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March 2024 Updates Q&A - Interim Vice President Miles

I have heard from several people across several departments that new hires have been offered salaries significantly higher than current employees at the same rank. This has created institutional inequity across several areas of the campus, which directly violates the Faculty Handbook. Historically, OU has handled cost-of-living raises across several years; this approach would NOT correctly address the institutional inequity that has been created by the administration, as those faculty who were overstepped would never catch up to the new hires. Therefore, what is being done to address this appropriately?

Offers to new faculty are determined at the college level, and compression issues created by hiring a new faculty member at a higher salary than an existing faculty member at the same rank and in the same department, should be a consideration for the college and department. It is important to note that faculty salaries do vary by discipline, not just here at OHIO but across higher education, so the compression issue is typically considered within the same department and not necessarily across all departments in a college.

There are certainly times when the recruitment of a key new hire – faculty or staff – requires us to be flexible within our salary guidelines. When that results in compression within a department or unit, the hiring manager has several options to attempt to address equity issues. First, the department may request an equity adjustment due to compression for an existing employee. Second, the Dean has some flexibility within the annual raise pool to address exceptional merit and/or compression.

In addition to the normal raise process, the Faculty Compensation Plan is designed to add an additional infusion of salary dollars into the colleges. This plan compares our faculty salaries at the discipline and rank level to peers.  In past iterations of this plan, colleges have specifically been given discretion to use those funds to address issues like market comparisons and compression within a discipline/rank combination. This investment will need to occur over several years and we are currently working on fitting it into the annual budget process in future years.

Recently, faculty and administrators received an email from HR soliciting leave donations. Why does our leave policy rely on employees giving up the leave hours that they have earned? The support of our colleagues most in need should not be contingent on the generosity of other employees. What is preventing the University itself from stepping up to support these employees?

Since the creation of the leave donation program, OHIO has solicited donated leave on an annual basis. We have many employees who do not anticipate using their vacation leave, for example, in a given year and may be expecting to have more than the 240 allowable carryover hours at the end of the fiscal year. The leave donation program allows employees to contribute that additional leave to employees who have exhausted their available leave and need more time due to illness or to care for a family member.

This program provides the university with a way to do just what you are suggesting – support employees who have a life event that requires more leave than they have accrued. The leave donation program was modeled after similar programs at other universities. 
 

Is there any possibility that we will get the "Five 4's" extra PTO hours again that we got last summer (20 additional PTO hours to use during Summer months)?

As I am new to the University, I was not familiar with “Five 4’s” program but will bring it to the leadership team for discussion. 

How does HR measure capacity for professional staff? And then how do you recognize when offices are severely understaffed? Do you step in when supervisors/members of university leadership are not supportive of creating new position to alleviate the workload on current OHIO staff members?

For administrative staff who are exempt from overtime, workload really must be evaluated at the division and unit level. For employees who have expressed workload issues to their supervisor and feel as though no solution has been offered, I would encourage employees to reapproach their supervisors with proactive solutions first. If that is ineffective, consider requesting a meeting with your division leader for discussion. HR is happy to work with units to develop solutions to workload challenges.  

Can you please provide an update on faculty compensation adjustments in light of the recent compensation study? At one of the fall Faculty Senate meetings, Provost Says had said there would be concrete information to share in early spring. Thank you.

The Faculty Compensation Plan is designed to add an additional infusion of salary dollars into the colleges. This plan compares our faculty salaries at the discipline and rank level to peers.  In past iterations of this plan, colleges have specifically been given discretion to use those funds to address issues like market comparisons and compression within a discipline/rank combination. With this plan being recently finalized, it is not part of the FY25 budget development process where we have prioritized our compensation investment towards absorbing health care cost inflation so that we can keep employee premiums flat. The compensation plan investment will be considered as part of the FY26 budget development process and will need to be spread over several years.

Thank you for all the changes you have already made to improve OU as an employer! Looking forward to what you do next!

Thank you! Our team appreciates your kind words!