Tag: Stories

  • Scholars’ Stories of Losing Federal Funding

    Scholars’ Stories of Losing Federal Funding

    Fifteen researchers across a range disciplines from the biomedical sciences and STEM to education and political science share their experiences of losing research grants and what impact the loss of billions of dollars in federal funding will have on science, public health and education in Inside Higher Ed today.

    The Trump administration told researchers Rebecca Fielding-Miller, Nicholas Metheny and Sarah Peitzmeier that trainings connected to their National Institutes of Health grant focused on the prevention of intimate partner violence against pregnant and perinatal women were “antithetical to the scientific inquiry, do nothing to expand our knowledge of living systems, provide low returns on investment, and ultimately do not enhance health, lengthen life, or reduce illness.”

    “We could not disagree more,” Fielding-Miller, Metheny and Peitzmeier write. “Anyone who has cared for a child or for the person who gave birth to them knows that preventing maternal and infant death and abuse should be a nonpartisan issue. The current administration is intent on making even this issue into ‘us’ versus ‘them.’ When it comes to public health, there is no such thing.”

    Meanwhile, Judith Scott-Clayton writes that the decision to cancel a Department of Education grant funding a first-of-its-kind randomized evaluation of the Federal Work-Study program—four and a half years into a six-year project—will leave policymakers “flying blind.”

    “Since 1964, the FWS program has disbursed more than $95 billion in awards,” Scott-Clayton wrote. “In comparison, our grant was less than three-thousandths of 1 percent of that amount, and the amount remaining to finish our work and share our findings with the public was just a fraction of that.”

    Read all of the scholars’ stories here.

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  • Improving Transfer Based on Success Stories

    Improving Transfer Based on Success Stories

    A new transfer playbook, released by the Aspen Institute and the Community College Research Center, offers strategies for improving outcomes for transfer students by examining higher ed institutions with the best records.

    The playbook notes that, for a decade, fewer than a fifth of community college students have successfully transferred and earned bachelor’s degrees, though many aspire to reach that goal. But the playbook stresses that better outcomes are possible. At colleges with the best overall transfer outcomes—those in the top 10 percent for all institutions—at least 52 percent of students transfer and at least 61 percent of transfer students earn bachelor’s degrees, far exceeding national averages. If all community colleges achieved these kinds of results, they could double the bachelor’s degree attainment rates for community college students from 16 percent to 32 percent, the playbook concludes.

    Based on interviews with college leaders, students and staff members at campuses with successful transfer pathways and partnerships, the playbook’s authors offer three core strategies for improving transfer, with examples of relevant practices and case studies.

    First, they recommend that executive leadership spearhead partnerships between community colleges and universities so improvements to transfer can be made at scale. They also suggest working toward more timely bachelor’s degree completion rates within majors by better aligning curriculum and instruction with transfer pathways. Lastly, they recommend tailoring advising and other supports for transfer students in ways that “foster trust and engagement.” For example, the playbook encourages community colleges to ensure transfer advising is offered to all students and occurs before, during and after the transfer process, with outreach to prospective students about transfer options as early as high school.

    “There is immense potential in the dreams and ambitions of bachelor’s-intending community college students—and the many who may have counted themselves out but have the ability to complete a bachelor’s and expand their career horizons,” the foreword to the playbook reads.  

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  • Scholars’ Stories of Losing Federal Funding

    Scholars’ Stories of Losing Federal Funding

    Sixteen researchers across a range disciplines from the biomedical sciences and STEM to education and political science share their experiences of losing research grants and what impact the loss of billions of dollars in federal funding will have on science, public health and education in Inside Higher Ed today.

    The Trump administration told researchers Rebecca Fielding-Miller, Nicholas Metheny, Abigail Hatcher and Sarah Peitzmeier that trainings connected to their National Institutes of Health grant focused on the prevention of intimate partner violence against pregnant and perinatal women were “antithetical to the scientific inquiry, do nothing to expand our knowledge of living systems, provide low returns on investment, and ultimately do not enhance health, lengthen life, or reduce illness.”

    “We could not disagree more,” Fielding-Miller, Metheny, Hatcher and Peitzmeier write. “Anyone who has cared for a child or for the person who gave birth to them knows that preventing maternal and infant death and abuse should be a nonpartisan issue. The current administration is intent on making even this issue into ‘us’ versus ‘them.’ When it comes to public health, there is no such thing.”

