More Questions on HR Design

In advance of this afternoon's meeting, I received this very helpful document from the Wisconsin University Union, which summarizes the HR Design plan elements and how they compare to current practice, while raising some critical questions about each element.

Here are some questions that I think are especially deserving of response:

• Will the university staff assembly, created by HR Design, preempt or potentially undermine the re-establishment of unions?  
• Why aren’t all contractors (over $5K) included in the living wage provisions, consistent with the City of Madison policy? UW has shifted to using contractors for custodial and food-service positions, and currently pays custodians just $8/hour. 
• What provisions prevent a hiring authority from defining the “employing unit” as so limited as to “force” a layoff? 
• What is the evaluation plan to assess the impacts of these radical changes?

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Concrete Suggestions to Improve HR Design

This evening my colleague Bruce Thomadsen, professor of medical physics at UW-Madison, shared several concrete recommendations for improving the HR Design plan.  I think highly of his suggestions, and thus with permission I am summarizing the most critical ones here:

1. Affirm the continuation of genuine shared governance, a pillar of UW, in this plan.  The language implies that employees will advise on the implementation of benefits programs, but this is far weaker than the current status of shared governance at our university.  Decision-making must be shard.
2. Amend the plan to clearly state that academic staff have the right to due process with respect to all University actions detrimental to their jobs. This is not currently clear, especially with regard to layoffs.
3. Provide much more detail on the implementation of the layoff procedures. In particular, explain how the new system will increase, rather than decrease, job security.
4. The plan says that hiring managers will set salaries.  Clarify how this will be accomplished, and be specific about the types of information that will be considered and in particular the role that market studies will play.
5. The plan discusses the challenges of creating a system of job titles and compensation levels that match the titles. The difficulties and process are listed, but it is not clear that the results will eliminate the problems encountered frequently in providing adequate compensation for long-time, experienced employees, where only by changing a job title (and, therefore the job description) can increased compensation be provided. Often, such changes are not possible or allowed. The solution is to uncouple the job title from compensation to give flexibility and establish compensation based on qualifications and performance. This would eliminate the problem of adjusting the compensation for persons at the top of their job classification’s pay range. 
6. The Guiding Principles for HR Design aimed to eliminate the disparity where 12-month faculty receive 22 leave days immediately upon hire while university staff start with a low number and work up to this through seniority and promotion. Instead, all employees should start with the full number of leave days. But this plan apparently lowers the beginning leave days for new faculty, moving in the opposite of the intended direction. To fix this, change the plan: all full-time University employees should have 22 vacation and personal leave days, with leave for employees with 9-month appointments prorated by ¾.
7. Under this plan, it is not clear what will happen to the conversion of accrued sick leave at retirement. Clarify this, leaving sick leave separate from other vacation and personal leave, and the current sick-leave accrual policy unchanged.
8. Eliminate the provisions to change rules regarding transferring positions. The plan eliminates the current right for employees to return to their original positions if a transfer to a different position does not work. The report states, “Also, by reducing the risk associated with accepting a new position, the current policy also reduces the incentive for both the employee and the hiring manager/supervisor to do effective onboarding and work together to address any challenges in the probationary period.” This opinion neglects to consider that the transferring employee wants to make the change and therefore has a stake in making the new situation work. The hiring manager’s incentive would likely try hard to fit the transferring employee into the working environment to avoid repeating the hiring process.

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Human Resource Directors and Employee Unions

Tomorrow afternoon, the Faculty Senate at UW-Madison will hear from Bob Lavigna, the institution's Human Resources Director. Lavigna will be discussing HR Design, a new plan I've covered several times recently on this blog. It's a controversial proposal, in part because it shifts the focus on setting compensation from internal equity towards external markets.  It also reduces some of the benefits held by classified staff, who are currently unionized, and for whom perks like substantial vacation time slightly dull the pain stemming from the terrible wages.

I was therefore intrigued when this morning I delved into my Inside Higher Ed backlog of reading and found the results of a brand new national survey of HR directors and their opinions about the future directions universities need to take.  The results help to at least partially set the broader stage on which HR Design is occurring.   (Partially: the response rate for this survey is 15% and with just 324 participants, 42 of whom were at public research universities, who knows if Madison is represented.)

Here are some key highlights related to HR Design:

• Concerns about salary equity are losing ground. Nearly 32% of HR Directors at public research universities said they are paying less attention to equity in faculty and staff salaries than they did five years ago, and just 17% are attending to those issues more often, despite the strong likelihood (given austerity practices) that inequities are growing.

• Almost all HR Directors take a dim view of unions. Close to 90% of HR Directors at public research universities contend that unions inhibit their ability to re-deploy people and define job tasks, discourage pay for performance, and inappropriately protect poor performing employees.   Less than 1/3 of such Directors acknowledge unions' demonstrable roles in securing better salaries and benefits and ensuring fair treatment of employees.

• Few HR Directors seem able to ground their assessments in data. Just 28.6% of HR Directors at public research universities report that they have good data on employee performance, productivity, and satisfaction, and only 21.4% say they use such data in campus planning and policy decisions.  (Sidenote: Oh. My. God.)

