UW System, other comprehensive Universities), as well as internally consistent across administrative and academic units.
Objective #1: Evaluation and Alignment The University should conduct a review and evaluation of existing policies related to workload and compensation, and where inconsistencies exist initiate the appropriate governance processes to revise and update such policies.
Objective #2: Clarification and Coherence The review of existing policies should distinguish between policies as formal rules and procedures as commonly accepted practices to insure that they are coherent and clearly related, and to rectify inconsistencies between policies and procedures.
Measure #2: Transparency UW-Whitewater policies and procedures governing workload and compensation should be easily accessible and available to all faculty, staff, and students.
Objective #1: Inventory & Consolidate The University should conduct an inventory of all existing documentation related to workload and compensation and establish a centralized authority for the maintenance and dissemination of such documentation.
Objective #2: Accessibility & Availability The University should assess and refine existing methods and mechanisms for obtaining information related to workload and compensation to insure that it can be easily accessed, and establish processes for improving accessibility and availability where these are inadequate or lacking.
Committees representing the different constituencies identified the following group-specific priorities and plans:ACADEMIC STAFF
The Academic Staff Assembly identified the following 2012-2014 priorities that relate to the focus of this workgroup:
- Explore academic staff orientations, activities, events, and/or series. The goal of these sessions, in part, would be educating academic staff on personnel policies and procedures (position descriptions, titling, title appeals, performance reviews, for example).
- Review Purple Book forms.
A task force was also established to review the academic staff personnel rules. That group’s activities will begin in earnest following the implementation of the University Personnel System on 1 July 2013. The task force is comprised of the Chair of the Assembly, the Vice Chair, two non-instructional academic staff representatives, and two instructional academic staff representatives. Beginning summer 2013, the task force, in consultation with relevant campus offices (Human Resources and Budget, for example), will begin development of an action plan to
- Complete an inventory of existing policies and procedures,
- Identify best practices at other System institutions,
- Identify best practices at peer (non-System) institutions,
- Compare and contrast existing policies and procedures to best practices,
- Examine existing data and/or collect new data from constituencies to identify challenges and opportunities,
- Formulate recommendations (as/if appropriate) for changes to personnel policies and procedures,
- Implement new policies and procedures, and
- Educate constituencies.
The goal of the Classified Staff Advisory Council is to provide transparency and knowledge of University policies, expectations, and procedures for workload and compensation to its constituency. The following initiatives will be used to achieve this goal:
- Create a dialogue with campus supervisory staff in order to determine department-specific policies and procedures as they relate to overtime assignments, workload balance, and ethics policies that affect off campus employment opportunities.
- Centralize overtime policies within and for each classification that qualifies. Determine inconsistencies between department policies and procedures and make recommendations as needed.
- Create an informational packet on Discretionary Merit that is easy to read and includes a step-by-step process on how an employee may qualify and apply.
- Assess position descriptions across campus in correlation with UPS changes. Make recommendations for reclassifications so employees may be compensated fair and reasonably for work they are doing above and beyond what is currently expected.
- Utilize and routinely update the CSAC website with campus policy and procedure locations.
After the July 1 implementation of the University Personnel System, work with the Office of Human Resources and Diversity to assess position descriptions and their corresponding pay range for new and existing classifications so they may be consistent between departments on campus and similar to positions within external entities.
The Faculty Senate Executive Committee created a special subcommittee (Beaver, Fox, Kim, Messer, Porter) to discuss the scope of the charge of the committee and establish several initial goals:
- Consider and articulate inclusive definitions of “work” and “compensation” at UWW .
- Establish strategies to secure campus data, practices and policies currently in place that inform and address Goal #11.
- Identify existing campus initiatives directed toward achieving Goal #11.
- Seek relevant definitions and studies within the UW-System, State, professional/discipline based organizations, and accrediting institutions to establish guidelines with best practices and for comparison with UWW
- Develop a timeline and schedule for conducting committee work.
Committee members have requested documentation on SCH/FTE at UWW and comparative data with other institutions within the UW System; requested campus Productivity Analysis reports (data and narratives); requested a report on average salaries by rank across campus; developed a preliminary list of work and compensation related issues that should be clearly addressed in all campus policies regarding workload and compensation; contacted the Provost’s Office for information on existing initiatives that address these same issues over the last three years, and a liaison has met with a representative of the SPBC Workload and Compensation Subcommittee (Exempt and Non Exempt Classified Staff, Instructional and Non-Instructional Academic Staff, & Student Employment). In addition, we have reviewed the interim report submitted by this SPBC Subcommittee and fully support its direction, working definitions and recommendations, and seek greater coordination and alignment with their workgroup.
The goal of the Student Employment Program Advisory Committee is to make more systematic and consistent the experience of on-campus student employment, for both students hired and hiring managers. To achieve this goal the following initiatives are taking place:
- The Student Employment Policy statement is being revised for review and consideration by the appropriate administrative authority.
- A website is being created to provide up-to-date online resources for students interested in seeking employment, and for campus departments who hire students.
- Departments are encouraged to post announcements for on-campus jobs on the student online job board, Hawk Jobs.
- Beginning with Plan-It Purple this summer, students will be made better aware of the various on-campus employment options.
- Regular meetings of student employee supervisors will begin in August for the purpose of better aligning departmental practices with campus policy.
A portion of the Student Employment Policy statement relates directly to fair and reasonable workload. Specifically:
- Maximum hours per week students are eligible to work.
- Required job title/description and classification of all student positions.
- Purpose of student employment is secondary to academic mission – therefore, departments cannot schedule work when students are scheduled for classes.
- Departments are required to establish clear policy regarding starting hourly wages and raises – to be consistently applied to ensure fair and equitable conditions.
Other initiatives and plans:
The College of Education & Professional Studies has started offering ALL new hires 4 quarter time reductions before tenure.
The Center for Global Education will utilize faculty input to propose a fair and reasonable compensation structure for faculty leading faculty-led programs abroad.