Objectives Focus on Compensation, Tools, Training
Achieving the compensation goals, especially in the current budgetary climate, will
be a challenge. But given the impact of the faculty and staff on the future of the
University, it appropriately tops the list of objectives.
Also key is the professional development component, with programs tailored to faculty,
supervisors and other groups within the workforce. Providing employees with additional
training will improve learning, leadership, management, service and processes, as
well as make the University stronger.
There are nine major objectives under the Valuing and Supporting People strategic
objective:
Objective 1: Recruit and retain a diverse workforce of faculty and staff
Measure 1: Number and proportion of faculty by race and ethnicity
2016 Target
Increase the percentage of racial and ethnic diversity among faculty from 13.59% minority
to better reflect the racial and ethnic make-up of the state of Missouri (19% minority)
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| Increase emphasis on personal contacts with institutions granting PhDs to traditionally
under-represented groups |
Office of the Provost in coordination with the Office of Human Resources |
| Provide incentives to departments who fill positions with persons from traditionally under-represented
groups |
Office of the Provost in coordination with the Office of Human Resources |
| Ask Human Resources to monitor using the new Applicant Tracking System along with
Institutional Equity and Compliance |
Office of Human Resources |
Measure 2: Number and proportion of staff by race and ethnicity
2016 Target
Increase the percentage of racial and ethnic diversity among staff from 9.03% minority to
better reflect the racial and ethnic make-up of the state of Missouri (19% minority)
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| Increase use of presence ads in regional newsletters of under-represented groups |
Office of Human Resources |
| Increase usage of community-based newspapers in St. Louis and Kansas City |
Office of Human Resources |
| Use and monitor closely the pools and hiring policy compliance with applicant tracking
system |
Office of Human Resources |
| Use professional development to encourage growth and retention of staff |
Office of Human Resources |
Measure 3: Increase diversity of senior academic officials and senior administrators
2016 Target
Increase the number and proportion of senior academic officials and senior administrators
who are female from current 7
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| Fill positions from pools containing under-represented persons |
Office of the Provost in conjunction with the Chief Diversity Officer |
Objective 2: Ensure MSU sustains and improves the capabilities and competencies of
its faculty
Measure 1: Assess current faculty development resources and identify areas of strength and need
2016 Target
TBD
Source: Best Practices
| Tactics |
Accountability |
| Conduct needs assessment in the areas of teaching, research and student success along
three developmental tracks: tenured faculty, tenure eligible faculty and non-tenure
eligible faculty |
Faculty Center for Teaching and Learning |
Measure 2: Percentage of faculty indicating satisfaction with availability, access and quality
of professional development at department, college, University or disciplinary/professional
levels
2016 Target
TBD
Source: Best Practices
| Tactics |
Accountability |
| TBD |
Faculty Center for Teaching and Learning |
Measure 3: Number and percentage of unique faculty participating in professional development
at department, college, University or disciplinary/professional levels
2016 Target
TBD
Source: Best Practices
| Tactics |
Accountability |
| TBD |
Faculty Center for Teaching and Learning |
Objective 3: Ensure MSU sustains and improves the capabilities and competencies of
its academic administrators
Measure: Number and percentage of academic administrators attending training
2016 Target
TBD
Source: Best Practices
| Tactics |
Accountability |
| Engage professional development external consultant |
Office of the Provost |
| Develop orientation for new department heads |
Office of the Provost |
| Evaluate and support extended professional development especially in the areas of
academic outcomes, research opportunities and fiscal responsibilities |
Office of the Provost |
Objective 4: Ensure MSU sustains and improves the capabilities and competencies of
its staff
Measure 1: Number of supervisors taking supervisory courses and/or leadership training
2016 Target
Increase from TBD to 100%
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| Complete implementation of the new Learning Management System which will support in
class, online and blended learning solutions to provide additional training opportunities
to support both supervisory and leadership training |
Office of Human Resources in coordination with the Faculty Center for Teaching and
Learning |
| Expand supervisory/leadership learning opportunities for current and new supervisors
to participate in as part of their professional development |
Office of Human Resources in coordination with the Faculty Center for Teaching and
Learning |
| Require all newly appointed supervisors/leaders participate in a supervisory/leadership
class as part of their development |
Office of Human Resources in coordination with the Faculty Center for Teaching and
Learning |
| Add a University-wide objective to Section One of the Appraisal and Development Plan
