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“Affirmative action is not an isolated program to be delegated to the EO Office and forgotten. Instead, it must involve the entire campus community and, to succeed, must be supported by administrators beginning with those at the very top.”
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“Affirmative action is not an isolated program to be delegated to the EO Office and forgotten. Instead, it must involve the entire campus community and, to succeed, must be supported by administrators beginning with those at the very top.” -- Affirmative Action in Higher Education: A Source Book
Office for Institutional Equity“Making a Difference” Carson C. Cook Director
Why Rename the Office? •“Affirmative Action” does not reflect the full scope of responsibilities assigned to the Office (not just a complaint office). • Responsibility for the University’s diversity efforts has been reassigned to another office. • Current trend among peer institutions. TBR has recommended renaming campus “Affirmative Action Officers” to “Equity Officers.”
What is the Role of the Office? • Developing and implementing policies and procedures designed to ensure compliance with all applicable local, state and federal laws and regulations; • Advising and assisting the President, Senior Administrative Officers and the University community on matters involving equal opportunity; • Providing access and reasonable accommodations to employees and applicants with disabilities consistent with the Americans with Disabilities Act (ADA);
What is the Role of the Office? • Investigating and resolving allegations of unlawful harassment and/or discrimination; • Monitoring recruitment efforts and selection decisions, and providing guidance in adhering to U of M’s nondiscrimination and equal opportunity guidelines; • Communicating the University’s commitment through training and education programs on harassment and discrimination prevention, and other equal opportunity/ADA topics.
FY 2013-14 Goals/Objectives Recruitment Outreach (Conducting search committee briefings) Developing Strategic Alliances (Establishing an EO Advisory Committee) Revising/updating the online Title VI and Title IX training modules Partnering with HR and Legal to develop a “Performance Management” training module for supervisors/managers
FY 2013-14 Goals/Objectives Communicating awareness of OIE via Town Hall meetings, enhanced presence on the Internet and disseminating a quarterly newsletter Marketing and branding OIE via informational materials and brochures Updating applicable EEO/AA policies and procedures Reconstituting and convening the ADA Committee
Affirmative Action Planning Process • a) The Narrative Statement (a description of the University’s EEO/AA related programs and activities) • b) The Statistical Analyses • Workforce Analysis (who are we?) • Availability Analysis (who’s out there?) • Incumbency v. Availability Analysis (how do we compare?) • Goals & Timetables (what are we going to do?)
Employee Headcounts • On November 1, 2012, the University’s permanent full time active employee headcount was 2,561. • Women constitute more than half or 55% of the University’s permanent full time workforce. Women also comprise 49.9 % of the employees categorized as Executives, Administrators and Managers. • Minorities represent 35.6 % of the University’s total full time workforce. Of this total, Blacks represent 28.7%, and Hispanics, Asians and Native Americans represent 1%, 5.6%, and 0.1%, respectively.
Employee Headcounts • Women hold 43% of the instructional faculty positions on campus but represent only 18.8% of the tenured faculty. On the other hand women hold 52.9% of the non-tenure track faculty positions on campus. • Blacks constitute 8% of the employees categorized as executives/administrators compared to 82% of the service/maintenance workers on campus. • Hispanics, Asians and Native Americans are all under represented in each of the employee job groups, e.g. executives, faculty, professional staff, clerical staff, etc.
Good Faith Efforts Designing and implementing an effective AAP requires sustained attention. Placement goals are important, but demonstrating that a “good faith efforts” to achieve those goals is more important. As a federal contractor, U of M must be able to show that it has taken vigorous, active, measurable steps to address the problems while monitoring the effectiveness of its program.
Unit Action Plans In order to develop a results oriented AAP designed to correct identified problems and attain placement goals, each Division/College will be asked to complete a Unit Action Plan (UAP). UAP’s should include the following information: a) a brief description of the problem(s) b) specific activities that will be carried out c) who will be responsible for implementation d) timeline for completing major benchmarks
Search Committee Briefings Aggressive recruitment techniques are needed to obtain a diverse applicant pool from which to select new faculty, staff, and administrators. Search committees are often unfamiliar with changes in hiring policies, procedures, and practices. Content focuses on diversifying applicant pools, eliminating biases and missteps in the recruitment and selection process, and sharing “best practices” for conducting an effective search Briefings are recommended for all tenure and tenure track faculty positions and professional staff positions at Director’s level and above.
