Category: Leadership & Strategy

  • Setting Up New Leaders for Success From Day One – Strategies for HR – CUPA-HR

    Setting Up New Leaders for Success From Day One – Strategies for HR – CUPA-HR

    by CUPA-HR | March 29, 2023

    Consider this scenario: An institution hires a new leader who has previously worked in higher ed. Assuming the individual has already acquired the knowledge and skills necessary to get the job done, HR guides them through a brief onboarding and launches them into their new role. Six months later, HR checks in with the leader to see how things are going and discovers a dissatisfied leader and a team in turmoil. What went wrong?

    According to Sara Reed, vice president of people and talent at Western Governors University, HR sometimes falsely assumes that new leaders with higher ed experience know how to get the job done. Consequently, expectations may not be clearly articulated, which can create rough patches for the leader to navigate on their own. In the recent CUPA-HR webinar Building Leader Confidence in Transition: We Can’t Do It Alone, Reed explained that to help create a smooth transition for new leaders and ensure success from day one, HR can consider implementing these strategies in the pre-hire and onboarding phases:

    • Pre-hire: Provide accurate and clear position descriptions. HR should be very clear about what the institution is looking for in the role. Is the institution looking for a different leader than in the past, or a leader who meets the status quo? What context is there surrounding the job description that the candidate should be aware of? For example, will the new leader be leading a team that is in transition or turmoil? If so, what resources and contacts can help the new leader in a situation like this?
    • Pre-hire: Be clear about the mission of the institution. What mission does this new leader need to advance and further? Do job candidates see the values and beliefs of the institution displayed on the website? Who is included in the interview process? Can a broad number of people be included in the hiring process to send the message that the position is of high importance?
    • Pre-hire: Have the individual meet the team they’ll be leading. Create an opportunity during the interview process for the potential new leader to meet the team they’ll be leading. Allowing job candidates and future team members to have conversations beforehand could reveal potential areas of conflict between the two parties.
    • Onboarding: Pair the new leader with a skills mentor and a cultural mentor. While a new leader’s knowledge, abilities and experiences in previous positions can be beneficial in helping them succeed in their new role, they still must learn the cultural and political landscape. In the webinar, Reed shared her personal testament to having a “nuts and bolts” mentor and a cultural mentor when she first began working in higher ed. While a “nuts and bolts” mentor explains institutional policies and how to use systems, a cultural mentor can help clue in a new leader to the cultural and political landscape and serve as a “safe space” to ask questions and get insights. As Reed suggested in the webinar, a cultural mentor is someone you can approach after a meeting and ask, “What just happened?”

    Interested in more pre-hire and onboarding strategies and tactics to help new leaders in transition? Watch the webinar recording: Building Leader Confidence in Transition: We Can’t Do It Alone.



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  • 4 Considerations for Using Salary Data to Inform Compensation Decisions – CUPA-HR

    4 Considerations for Using Salary Data to Inform Compensation Decisions – CUPA-HR

    by Missy Kline | November 15, 2022

    Editor’s note: This blog post, originally published in April 2019, has been updated with additional resources and related content.

    Salary benchmarking is not one-size-fits-all — especially when you’re looking at groups as varied as administrators, professionals, staff and faculty on a college or university campus that is unique in its combination of Carnegie class, affiliation, regional location and mission. The question, then, is how to tailor your benchmarking efforts to take these variables into account and choose data that is appropriate to your unique needs.

    Here are four considerations to help you make the best use of salary data for compensation budget planning for your faculty and staff:

    1) Which institutions should your institution’s salaries be benchmarked against? Making the right comparisons — using position-specific data and carefully selected peers — can make all the difference when planning salaries that will make your institution competitive in the labor market. When you use CUPA-HR’s DataOnDemand, you can narrow down peer institutions by one or several institution-level criteria such as affiliation (public, private indephttp://cupahr.org/surveys/dataondemand/endent or private religious), Carnegie classification, enrollment size, geographic region, total expenses or other characteristics. Remember, balance is key: a larger comparison group gets you more robust data for comparison, but you must also make sure you are comparing to the right types of institutions that make sense for your goals.

