Category: living wage

  • No more civic washing – most universities now pay their staff a living wage

    No more civic washing – most universities now pay their staff a living wage

    Today 88 per cent of UK universities pay a living wage, marking a significant increase from 2022 when I first published an article on Wonkhe that suggested that several universities were engaged in “civic washing” – claiming civic credentials without the concrete action to back up their claims.

    My argument then was that a significant proportion of universities had made public commitments to be “civic” but were not paying the living wage. How, I often asked myself, can you claim to be civic and not treat your lowest paid, and often local, staff with the dignity of a living wage?

    The Living Wage Foundation calculates the living wage to be £12.60 (£13.85 in London) according to the cost of living, based on a basket of household goods and services. This is above the statutory minimum wage, which the government brands as the “national living wage.” Employers – including universities – have used the language of the “voluntary living wage” (VLW) where they claim to pay the level determined by the Living Wage Foundation but are not accredited in doing so. This contrasts with the “real living wage” (RLW) which is when an employer is accredited by the Living Wage Foundation as paying the living wage.

    To be accredited with the Living Wage Foundation an employer must pay all directly employed staff the living wage and have an agreed plan in place for third party contracted staff such as for outsourced catering, cleaning and security. The requirement placed on subcontracted staff is one of the reasons that universities and other employers pay the VLW as opposed to the RLW.

    Real progress

    As reported in a series of Wonkhe articles (here and here), over the past four years there has been an increase in the number of universities paying the real and voluntary living wage. In the context of the acute financial crisis impacting many universities this is a massive achievement that should be celebrated. Indeed, I am aware of only one university that has de-credited from the Living Wage Foundation over the past few years.

    In 2019 (when I first looked into the living wage issue) only 38 of Universities UK members were accredited with the LWF. Today that has increased to 80 with four accrediting in 2024. However, this does not take into account the universities that pay the VLW. The only way to determine this is to check institutional websites and where no information is available to follow up with a freedom of information request. In 2024, we contacted 61 universities and determined that 39 were paying a voluntary living wage.

    This year I decided to update this analysis by focusing on the 22 universities that confirmed they did not pay the RLW or VLW. Two of these were private providers that did not respond to a FOI last year, so I excluded them. The remaining 20 did respond, of which 12 unambiguously acknowledged that they did not pay the living wage, three said they were considering it but currently do not pay the VLW, 2 said no, but added that their pay scales are above the living wage and thus were included in the analysis and three said that they now pay the VLW.

    This means that out of 140 universities in my sample, 123 now pay the real or voluntary living wage (88 per cent), up from 82 per cent last year. Whilst this is undoubtedly cause for celebration, it is important to note that the VLW does not require a commitment for subcontractors to be paid a living wage.

    As some of you know, I am off to pastures new and thus this will be the last time I update the analysis. However, I am delighted that Citizens UK’s community of practice on higher education has agreed to take on the exercise and I have shared with them all the data from previous years. Perhaps when I return to the UK the university sector will have set a precedent by being wholly accredited with the Living Wage Foundation.

    Find out more about the Living Wage Foundation and the process of accreditation as a Living Wage employer here

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  • Ten Higher Ed HR Stories That Defined 2023 – CUPA-HR

    Ten Higher Ed HR Stories That Defined 2023 – CUPA-HR

    by Julie Burrell | January 17, 2024

    Last year brought major changes to the higher education landscape. Turnover reached a peak, prompting more attention than ever to retention and recruitment, while looming policy changes in overtime pay and Title IX regulations further complicated long-term planning. And, though it may feel like unprecedented change is the new normal, timeless HR topics like onboarding and compensation strategy also captured readers’ attention in 2023.

    We’ve rounded up the CUPA-HR articles, resources and research that defined 2023 and will continue to shape your 2024. These are the most-viewed stories on our website as well as some resources you may have missed.

    Top Stories

    CUPA-HR members were understandably concerned about the impact of two issues — the retention crisis and the potential shake-up to overtime pay rules — on their campuses.

    1. The Higher Ed Employee Retention Crisis — And What to Do About It

    Key Takeaway: Turnover in higher ed reached a peak last year — the highest level since we started tracking it in 2017 — so it’s no surprise that talent management and recruitment was top of mind. This article marshals a wealth of insights from our members and the CUPA-HR research team to aid HR pros, including a blueprint for employee recognition, as well as strategies for rethinking compensation and flexible work.

