Tag: CUPAHRs

  • How AI Is Transforming Your Work: Insights from CUPA-HR’s Spring Conference – CUPA-HR

    How AI Is Transforming Your Work: Insights from CUPA-HR’s Spring Conference – CUPA-HR

    by Julie Burrell | June 4, 2025

    At the recent CUPA-HR Spring Conference in Seattle, artificial intelligence was a major topic of conversation, from session rooms to hallway discussions. AI has reshaped how many HR pros operate. It’s now being used as a daily tool, whether as a personal assistant for daily tasks or a strategic thought partner in decision-making.

    Here’s how higher ed HR is using AI now.

    Drafting communications and messaging. AI can help draft everything from emails to campus-wide communications. At her spring keynote, Jennifer Parker of the Colorado Community College System said she uses ChatGPT to rewrite her emails to be more formal in tone. She also recommends trying out AI to make internal communications more creative and tailored, like an inspiring message inviting specific groups of employees to review their benefits during open enrollment.

    Making meetings more productive and presentations easier. AI is helping HR pros compile, organize and summarize their meeting notes. AI can also make checklists and to-do’s following meetings. Use AI to create slide decks and scripts for presentations.

    If you’re looking to maximize your time, quickly make your longer meeting notes — like those from the recent CUPA-HR conference — into a conversational podcast using Google’s NotebookLM tool.

    Helping you with internal talent development or coaching for individual career paths. AI can help you create a training or professional development program in record time, like Jennifer Parker did with her civility training program. It can also act as a career coach when used with the right prompts.

    Assisting in talent acquisition. With AI, writing job descriptions has never been easier. For interviews, enter in a job description and ask AI to come up with applicable interview questions or ask for help in creating interview questions that are more neuroinclusive.

    Injecting some creativity throughout the day. Members also shared imaginative uses of AI, like using Doodly to create animated whiteboards, asking ChatGPT to turn selfies into Lego minifigures, or using Canva’s AI features to make eye-catching designs.

    Scaling Up

    AI can do amazing things when used on a larger scale. HR pros are tackling more extensive projects with AI, often in collaboration with other departments.

    Analyzing feedback and surveys. AI can process the results of open-ended survey questions and help identify themes to make surveys more effective than ever, with the partnership of survey experts and AI practitioners on campus.

    See how Harvard University’s Center for Workplace Development used AI in combination with HRIS data to create a strategic needs assessment survey.

    Brainstorming and researching for deeper insights. Proprietary software like Microsoft Copilot enables a deeper dive into existing institutional information and data. By uploading your institution’s mission and strategic priorities, you can accomplish any number of initiatives. Try creating recruitment materials, professional development programs, performance metrics and evaluations, or even a strategic priorities document specific to HR.

    During their presentation, the talent management team at Grand Valley State University shared how they integrated AI into their process for creating core competencies. AI assisted them in brainstorming key competencies, cross-checking those competencies with their institutional values, and transforming them into action-oriented language.

    Training Others on AI. Many HR leaders have been encouraging their employees to experiment with AI, including launching trainings or directing staff to existing trainings. For example, Microsoft offers general Copilot trainings and HR-specific trainings, all self-directed.

    While AI adoption is picking up speed, there are certainly challenges in incorporating it into your workflow. Spring conference attendees mentioned concerns ranging from legal compliance to ensuring truth and authenticity in communication. But used with safeguards, AI has the potential to free up time and allow HR to do what it does best: the fundamentally human work of caring for the people on your campus.



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  • Creating Human-Centered Workplaces: Takeaways From CUPA-HR’s Spring Conference – CUPA-HR

    Creating Human-Centered Workplaces: Takeaways From CUPA-HR’s Spring Conference – CUPA-HR

    by Christy Williams | May 7, 2025

    At the 2025 CUPA-HR Spring Conference in Seattle, our keynote speakers shared their insights into the future of the higher ed workplace. They encouraged HR practitioners to step boldly into brave leadership, to investigate neuroscience’s insights into human behavior, to embrace advances in artificial intelligence, and to use data to enhance the employee experience.