    2) Not all faculty are the same. Tenure track faculty, non-tenure track teaching faculty, non-tenure track research faculty and adjunct faculty may each require unique compensation strategies, as do faculty members from different disciplines and ranks. Will the same salary increase help retain both tenured and non-tenured faculty? Does collective bargaining impact salary targets for some, but not all, of these faculty sub-groups? Are there unique, fast-growing, or in-demand departments/disciplines that require a separate strategy?

    3) Keep in mind that administrator salaries are broadly competitive. Like faculty, many administrative positions in higher ed are competitive at a national level. Often, institutions seek administrators with experience at other institutions of a similar size or mission, and with this experience and mobility comes an expectation of a competitive salary. As higher ed moves toward a “business model” where innovative leadership strategies are displacing more traditional shared governance models, finding administrators with the appropriate skills and expertise is becoming increasingly competitive, not only within higher education but sometimes against the broader executive employment market.

    4) Employment competition varies for staff and professionals. Many non-exempt staff are hired from within local labor markets, and therefore other institutions or companies in your state or local Metropolitan Statistical Area might be a better salary comparison than a nationwide set of peer institutions. Exempt or professional staff, however, may be more limited to competition from the higher ed sector, perhaps on a state or regional level. In addition, changes brought about by the pandemic (e.g., remote work opportunities, a desire to relocate) have made many professional positions more globally competitive. Are your institution’s salaries for these employees appropriately scoped for the market in which you need to compete?

     

    Additional Articles and Resources

    How One College Is Using Salary Data to Ensure Pay Equity and Market-Par Compensation

    Compensation Programs/Plans, Executive Compensation in Higher EdEqual Pay Act (CUPA-HR Toolkits)

    Working in a Fish Bowl: How One Community College System Navigated a Compensation Study in a Transparent Environment (Higher Ed HR Magazine)



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  • Three Take-Home Messages From the 2022 Annual Conference – CUPA-HR

    Three Take-Home Messages From the 2022 Annual Conference – CUPA-HR

    by CUPA-HR | November 2, 2022

    Thank you to all who attended the CUPA-HR Annual Conference and Expo in person and virtually last week! It was wonderful to welcome new (300+ first-timers!) and familiar faces and to learn about successful projects and initiatives from higher ed peers at institutions across the country. 

    For those who weren’t able to attend, here’s some food for thought from our three outstanding keynote speakers:

    • Stand-Out Leadership — Opening keynote Sara Ross applied her passion for brain science to a key element of stand-out leadership: accountability. Ross explained that employees would rather have leaders who hold themselves accountable for their actions than perfect leaders. One way HR professionals can be stand-out leaders and hold themselves accountable is by using Ross’s SLOW strategy when responding to critical situations on campus. The SLOW strategy helps us respond in a way that is reflective of the positive impact we want to make in our roles as HR leaders.
      • S – Stop. Intercept your emotional reaction. Our brains are designed to process emotions first and logic second. By pausing and checking in with your emotions before responding to a situation, you prevent adding more fuel to the fire.
      •  L – Language. Check your body language. No really, look in the mirror! Pay attention to how you are presenting yourself. People are honed in on your body language, so you must make sure your body language is aligned with your message.
      • O – Oxygenate. Consciously slow your breathing to push back on your fight-or-flight instincts. Research shows that slowing down for as little as two minutes and deepening your breath can decrease the amount of cortisol in your system by up to 20 percent, which is essential when responding to an already stressful situation.
      • W – Wonder. Step outside your perspective and challenge yourself by thinking from someone else’s perspective. This simple practice helps reset our sensitivity and tap into empathy.
    • How to Citizen — Sunday’s keynote speaker, Baratunde Thurston, spoke about how racial injustices during the summer of 2020 motivated him to launch his podcast, “How To Citizen With Baratunde.” He challenged the audience to think about the word “citizen” as a verb rather than a noun. “Citizen” as a noun can carry divisive and exclusive undertones, but as a verb, it gives us something to do to improve our society. According to Thurston, there are four principles that serve as the foundation of how to “citizen.” The four principles are showing up and participating; investing in relationships with yourself and others; understanding power and what we give our power to; and to do all of these things to benefit our collective selves, not just our individual selves. What specific ways can you begin to “citizen” at your institution?
    • Reinvent HR — The take-home message from David Ulrich’s energizing talk about reinventing HR is that HR is not about HR, but about creating value for stakeholders inside and outside the organization (students, family, employers, community, alumni) so that our institutions and communities can succeed. Here are five ways HR can lead in this area: 1) Empower the next generation by making sure people feel better about themselves following their interaction with a leader, 2) Shape the future by establishing a compelling vision/mission, 3) Engage today’s talent by living the Es (empathy, emotion, energy, experience), 4) Make things happen by delivering on promises and creating a positive work environment, and 5) Invest in yourself so you can invest in others.

