Below are results for core services as identified by the unit.  Each chart shows mean scores for each of seven questions.  The seven questions include an overall question and performance in specific customer service areas.  Each question was rated on a scale from extremely unsatisfied to extremely satisfied.

  • Employee Relations, Academic: Advise on promotion, tenure, workplace violence/harassment, disability accommodations, general inquiries; Faculty Code 25.71 and other faculty code and policy advice
  • Equal Opportunity and Affirmative Action: Affirmative Action Plan, recruitment waivers, general inquiries, adhering to reporting requirement
  • Policy and Procedure Guidance: Leaves, appointments, separations, salary adjustments, voting, hiring plans, advertisements
  • Training and Consultation: Administrator trainings and informational updates, Assistant Professor Workshops, Retiree Trainings, retirement information sessions
  • Visa Processing and Guidance: H1-B; J-1; TN; E-3, Permanent Residency

Acting on Results

Academic Personnel Heard You!

With the continued effort to stabilize and leverage Workday to meets campus needs, Academic Personnel acknowledges that this effort transcends all of our work, our improvements related to the Transforming Administration Program, and our strategic priorities. 
Policy and Procedure Guidance 
  • Planned Improvement - Academic Personnel is actively working with a representative committee of unit administrators and faculty to explore and configure an enterprise-wide, cloud-based applicant tracking system. The ultimate goal is to modernize and streamline faculty and other academic personnel recruitment. Concurrent with preparations to implement the system, AP is developing a clear, concise, recruitment process guide inclusive of step-by-step instructions for using the new system along with key best practices that aim to support units in the successful and smooth recruitment of faculty and other academic personnel. 
  • Customer/Partner Benefit – Standardized recruitment workflow and approval chain with a reduction of the administrative burden. 
Training and Consultation   
  • Planned Improvement - Academic Personnel is deploying a variety of mechanisms to gauge and respond to the training needs and wants of our academic partners including: a cyclical survey to unit administrators, adding a future needs component to the end of trainings/workshops/forums, and creating a more robust e-calendar of cyclical training opportunities offered through Academic Human Resources.   
  • Customer/Partner Benefit – Enhanced channels of communication serving to deepen the working relationship, reduce confusion/error on a wide range of processes, and inform future Office of Academic Personnel activities, trainings, and other support resources. 
Employee Relations 
  • Planned Improvement – Academic Personnel launched an academic leadership series with a target population of deans, chancellors, chairs, and directors. This three-workshop series focuses on dialogue around leadership responsibilities and best practices. The first workshop concentrated on navigating challenging personnel situations and included a presentation and video on the newly implemented Executive Order No. 54: Employee-Student Romantic Relationships and Conflicts of Interest. Academic Personnel played a key role in the development of the video, which outlined policy and considerations in preventing sex discriminations and sexual harassment in academic programs. Two workshops remain and will be oriented to topics identified as high need through a survey administered by Academic Personnel to deans, chancellors, chairs, and directors.
  • Customer/Partner Benefit – Increased awareness of Academic Personnel as a resource and partner in helping academic leadership, their faculty, and programs thrive; additional opportunity for leadership to develop a support network with their peers to share and develop best practices

Academic Personnel Service AmbassadorPeg Stuart