Present: M. Hanna, P. Hajela, B. Parson, K. Anderson,C. Breneman, B. Peterson, L. Kammerer,
L. Caporael, K. Fortun, S. Derby, J. Mitchell, S. Anderson-Gold
Absent: M. Embrechts, G. Belfort, A. Dyson, R. Gutmann,
K. Craig, P. Boyce, G. Korenowski, R. Leifer, P. Quinn, J. Erickson
·After gathering all the information we would put
it to an elevation form, then bring it back to employee, for discussion and
K. Fortun:Will this be the same for faculty?(Ex. Authority of dean, authority of chairs)
How will this work among researchers?
I think the key piece in making this work
is with our administrative staff.
you look what has already occurred with faculty, we already know what's required
for you to move from assistant to associate professor.
K. Fortun:No, I believe it has not. (ex. discussion in
our dept is about whether salary should be pegged to funded research, which
is practically delicate giving, we are not in the school of science or engineering)
This is a major new elevation technique. Where does the decision-making authority
C. Powell:I think you question is perhaps talking about
how we tie comprehension-to-comprehension, verse the comprehensive to get
from one level to the next.Is this
K. Fortun:No, I'm talking about introducing, a whole different
criteria for elevating people.Here
among researchers their can many differences of opinion (example: some researchers
publish articles, some publish books) what happens if a chair says only books
matter, and researches say your only speaking for one side of the field?We
need a process to be able to adjudicate, these difference of opinion?
C. Powell:Best way to achieve this would be a group of
faculty discussing this matter, then bringing their recommendations to the
dean (of the school), then to the faculty senate for their input, and then
present it to the provost office where the final say lays.
K. Fortun:It sounds as if the staff job classification
needs immediate attention, but with the faculty process of elevation, the
greater transparence would be very good, it would be linked to what we 've
talked often about "mentoring".
C. Powell:We started a process where I developed a grid.
With this grid we will be better able to define the exceptions for each employee
and faculty.We are not looking to change
what's already in place but to define and add to each description.
K. Fortun:I think this should be part of the introduction
to the institution. Informing new hires of how the promotion process works
and what their exceptions are.I believe
it would elimate a lot anxiety and uncertainty.
C. Powell:We are in the process of developing an orientation
program.A critical piece of this process
will be getting the deans and faculty involved in the orientation process.
B. Peterson:The orientation of the faculty is now done in
four half-day programs.
A fifth program is in the process of being developed:
How to teach with new technology.
B. Parsons:Once job descriptions are in place, will we have
access to these descriptions?
C. Powell:Yes, you will have complete access; as well as
access to classification in use field criteria. This all will be accessible
by go on line and look up a particular classification for a job.
B. Parsons:In essence the way your new staffing structure
should work is that we will be able to give you a description of our needs,
and in turn your will be able to give us the classification which will fit
C. Brenenan:How does this work for people whom stay on more
then two years?
C. Powell:That is why we have a perforation of title, where
as we call the position something entirely different then the job entails
so that the compensation matches the job.Our
compensation system is in need of immediate attention just for that reason.
We are know in the process of requesting RFP for a consultant to come in an
review our reward system and then make the proper mechanism to make us compatible
with other university.What has happen
over the years, is that we developed a pay structure but have never reviewed
or adjusted it.If we review the seniority
of the work force and then look at the salary plan, we would find that most
people are at the end of their salary range. A consultant needs to review
the pay structure, look at the market inter equity, then build a salary structure
(salary administration) that will be adjusted yearly based on the consumer
P. Hajela:Is your office going to be looking at all levels?
C. Powell:We will be working in conjunction with the dean
and provost in this process. To achieve this we need to:
·We need to look at retooling, faculty that are
in the process of moving from one disciplinary to another.(Ex:
Some individual's may elect not to accept the new responsibility, we now need
to develop a process to transfer these individuals to another dept. or out
of the organization all together.)
K. Fortun:When do you feel you will have data available,
on this market analysis of salary?