    Meanwhile, Judith Scott-Clayton writes that the decision to cancel a Department of Education grant funding a first-of-its-kind randomized evaluation of the Federal Work-Study program—four and a half years into a six-year project—will leave policymakers “flying blind.”

    “Since 1964, the FWS program has disbursed more than $95 billion in awards,” Scott-Clayton wrote. “In comparison, our grant was less than three-thousandths of 1 percent of that amount, and the amount remaining to finish our work and share our findings with the public was just a fraction of that.”

    Read all of the scholars’ stories here.

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  • What stories can teach us about the world

    What stories can teach us about the world

    In a time of widespread misinformation, disinformation, fake news and outright lies throughout the world, many people are wondering what the truth really is and how to find it.

    In Africa, it is embedded in the power of story.

    “The oral tradition has always been a hallmark of West African culture for generations long before colonization, and so storytellers have been the truth tellers,” said Dr. Geremie Sawadogo, a World Bank talent manager and storyteller, who, as a child growing up in Burkina Faso, would gather with his family to listen to story hour on national radio every Tuesday evening.

    David Thuku, an executive coach and storyteller in Nairobi, Kenya, agreed. “Stories are a very structured system of managing life and giving knowledge about such things as governance, values, laws, social sciences and medicine. Medicine men, for example, would tell people which plants to use for different illnesses,” Thuku said.

    “They also taught us morals and our code of acceptable behaviours,” Sawadago added. For many, they are a form of timeless, universal truth.

    African stories can come in many different forms: two- to three-hour speeches, long monologues, oral renditions, poems, sayings, proverbs, fables, folklore tales, visual language, songs and even dance.

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  • Data stories from Achieving the Dream’s latest award winners

    Data stories from Achieving the Dream’s latest award winners

    Each year, Achieving the Dream lifts up at least one community college in its network for adopting practices and strategies leading to a student-focused culture, notable increases in student outcomes and a reduction of equity gaps.

    To be eligible for the Leah Meyer Austin Award, an institution must demonstrate four-year improvement of at least three percentage points in the IPEDS on-time completion for the level of associated credential awarded, or have been selected as one of the top 150 colleges in the Aspen Prize for Community College Excellence. The achievements of this year’s honorees—Chattanooga State Community College in Tennessee and Southwestern Oregon Community College—show how a holistic approach to student success that exists through the institution can result in whole-college transformation.

    Setting the bar: In evaluating applicants, ATD considers gateway metrics, including leading indicators (early momentum metrics) and lagging indicators (completion or transfer), with substantial improvement of three percentage points or more over three years.

    Equity metrics may highlight data such as the equity gap improvement between part-time and full-time student outcomes or between Pell-eligible and non-Pell-eligible students. Substantial improvement means closing or narrowing equity gaps over three years by at least two percentage points.

    The following data demonstrate not just what Chattanooga State Community College and Southwestern Oregon Community College did to earn their honor, but also ways that other institutions can tell their own data stories.

    Chattanooga State Community College actions and results: The Vision 2027 strategic plan has inspired a shift from 15-week to seven-week terms, more personalized academic advising, strengthened commitments to basic needs assistance and wraparound support services, and implementation of an affordable course materials program.

    • Fall-to-fall persistence rate from the fall 2019 cohort to the fall 2022 cohort saw a 7.1-percentage-point gain.
    • The credit completion rate jumped from 54.6 percent among the 2020 fall cohort to 66.4 percent among the fall 2023 cohort.
    • Articulation agreements and course road maps related to Tennessee Transfer Pathways resulted in an 8.2-percentage-point climb in the rate of students who transfer and earn a baccalaureate degree within six years of matriculating between the fall 2015 cohort and the fall 2018 cohort.
    • The adoption of a co-requisite model, with embedded tutors, for gateway English and math courses led to a rise in gateway math completion from 38.5 percent for the fall 2020 cohort to 49.5 percent for the fall 2023 cohort. Completion rates for gateway English courses, meanwhile, grew from 49.3 percent to 66.6 percent in that time frame. Approximately 45 to 48 percent of the college’s student population is still developing essential college-level academic skills.

    Southwestern Oregon Community College actions and results: This rural institution’s recent efforts have included engaging and supporting its community’s adult and part-time learner populations, such as by creating targeted student orientations, evaluating community practices and its portfolio of academic and workforce programs, meeting the special financial needs of first-generation adult learners, and improving online services (40 percent of Southwestern’s overall student body are online learners).