    But the key message was that innovation should be people-centered and align with HR’s fundamental goal: creating workplaces where people feel safe, valued and free to thrive.

    The Brain Needs to Belong 

    The brain is a social organ, Dr. Jessica Sharp stressed in her opening keynote. Whether or not we’re conscious of it, we’re always searching for connection and belonging — for psychological safety.

    “Our brains need affirmation that we belong. Without it, we don’t feel safe,” Dr. Sharp said.

    Because our brains interpret emotional threats in the same way as physical threats, feeling unsafe at work can provoke a similar feeling to walking alone in a dark parking garage or seeing a snake on a hiking trail. But when we feel a sense of psychological safety and social belonging, our brains shift into connected mode. When we feel safe, we’re more likely to collaborate with our team, be less resistant to change and feel creative.

    Dr. Sharp invited higher ed HR to step into the future of work through neuroleadership. Neuroleadership is a model of talent management that understands the connection between the brain’s inner workings and people’s best work.

    Takeaway: The brain can’t be inspired when it’s in survival mode. Prioritize safety and belonging to encourage creativity.

    Further reading: Explore more ways to strengthen resilience and enhance psychological safety.

    AI Is Your Time-Saving HR Assistant

    AI is the future of work, said Jennifer Parker, the assistant director of HR operations at Colorado Community College System. While this may sound intimidating, it’s important to know that AI won’t replace you, but rather free up time and mental energy so that you can focus on strategy and long-term projects.

    Here’s how Parker uses AI to simplify routine HR tasks:

    • As a brainstorming partner. For example, you can say to AI, “help me write my leadership statement.” Provide context about your career to enhance the responses.
    • To write or revise emails. Parker’s communication mode tends to be folksy, so she has ChatGPT rewrite her emails to be more formal in tone.
    • As a software coach. Ask AI to give you step-by-step directions on creating an Excel formula.
    • To develop presentations, trainings and professional development sessions. ChatGPT helped Parker write microsessions for an online civility campaign, create slide decks and a video explaining benefits to employees.
    • As an employee engagement assistant. Tell AI the dynamics of your culture and ask how you can help foster a healthy workplace.
    • As an event planner. Ask AI to create a training calendar or other complex timeline. For events like open enrollment, ask it for an invitation to the health fair or to craft an inspiring message to remind employees to review their benefits.

    AI can also summarize complex information, break down survey results, act as a career coach or problem solver, offer advice, and more. Get creative! But always review what AI generates for accuracy, and make it your own.

    Takeaway: AI can simplify HR’s daily tasks and free up time for strategic thinking.

    Further reading: Read this step-by-step guide to learn how Parker used ChatGPT as her assistant in creating a virtual civility training program.

    Benchmark Your Employee Experience Using CUPA-HR’s Data 

    What does it take to attract top talent to higher ed? CUPA-HR’s new survey — the Benefits, Employee Experience, and Structure Survey — gives higher ed a snapshot of what it takes to be an employer of choice in a competitive employment landscape, explained Melissa Fuesting, associate director of research at CUPA-HR.

    Using the BEES Survey, colleges and universities can benchmark traditional benefits. And now, for the first time, explore data on:

    • Flexible work
    • Professional development
    • Campus and community engagement
    • Hiring metrics
    • Performance reviews
    • Institutional structure (such as where HR is housed)
    • Policies

    The BEES survey also allows you to take a deep dive on these topics. For example, when it comes to flexible work, you can find answers to questions such as: Which employees have the ability to work flexible schedules or flexible hours? Who determines the policies around hybrid and remote work? Which employee groups can be hybrid or remote?

    Takeaway: To enhance your employee value proposition, benchmark your benefits and employee experience using data from CUPA-HR’s new BEES Survey with DataOnDemand.

    Further reading: For more on attracting and retaining talent, check out the results of the 2023 Employee Retention Survey and stay tuned for the results of the 2025 survey coming this fall.

