Great Colleges to Work For 2019
Over the last two years, Butler University has actively pursued strategies to improve Organizational Excellence. In 2016, we participated in the Great Colleges to Work For (GCTWF) survey to gather important information to assess us as an employer.
The survey provides faculty and staff with a way to give feedback to University leaders. The results help us identify our strengths and areas where we have opportunity for improvement. We will be distributing another anonymous survey to the campus community in March 2019, but before that, we wanted to highlight the progress that has been made since the 2016 survey.
Here are the areas that the University focused on as a direct result of feedback from the 2016 survey:
- Compensation and classification
- Policies, procedures, and processes
- Diversity and inclusion
- Rewards and recognition
Here are some highlights from each focus area:
Last year, the University started the 2017 Compensation and Classification Study in an effort to maintain and improve competitive pay ranges, as well as establish a staff pay structure. As a University, we plan to monitor faculty and staff compensation, as well as market trends, every three-to-five years and, as funding allows, align Butler’s pay practices with that of the market.
In response to the Great Colleges to Work For survey, University leaders determined that full-time employees should be compensated no less than 25 percent lower than the market midpoint for that position. This year, University leaders decided to build on that commitment by supporting and funding two major equity increases:
- Increase the minimum compensation of full-time faculty and staff closer to 20 percent below the market midpoint of the position.
- Use additional equity funds to allow division heads and deans to make adjustments within their division/college for eligible employees.
HR streamlined the Position Request Committee (PRC) approval process to expedite position requests.
HR implemented an electronic Applicant Tracking System to automate the staff recruitment and onboarding process.
HR has implemented the use of an online customer service ticketing system to provide efficient and effective service and tracking mechanisms.
HR status form has been updated and simplified—this form is used University wide to process system changes related to employment status, like promotions and raises.
The University has transitioned to Apta Heath, United Healthcare Choice Plus Network, and Magellan Rx to provide a comprehensive care coordination model to University employees centered around customer care, advocacy, and health care consumerism.
Supervisor training launched to provide supervisors with techniques and best practices for managing, motivating, and retaining employees.
The Sexual Misconduct policy was revised and communicated campus-wide by Butler’s Title IX Coordinator.
To enhance how we serve students through the Diversity Center, Student Affairs will bring a consultant to campus in January to assist in evaluating the current program. Our consultant, Dr. Juan Guardia, will meet with student leaders from organizations housed in the Diversity Center, as well as SGA leaders, faculty, and staff.
The Division of Student Affairs is providing greater support for National Pan-Hellenic Council (NPHC) historically African American Greek organizations by identifying our first NPHC advisor to work with and support these organizations.
Butler is expanding its engagement and outreach with the Indianapolis LGBTQ community. Butler served as a sponsor for the Indianapolis LGBTQ Film Festival and also the InterPride Conference. Butler also participated in the Indy Pride Festival parade.
Student Affairs conducted a campus audit for diversity. Butler students and a professor conducted research regarding the visual representation of diversity on campus and also conducted benchmarking with other universities and colleges.
In spring 2019, Butler will partner with the UCLA Higher Education Research Institute to administer a survey with students regarding the campus climate for diversity.
Butler sent a team of administrators and faculty to the 2018 Diversity, Civility, and Liberal Arts Institute for a learning experience that allowed the Butler team to start developing a plan to advance diversity on campus—both inside and outside the classroom.
In partnership with the Core Curriculum Office, 17 courses have been approved to integrate Social Justice and Diversity learning outcomes for students. This program is expanding to other colleges, including COPHS and JCA.
The Office of the Special Assistant to the Provost for Diversity and Inclusivity provides programs and training to new and current faculty and staff on best inclusive space practices.
HR launched online diversity and inclusion training for all staff.
HR staff have received a comprehensive two-day diversity training and have served as inclusion advocates for staff hiring.
University-wide ‘Thank you’ card program launched in 2018.
Advancement, as well as Operations, have implemented an internal staff recognition program.
Finance and Administration has offered training opportunities to leadership and staff to implement a culture of gratitude.
The College of Education are doing more special recognition awards for colleagues to express gratitude and to reinforce kind and helpful behavior.
Located in the historic Hinkle Fieldhouse, Athletics strives to grow by adopting The Butler Way, a mission statement which “demands commitment, denies selfishness, accepts reality, yet seeks improvement everyday while putting the team above self.” Athletic Director Barry Collier has presented outstanding leadership in addressing the low areas from the GCTWF survey. He announced at the annual staff meeting in August 2017 that the department went from 10th in the Big East to 6th in overall performances. Since June 2017, strides have been made to improve communication by sending a weekly email with extensive content and meeting agendas sent prior to actual meetings; further, Barry Collier meets with every staff member at least once a year.
The DPS (Department of Public Safety) and the Butler University Police Department (BUPD) are dedicated to keeping the university’s campus safe. To improve leadership communication, BUPD has offered a “How to Communicate in Writing” program to assist officers in presenting their needs to leadership. A training program was designed to help officers write better reports on major cases. In order to ensure proper training, BUPD offers more in-house trainings and has made improvements by hiring officers that are already certified trainers. Recently, they have hired a fourth officer to assist during the late shift, and a new schedule was implemented to provide better work-life balance.