    • In comparing the 2017 cohort to the 2020 cohort, the four-year completion rate among part-time learners improved by 8.7 percentage points, narrowing the equity gap between adult learners and traditional-aged learners by 3.2 percentage points. Between adult learners and traditional-aged learners, the gap narrowed by 6.7 percentage points, as the rate of completion among the former rose 12.3 percentage points.
    • The equity gap between first-generation and continuing-generation learners in fall-to-fall persistence narrowed by three percentage points, from 8.2 percent in the fall 2019 cohort to 5.2 percent in the fall 2022 cohort.
    • From the fall 2017 cohort to the fall 2020 cohort, the overall four-year completion rate grew 6.6 percentage points, and the rate at which students transfer and earn a baccalaureate degree (despite severe geographical hardships) rose 3.7 percentage points from the fall 2015 cohort to the fall 2018 cohort.

    More information on both winners can be found here. In a March 31 webinar, Achieving the Dream will feature both winners.

    Is your institution or department tracking new KPIs related to student success, or using data in a new way? Tell us about it.

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  • The Power of Students’ Stories – Faculty Focus

    The Power of Students’ Stories – Faculty Focus

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  • The Power of Students’ Stories – Faculty Focus

    The Power of Students’ Stories – Faculty Focus

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  • Top 10 U.S. Higher Ed Stories of 2024 with Robert Kelchen

    Top 10 U.S. Higher Ed Stories of 2024 with Robert Kelchen

    Robert Kelchen is a prolific higher education researcher and also the head of the University of Tennessee at Knoxville’s Department of Educational Leadership and Policy Studies. He is also a pretty steady blogger on higher education, but he doesn’t have the time to post quite as much as he did before he took on all those extra admin duties. One of the casualties of his reduced blogging schedule is that he no longer posts his regular “top ten” stories of the year in US higher education, which I, as an outsider, always used to find a handy way to keep track of what mattered over the long term in the US.

    But last year, Robert agreed to reprise his role of summarizer-in chief for us on the year’s final pod, and reaction was so positive, we thought we would have him on again for our final podcast of 2024. As always, Robert is sharp, succinct, and not one to shy away from unconventional calls. And so, without further ado, let’s hear Robert’s Top Ten.


    The World of Higher Education Podcast
    Episode 3.14 | Top 10 U.S. Higher Ed Stories of 2024 with Robert Kelchen

    Transcript

    Alex Usher (AU): Robert, let’s start things off. What’s your number 10 story this year?

    Robert Kelchen (RK): Number 10 out of the U.S. is more changes to big-time college athletics. It seems like things cannot stay stable, and that’s in part because there is so much money involved. So, the big changes this year are more teams changing athletic conferences. Everyone is trying to jockey for position in big-time college athletics to be on the right side of TV contracts. Never mind that the next round of TV contracts may look very different with people cutting the cord from cable. The other big piece is a landmark settlement with former athletes. That requires a financial settlement and then also athletes going forward are going to get about 20 percent or so of all revenue.

    AU: Gross revenue?

    RK: Yeah. So, this also affects the number of scholarships that programs can offer. Previously for big-time athletics, that number was limited. Now, it’s not limited. They focus more on roster sizes instead. This means colleges have some really tough financial choices to make. Because they have to pay athletes, and if they want programs to be competitive, they need to offer more scholarships. That means what will probably happen is some colleges are going to look at dropping sports to club status so they don’t have to pay for scholarships. While also keeping in mind they can’t just drop the women’s sports, at least under Title IX regulations. Although, who knows what’s going to happen for regulations.

    AU: We’ll get to that. We’ll get to that. Let’s move along to number nine.

    RK: Number nine is college closures. It always seems to hang on the list because we continue to see closures. We had a really chaotic closure in early June with the University of the Arts in Philadelphia. I don’t think they were on anyone’s radar for closing.

    Their public financials at the time looked decent, but then their accreditor stepped in, saying, “We’re going to shut you down,” and it happened within a week.

    It was apparently for financial reasons. And it wasn’t immediately obvious from the financial statements from, say, a year and a half ago, what was going on. But it seems like they just ran out of cash very quickly. And it got to the point where, with a week’s notice, students couldn’t finish, faculty couldn’t find jobs, and staff couldn’t find jobs. It was just the absolute worst way to do things.

    AU: Has the number of closures actually ticked up—I mean, you’ve made the point on many occasions that there are always program closures.

