Continuous Improvement

The staffing level of the University can be best characterized as lean, given all of the additional expectations that accompany our changing role and mission. In many cases, staff are being asked to do more and different things than in the past. Efforts are being made to improve compensation in recognition of these new demands. However, the University continues to be adequately staffed to accomplish its basic functions. The University is in a strong financial condition and is well positioned to respond to emerging needs as necessary. For example, Student Affairs recently added a number of staff in response to recommendations of the Retention Task Force Report [5.4A]. Like all higher education institutions, the University must be prudent in committing to new positions, but at the same time it must be flexible in responding to identified needs.

The mechanisms for shared governance are sufficiently well established to allow meaningful staff input into assessment and planning for the future of the University. Supervisor and performance evaluations, as well as periodic staff surveys, allow the institution to identify and address potential problem areas as well as issues of quality with regard to the staff. The strategic planning process allows staff input from all areas of the University; this process is ongoing. The Staff Council and the University Senate provide additional venues for staff input.

The increased recognition of the importance of education, training, and development also assures that staff will contribute effectively to the continued strength of the institution. The development of individual improvement plans through the performance appraisal process will assure that maximum benefit is realized from such development activities.

The initiation of supervisor training in the fall of 1997 marks an important step in improving the training and development activities of the University. Quality Service Education will continue to offer professional development programs for staff and will work with Information Technology to provide computer training, which was identified by staff as the top training need.

Integrity

In general, MTU staff feel that the University has demonstrated honesty and integrity in its dealings with them (Staff Survey Question 21).

The introduction of a performance appraisal instrument in 1992 represents an effort on the part of the administration to introduce consistency to the evaluation of staff performance. The University has established classification/compensation systems for staff to provide consistent and equitable treatment which includes a process for appeals to assure accurate placement within the system.

The hiring process is monitored and upgraded as needed for compliance and for effective recruiting. The Hiring Guide [1.5B2] was developed in 1991 and updated most recently in 1994; it is distributed to all departments on campus to provide detailed information on all policies and procedures that govern the hiring process.

To assure an environment free of harassment and discrimination, the University adopted a Discrimination and Discriminatory Harassment Policy in 1995. In addition, an Americans with Disabilities Act Committee was established in 1992 to assure fair treatment of all individuals in the campus community.

Generally, questions of fairness in hiring practices and employee treatment have been resolved within current internal procedures. All claims filed with external agencies, such as the Equal Employment Opportunity Commission or the Office of Civil Rights, were dismissed or dropped.

In 1991, in response to the layoff of 50 staff that resulted from the fiscal crisis of that Fall (see Chapter 12), the University adopted a recall policy designed to provide preferential treatment in rehiring the affected employees. Ninety percent were rehired within two years.

Support for the development of a Staff Handbook is a manifestation of the administration's commitment to the principle that all staff are entitled to fair and equitable treatment. The Staff Handbook has been under development since 1995 and is scheduled for completion during the 1997/98 academic year.

NEXT