    Don’t Forget! Conference attendees can watch the sessions they missed or re-watch their favorites on demand. Recordings of our keynotes and livestreamed concurrent sessions are available for viewing in the desktop conference platform and the app.

    Be sure to save the dates for our Spring Conference, April 23-25 in Boston, and our 2023 Annual Conference, taking place October 1-3 in New Orleans! Registration details coming soon.



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  • Kansas State University’s Braggin’ Wagon Offers a Unique Way to Recognize Campus Employees – CUPA-HR

    Kansas State University’s Braggin’ Wagon Offers a Unique Way to Recognize Campus Employees – CUPA-HR

    by CUPA-HR | October 19, 2022

    Think about a time you were recognized by a colleague for a job well done. Whether it was a grand gesture or a small act of recognition, chances are the personal shoutout put some pep in your step. Positive recognition in any form is a sure mood booster and helps move campus well-being in the right direction.

    In a recent CUPA-HR webinar, Refuel, Invest and Inspire Campus Well-Being, presenters from Kansas State University (K-State) shared a unique way of recognizing teams and departments on campus: the Braggin’ Wagon.

    The Braggin’ Wagon was developed by K-State’s Staley School of Leadership, which has a strong partnership with HR. The decorative travelling wagon is filled with treats, candy, small toys and other fun items for the receiving team to enjoy. Once the wagon is delivered to a department, it is up to that department to restock the wagon and deliver it to another department in order to keep the recognition going.

    This simple yet powerful way of recognizing campus employees serves a double purpose — it adds an element of fun to the work day for the team being recognized (who doesn’t love getting a surprise treat in the middle of a work day?), and it also gives the team passing on the wagon an opportunity to get out of the office for some exercise and take a mental break in the work day.

    When K-State resumed in-person work, it was important to put the emphasis on our employees and the solid work they were doing to make a difference. The Braggin’ Wagon was a way for departments to recognize other university partners who contributed to their work in a positive way,” says Shanna Legleiter, associate vice president of human capital services at K-State.

    With the Braggin’ Wagon as inspiration, what are some other creative ways HR can shine a spotlight on employees who work hard to keep campus operations running smoothly? Are there campus partnerships that can be formed to bring ideas for recognition to life? Don’t be afraid to think outside of the box when it comes to recognition opportunities!