    RK: Yeah, you know, there are always program closures. They really did try to push a lot of the low-performing for-profits out, and there just aren’t as many now.

    But I think the big piece that’s coming now is not college closures as much as program closures and academic restructuring. It’s a great time to be a consultant in this industry. Because consultants are the ones brought in to help do the studies on this, identify programs that may need to be closed, and institutional leaders like it because someone else is making the tough calls.

    AU: What about number eight?

    RK: Does anyone want international student? They’ve been a cash cow for many institutions for a while now but that’s beginning to change. Australia’s gotten the majority of the global news coverage on this, with their efforts to try to cap enrollment, which is really divisive there, especially among the more rural institutions that would like more international students. You’re seeing it in Canada, the UK, and the US looking to move in that direction. That potentially creates opportunities in Southeast Asia or in Europe.

    Another wildcard in international students is what’s going to happen with both China and India? Where China is always at risk of having a major policy change, and there seems to be a fair amount of instability in India right now.

    AU: Number seven?

    RK: Number seven is state funding for higher education. There’s been a lot made in the U.S. about disinvestment in public higher education, but over the last decade or so, state funding for higher education in most states has been pretty strong. The states where it’s been the weakest are often the more politically liberal states, and that’s basically because they’ve had more longstanding budget issues. But a number of the more conservative states have funded pretty well, and state funding is at a two-decade high right now.

    I have a hard time seeing that continuing because state budgets have largely flatlined for the upcoming fiscal year. There have been some states that have gone down the route of tax cuts from post-pandemic money that’s starting to come due. But also, there’s just more skepticism about the value of public higher education. And there are states like Utah where enrollment is up substantially. But they’re looking at cutting funding and telling universities and colleges to expect less in the way of enrollment. This really creates the haves and have-nots in public higher education. The big-name public universities are growing like crazy. The regionally focused colleges are struggling mightily.

    AU: You’ve talked about a flight to quality among students. Is it likely that state funding starts to follow into the flagships more than it used to?

    RK: It depends in part on the funding model. If it’s an enrollment or performance funding type model, then that will happen. But also, states don’t want to see regional institutions fail. So they need to have some kind of capacity there.

    The big question that states have to wrestle with is how big they want their flagship institution to be. Do they want to push students to regional institutions? In some states, they have the governance structure in place to do that, even though it’s extremely politically painful. And in other states, there’s no centralization whatsoever, so there’s really nothing they can do about it.

    AU: What about number six?

    RK: Number six is the protests about the war in Gaza and the fall of several Ivy League presidents. I did some analysis back in the spring, and it was really only at a fairly small number of colleges, these protests. But they happened at the institutions that policymakers care about — the super-elite private colleges and some of the big public flagships. Congressional Republicans found that hauling in college presidents — especially women of color — plays really well to their base. And I think that was one of the reasons behind republican elector success.

    AU: That appearance in front of Congress by the presidents of Penn, MIT, and Harvard really was kind of the flashpoint of the year, wasn’t it? I mean, two of them were out within a month of that appearance. It’s another example of Americans assuming that what happens at a very small handful of prominent private institutions is actually reflective of something bigger, isn’t it?

    RK: That’s exactly it. And one of the big reasons is that so many of the policymakers and so many of the journalists — that is their sphere, that’s what they know. We’re also seeing a really interesting dichotomy as President-elect Trump announces his key political appointments. He’s abolishing the Department of Education, reforming higher education, but at the same time, all his press releases highlight the colleges these people went to. So, he’s saying, “They went to NYU, they went to Penn,” while simultaneously dumping on them.

    AU: Robert, what about number five?

    RK: Number five is the increased political realignment by educational attainment. It used to be that if people had a bachelor’s degree, there was a pretty good chance they were pro-business Republicans. That was a substantial part of the base — part of what really kept the party going post-Reagan through the George W. Bush years.

    Then, I think we saw a bit of this starting with Obama, and then it really moved forward. The Democrats made substantial gains among college-educated individuals, especially those with postgraduate degrees. Then Trump came in 2016 and really accelerated the realignment, where college-educated individuals shifted to the Democratic Party, while non-college-educated individuals moved toward the Republican Party.

    That is a sea change to where pollsters now are focusing on weighting polls based on education instead of race or gender. There are still divides in those areas, of course. But what this means for higher ed is that higher education has long been relatively apolitical in the U.S. — probably had a 50-year run that way. But that has started to change dramatically, and that change threatens higher education enrollment as well as public support for the sector.