C. Powell:To do this we must do some modeling (ex. associate
professors) if we were going to model them, we would need gatherer market
data and then we would need to look at all individuals involved. After reviewing
all the data we would decide where should move individuals. This is the hard
and complicated part of this process and we would also need to review the
cost.(If this not done properly it
could cost million of dollars). What we intent do is develop the primarily
of this plan, and share it with those individuals that need to know.I'm hoping to develop a 2-5 year plan.This process should work in a way that we look
at one group this year, another group next year, etc.This will have to be a long -range plan to be
effective. When it comes down to how we administrate this plan and how it
should be implantation, it will be fair and equitable across the board.
K. Fortun:In a presentation last year in the Senate meeting
we were told that working on Faculty salary was not in the short term plan.My
concern is how this will affect the retention.
C. Powell:Retention is very important to all of us, so
I would never say that we are not going to look into faculty salaries.I would have say that we need to look at the
revenue we are generating and the expanses and then decide what to do with
the excess and how to reward our work force in the process.What I want to look at with the consultant is
to go outside the box (which is every year we give cost of living raise only).I
want to talk about some bearable pay and how to implicate rewarding individuals
for a job well done.
K. Fortun:We heard an overview of the Budget from Ginny
Greg. She said in the short term things look good, but that faculty salary
wasn't in the short-term collection.
B. Peterson:I'm planning for the consultant to come in and
do an analysis of where our faculty is in terms of compensation with our peers.There
is certainly an exception for me.It
is necessary for our faculty to be compensated, at a level that is competitive.If we want to be a top peer technical institute then we are going
to have to pay salaries that are compliable to other top peer technical institutes.
K. Fortun:I bought the matter up not to dwell on it, but
a statement like that will create the culture on campus.
B. Peterson:As I stated before numerous times in order to
accomplish the goals in the Rensselaer plan we have to (C. Powell concern
is with all the employee, as I am concern mostly with faculty) attract (new
people), develop (transcending people, developing people whom are already
successful here) and retention.These
are all critical to our plan as is compensation.We can't just compensate the new people to attract them; we need compensate
all faculty.We have a lot of legwork
to do in terms of finding out what the compensatation level is at this point
S. Derby: I'm glad to hear you say that, but from
hearing people talking many are looking to leave within the next 6 months.If
this process takes 18 months to come into affect it will be to late for some
people.You have ESEC department in great disarray.They
are ready to lose people. The dept. is in the middle of a chair search for
over a year, losing two - three faculty a semester, rumor is that more are
leaving, the direct quote is "we're getting off the sinking ship because our
dept going down the tubes fast."The
census is if you're not IT or BT you have no future here, it's time to leave.
B. Peterson:I appreciate the input.If you hear of people whom are unhappy, I would
be happy to talk these individuals.Some
of what you're say I am already aware of and are taking steps to try an elimate
these problems as soon as possible. Theirs has been some flagging because
of the uncertain of where IT is headed.I
have total the deans and I will say it here.We
need to pay people what their worth not what it takes to keep them.
C. Powell:I think what you are telling me is critical for
us to be aware of.We need to go and
address these issues quickly, and see how we can resolute them.
We need to be careful of the lag in the system
because there is going to be new hires made in the compensation plan, changes
in salary and there are going to be people who find themselves that for what
ever reason are not really the favor sons in this exercises.
C. Powell:B. Peterson and I talk constantly about new appointments,
because we want to make sure we deal with inter equity.We need to look at the people, whom have been
here for 5-10 years, the work they are doing, against the new hire, with less
experience, less academic credentials but that person is making 10-20 thousand
dollars more then the person who's been here. These are some of the challenges
we are going to have to review while developing, the compensation fee plan.Once
we build the exceptions and comprehensive plan, people will have clear directions
of where they are in this process.What
they can except in terms of compensation and promotions.
C. Brenenan:On the compression issue, over the last 10-12
years I know in our dept. that new hires have been hired in at exactly the
same salary has the present associate professors. What will be done to correct
C. Powell:As I mention before we have not adjusted our
salary scale with the consumer price index in a long time.We are reviewing this issue and realizing that
we have to offer a new hire x amount of dollars to consider coming here, because
they are making x at the present and in order to recruit and bring them here
we need to pay them more.So, now the
person already employed is maxed out on their present pay scale and the new
hire comes in at a higher rate of pay.Now
we have a compression issue.The salary
consultant will review all these issues and a plan developed that will
M. Hanna:Pension, is there a way we can possible get a
simple version we could understand easily.
