Theme 5: Faculty and Staff
Foster a work environment that encourages creativity, excellence, and high morale in faculty and staff, responds to changing needs, embraces diversity, values communication and collaboration, and is respectful, trusting, fair, and collegial for all.
Activities and Accomplishments in 2011-2016
- The first-ever university climate survey of faculty, staff and students was completed and 84 percent of the 7,411 participants reported being comfortable or very comfortable with the university environment. Survey answers also identified areas for needed improvement.
- The university updated its Principles of Community, a core set of values that contribute to building a culture of inclusiveness, fair treatment and civil discourse.
- Forty-one new endowed faculty funds were established through private giving during the past five years.
- The university implemented a three-year compensation improvement plan to advance our goal for competitive compensation for faculty and staff. This led to a 9.7 percent increase in overall average salary for tenured/tenure-track faculty.
- The number of tenured/tenure-track faculty increased by 57 since FY12.
- The university hired its first National Academies member.
- More faculty engaged in international study abroad experiences, nearly doubling the number of faculty-led programs during the last five years to a record 28 programs in 2015-16.
- International visiting scholars increased by 20 percent over the past five years.
- The university hosted its first Australian Fulbright Scholars through its Oz-to-Oz program.
- Classified staff voted to leave the state classified system and transitioned to university support staff.
- University human resources related services were consolidated into the new Division of Human Capital Services, or HCS. Initiatives were undertaken to transform processes to improve effectiveness, efficiency, and capacity to recruit and retain outstanding faculty and staff.
- The university redesigned and automated recruitment and hiring processes and established a talent acquisition team, resulting in improved efficiencies in the hiring of faculty and staff.
- A compensation strategy was developed as a compass for designing future compensation/total rewards programs including defining a new job classification, grade, and compensation structure for unclassified professionals and university support staff.
- The university implemented new policies that expand the professional titles available for use by non-tenure track faculty.
- The Center for Advocacy, Response, and Education, or CARE, expanded its services to provide confidential advocacy to any K-State student, faculty or staff member impacted by sexual, domestic or dating violence, stalking or sexual harassment.
- The K-State Postdoctoral Association was founded to provide enhanced support to postdoctoral researchers at K-State.
- The All-University Awards Ceremony was established to honor the outstanding work of faculty and unclassified staff. The new K-State Student Employee of the Year award honors and recognizes the important contributions made by student employees. A faculty honors website was launched to recognize outstanding faculty.