帝王会所

What speci铿乧 short-term actions and long-term strategies is the university implementing to ensure compensation keeps pace with the cost of living and supports employee retention?

We value the contributions of our employees and recognize that compensation, bene铿乼s, and opportunities for growth are essential to both individual and institutional success.

First, some context: OHIO鈥檚 combined turnover rate for full-time and part-time administrators from October 1, 2024, to October 1, 2025, was 8.9%, compared to national averages reported by CUPA-HR of 10.7% for full-time administrators and 18.2% for part-time administrators. While this is a positive indicator, we understand that retention is about more than metrics鈥攊t鈥檚 about ensuring our employees feel valued, supported, and fairly compensated.

Over the past 18 months, the university has made substantial updates to its Pay Administration Guidelines, laying the groundwork for a more 铿俥xible and responsive compensation framework. These updates are designed to better support units in making strategic use of available resources. While not all changes are immediately visible, they represent a meaningful shift toward a more adaptive and equitable approach to compensation.

We have also implemented a completely redesigned performance management system, which marks an important step in establishing a stronger connection between performance and pay. This uni铿乪d process brings consistency across units, aligns with institutional goals, and creates a clearer structure for feedback and development. It is part of a broader effort to build the infrastructure necessary for a more performance-informed compensation model.

In parallel, we have begun the process of clarifying career pathways鈥攕tarting with the foundational work of updating job descriptions to re铿俥ct the responsibilities of positions rather than individuals. This is a critical 铿乺st step in creating transparency and alignment across roles, which will ultimately support clearer mobility and growth opportunities.

To help employees better understand the full value of their employment, we are also developing new total compensation tools. These resources will provide a comprehensive view of the university鈥檚 investment in each employee鈥攊ncluding salary, health insurance, retirement contributions, tuition bene铿乼s, and other programs鈥攐ffering a more complete picture of the total rewards package.

Has the university considered issuing a new RFP to evaluate whether Anthem remains the best insurance provider for employees? What formal mechanisms are in place for employees to provide feedback about the university鈥檚 health insurance offerings?

The University requests proposals from health insurance partners every three to 铿乿e years. The last time proposals were solicited for medical administration (now with Anthem) was in 2022. The pharmacy bene铿乼 management contract (now with CVS Caremark) is currently out for proposal for an implementation date of July 1, 2026.

When reviewing potential health insurance partners, the university is seeking entities that:

• provide access to quality health care,
• provide value added services such as discount programs, 24/7 nurse lines, wellness resources, etc. to employees and their family members, and
• assess the potential to maintain competitive pricing for medical services and for prescription drugs.

Anthem has consistently provided the best value for those three components for the university and its employees for the medical portion of health insurance. Most 帝王会所 IUC institutions (the 14 four-year public universities in 帝王会所), as well as the State of 帝王会所, offer health plans through Anthem.

The university provides several forums for employees to provide feedback regarding its insurance plans, including:

• HR Bene铿乼s Office: Employees can email the HR Bene铿乼s office directly at 产别苍别铿乼蝉蔼辞丑颈辞.别诲耻, or Greg Fialko directly at 铿乤濒办辞蔼辞丑颈辞.别诲耻 with any questions, concerns, suggestions, and etc.
• Bene铿乼s Advisory Council: Administrators can ask Administrative Senate to bring forth concerns or feedback during Bene铿乼s Advisory Council (BAC) meetings. (Marjorie Mora is currently serving as Administrative Senate's representative on BAC.) The BAC meets monthly from September - June each 铿乻cal year.
  • University Updates: Employees can submit questions in advance of university updates
  • HR meetings with various constituent groups such as this meeting with Administrative Senate.

Last year the Senate discussed looking into an Environmental Impact Days (think Snow Days) policy change for remote workers. Currently, remote workers are required to work when the Athens campus is closed, but if a storm hits our area and we lose power or internet and can鈥檛 work (or other local emergencies that don鈥檛 allow us to work remotely) we must take PTO. Has there been any further consideration on this issue?

Based on the question, there appears to be two topics, both of which reside in the university鈥檚 closure policy, Policy 40.051, on the operational status of the impacted campus.

Remote work arrangements are designed to provide 铿俥xibility and convenience for employees, and the university鈥檚 closure policy is based on the operational status of an impacted campus. The policy鈥檚 intent is not to diminish the contributions of remote employees, but rather to ensure continuity of operations in a way that re铿俥cts the nature of each role and work environment.