    “Who We Are Is How We Lead” 

    Cheryl Cofield closed this year’s spring conference with a compelling message: “Who we are is how we lead.” In her powerful keynote, Cofield challenged higher ed HR professionals to examine the leadership armor we wear — the protective behaviors that keep us from leaning into vulnerability and courage. Instead of avoiding difficult conversations or striving for unattainable perfection, brave leaders must be willing to get uncomfortable, speak honestly and model the values they profess.

    Drawing from Brené Brown’s research, Cofield identified four key skill sets that support courageous leadership: vulnerability, values, trust and learning. She described how emotional armor — such as perfectionism, detachment, or a need to always be right — gets in the way of connection, inclusion and growth.

    Through self-reflection and practical tools like emotional literacy, empathy and curiosity-based conversation cues, Cofield encouraged attendees to identify their own “call to courage.” She reminded us that courage in leadership is not only a personal practice but a collective force. When one person shows up bravely, others are more likely to do the same.

    Takeaway: Courage is contagious. When leaders remove their armor and lead with vulnerability, they create more inclusive, trusting and human-centered workplaces.

    Further reading: Learn why leadership development is essential in higher ed and how it strengthens engagement, inclusion and institutional resilience.



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  • Frequently Asked Questions From CUPA-HR’s FLSA Overtime Webinar – CUPA-HR

    Frequently Asked Questions From CUPA-HR’s FLSA Overtime Webinar – CUPA-HR

    by CUPA-HR | May 29, 2024

    Reminder for the July 1 threshold update: Lawsuits challenging the final rule are underway. Though such challenges are ongoing, we expect the July 1 salary threshold to withstand legal challenges and to go into effect on that date. Institutions should therefore prepare to implement changes to comply with the July 1 threshold. We will continue to keep members apprised of any new legal updates on the final rule.

    On May 8, CUPA-HR hosted the webinar “How the DOL’s Changes to Overtime Rules Will Impact Campus.” The webinar — presented by Josh Ulman, CUPA-HR’s chief government relations officer, and Laurie Bishop, partner at Hirsch Roberts Weinstein LLP — provided an overview of the upcoming changes to the Fair Labor Standards Act (FLSA) overtime regulations, including the new minimum salary thresholds and automatic updates that are included in the department’s final rule. Nearly 3,000 people attended.

    During the webinar, CUPA-HR received several questions about the applicability of the final rule’s changes to institutions. To answer these questions, CUPA-HR’s government relations team has put together the following FAQ. We also encourage members to visit CUPA-HR’s FLSA Overtime News and Resources page for more guidance and to discuss potential changes with legal counsel and leadership at their respective institutions.

    Background

    On April 23, the Department of Labor (DOL) issued its final rule to alter the overtime pay regulations under the FLSA. The rule increases the minimum salary threshold to $43,888 on July 1, 2024, and then to $58,656 on January 1, 2025. The rule also implements automatic updates to the threshold that will occur every three years. Institutions will need to make all necessary adjustments by July 1, 2024, in order to be in compliance with the first increase under the final rule.

    FAQs

    1. Do all exempt workers need to meet the minimum salary threshold requirement?

    Not necessarily. Generally speaking, an employee must satisfy a three-part test to qualify as an executive, administrative and professional (EAP) employee and therefore be exempt from the FLSA’s overtime pay requirements: (1) the employee must be paid on a salary basis and paid the same amount each week regardless how many hours they work (unless the employee does not work at all that week), (2) the employee must receive a salary not less than the minimum salary threshold established by DOL, and (3) the employee’s primary duties must involve the kind of work associated with executive, administrative or professional positions.

    Some workers, however, may be “exempt” even though they are paid below the minimum salary threshold. In 2019, DOL issued Fact Sheet #17S, which states that teachers, coaches and “academic administrative employees” that meet certain requirements can be exempt even though they are paid below the minimum salary threshold.

