The Higher Education Workplace
Vol. 10, No. 3 | Winter 2018-19
The Talent Management Issue
How Two Universities Are Building Community Partnerships to Strengthen Local Hiring
By Jennifer Britton and Jennifer Stano
By collaborating with local economic-inclusion and community-development organizations, Towson University in Baltimore and Drexel University in Philadelphia have paved the way for economically disadvantaged individuals in their communities to get training, an education and jobs with their institutions.
Embracing the Gig Economy in Higher Ed
By Jake Burke and Theresa Holland
As colleges and universities face budget restraints and expanding educational and student career-readiness needs, the consideration of part-time and contract workers, or “gig”
workers, is becoming a welcomed option.
Hiring Heroes: Providing Employment Opportunities for Military Veterans
By Anja Wynne
Through their service in the armed forces, veterans gain valuable leadership, problem-solving and critical-thinking skills. Organizations that have not yet tapped into this talent pool may be missing out on loyal, adaptive, eager-to-contribute, ready-to-learn employees.
Removing Hiring Barriers for the Disability Community
By John Rempel
Better aligning your organization with an effective application, hiring and employee retention process that includes people with disabilities can lead to a more diverse staff, a broader range of talent and accessibility to better serve your students and customers, reduced legal risk that could prevent costly and time-consuming lawsuits, and the ability to promote your organization to the community as one of diversity and inclusion for everyone.
Who's Next? A Model for Developing an Internal Talent Pipeline
By Missy Kline
University of Tennessee has recently begun to tackle the challenges related to a looming retirement boom with a straightforward, simple, low-cost, replicable succession planning and leadership development model.
Creating a Focus on Careers and Development at Indiana University
Indiana University human resources has embarked upon a multi-year project to redesign the university’s classification structure for all staff positions across its seven campuses. The goal is to create a consistent, fair and fiscally responsible job framework that empowers staff to self-direct their careers while strengthening the university’s ability to attract and retain talent.
Also in This Issue
A Word From the President and CEO
Let's Stop Calling It Succession Planning
- The Wild West of Assessment-Based Hiring
- A Snapshot of the Workforce at Community and Technical Colleges
- Are Employers Living in an Employees' World?
On the Hill
The 116th Congress and the Trump Administration's Agenda