UNO 2020Goal Three UNO 2020

Maintain a high-quality faculty and staff that support a student-centered, metropolitan research university.

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Outcome 1

Recruit high-quality, diverse faculty and staff.

 
Measure

Number of qualified applicants hired who possess “desired qualifications” (as set by departments in the hiring process)

Number of qualified applicants from diverse populations

 
Target

Increase percentage of diverse, qualified applicants by at least 10% by 2020

 
Tasks

Task
Lead Responsibility
Timeline
Develop and implement a  transparent budget process for hiring University Budget Review Committee Fall 2017
Create decision guidelines on when to hire POA, part- or full-time faculty Business Affairs Complete
Determine academic hiring needs based on new budget allocations Provost Fall 2017
Centralize hiring process in order to gather data needed to meet target Human Resources Fall 2017
Increase number of underrepresented faculty/staff by 2% through targeted advertising and inclusive interview processes Human Resources Fall 2017
 
Findings

Baseline Problem – We need reliable gender and race data on job applicants, but that is essentially nonexistent for several reasons, including:  poor placement of the Voluntary EEO Data Form on website; failure of many departments to correctly record the data about applicants they interview; confusion by departments that recorded Hispanic/Non-Hispanic as a race rather than an ethnic group.

Baseline Solution - We are currently working on changing the process so all job applicants will be required to go to the EEO Data form before they can apply for jobs.  After this new process is implemented by approximately April 1, we should use the first three months of data collected as the baseline.


Baseline Target Date - We should have the baseline established by approximately July 1.

 
Anticipated Next Steps

  • Enhance the recruitment of faculty and staff by providing competitive salary and/or start-up funds aligned with peer institutions.
  • Explore strategies and support for spousal hiring.
 

Outcome 2

Retain high-quality faculty and staff.

 
Measure

Percentage of faculty and staff who deliver above average performance on annual evaluation.

Percentage of full-time faculty and staff separations each fiscal year.
 
Target

  90% or more faculty and staff will deliver above average performance in annual evaluations

  Decrease the percentage of full-time faculty and staff separations by at least 5% each fiscal year

 
Tasks

Task
Lead Responsibility
Timeline
Evaluate maternity and paternity leave policies Human Resources
Spring 2017

Advertise flex-time policy

President

Complete
Develop and implement a more comprehensive faculty and staff orientation Human Resources Summer 2017
Develop initiatives to enrich the morale, health, and wellness of faculty and staff Human Resources - Benefits Summer 2017
Research an equity adjustment plan to address salary inequities Human Resources Spring 2018
Enhance recognition of outstanding faculty and staff performance in advancing UNO’s mission through one-time bonuses or other rewards (e.g., parking decals, tickets to athletic events or on-campus concerts) President
Provost
Vice President for Business Affairs
Summer 2017
Complete an assessment of mentorship needs Associate Provost for Academic Programs Spring 2018
Explore incentives and support for research productivity, and clear policies for start-up funding Office of Research and Sponsored Programs Summer 2017
Explore ways to incorporate annual performance evaluations with promotion & tenure Provost Fall 2017
Provide leadership and professional development plans for faculty and staff Deans/Directors Annually beginning Fall 2017
 
Findings

Performance Evaluations:

  • Staff: FY 2015-16 = 88% above average performance
  • Faculty: AY 2015-16 = insufficient data

 

  Separations:

  • FY 2013-14 = 160
  • FY 2014-15 = 149
  • FY 2015-16 = 206
 
Anticipated Next Steps

  • Develop succession planning requirements
  • Professional development for faculty and staff, especially early in career
  • Ensure salaries are competitive and that career ladders exist
  • Develop mentorship program for new faculty and staff
  • Implement equity adjustment plan to address salary inequities
  • Incorporate different department on campus, such as Student Health Services and Counseling Services, to develop additional initiatives to enrich the morale, health, and wellness of faculty and staff
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Outcome 3

Increase faculty and staff involvement in university-wide decision-making.

 
Measure

  Percentage of committees with faculty and staff representation

  # of initiatives to increase communication and transparency

 
Target

  100% of committees with representation from both faculty and staff

  20+  initiatives to increase communication and transparency each fiscal year
 
Tasks

Task
Lead Responsibility
Timeline
Appoint at least one representative from each faculty and staff to university committees (unless the charge reasonably specifies otherwise) Executive Assistant to the President Fall 2017
Increase transparency in university decision-making through scheduled open forums, town hall meetings President
Provost
Spring 2017
Distribute quarterly financial reports Business Affairs Complete
 
Findings

For FY 2015-16, the administration hosted three outreach events. (*This number is unusually low due to leadership transitions.)

 
Anticipated Next Steps

Equal representation of faculty, staff, and administration on university-wide committees
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