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  • Build Psychological Safety and Fun Into the Workplace to Reduce Overwork and Burnout – CUPA-HR

    Build Psychological Safety and Fun Into the Workplace to Reduce Overwork and Burnout – CUPA-HR

    by CUPA-HR | September 28, 2022

    In the wake of the Great Resignation and talent recruitment challenges, heavy workloads have led to stress and burnout for some employees. One way higher ed HR pros can help identify sources of stress and mitigate burnout is by considering employees’ work environments. Are invisible pressures placed on employees, causing team members to downplay or hide their concerns about heavy workloads, or can employees be honest about their concerns and feel comfortable bringing their whole selves to work each day? How would employees describe the atmosphere where they work? Are levity and humor weaved into the workday, or is the lack of levity contributing to feelings of being overwhelmed?

    In the recent CUPA-HR virtual workshop, How to Manage Unmanageable Workloads, presenter Jennifer Moss explained how building psychological safety and bringing the fun back to work can reduce the impact of overwork and burnout. So what is psychological safety, and how can HR integrate it and the elements of fun and play into the workplace?

    Increase Psychological Safety

    “Psychological safety is the ability to reveal one’s true self and opinions without fear that doing so will lead to negative repercussions in terms of reputation, career, status or relationships with others,” explains Why Psychological Safety Matters Now More Than Ever, an article in the Spring 2021 issue of Higher Ed HR Magazine. Teams with high psychological safety see more open conversations between team members and managers about their work. They feel comfortable sharing honestly because they know they won’t be punished simply for doing so.

    Read the article to learn how HR pros can elevate psychological safety in the workplace by attending to systems and structures, supporting employees to forge connections, and fostering a learning orientation.

    Bring Back the Fun

    Although HR has much serious work to do, leaders can look for opportunities to incorporate fun, where appropriate. The application of fun and play has been shown to reduce stress and feelings of burnout while also improving creativity and productivity in working environments. Having fun at work has shown to have a positive impact on employee morale, engagement and camaraderie, all of which collectively have an influence on an organization’s culture. Here are some ideas to bring back the fun and stimulate play in the workplace.

    Encourage Humor

    Similar to incorporating more fun into the workplace, there are also plenty of benefits to weaving humor into the workplace. This element of work is sometimes considered non-essential but has many emotional and physical benefits that make us happier and healthier at work. Humor builds trust in relationships; a culture where it’s okay to admit failure; and happier, healthier employees. Learn how to conduct a humor audit to analyze where your workplace humor went right and ways to use it more effectively.

    Related resources:

    Health and Well-Being Toolkit (CUPA-HR members-only toolkit)

    How to Bring the Fun at Work (Higher Ed Workplace Blog)



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  • Three Elements of a Successful Onboarding Program – CUPA-HR

    Three Elements of a Successful Onboarding Program – CUPA-HR

    by CUPA-HR | September 14, 2022

    Onboarding programs consisting of a brief history lesson about the institution and instructions for how to get a parking pass aren’t likely to inspire new hires. Here are three elements of onboarding programs that go beyond the basics to create a deeper understanding of campus culture and a sense of belonging.

    Orient New Hires to Higher Education

    Learning industry-specific skills and knowledge is essential for employees to thrive in their workplaces. Higher education is no different. New hires must quickly get up to speed on how their departments function within the context of their institution and its mission. This can be overwhelming for anyone, especially someone new to higher education.

    To address this learning curve, CUPA-HR created Understanding Higher Ed Course 1 — An Overview of Higher Education for All Employees. The course is designed to help all higher ed employees understand different types of institutions, terminology, cultural hallmarks of the higher ed work environment, the basics of higher ed funding, and key soft skills that support success in the workplace.

    Create a Sense of Belonging

    A crucial aspect of the workplace that can’t be captured in a new-hire orientation video is the sense of belonging employees experience. And if staff members work remotely, opportunities to connect with coworkers and build community may be even more difficult to achieve.