for supervisors that would require them to participate in a learning activity annually
that would enhance their supervisory/leadership skills |
Office of Human Resources in coordination with the Faculty Center for Teaching and
Learning |
Measure 2: Number of employee hours enrolled in professional development courses
2016 Target
Increase from 21,742 hours to 23,916 hours
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| Complete implementation of the new Learning Management System which will support in
class, online and blended learning solutions to provide additional training opportunities
to support employee development |
Office of Human Resources in coordination with the Office of the Provost |
| Allow employees to document participation of external professional development courses,
conferences and seminars as part of their employee professional development transcripts
in the new Learning Management System |
Office of Human Resources in coordination with the Office of the Provost |
| Promote a culture of learning for all employees within the University system through
leadership and supporting employees in advancing their knowledge and job skills |
Office of Human Resources in coordination with the Office of the Provost |
Objective 5: Align employee performance expectations to achieve MSU’s mission and
vision
Measure 1: Through comprehensive review of faculty roles and rewards, align promotion/tenure
and annual evaluation guidelines with the University's mission and vision
2016 Target
TBD
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| TBD but should include written expectations of faculty work along the lines that coincide
with the University's mission |
Office of the Provost |
Measure 2: Percent of staff with defined performance expectations which support the University's
mission
2016 Target
Increase from 20% to 100%
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| Relate target to Section Two – Organizational Values, Behaviors and Competencies of
the Appraisal and Development Plan, which addresses employee performance expectation
in relation to the University’s mission, to include mission integration and organizational
commitment |
Vice President for Administrative and Information Services (AIS) in coordination with
the Office of the Provost |
| Add another column to Section One of the Appraisal and Development Plan where supervisors
could indicate if the objective supports the University mission during the planning
and evaluation |
Vice President for AIS in coordination with the Office of the Provost |
Measure 3: Employee ADP ratings for staff below competent (3) with a Performance Improvement
Plan (PIP)
2016 Target
100%
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| Monitor the requirement that employees performing below the Competent Level (3) for
their job have received a PIP designed to notify the employee of their less than competent
performance and provide a plan for improvement |
Vice President for AIS in coordination with the Office of the Provost |
| Provide additional supervisor/leadership training to assist supervisors with tactics
on how to address difficult situations and to development improvement plans for their
employees |
Vice President for AIS in coordination with the Office of the Provost |
| Formalize the mid-year performance feedback on the Appraisal and Development Plan
Process as a requirement for all supervisors to conduct a mid-year meeting so there
is an opportunity for improvement prior to the end of the evaluation period |
Vice President for AIS in coordination with the Office of the Provost |
Objective 6: Reward employees based on merit and at competitive compensation
Measure 1: Percent of faculty at mean salary levels based upon peer group salary data
2016 Target
From 25.19% to increased percentages
Track progress
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| TBD - Salary savings should be used to increase salaries of those under the target
goals |
Office of the Provost |
| Utilize faculty salary adjustments to address market and equity |
Office of the Provost |
Measure 2: Percent of staff at mean salary levels based upon peer group salary data
2016 Target
From 22.89% to increased percentages
Track progress
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| Develop a meaningful salary increase budget each year and award annual salary increases
based on performance for faculty and staff |
Vice President for Administrative and Information Services (AIS) |
| As funding permits, add an "extra" percentage increase every third year of employment
to high performing employees (average ADP score over previous 3 years of 4.0 and above)
who are below the midpoint of their salary range for staff |
Vice President for AIS |
| Cost centers should develop meaningful salary increase budgets to support improving
salary levels for faculty and staff |
Vice President for AIS |
Objective 7: Foster an organizational culture that embraces a commitment to assessment
of outcomes, continuous improvement, collaboration and teamwork, and visionary leadership
Measure 1: Report results from employee work survey
2016 Target
Job satisfaction scores in all dimensions measured increase from 2011 baseline to
2016 readministration of survey
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| Develop faculty survey to measure faculty attitudes and behaviors related to each
element: outcome orientation and CQI; collaboration and teamwork; and visionary leadership |
Vice President for Administrative and Information Services (AIS) in coordination with
the Office of the Provost |
| Survey faculty every two years |