    According to the guidance, teachers need not meet the minimum salary threshold if their primary duty is teaching, tutoring, instructing, or lecturing to impart knowledge, and if they are performing that duty as an employee of an educational establishment. This teaching exemption would include higher ed positions such as faculty, part-time faculty, adjunct faculty and others who primarily engage in teaching while working. Additionally, graduate students and postdoctoral employees whose primary duties are teaching, tutoring, instructing or lecturing may also qualify for the teacher exemption.

    Coaches may also fall under the teacher exemption. As DOL explains, coaches whose primary duty is to “teach” student-athletes how to perform in their sport can qualify for the teacher exemption. The guidance clarifies, however, that coaches whose primary duties are recruiting students would not qualify for the teacher exemption, as their primary duty is not teaching, and are therefore subject to the three-part test used for most other employees.

    DOL also explains that “academic administrative employees” need not be paid the minimum salary threshold if they meet the requirements of a separate exemption test. According to the guidance, “academic administrative employees” are administrative employees whose primary duty is “performing administrative functions directly related to academic instruction or training in an educational establishment.” DOL states that, in order for such employees to be exempt, they must:

    • Satisfy the salary basis and salary threshold tests OR receive a salary of at least the entrance salary for teachers in the same educational establishment, and
    • Have primary duties to perform administrative functions directly related to academic instruction or training in an educational establishment.

    DOL explains that academic administrative employees at institutions of higher education generally include department heads; intervention specialists who respond to student academic issues; and academic counselors that may administer school testing programs, assist students with academic problems, and advise students on degree requirements. As with all exemptions, however, DOL clarifies that exemptions are granted based on the employee’s duties rather than their titles.

    1. Are students/graduate students exempt from overtime pay requirements?

    In Fact Sheet #17S, DOL states that most students that work for their institution are hourly nonexempt workers who typically do not work more than 40 hours per week. However, DOL provides guidance on three types of student workers who may receive salaries or other non-hourly pay. These include graduate teaching assistants, who can fall under the teacher exemption if their primary duty is teaching; research assistants, who DOL says typically have educational relationships when performing research under faculty supervision and do not have employment relationships; and student residential assistants, who DOL states are not generally considered employees under the FLSA, as they are often students enrolled in educational programs and receive reduced room or board charges or tuition credits.

    1. How do the overtime pay requirements apply to part-time workers?

    Part-time workers are required to meet all three tests (the duties test, salary basis test and salary level test) to be exempt from overtime pay requirements. Regardless of full- or part-time status, employees must be paid at least the minimum salary threshold on a weekly basis in order to be exempt from overtime pay requirements. That means that, beginning July 1, 2024, full- and part-time employees must be paid at least $833 per week in order to maintain exempt status, so long as the salary basis and duties tests are also met. The same will be true beginning January 1, 2025, when full- and part-time employees must be paid $1,128 per week per week to maintain their exempt status. It is important to note that the minimum salary threshold cannot be prorated for part-time employees.

    1. How do you determine nonexempt/exempt status for partial-year employment? For example, how do you determine exemption status for employees who work for less than 12 months per year but are paid their salary over a 12-month period?

    According to the Wage and Hour Division (WHD) Field Operations Handbook, institutions “may prorate the salary of an otherwise-exempt employee who has a duty period of less than a full year.” For example, an employee who works a nine-month schedule but receives paychecks over a 12-month period may have their checks prorated over the actual period of work (nine months) to determine whether the employee is paid at least the salary threshold.

    Example: An employee who works for nine months (39 weeks) of a year but is paid over a 12-month period receives a salary of $40,000 ($769.23 per week), which would fall below the new July 1 salary threshold of $43,888 per year ($844 per week). Without prorating the salary, it would appear that the employee would need to be classified as nonexempt for failing to meet the minimum salary threshold. However, because DOL allows for employers to prorate the salary of the partial-year employee, the nine-month employee would actually meet the salary level requirement because the prorated weekly salary is $1,025.64 ($40,000/39 weeks), which is well over the July 1 level of $844 per week. As such, the nine-month employee could be classified as exempt, so long as they also meet the salary basis and duties tests. It is important to note, however, that the nine-month employee cannot perform any work outside of the nine-month period if employers choose to prorate their salary to meet the minimum salary threshold.