Because remote employees are not physically impacted by on-campus conditions they are generally able to continue their work from their remote location. This distinction is not meant to imply a lesser or greater value of any employee鈥檚 work, but rather to acknowledge the different operational realities between remote and on-site roles during emergencies.

While the university鈥檚 closure policy (Policy 40.051) is based on the operational status of the impacted campus, we recognize that remote employees may face different challenges during local emergencies. Although non-campus locations are not explicitly addressed in the policy, these situations are evaluated on a case-by-case basis due to their unique nature. In such instances鈥攕uch as power outages or internet disruptions鈥攚e encourage employees to contact Human Resources to ensure the policy is applied fairly and consistently across the university.

TrueScreen will provide the same core services that HireRight previously offered, including the standard criminal background check and education veri铿乧ation for newly hired employees. The screening process is not changing in scope鈥攋ust the provider.

In our recent announcement, the transition to TrueScreen is effective October 20, so all new background checks will now be processed through TrueScreen. We appreciate your patience during this change.

Given the importance of the performance management process, is there a plan to make training mandatory for supervisors to ensure consistent understanding and application?

We know performance management is an important process, and we want managers and employees to feel supported and con铿乨ent in completing it.

To help with the transition to the new form, HR provided training sessions for both managers and employees and facilitated calibration meetings to promote consistency in ratings and expectations. These efforts were designed to make the 铿乺st year as smooth as possible, recognizing that it often takes time for everyone to adjust to changes.

We are actively gathering feedback from this 铿乺st cycle, and that input will be used to inform enhancements to the process and identify additional training opportunities moving forward. Our goal is to ensure the process continues to improve and remains meaningful for all participants.

How is HR addressing misconceptions about the rating scale on the performance management form, particularly the belief that employees cannot receive the highest rating? What options are available to employees who disagree with their performance evaluation ratings?

The performance management process is designed to recognize contributions and support growth, and the rating scale should reflect actual performance, not an assumption that 鈥渢here must always be room to improve.鈥� Employees can absolutely earn the highest rating when their performance meets the criteria outlined in the guidance.

To help clarify these expectations, HR provided training sessions and resources, and we will continue offering follow-up training to address performance management and ensure consistency.

Regarding recourse if an employee disagrees with their rating, employees are encouraged to have an open conversation with their supervisor to understand the rationale behind the rating and HR is available to support both employees and managers in these discussions. Employees also have the opportunity to provide comments on their evaluation, including their rating, directly on the form.

Is UHR currently accepting revised position descriptions, and what is the process for submitting them?

UHR continues to accept position description updates in situations where there have been signi铿乧ant changes in job duties or scope.

The 铿乺st step is for employees to work with their Planning Unit Head before submitting any revisions to ensure the updates are coordinated within the unit. Once received, UHR reviews updated descriptions to con铿乺m alignment with the job pro铿乴e structure and to maintain consistency in formatting and content.

This approach helps ensure position information remains accurate while supporting a consistent, university wide framework.

Will UHR offer training or guidance on how to complete and submit the new position description form?

Yes. The rollout of the updated job pro铿乴e form was part of a broader effort to bring greater consistency and clarity to staff postings and ensure compliance with recent legislative requirements while promoting streamlined operations across the university.

To support this transition, UHR shared detailed guidance with unit leaders outlining the new posting types, use of standardized job pro铿乴es, and step-by-step instructions for submitting materials through HR Liaisons. The How to Hire: Processing and Information Guide has also been updated.

Multiple drop-in sessions were offered this summer to provide real-time assistance to hiring managers, and training sessions will continue each semester to ensure understanding of the form and process. Employees can also reach out to their HR Liaison directly with questions.

Why are course facilitators classi铿乪d as administrative employees when their responsibilities are closely tied to instructional support?

Course Facilitators are classi铿乪d as administrative employees because their positions provide instructional support rather than full instructional responsibility. While many facilitators hold a master鈥檚 degree and contribute signi铿乧antly to grading, student engagement, and course coordination, they work under the direction of faculty who are ultimately responsible for course design, content, and student outcomes.

Faculty positions, which typically require a terminal degree, carry institutional responsibility for curriculum integrity, assessment standards, and academic judgment. Because facilitators support those processes rather than independently direct them, their roles align with the administrative category.