Vice President for AIS in coordination with the Office of the Provost |
| Develop tactics to address any deficiencies identified in faculty survey |
Vice President for AIS in coordination with the Office of the Provost |
| Develop staff survey |
Vice President for AIS in coordination with the Office of the Provost |
| Survey staff in 2011 and again in 2016 |
Vice President for AIS in coordination with the Office of the Provost |
| Report results of staff surveys |
Vice President for AIS in coordination with the Office of the Provost |
| Develop response to survey results |
Vice President for AIS in coordination with the Office of the Provost |
Measure 2: Number of improvement suggestions submitted via My Ideas Program which are approved
for implementation
2016 Target
Increase from 0 to 24 annually
Source: Best practices from Society of Human Resources Management, College and University
Professional Association for Human Resources and American Society for Training and
Development
| Tactics |
Accountability |
| Encourage employees to use program by posting information on website |
Vice President for Administrative and Information Services in coordination with the
Office of the Provost |
Objective 8: Enhance and leverage technology to improve teaching and learning systems
Measure: Number of Level III technology-enhanced classrooms available for faculty use
2016 Target
Increase the number of Level III technology-enhanced classrooms from 113 to 213 by
2016
Source: Faculty Center for Teaching and Learning
| Tactics |
Accountability |
| Provide a networking and computing infrastructure capable of fully supporting emerging
teaching and learning systems |
Faculty Center for Teaching and Learning in coordination with the Chief Information
Officer |
| Update instructional technologies contained in technology-enhanced classrooms to improve
ease of use and encourage collaboration |
Faculty Center for Teaching and Learning in coordination with the Chief Information
Officer |
| Enhance the support services model to maximize the efficient use of technologies and
support personnel |
Faculty Center for Teaching and Learning in coordination with the Chief Information
Officer |
| Expand the services and technologies available in the Learning Commons and open-access
computer labs to support student retention initiatives |
Faculty Center for Teaching and Learning in coordination with the Chief Information
Officer |
| Support the increasing use of lecture capture technologies within the technology-enhanced
classrooms to support on-demand instruction |
Faculty Center for Teaching and Learning in coordination with the Chief Information
Officer |
| Periodically survey faculty members and students to assess satisfaction with existing
technology-enhanced classroom capabilities and solicit suggestions for enhancements |
Faculty Center for Teaching and Learning in coordination with the Chief Information
Officer |
Objective 9: Maintain a modern technology portfolio that enhances productivity and
efficiencies
Measure 1: Technology upgrades that support learning, research and business processes - capacity
of networking bandwidth
2016 Target
Increase from 410 Mb to 1 Gb
Source: Computer Services and Information Technology Council through study of benchmark
institutions
| Tactics |
Accountability |
| Focus on upgrades for key areas within the networking infrastructure that are nearing
the end of their life cycle |
Chief Information Officer in coordination with the Faculty Center for Teaching and
Learning |
| Increase and prioritize Internet bandwidth to appropriately support services offered |
Chief Information Officer in coordination with the Faculty Center for Teaching and
Learning |
Measure 2: Technology upgrades that support learning, research and business processes - percent
of wireless coverage
2016 Target
Increase from 37% to 100%
Source: Computer Services and Information Technology Council
| Tactics |
Accountability |
| Work with stakeholders to identify wireless expansion requirements |
Chief Information Officer |
| Establish a priority listing for wireless expansion, limited by available capital
and human resources |
Chief Information Officer |
| Develop a 12-month tactical plan: building surveys, wiring technician schedules, other
telecommunication/networking projects, etc. |
Chief Information Officer |
| Procure equipment to support the tactical plan (allows for volume purchasing) |
Chief Information Officer |
| Execute tactical plan to expand the wireless network to all academic and administrative
buildings |
Chief Information Officer |
Measure 3: Technology upgrades that support learning, research and business processes - newly
developed electronic workflows
2016 Target
Increase from 0 to 15
Source: Computer Services and Department of Education Title III grant
| Tactics |
Accountability |
| Reduce paper-driven processes and improve efficiency by expanding the use of electronic
workflow and document management systems |
Chief Information Officer working with campus community |
| Expand features and use of the My Missouri State web portal |
Chief Information Officer working with campus community |
| Improve decision support systems by providing increased access to information stored
in the University’s Operational Data Store (ODS) and Electronic Data Warehouse (EDW) |
Chief Information Officer working with campus community |
| Make additional services available online through the continued delivery of in-house
developed self-service applications |
Chief Information Officer working with campus community |