Enrollment Management is always working behind the scenes to assure that students’ and employees’ needs are met. With their focus on growing the university in the most efficient way, they have made efforts to improve the work-life balance for those employed in these departments. With supportive colleagues and an involved supervisor, the low-areas have been making progress. In Enrollment Management, the committee has been persistent in providing updates about proposed initiatives in divisional meetings.
The Department of Information Technology (IT) works proactively and directly to provide technology needs for Butler students, faculty, and staff. IT does a great job of communicating within the department. To improve communication with the Butler community, they have implemented a ticketing system to track work orders. IT is also exhibiting cultural change by creating efforts to volunteer with food banks and partner with outside organizations, along with holding after hours excursions with the staff. Additionally, IT has been working with the HRC (Health and Recreation Complex) to review the fee structure for employee memberships for the staff of Operations.
The Department of Operations is improving leadership and resources for their employees. Operations began an Achieve Your Degree program in partnership with Ivy Tech Community College, and classes begin January 2019. To create a safe workplace, general service staff receive non-slip shoes for better safety and increased workplace safety training.
The Lacy School of Business (LSB) had identified the need to build trust and clarify decision making. Not only did they participate in the Great Colleges to Work for Survey, but they also administered the Denison Cultural Survey and looked at the results from both. As part of the decision-making process changes, LSB implemented an empowered chair model which allows chairs to have some decision making abilities and allows them to lead all faculty meetings. Chairs are also now sharing faculty successes in research and publication. The Dean communicates a Weekly Update highlighting key activities in LSB, including updates from the Dean’s office. LSB leadership held DISC training in May 2018 to improve communication and build trust amongst the leadership team.
The College of Pharmacy and Health Sciences (COPHS) has worked to address many low areas. Steps were taken in the past year to establish the Bachelor of Science in Health Sciences as its own department. Additionally, they have reduced the number of faculty meetings from every month to as needed. There are two college meetings per semester and two staff meetings per semester. COPHS also conducted a Denison Cultural Survey and, in conjunction with their strategic plan, a committee is working on recommendations.
The College of Communication (CCOM) formed a committee to provide recommendations to address the low areas of the survey. There were three specific recommendations made to establish a volunteer CCOM Recognition/Social Events Committee, which would create events to enhance the work life experience for the CCOM community. A second recommendation was to establish a CCOM employee portal to provide a platform for faculty and staff to access available resources to enhance job performance and to share information. A third suggestion was made to establish a CCOM Leadership Development Program with the intention to prepare emerging leaders for career opportunities and enhance existing leaders’ knowledge, skills, and abilities related to the mission and vision of the College of Communication and Butler University.
The College of Liberal Arts and Sciences (LAS) formed a committee to provide recommendations to address the low areas of the survey. As a result, the Dean’s office has held and will continue to hold working lunches for staff employees to improve communication with the Dean regarding policies and changes that impact staff. A recommendation was made to host a retreat for new chairs as an orientation to their new responsibilities. In addition to this, it was suggested that a central repository of documents and dates be available for new chairs and administrative specialists to assist in transitioning to new responsibilities.
The Office of Advancement helps to support the mission of Butler by “creating awareness, building relationships and generating support for students.” With staff members who take pride in hard work and job satisfaction, the Office of Advancement “consists of several departments designed to better serve the University’s alumni, parents, and friends.” By encouraging each department to recognize the low areas of their workplace culture, progress is being made to develop them into stronger areas. In Advancement, employee recognition awards were handed out in January 2018 and a volunteer program was presented to the staff. Not only is Advancement improving recognition and rewards, but also they are also addressing diversity by stepping out of the workplace to help the community.
Marketing and Communications, influenced specifically by the GCTWF survey, has taken action to complete their goals and grow in areas that need the most work. As part of an effort to improve the workplace environment, division meetings have now been transformed into creative spaces for exploration with guided exercises. To enhance communication within the department, they assemble a monthly meeting of Marketing/Communication representatives from across campus. Doing so has presented an opportunity for members to share their individual updates with the group and learn from one another. Leadership and compensation in Marketing continues to grow as key staff roles are added, such as Video Storyteller and Web Developer. In July 2018, the team went through a DISC training to further understand communication styles of each team member.
Student Academic Affairs (SAA) is striving to foster good communication and collaboration within and among various offices within SAA. As a result, the decision was made to host informal get-togethers that allow people from multiple units to build and strengthen their personal and professional relationships as well as to share key information with each other. Within SAA, the Libraries have taken specific steps to address expressing gratitude, improving communication, and professional development. Throughout the past year the Libraries have had meetings with themes (gratitude) as well as social events. An intentional communication effort was to implement a weekly communication to LibCAT about Irwin Library building-related activities as well as to send leadership meeting notes and Library Faculty meeting notes to the LibCAT list. Additionally, the Libraries have brought different university groups in for learning and training sessions.