    AU: It’s tough for a public university. I mean, it’s like saying hospitals are Democrats, right? Or K-12 schools are Republican. It’s weird for a public institution to be identified as partisan. It can’t be easy for public university presidents to be in that position. What can they do? What are they doing to try to reverse that trend?

    RK: One piece of it is who becomes a president of a university or system. We’re seeing more politicians take on those roles. Some of them are unsuccessful, but some of them are very successful as they try to be the bridge between academics and the legislature.

    The other big piece is focusing on outreach and the public mission. Public higher education has two main advantages: one is community outreach, which includes things like agricultural extension classes and community programming. The other is athletics like football, it’s a big driver of public support.

    AU: Okay, what about number four?

    RK: Number four is accreditation. It’s a topic that’s deep in the weeds for a lot of people, but it’s in the political spotlight right now.

    Two big examples stand out. One is the toughest accreditation job in the U.S., which is at the Southern Association of Colleges and Schools (SACS). We no longer have truly regional accreditation in the U.S. — that went away under the first Trump administration. But SACS is still largely focused on conservative southern states, and those states are not happy with accreditation. In Florida, for instance, they decided you have to switch accreditors every cycle. SACS President Belle Whelan is retiring, and I have no idea who in the world would want that job. That is probably the most difficult job in American higher education.

    AU: What’s the potential impact of accreditation becoming more politicized?

    RK: Some of it is just administrative burden for higher ed. If institutions are expected to switch accreditors or if accreditation standards change constantly, that’s a lot of administrative cost.

    But the bigger issue is, will accreditors uphold basic standards? They’ve largely punted on academic standards because every time they try, they get sued. They often win those cases, but it’s expensive. So, accreditors have largely focused on finance. But, the perception is that they’re focused too much on diversity, equity, and inclusion. SACS is actually the only major accreditor that does not require that.

    Another big pressure on accreditation is that several accreditors are now trying to push for shorter bachelor’s degrees. The U.S. traditionally has 120-credit bachelor’s degrees, but there’s a push for 90-credit degrees — shorter, faster, cheaper, better. There’s a strong rationale for it, but also concerns about educational quality. This could completely upend the higher ed finance system. If you get less revenue per student and you eliminate some of the upper-level courses, that might work. But it seems like they’re taking away more of the lower-level general education courses, and those courses subsidize other parts of the system.

    AU: Interesting. Okay, I think DEI has something to do with number three as well.

    RK: Yes. State governments are pushing higher education hard on more of these social issues. Texas and Florida have taken the lead on trying to ban any mention of diversity, equity, and inclusion. In a lot of conservative states — including mine — DEI is now known as “access and engagement” or “access and belonging” or something else. They don’t want to use those words because people expect emails and course syllabi to be searched for those terms.

    At the University of North Texas, for example, the new leader, who came from the Texas Higher Education Coordinating Board, required that all mentions of DEI be eliminated. They focused on the education school, which is also searching for a new dean.

    AU: But it’s gone beyond just excising words or renaming units. If I recall correctly, at North Texas, they were even getting rid of words like “racism” from course syllabi, which makes it hard to teach U.S. history, doesn’t it?

    RK: It does. There was a round of this about a half dozen years ago where the response was to get rid of the words and do the same thing, the legislatures did not like that so now they’re trying to go back and root all of these out.

    AU: Alright, let’s move on. What’s number two? We’ve got to be coming pretty soon to the election, right?

    RK: We are. But I actually don’t think the election is number one this year. The election of Trump is a big deal, and it will have large effects on American higher education. Will the U.S. Department of Education go away? I’m still extremely skeptical of that. Every Republican since 1979 has said they want to abolish it, but it’s difficult to get rid of an agency. And also, Republicans may have unified control in Washington, D.C., but it’s by the skin of their teeth. They can afford to lose, I think, only two votes in the House of Representatives, and it’s a fractured caucus. They’ve got a lot of other priorities, too.

    Plus, you have members looking ahead to 2026 and wondering if they can get re-elected when the majority party typically loses seats in a midterm election. So, it’s going to be a very unsettled, interesting time. But I don’t see the Department of Education going away.

    The bigger question is, what can sneak its way onto that one bill each year that can be passed completely on a partisan basis? The U.S. has a mechanism called reconciliation, where anything with a budgetary impact can go through the Senate with just 50 votes instead of 60. So, that’s where the action will be.