    To overcome these challenges, the University of Florida’s Academic and Professional Assembly (APA), led by several HR employees, reconsidered their approach to onboarding. Through their Warm Welcome experience they helped create a campus culture that fosters a sense of belonging for new staff. The APA helps spark campus connections by hosting welcome events and small groups where new hires can interact with high-level leaders. During these events, leaders share personal stories and insights about leadership, diversity and inclusion and the value that staff bring in the pursuit of the university’s many goals. This storytelling approach draws out leaders’ personalities, camaraderie, sense of humor and transparency, and allows staff to see the “human” aspect of a large institution. Read more about UF’s Warm Welcome experience to learn how to design a warm welcome experience for your staff.

    Partner With Other Departments

    Onboarding shouldn’t fall solely on HR’s shoulders. Support from many areas of the institution is critical for a successful onboarding program. Additionally, shared responsibility for onboarding can positively affect organizational culture, departmental buy-in and employee retention. Presenters from the University of Colorado Boulder shared their strategic partner model in a 2019 CUPA-HR on-demand webinar “Onboarding: A Strategic Partner Model for Bringing About Cultural Change.” Watch the webinar recording to learn more about UC Boulder’s model to increase employee engagement, retention and productivity while keeping the focus on institutional goals.

    There are many reasons employees are drawn to work at an institution, and a successful onboarding program shows them why they should stay.



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  • Reassessing Your Institution’s EAP: Steps for HR Pros to Increase Awareness and Accessibility – CUPA-HR

    Reassessing Your Institution’s EAP: Steps for HR Pros to Increase Awareness and Accessibility – CUPA-HR

    by Lakyn Whaley | May 2, 2022

    May is Mental Health Month. Throughout the month, be sure to join the Connect discussion in the General Discussion group to discuss challenges and successes, as well as pose questions and offer advice to higher ed HR peers on the topic of mental health. A Zoom discussion will also take place mid-May. Stay tuned for the link to be posted in the Connect discussion. 

    Employee Assistance Programs (EAPs) are nothing new. In fact, 97 percent of large employers offer an EAP as part of their benefits package. Yet, the utilization rate of these programs is abysmally low, clocking in at an average of less than 5 percent even as concerns around mental health continue to grow. EAPs should be a key resource for struggling employees, so why isn’t anybody using them?

    Lack of Awareness

    Lack of awareness, on multiple levels, plays a large role in the underutilization of EAPs. Usually, employees are introduced to their organization’s EAP and other benefits during their onboarding process. However, the deluge of information new employees are exposed to during this time can easily wash out any memory of an EAP mention.

    In addition, there’s a general lack of awareness as to how EAPs function. People may form their own incorrect assumptions, such as thinking that participating in an EAP will incur an immediate cost or that EAP use will be reflected on performance evaluations, which keep them from accessing this benefit.

    Distrust and Stigma

    From grief counseling to connecting employees to legal resources, the situations that EAPs are designed to provide support for can often be deeply personal. Because of this, some employees may be concerned that personal details or other information related to their EAP access will be shared with their employers, since the EAP is an employer-sponsored program. Others may be hesitant to interact with EAPs due to the stigma surrounding mental and behavioral health topics.

    Accessibility

    If employees are aware and comfortable accessing their organization’s EAP, the next challenge they often have to surmount is the myriad steps required to connect with the resources and services they need. Many of the individuals who would benefit from using an EAP are already operating under higher levels of stress and may be more fatigued than their peers. This can mean that these employees are less likely to have the energy needed to engage with extended processes, even when they’re the ones who need it most.

    How Can HR help?

    It might feel like the issues listed above are too big for one department — and in some cases one person — to overcome, but there are steps you can take to help.

    Start by looking at your organization’s EAP from an employee perspective and map out the steps someone needs to take to access services. Ask questions along the way such as: How many steps are there? How do employees learn more about their EAP? What options are there for contacting someone? Might the hours of service be prohibitive to some? Are the services provided meeting a variety of needs? Note too where you notice the potential for confusion or frustration within the process and remember that if something can be simplified, it should be simplified!