For Additional Information Carson C. Cook Director Office for Institutional Equity 156 Administration Building carson.cook@memphis.edu Phone: 901-678-2799 Fax: 901-678-4800
Department of Human ResourcesOffice of Employee Relations and Engagement Performance Management
Policies and Procedures • Online Access Available at: http://policies.memphis.edu/ • Policies and Procedures in part supported by the Office of Employee Relationsand Engagement: • Performance Appraisal/Performance Management • Performance Improvement Process (PIP) • Grievance Process and Conflict Resolution • Workplace Violence Prevention • Drug-free Campus and Alcohol Prevention • Employee Separation Online procedures supersedes previous publications Policies do not constitute an employer/employee contract
Performance Management Cyclehttp://policies.memphis.edu/UM1242.htm • Set Performance Standards • Identify Goals and Expectations • Monitor Employee Performance • Feedback • Performance appraisal reference guide • http://bf.memphis.edu/hr/employeerelations/appraisalguide.php • Online performance appraisal • https://bf.memphis.edu/performance
Performance Improvement Processhttp://policies.memphis.edu/UM1557.htm • Available to non-faculty, hourly paid employees who have completed six months of employment • General Employment Related Counseling • Level I, II, III (probationary periods) • Employee Assistance Program (EAP) • Training and Development
Grievance Process and Conflict Resolutionhttp://policies.memphis.edu/UM1564.htm • Formal complaint about matters such as demotions, suspensions w/o pay and terminations for cause • Work Assignments that Violate Federal Law or Inconsistent Application of TBR Policy • Two types of hearings • Presidential Panel • TUAPA (Tennessee Uniform Administrative Hearing Act (facilitated by Office of Legal Counsel)
Deans, Chairs, & DirectorsMeeting Legal Issues September 13, 2013 Melanie Murry Associate University Counsel
Conflict Resolution • Workplace conflicts not addressed through the formal grievance process • Available to faculty and staff • Facilitated by Human Resources • No hearings available
Employee Assistance Program (EAP) • Personal and Emotional Concerns • Chemical Dependency • Occupational Stress • Family and Marital Problems • Legal and Financial Issues • 1-855-437-3486 • Available 24 hours a day
Deans, Chairs, & DirectorsMeeting Legal Issues September 13, 2013 Melanie Murry Associate University Counsel
To Contact Us Office of Employee Relations & Engagement 176 Administration Building (901) 678-3076 or (901) 678-2603 emprelations@memphis.edu
Conflict of Interest UM 1692 When the personal interest of an employee actually or potentially diverges from the person’s professional obligations to, and from the best interest of, the University.
Example: Self Dealing Examples: 1. Includes using research dollars from a sponsor to purchase property from a vendor where you or a family member have a financial interest; 2. Requiring students to purchase educational materials in which you have a financial interest (note that there is a way to “manage” this conflict by getting the proper approval for use of the materials); 3. Approval of University transactions involving yourself or a family member. This includes approval of your own time!
Example: Inappropriate Use of Students or Support Staff • Work expected of a faculty member includes research and service (including refereeing journals, etc.) and thus is part of University business. • But, University personnel should not be used to do work for an independent business or asked to wash a car, pick up laundry or do other personal tasks. • University employees should not be engaged in non-University business other than on an incidental or minimal basis while at work.
What is a Conflict of Commitment?UM 1490 When the personal or other non-University related activities of an employee of the University impair the ability of that employee to meet their commitments of time and energy to the University.
Examples 1. Faculty members/administrative professionals are permitted one day per month of outside employment without permission. More time than that requires permission. 2. Clerical/Support Staff do not need specific approval, but must not take a position that interferes with their University work time or with the reputation of the University. It behooves staff to seek approval, even though not required.
Things to Remember You should not put your personal interests or time ahead of the interests and work of the University! (at least not when you are on University time or dealing with University business!)
Best Practices • Do not include personal messages in business e-mail. • Make sure you read the entire email string before forwarding. • Remember every business e-mail is a University document that is subject to the TN Open Records Act. • The Office of Legal Counsel reviews all documents before they are released. • Think of your e-mail message as a memo generated on University letterhead: • Always ask the question: would I send this out on University letterhead? • Do I want to read about this in the paper? • If you have to think twice, pick up the phone. • When reviewing your files for retention/disposal, also review your e-mails. • Most importantly, review your e-mail before it is sent and make sure you have the correct recipient!
What do I do if … • The department is having a reception off campus and the building owner wants me to sign a document, which has language that the University takes all responsibility for what happensor,
What do I do if … • I have a student exhibiting disturbing behavior.
What do I do if . . . • I have a student volunteer in my department working on a project or, • I take a group of students on an outing to the Dixon.
What do I do if . . . • I have a student who asks for additional time on a test?
What do I do if … • I don’t know whether there is a University policy on a particular topic? • Even after looking at University and TBR policy, I don’t know what to do?
6 Year Cohort Project Fall 2013 Update The Office of the Vice Provost for Undergraduate Programs Office of Institutional Research
Action Steps • Communications with Deans, Chairs, Directors • Communications with Advisors • Communications with Students
DO YOU KNOW HOW CLOSE YOU ARE TO GRADUATING? We recently realized that you are pretty close to graduation, and we wanted to make sure you know so that you can finalize your plans to graduate. Please contact your advisor to talk about it. In the meantime, check out the plan for graduation in UMdegree (planner tab). We mapped it out!! See instructions at: http://www.memphis.edu/umdegree/Students.php