    1. Can room and board be included in total compensation to meet the salary threshold?

    No. In the existing overtime regulations, DOL specifies that “an [exempt] employee must be compensated on a salary basis at a rate of not less than $684 per week … exclusive of board, lodging or other facilities.”*

    CUPA-HR has historically advocated for the inclusion of room and board in the total compensation considered when determining whether an employee meets the salary level test, and we most recently included this request in our comments responding to the 2023 proposed rule. Despite these efforts, DOL has declined to update the regulations to allow for this. In the 2024 final rule, DOL states that they received comments about granting employers the ability to credit the value of board and lodging towards the salary level, but they declined to address the issue as they view it as outside of the scope of the rulemaking.

    *Note that the $684 per week refers to the current salary threshold. Beginning on July 1, 2024, the new minimum salary threshold will be $844 per week, and beginning January 1, 2025, the new minimum salary threshold will be $1,128 per week.

    1. Can other benefits, such as health insurance, dental insurance and tuition reimbursement, be counted toward an employee’s salary to meet the salary threshold?

    No. Similar to room and board, benefits provided to an employee such as health and dental insurance or tuition reimbursement cannot be counted toward an employee’s salary to meet the salary threshold. These would fall under “other facilities” as included in the regulatory language.

    1. Can institutions provide compensatory time to nonexempt employees in lieu of overtime pay?

    Under the FLSA and its implementing regulations, nonexempt employees at a “public agency” may be compensated with compensatory time off in lieu of overtime pay. Fact Sheet #17S explains that a public institution may be considered “a public agency under the FLSA if it is a political subdivision of a state.” To determine whether a public institution falls under the definition of a “political subdivision,” DOL considers “whether the state created the [institution]” or “if individuals administering the [institution] are responsible to public officials or the general electorate.”

    At qualifying public institutions, nonexempt employees may be compensated with compensatory time off at a rate of not less than one and one-half hours for each hour worked over 40 hours in a given workweek. Most nonexempt employees are not allowed to accrue more than 240 hours of compensatory time off, but nonexempt employees who work in public safety, emergency response or seasonal activity may accrue up to 480 hours of compensatory time off.

    1. My institution is in a state where the minimum salary threshold for overtime pay exemptions is higher than that of the federal standards. Does the federal level take precedence over my state’s salary threshold?

    No. The minimum wage and overtime requirements under the FLSA are meant to establish a floor for pay requirements. This means that institutions in states that have minimum salary requirements for overtime exemptions that are higher than the federal FLSA requirements must adhere to the state levels. For example, in 2024, California mandates that employees must earn an annual salary of at least $66,560 to be exempt from overtime pay requirements. This is significantly higher than the July 1, 2024, level established in DOL’s recent final rule ($43,888 per year). In this case, institutions in California must adhere to the state’s level for overtime exemptions.

    1. Will the final rule be challenged in court?

    Yes. On May 23, a group of 13 local and national associations and Texas businesses filed suit in federal court in Texas, challenging the U.S. Department of Labor’s rule setting new minimum salary thresholds for the white collar overtime pay exemptions under the FLSA. The suit claims that the salary threshold that goes into effect on January 1, 2025, is so high it will result in more than 4 million individuals being denied exempt status, even though these individuals could be reasonably classified as exempt based on their duties, and in doing so, the rule violates both the statutory language of the FLSA and prior court decisions. The suit also challenges the automatic updates.

    CUPA-HR will continue to provide regular updates on DOL’s overtime final rule and the court case underway.


    Disclaimer: The purpose of this blog post is to provide additional information from existing guidance, regulations and laws from the federal government on the FLSA overtime regulations. Content included in this blog post does not constitute legal advice. We encourage members to speak with their institution’s legal counsel about appropriate ways to implement changes on their respective campuses.