    Once you’ve reassessed the EAP process, take some time to examine how your campus is talking about mental health in general. While communication about the EAP is necessary for program awareness, by itself it’s not enough to improve utilization. Double down on efforts to reduce stigma around mental health and mental illness. Creating a culture where employees feel safe to talk about their mental health and welcome to bring their whole selves to the table has myriad benefits — only one of which is improving EAP usage.

    Related resources:

    Mental Health Toolkit (CUPA-HR members-only resource)

    Destigmatizing Mental Health on Campus: What Can HR Do (Higher Ed HR Magazine)

    Right Direction – Free Turnkey Resources for Organizations to Address Mental Health in the Workplace



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  • 2022 Data: Changes in Higher Ed Pay and Workforce Size – CUPA-HR

    2022 Data: Changes in Higher Ed Pay and Workforce Size – CUPA-HR

    by CUPA-HR | April 27, 2022

    CUPA-HR has released its data on overall higher ed pay increases, as well as changes in workforce size for 2021-22.

    Higher Ed Pay Increases Have Not Kept Pace With Inflation

    The soaring inflation rate has far outpaced pay increases for the higher education workforce. According to findings from CUPA-HR’s annual workforce surveys for 2021-22, overall median salaries for administrators increased by 3.4%. Professionals and non-exempt staff saw increases of 2.9%, and salaries for tenure-track and non-tenure-track faculty increased by 1.6% and 1.5%, respectively. The inflation rate for 2021 was 6.8% and continues to climb.

    This is not the first year that pay increases have not kept up with inflation. Pay increases for administrators, professionals and staff last met or exceeded inflation in 2019-20.  Non-tenure-track faculty salary increases last met or exceeded inflation in 2016-17, and tenure-track faculty salary increases have not kept pace with inflation in any of the past six years.

    Explore pay-increase trends on CUPA-HR’s website.

    Overall Workforce Size Has Declined in the Wake of the Pandemic

    Historically, the overall size of the higher education workforce has increased from year to year. However, colleges and universities are experiencing the same employee recruitment and retention challenges that most U.S. employers have struggled with in the past few years. In both 2020-21 and 2021-22, the size of full-time staff, part-time staff, and tenure-track faculty declined from the prior year.

    Two areas of the workforce that saw growth this year were those of non-tenure-track faculty and adjuncts. Although the number of non-tenure-track faculty and adjuncts declined between 2019-20 and 2020-21, those numbers have rebounded in 2021-22.

    Explore the trends in workforce size changes on CUPA-HR’s website.

    In-Depth Data and Custom Reports

    Higher ed institutions can use CUPA-HR’s DataOnDemand (DOD) subscription service to run comprehensive data tables and analyses.



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  • Uncovering Workplace Barriers by Auditing the DEI Experience – CUPA-HR

    Uncovering Workplace Barriers by Auditing the DEI Experience – CUPA-HR

    by CUPA-HR | April 20, 2022

    Detecting bias can be a challenge, particularly when it comes to long-standing practices that are firmly rooted in our campus culture and systems. Left unchecked, these routine practices may create unintended barriers to inclusion and belonging.

    In the recent CUPA-HR virtual workshop, “Detecting Systemic Bias in Talent Practices,” Dr. Aarti Shyamsunder, DEI solutions consultant at YSC Consulting, and Pooja Shahani, founder and CEO of Kintsugi Consulting, discussed methods higher ed HR practitioners can use to pinpoint these barriers to inclusion. One method is to audit the DEI experience at your institution by reflecting on the following questions to determine who is present, who is participating and who holds the power.