C. Powell:Our define benefits program is a very complicated
program.Yes, we need to come up with
a simplicity way of identifying and sharing with the work force the basic
of the benefit plan.Once this is achieve
individuals will feel better about the plan they are in will give them the
insight they need to make decision on what to do in the future in terms of
their retirement, so they may maintain their standard of living when they
retire.(ex. Tax shelter, move funds,)
L. Caporael:Is it possible for your office to obtain the
phone number of some financial planner?
C. Powell:We will be sending out annocuments of seminar
on Financial Planning.At the same time
individuals from TIAA CREF and Fidelity will be available to talk to individuals
on a one to one bases.
L. Caporael:Most individuals do not have the time to
attend a seminar, but would be more than happy to talk to an individual that
you recommended.Could you possible
give a list of reliable financial planners?
C. Powell:You need to give us a feel of what you think
is a good remedy on this?I sense that
what L. Caporael is asking could this possibly become a staff position dedicated
to explaining this information.
B. Peterson:It's difficult as an institution to recommended
a financial planner.But we could prepare
a list of those individuals that were accredited by the institution.
K. Fortun: Do you have an update on clinical faculty
C. Powell:I don't have any specific answers, so I cannot
stated this is the way it's going to be on concern of clinical faculty.One
question is actually for the faculty to answer, do we allow clinician faculty
to vote or do we look at their appointments (most are 1-3 years) due we increase
this to 1- 5 years with the true definition of a clinical faculty, whether
or not they get involved with research?
B. Peterson:The faculty senate will need to do what they
need to do in terms of voting, but before we can figure out exactly who is
clinical faculty, visiting faculty, or an adjunct faculty until we look at
the grid A. Sanderson has completed and get a position description for each
position, that actually reflect the positions so we can steam line positions.
K. Fortun:The reason I asked is as part of the faculty
senate my job is to convey information both ways. I recently seen a proposal
put forward to have a new program with no time to limitation run by a clinical
faculty member.My sense is that is
this is not going to be a feasibility way to staff a program in the new environment.
What understanding of those positions is necessary not to make the problem
worse, in the next stage of the planning?
L. Caporael:All proposals have to go through the faculty
senate curriculum committee, we've seen many that are composed of clinical
faculty and every single one has been declined.
B. Peterson:A big portion of proposals needs to be approved
by the president, or have trustee approval.I myself have sent back 19 request for appointments, for clarifications
on the position.Part of the performance
plan process is developing of new programs; one of the things we are doing
is trying to decide what directions are the schools headed in terms of tenure
track, tenure clinical?We cannot worry
about these things being multiply but concentrate on getting things in hand
at the moment.
L. Caporael:Where was the term clinical faculty originated?
B. Peterson:This is not clear to me. I think the dean of
faculties, created clinical faculty because the institution was in transition
mode and didn't want to allocate tenure track slots because their were though
of as longer term. You as faculty senators need to look pass the titles when
deciding on who gets to vote, but look at what kind of representation should
we have on the faculty senate?Faculty
whom are here for 1 year, 3 year?
S. Anderson-Gold:I agree we have to discuss it in terms of responsibility
P. Hajela:I believe it goes pass just the term clinical
faculty, it also a concern that they have a different priority in whether
they should have full voting representation, and full representation on the
C. Breneman:Summary on our Ad Hoc Committee on Planning and
·We were under the impression that their would be
18 new constellations, then we were informed it maybe a higher, in order to
evaluate and priorities we need to know what this number will be and if this
is additional new hire or replaced hires?It's my understanding that there will be more
then 18 new hires due to replacement.
·Changes: how to control the uncertainty and rumors
of change.In order to do this we must
look at the financial constrictions.
·We can learn how much money we can spend and think
of how to priority that.
·The other way is to priorities everything you wish
to do and then later learn how much money you have to spend.
·Program:What happen to programs
that are not directly related to IT & BT?
The answers I received were
that programs that exist now would be supported even if not directly related
to IT & BT. New programs or seed programs that are not related would probably
be things that we will not do or move away from.
B. Peterson:Plans are due Dec. 2, 2000, the president and
cabinets will meet soon after to makes decisions on how to allocate funds
so that the schools will know their budgets.