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  • Living Our Values: Courage, Care and Calling at CUPA-HR’s Spring Conference – CUPA-HR

    Living Our Values: Courage, Care and Calling at CUPA-HR’s Spring Conference – CUPA-HR

    by Julie Burrell | May 2, 2024

    “Wherever we go, we are CUPA-HR.” That’s what CUPA-HR President Andy Brantley reminded members at the recent Spring Conference in Minneapolis. Though institutions differ in mission and scope and despite daily crises that threaten to divert attention from long-term goals, CUPA-HR members live their values every day.

    The keynote speakers struck a similar theme, encouraging attendees to align their internal values with work, tapping into courage, care and a sense of calling.

    The Courage to Embrace Failure

    In her opening keynote, Kris McGuigan, an author, executive coach and corporate trainer, emphasized the power of authenticity in helping to overcome fear. At some point in our lives, we have all allowed our fears — including of failure, inadequacy and uncertainty — to dictate our future. “How often do we identify that a path is not serving us, but we stay the course, we cling to the status quo?” But clinging to the status quo out of fear can lead to apathy and disengagement. This lack of motivation and confidence can be tied to the engagement crisis at work.

    Facing Down Fear of Failure

    McGuigan believes courageously embracing failure can help move employees past apathy and disengagement. One way to start embracing failure is by taking a cue from tech. In their relentless testing and pushing out new releases, tech adopts a model of “perpetual beta.” This allows for constant innovation, with failure built into the model. If something doesn’t work, it’s scrapped and fixed — think of your smart phone’s frequent software updates. McGuigan asked, how can higher ed leaders bring this model of embracing failure to their teams?

    Takeaway: Having the courage to embrace failure can increase engagement and satisfaction and decrease apathy and disengagement.

    Creating a Caring Campus

    In his keynote, Dr. Kevin R. McClure, Murphy distinguished scholar of education and associate professor of higher education at the University of North Carolina Wilmington, drew from his forthcoming book, The Caring University, for which he interviewed staff, faculty and administrators. What he found will likely sound familiar. Higher ed employees were working tirelessly and generously, and frequently sacrificed their physical and mental health for their jobs. Consistent with CUPA-HR’s findings, McClure cited higher ed employees’ primary concerns as overwork, inadequate compensation, lack of recognition for their contributions, and lack of career pathways, among others.

    The Work “Just Kept Coming”

    McClure interviewed one higher ed staff member who said the work “just kept coming.” Her campus leaders talked about care, but there was no structural change to her workload, so she started looking for a new job. Many of his interviewees felt they were required to be superhuman — a worker without a body or personal life — who “exists only for the job.”

    Structural changes are needed in policies and procedures, he emphasized. What happens when practices like service awards and merit pay reward only ideal workers and not real people, or when leave policies don’t account for people’s caregiving or health needs? Employees will disengage and look for jobs elsewhere. HR has a crucial role to play in transforming the workforce, he says, and institutions need to empower HR as experts.

    Takeaway: Structural change is urgently needed to transform higher education into a workplace that values the well-being of its employees.

    Living your Calling Through Job Crafting

    In the closing keynote, Dr. Amy Wrzesniewski shared insights into what makes work meaningful for the individual. In her research, Wrzesniewski, who is William and Jacalyn Egan professor at the Wharton School of the University of Pennsylvania, identifies three main ways people understand their work: as a job, career or calling.

    Out of these, it is people who see their work as a calling who are more satisfied with the work and with their lives, tending to be absent less and engaged more. So how do people come to treat their work as a calling? That’s where “job crafting” comes in.

    Finding Purpose in Work

    Wrzesniewski interviewed members of a cleaning crew in a university hospital. This work is often stigmatized as non-meaningful, but employees who found a calling in the work were engaged in job crafting, often doing a different job than their job description, while still completing their required duties. For example, one cleaning crew member said that she tailored the cleaning schedule around patients who might be sensitive to the smell of cleaning chemicals. She made a tangible difference in the lives of others, even though she risked getting written up for doing so.