    • Who runs things? Who are the individuals that make decisions? Who are the leaders? Who sits on the board? Do they all look the same? Is there a pattern in who gets to run things?
    • Who does the office “housework?” Who organizes team outings and takes meeting notes? Are these individuals recognized for their work? Women in the workforce often take on these additional duties.
    • Who gets credit? Are team members receiving praise and recognition for their contributions to a job well done? In academia, this could include whose name gets listed first on research or other academic work.
    • Who knows whom? Is there a pattern of individuals who know each other who receive more information and therefore have more opportunities to progress?
    • Who is speaking? Who gets to take space in a room? Is there an obvious difference in how often men in the room speak versus women?
    • Who gets development opportunities? Who are the individuals who get access to high-visibility roles that end up becoming senior-level positions? Who is being invested in?
    • Whose experience matters? “Covering” is a term that means downplaying our identities. What kind of covering demands (often unspoken) do we make of people so they feel compelled to change themselves in order to belong?
    • Who gets invalidated? Whose presence and voice are missing from meetings?

    Exploring long-standing practices through the lenses of various campus stakeholders is essential to creating a higher ed workplace that is both inclusive and welcoming. Look for ways you and your team can audit employee experiences and uncover barriers at your institution.

    Related resources:

    Diversity, Equity and Inclusion Toolkit (CUPA-HR members-only resource)

    DEI Maturity Index

    Diversity Resources

    Diversity and Inclusion Start With the Hiring Process: Two Institutions Getting It Right (The Higher Ed Workplace Blog)



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  • Tools to Build a Harassment-Free Higher Ed Workplace – CUPA-HR

    Tools to Build a Harassment-Free Higher Ed Workplace – CUPA-HR

    by CUPA-HR | March 30, 2022

    Sexual violence is a multi-faceted and difficult topic. Higher ed institutions either enter the conversation before an event of sexual violence has occurred or after it has occurred, leaving the institution scrambling for answers to the campus community as to why it happened in the first place.

    As part of upcoming Sexual Assault Awareness Month (April), we’re highlighting some CUPA-HR resources that share first-hand experiences from some higher ed institutions and the strategies and trainings they’ve used to respond to and approach the topic of sexual violence on campus.

    Strategies to Create a Harassment-Free Workplace

    In an article in the spring 2020 issue of Higher Ed HR Magazine, UMass Lowell detailed how they addressed concerns about a sexual harassment complaint the university received several years prior that spurred anger among students, faculty and staff. Questions were raised as to how decisions were made following the violation, whether the sanctions were sufficiently severe and what steps were taken to mitigate risk of recurrence.

    In response, the chancellor convened a task force to review the university’s Title IX policies and procedures, educational efforts, culture and climate, and communications on these issues, and to make a set of recommendations to the executive cabinet for future improvements. Read the full article to learn about how the task force practiced transparency, built trust among the community and key themes that emerged in the recommendations from the task force: A Matter of Trust: Strategies for Creating a Harassment-Free Workplace

    Impactful, Engaging In-Person Sexual Harassment Training

    While training alone isn’t the answer to creating a harassment-free environment, it certainly should be part of an institution’s broader strategy. However, in order to make an impact, the training must be engaging, insightful, interactive and relatable — and sitting at a desk clicking through an online training module or watching a video about workplace harassment is anything but engaging. With an in-person training approach, participants can ask questions, engage one another in dialogue, and connect to the content, making the messaging more likely to stick.

    Explore the benefits of and barriers to in-person sexual harassment training, as well as examples of interactive in-person training activities in the article A Thoughtful Approach: How to Conduct Impactful, Engaging In-Person Sexual Harassment Training.

    Additional Sexual Harassment Resources

    CUPA-HR’s Title IX and Sexual Harassment Toolkit is a great place to check out what other institutions are doing to mitigate sexual harassment and misconduct. The toolkit highlights sexual harassment and reporting policies, trainings and other tools for HR pros.

    By tapping into these resources, higher ed institutions can positions themselves as those that prioritize prevention over reaction when it comes to sexual violence on campus.

    Related resources:

    How Institutions Are Leveraging Partnerships and Education to Address Sexual Harassment and As

    4 Ways to Mitigate Risk Related to Sexual Misconduct and Harassment on Campus

    Sexual Harassment Resources



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