from Volume 7, Issue 3, August 2012
A recent NACUBO webcast details the most common pitfalls of planning and conducting study-abroad programs and how to steer clear of related HR compliance and legal risks.
from Volume 7, Issue 2, May 2012
Multiple studies indicate that most employees are not ready for retirement, but is your institution's retirement plan in line with what employees need?
from Volume 7, Issue 1, February 2012
The most common faculty pay issues could be resolved with a clear and definitive compensation philosophy that reflects an institution's current needs.
from Volume 6, Issue 4, November 2011
Employee resource groups have gained solid footing within the corporate sector. Is it time for higher education to adopt this approach to employee diversity and inclusion?
from Volume 6, Issue 3, August 2011
As university administrators and faculty transition from saving for retirement to using those assets to support their retirement, smart financial planning will ease the tensions associated with this dramatic life change.
from Volume 6, Issue 2, May 2011
The first step to a successful talent management program for one college was to identify barriers and then work around them.
from Volume 6, Issue 1, January 2011
The College of Eastern Utah let employees run the numbers to see for themselves the benefit of health care cost-sharing versus furloughs or across-the-board salary cuts.
from Volume 5, Issue 4, October 2010
A recent Sibson Consulting survey finds that while more higher education institutions are rethinking how rewards link with employee performance, significant work remains to raise the bar on their performance-management programs.
from Volume 5, Issue 3, July 2010
Effective design of executive incentive plans hinges on establishing clear goals and objective metrics.
from Volume 5, Issue 2, April 2010
Audits of employer-provided medical plans can yield surprising savings. Find out what Princeton University and Washington University in St. Louis each saved and learned in the process.
from Volume 5, Issue 1, February 2010
Read a summary of lessons gleaned from studying what one administrative unit of a major U.S. university did in the midst of declining morale and imminent budget cuts to find ways to make a difference in its work environment.
from Volume 4, Issue 3, July 2009
Follow these core compliance strategies to avoid the potential traps and examination triggers within the revised IRS Form 990.
from Volume 4, Issue 2, April 2009
Form 990 compensation disclosure requirements for higher education institutions are now more in line with what is required of public companies.
from Volume 4, Issue 1, January 2009
An effective talent-management strategy must include a compensation system that attracts and retains the best employees.
from Volume 3, Issue 4, October 2008
Princeton University's robust relationship with its unionized workforce is the result of an ongoing commitment and attention to improving conditions and opportunities for employees and managers.
from Volume 3, Issue 3, July 2008
Increasingly institution leaders understand the potential for HR to serve as a strategic advisor. A good first step is to evaluate your HR function's capacity to identify challenges, build staff competencies, and quickly adjust as institutional needs change.
from Volume 3, Issue 2, April 2008
Duke University's Prospective Health program focuses on controlling health-care costs by creating a healthier workforce, in part through targeted communication and provider support for those employees at greatest risk for developing a disease or chronic condition.
from Volume 3, Issue 1, January 2008
The University of San Diego standardized its administrative compensation program to provide timely and equitable classification of positions and pay practices.
from Volume 2, Issue 3, July 2007
University of Michigan's Ross School of Business professor Dave Ulrich shares his views about the core competencies and capabilities institution leaders should expect their HR officers to possess and nurture within their organizations.
from Volume 2, Issue 2, April 2007
Inside Higher Ed publisher and cofounder Kathlene Collins argues for a recruitment strategy that focuses on the candidate--not the job.
from Volume 2, Issue 1, January 2007
A rewards strategy that focuses on the totality of what your institution offers--financial and nonfinancial--can help your institution enhance employee engagement and maximize the value of your expenditures.
from Volume 1, Issue 2, October 2006
Results from the CUPA-HR "Think Tank Report on the Future of Higher Education 2006" include tools leaders can use to assess workforce readiness institutionwide.