    If they wanted to make changes to student loans, for example, that would have a direct budgetary impact, so it could be part of a reconciliation bill. The challenge is then uniting the Republican caucus. They’re not always well-aligned. And they’ll have to figure out their priorities. Is it immigration? Is it tax cuts, since the Trump tax cuts are set to expire at the end of 2025?

    And even within education, how big is their focus going to be on K-12 education versus higher education? If history is any guide, K-12 will get most of the attention.

    AU: We also have a new Secretary of Education. She seems quite different from Betsy DeVos. What do you expect from her?

    RK: Yeah, she’s definitely different. Her name’s Jovita Carranza. She ran the Small Business Administration, and by all accounts, she got fairly good marks from employees over there. She’s actually one of the few high-level Trump appointees who did not go to an elite institution. She got a teaching certificate and a French degree from East Carolina University. I just found that fascinating. But I think it’s part of the strategy — put the person with a teaching credential in charge of the Department of Education. From a management perspective, she seems competent. From a policy perspective, it’s a little less clear.

    The stated goal is still to get rid of the Department of Education. But even if that’s their goal, actually pulling it off is another story. There’s legislation to basically break apart the department and shuffle its components into other federal agencies. But that’s a long, complicated process. I’d probably say the chances of it happening are maybe 5 to 10 percent at best.

    AU: Yeah, that sounds about right. Okay, bring us to number one.

    RK: Number one doesn’t come from the White House this year — it comes from the U.S. Supreme Court. And it’s a big one. The Supreme Court decision in Loper Bright overturned a 40-year-old precedent called Chevron. The Chevron doctrine gave federal agencies broad discretion to interpret laws where the statute was vague, and courts would generally defer to the agency’s interpretation. It was seen as a major source of power for the so-called “administrative state.”

    But conservatives have wanted to get rid of Chevron for years. They saw it as giving too much power to unelected bureaucrats. Well, they finally got what they wanted. The Supreme Court’s ruling says, “No more deference to agencies. If the statute isn’t clear, it’s Congress’s job to fix it.”

    AU: So why is that such a big deal for higher ed?

    RK: It’s a big deal because so much of higher education policy in the U.S. happens through administrative rulemaking. Look, the Higher Education Act hasn’t been reauthorized since 2008. Congress hasn’t done anything. So everything that’s happened since then — like changes to student loans, Title IX rules, and accreditation requirements — has been done through executive action or rulemaking by the Department of Education.

    With Loper Bright, that power is now significantly reduced. Agencies can no longer just “interpret” laws as they see fit. They need clear statutory authority from Congress.

    So, here’s the twist. Loper Bright was something conservatives pushed for because they didn’t like how Democratic administrations used Chevron to expand regulations on, say, environmental protection or labor standards. But now, with a Republican administration on the way, they’ve tied their own hands.

    If Trump wants to make big changes to higher education — like dismantling the Department of Education, reforming student loans, or changing Title IX — he’s going to have a harder time doing it through executive action. He’s going to need Congress, and Congress isn’t exactly known for its efficiency.

    AU: So, to summarize, when Democrats were in power, Chevron was seen as a bad thing because it gave them more power. But now, with a Republican in power, they’ve realized that Chevron would’ve been useful for them, too.

    RK: That’s it. It’s ironic, right? They dismantled their own ability to govern. And I think the Trump administration learned a lot the first time about how to effectively use executive authority. They were pretty bad at it in the early years, but they figured it out by the end. Well, now their hands are tied in some crucial areas.

    AU: So, in the end, the impact of the Trump presidency might be a lot less than people think because he won’t be able to wield executive power in the same way.

    RK: That’s quite possible.

    AU: Fascinating. Well, Robert, thank you so much for being with us today. It’s been a great ride, as always. We’ll see you back here in 12 months, and we’ll see how much has changed by the end of 2025.

    RK: Probably quite a bit.

    AU: Yeah, no doubt. Thanks, Robert. And it just remains for me to thank our excellent producers, Tiffany MacLennan and Sam Pufek, and of course, you — our listeners — for tuning in. If you have any questions or comments about today’s episode, feel free to reach out to us at podcast@higheredstrategy.com. And don’t forget to subscribe to our YouTube channel so you never miss an episode of The World of Higher Education.

    We’ll be back on January 9th with our first episode of the new year. Our guest is a mystery for now — you’ll just have to wait and see. Stay well, have a good holiday season, and bye for now.

    *This podcast transcript was generated using an AI transcription service with limited editing. Please forgive any errors made through this service.

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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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