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Faculty transcript management process . James Madison University Christina L. Landes April 23, 2012. Icebreaker – let’s draw!. Each participant should draw1-2 additions to the sketch based on your opinion of what the object is. No guidance will be provided from the facilitator until the end.
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Faculty transcript management process James Madison University Christina L. Landes April 23, 2012
Icebreaker – let’s draw! • Each participant should draw1-2 additions to the sketch based on your opinion of what the object is. • No guidance will be provided from the facilitator until the end.
Learning lesson “Where there is no vision, the people perish . . .” • Proverbs 29:18
objectives • Welcome Debbie Glass, JMU Business Process Manager • Describe the organization and performance issue • Discuss the current transcript management process • Review the identified performance gap • Explain data collection methods • Review the Performance Improvement Plan
Organization & Performance issue • JMU Human Resources department role in the faculty transcript management process • Sothern Association of Colleges and Schools Commission on Colleges (SACSCOC) reaccreditation in Fall of 2012 and Spring of 2013 • Past SACSCOC review in 2002 resulted JMU being cited for violations to transcript tracking process • Typically handled by Academic Affairs
Transcript Management process • Transcripts and hiring justification documentation should be sent to Human Resources office with Personnel Action Request (PAR) form when new faculty members are hired. • Policy 2101 – Faculty Hiring Procedures outlines 60-180 day deadlines for submission of paperwork • Until 2007, Human Resources administrative assistant was allowed to “hold”’ PAR forms until required documents arrived. • Concerns about faculty teaching without payment prompted change, PAR forms could no longer be held. • Policy not enforced by Academic Affairs – no accountability for failure to submit documents.
Transcript Management process • Human Resources administrative assistant responsible for transcript management until 2010. • Due to upcoming SACSCOC review, Human Resources Representative was given responsibility for assessing the status of: • (a) the current official transcripts on file, • (b) the missing transcripts that should be on file, • (c) the process for requesting and gathering missing transcripts • Human Resources office move in 2011 and restructure of administrative staff functions uncovered major issues with document processing.
Performance gap • Current practice does not follow written policy. • No process in place to ensure that the university, through Human Resources: • (a) understands what credentials the faculty member possesses that qualifies them to teach a particular course, • (b) can clearly identify what documents are expected from different institutions for each faculty member, • (c) can effectively follow-up with, or hold accountable, faculty members who fail to provide required documents by the established deadlines
Performance gap • Inefficiencies in document management processes within the Human Resources department including: • Confusion about incoming mail processing • Lack of communication and training about importance of transcript and hiring justification documents • Inability to effectively access hard copy documents following the transition to electronic document scanning into Nolij
Data Collection Methods • Structured interviews with Human Resources staff members • Unstructured interviews with Human Resources staff members • One-on-one • Group meetings • Unstructured interviews with departmental administrative assistants • Review of organizational documents
“Walk Through” Interviews • Were employees aware of the importance of the official transcript? • Did employees know what to do with a transcript? • Did employees know how to identify a Hiring Justification Form or other documents that could be accepted in lieu of the form to justify hiring, such as memos or email communications? • If transcripts, hiring justification documentation or emergency hire forms came across the employee’s desk, what did they do with it?
“Walk Through” Interviews • Why did they follow the process they did? Were they trained to do it that way? Did they create a process that made sense to them? • Did the process they were following make sense to the big picture as they understood it to be? • Did they have suggestions for improving the process?