    1. The CUPA-HR 2023 Higher Education Employee Retention Survey

    Key Takeaway: The data provided here help explain the record-high turnover. The report also digs into the factors that most impact retention, offering a model for understanding higher ed retention. Analyzing data from 4,782 higher ed employees — administrators, professionals and non-exempt staff, with faculty excluded — from 529 institutions, the survey found that more than half (56%) of employees are at least somewhat likely to search for a new job in the coming year. (Looking for an overview of report findings? Check out our press release.)

    1. Overtime and Title IX Final Rules Targeted for Early 2024 Release in Fall Regulatory Agenda

    Key Takeaway: Last year, the Department of Labor announced that they would target April 2024 for the release of a final rule to update the Fair Labor Standards Act’s overtime pay regulations. The rule seeks to substantially increase the minimum salary threshold required for white-collar professionals to maintain exempt status. To stay abreast of any updates, don’t forget to register for our Washington Update webinars and visit our FLSA overtime resources page.

    Relationships and Well-Being

    The demands on HR pros are at an all-time high. Last year, our members sought ways to care for themselves, their team and their campuses. Two of the most popular resources of 2023 addressed mental health and resolving interpersonal conflict.

    1. Managing Stress and Self-Care: “No” Is a Complete Sentence

    Key Takeaway: In this highly rated recorded webinar, Jennifer Parker, professional development and training manager of the Colorado Community College system, gives practical tools for minimizing stress and leads participants in creating a self-care plan.

    1. Ushering in the New Wave of Conflict Resolution: Tulane University’s Restorative Approach

    Key Takeaway: Learn how Tulane University’s Office of Human Resources and Institutional Equity launched a conflict resolution program, all while successfully managing the pivot to virtual offerings during the pandemic. One of the few university programs in the country to provide a restorative approach, Tulane’s program is a roadmap for fostering and maintaining campus relationships.

    Retention and Recruitment

    Our members offered real-world case studies of talent management and attraction in these feature articles in Higher Ed HR Magazine. They provide success stories and practical tips you can tailor to fit your needs.

    1. Modernizing Workplace Culture and the Employee Experience — Strategies for HR

    Key Takeaway: Workplace culture encompasses so much that it’s tricky to pin down. Jacob Lathrop, consultant to the vice president/CHRO at Michigan State University, defines workplace culture as the feeling employees are left with when they leave work. It’s how they describe their days to family or friends. Old ways of doing things may be harmful to employees’ well-being, while modernizing workplace culture might mean retaining and attracting talent. Lathrop’s tips include embracing flexibility and autonomy, evolving your paid-leave policies, and updating career exploration programs, among others.

    1. A Tale of Two Onboarding Programs: North Carolina State University and
    2. A Tale of Two Onboarding Programs: The University Of St. Francis

    Key Takeaway: A perennially popular topic, onboarding can look very different depending on the institution. In the first article, North Carolina State University’s onboarding manager Amy Grubbs tells the story of their efforts to create consistent new-hire experiences, get supervisors involved in the onboarding process, and bring a full-service Onboarding Center to life through strategic campus partnerships. (Check out Amy’s webinar too, which provides even more information on the Onboarding Center and strategic partnerships.) With more limited resources, Carol Sheetz, formerly of the small, private University of St. Francis, shares her solo effort to build USF’s onboarding program from scratch. This article contains her top tips and resources for other HR pros in the same situation.

    1. Investing in Employees During an Economic Downturn: How We Implemented Our Living Wage Strategy

    Key Takeaway: A decade ago, the Maricopa County Community College District committed to a $30,000 livable wage for its full-time employees, but employees found it challenging to keep up with inflationary pressures and the COVID-related economic downturn. Maricopa responded by raising the livable wage by 15.5 percent, from $14.42 to $16.65. This article explains how HR managed to implement this raise, while preventing additional pay compression and reduced employee morale. (The second phase of MCCCD’s plan, focusing on progressive pay practices, internal pay equity and market alignment, is explored here.)

    1. Recalibrating Employee Recognition in Higher Education

    Key Takeaway: “Most of us continue churning out the same recognition programs — many decades old — often without questioning their value, validating their impact or reviewing for bias,” says author Sharri Margraves, the executive director of organization and professional development for Michigan State University’s human resources. She surveyed 65 higher education institutions to find out how they formally and informally recognize employees. This article not only presents these findings, but also suggests ways to redesign your own recognition program, including a self-audit tool to assess your strengths and weaknesses.



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