    Wrzesniewski argues job crafting has several benefits. It can increase satisfaction and commitment to the job, intensify happiness at work, boost job mobility, and even maintain or increase performance.

    Takeaway: Job crafting — the practice of living out your values by making work your own — can help make a work a calling, not just a job.



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  • CUPA-HR’s Equal Pay Day Data for Higher Education: Women in Higher Ed Are Paid Just 82 Cents on the Dollar, Most Women of Color Are Paid Even Less – CUPA-HR

    CUPA-HR’s Equal Pay Day Data for Higher Education: Women in Higher Ed Are Paid Just 82 Cents on the Dollar, Most Women of Color Are Paid Even Less – CUPA-HR

    by Julie Burrell | March 12, 2024

    Since 1996, the National Committee on Pay Equity has acknowledged Equal Pay Day to bring awareness to the gap between men’s and women’s wages. This year, Equal Pay Day is March 12 — symbolizing how far into the year women must work to be paid what men were paid in the previous year.

    To help higher ed leaders understand, communicate and address gender pay equity in higher education, CUPA-HR has analyzed its annual workforce data to establish Higher Education Equal Pay Days for 2024. Tailored to the higher ed workforce, these dates observe the gender pay gap by marking how long into 2024 women in higher ed must work to make what White men earned the previous year.

    Higher Education Equal Pay Day fell on March 5, 2024, for women overall, which means that women employees in higher education worked for more than two months into this year to gain parity with their White male colleagues. Women in the higher ed workforce make on average just 82 cents for every dollar a White male employed in higher ed makes.

    Highlighting some positive momentum during this Women’s History Month, some groups of women are closer to gaining pay equity. Asian American women in higher ed worked two weeks into this year to achieve parity on January 14 — not ideal, but by no means insignificant. In fact, during the academic year 2022-23, Asian American women administrators in particular saw better pay equity than most other groups, according to CUPA-HR’s analysis.

    But the gender pay gap remains for most women, and particularly for women of color. Here’s the breakdown of the gender pay gap in the higher ed workforce, and the Higher Education Equal Pay Day for each group.* These dates remind us of the work we have ahead.

    • March 5 — Women in Higher Education Equal Pay Day. On average, women employees in higher education are paid 82 cents on the dollar.
    • January 14 — Asian Women in Higher Education Equal Pay Day. Asian women in higher ed are paid 96 cents on the dollar.
    • March 1 — White Women in Higher Education Equal Pay Day. White women in higher ed are paid 83 cents on the dollar.
    • March 12 — Native Hawaiian/Pacific Islander Women in Higher Education Equal Pay Day. Native of Hawaii or Pacific Islander women in higher ed are paid 80 cents on the dollar.
    • March 28 — Black Women in Higher Education Equal Pay Day. Black women in higher ed are paid 76 cents on the dollar.
    • April 12 — Hispanic/Latina Women in Higher Education Equal Pay Day. Hispanic/Latina women in higher ed are paid 72 cents on the dollar.
    • April 22 — Native American/Alaska Native Women in Higher Education Equal Pay Day. Native American/Alaska Native women are paid just 69 cents on the dollar.

    CUPA-HR research shows that pay disparities exist across employment sectors in higher ed — administrators, faculty, professionals and staff — even as the representation of women and people of color has steadily increased. But with voluntary turnover rising, not addressing pay disparities could be costly.

    CUPA-HR Resources for Higher Education Equal Pay Days

    As we observe Women’s History Month and Higher Education Equal Pay Days for women, we’re reminded that the fight for equal pay is far from over. But data-driven analysis with the assistance of CUPA-HR research can empower your fight for a more equitable future.

    See our interactive graphics that track gender and racial composition, as well as pay, of administrative, faculty, professional, and staff roles, collected from CUPA-HR’s signature surveys:


    *Data Source: 2023-24 CUPA-HR Administrators, Faculty, Professionals, and Staff in Higher Education Surveys. Drawn from 633,020 men and women for whom race/ethnicity was known.



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