• And yet somehow, HR Directors are able to attribute low morale among employees to recent budget cuts. 74% of those at public research institutions agree that budget cuts did major damage to staff rationale, and 20-30% say their offices are unfairly blamed for cuts to employee benefits and services and even layoffs.  The frequency of these statements is twice as common at public research institutions as compared to elsewhere.

These will undoubtedly form a nice backdrop to tomorrow's discussion. I'm hoping Lavigna keeps his statement short and sweet, to allow plenty of time for questions. I'm told this hasn't been the case at recent campus events; for example at last week's Academic Staff Assembly meeting the members were not given responses to ASEC's previously issued comments.  But I'm sure tomorrow will be different-- faculty like to talk, at least as much as we like to listen.

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It's Time to Wake Up

The smoldering ashes of public higher education can be seen and smelled across the nation, as the once much-lauded, now much-decried University of Virginia goes up in flames.

Pardon my French, but it's about time everyone opened their eyes, ears, and mouth. This stuff stinks!

It's impossible to count how often during the past several years those of us residing at her sister public flagships have heard UVA held up as a model, a "best-practice" of public higher education for the 21st century.  Haven't you heard all about her wondrous break from state government that allowed her the "flexibility" and "innovative freedoms" to raise tuition while expanding affordability, thriving when the rest of us starved?  We at UW-Madison got an earful of it from ex-chancellor Biddy Martin during the fiasco known as the New Badger Partnership. And true believers abounded.

As I said then, that emperor has no clothes.  UVA hasn't been a true public university in some time. It is not a democratic institution where the voices of all constituencies are honored. It is not succeeding in expanding affordability with Access UVA, an ineffective sinkhole into which millions of dollars have been thrown.   It is not flourishing with strong academic programs and a great faculty retention rate.  It is not innovative, not independent, and not a model.  No, it is a rich man's campus, run by millionaires and political conservatives, who are driving agendas disconnected from the needs of educators and students. And those elites just got their way, evicting a president who appears to have stood up to their efforts at "strategic dynamism"-- e.g. the crappification of all that is good and meaningful, and worth investing in in public higher education.

The people governing UVA are like so many of the so-called "reformers" who think efficiency and flexibility are magical words, and who have conveniently but very wrongly diagnosed the challenges facing colleges and universities as residing in the "inmates" -- i.e. the faculty.  These boards and trustees have an unbelievably disrespectful attitude towards the teachers to whom they pay tens of thousands of dollars to educate their children in what they fondly call an "asylum."

The conservative agenda to defund public institutions at all possible levels has created this situation-- not the faculty.  Don't fool yourself -- those who advocate for "holding the line on college costs"  are not doing it for the good of the students but for the good of the corporations who seek to benefit from the rapid growth of the for-profit sector. It is nothing short of devastating that this agenda had confused the public from embracing a genuine affordability agenda, such as the one I support, that works with educators to find affordable approaches to high-quality education and a system of paying for it that maximizes the enrollment and success of students who will benefit most.

Institutional insiders-- high-level administrator types-- have too-easy embraced (sometimes unwittingly) the conservative agenda because they are paid handsomely to do it.  Heck, if they don't oblige quickly, it's clear they'll be fired! After a bit, they begin to enjoy drinking that kool-aid, since they are ensconced in fancy homes, taken to lovely meals, and sent on jaunts to Paris. It's far easier to embrace the business people than to labor in the trenches doing battle with state legislators who fear college's so-called liberalizing tendencies (what we call "being educated").   It's not surprising that the Board at UVA assumed Teresa Sullivan would go along with them.  It's pretty clear that Biddy Martin would've.   But they made a mistake, since as a sociologist Teresa has a knack for using her skills as an "outsider looking in" as well as an "insider looking out."  She's a sociologist of work and organizations and no doubt saw their scheme for what it was, refusing to play along. After all, she views the university as a "compact among generations," not a compact between business and politics.

She was ousted. Good for her.  Twenty minutes of good hard labor in public higher education is worth far more than decades of pandering to the likes of business school deans, Bob McDonnell and Scott Walker, and wealthy alumni.

Want to be a 'Sconnie, Teresa?  We'd love to talk.

ps. For more superb reading on the UVA drama, I recommend these astute commentaries:

Kris Olds-  a friend, a colleague, a genius
Dagblog -- this guy even uses the word 'neoliberalism'

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The Continued Marketization of UW-Madison

Last year, I wrote extensively about efforts led by former Chancellor Biddy Martin and her administration, donors, and alumni to privatize (or at least semi-privatize) the University of Wisconsin-Madison.  That effort was partially successful, for while Martin and colleagues failed to separate Madison from the rest of the UW System, or gain authority over tuition setting, they did succeed in getting Madison the authority to redesign its human resources system.  This new "flexibility" was praised by many on campus, including staff, faculty, and students, who recognize that the current bureaucracy is not working, especially for those outside of administration.

So, this year the Human Resource Design Project has been advertised as a tremendous opportunity, hard won, and far better than the alternative -- the status quo.  Perhaps.  But few reforms are without consequence, and the recommendations recently offered by the working teams in HR Design suggest this case is no exception.  In fact, the potential long-term effects of this redesign process may result in an very different university culture, one that is far less progressive than Madison has historically been known for.  Instead, the recommendations will likely aggressively speed-up Madison's transformation (I'd say descent) into a market-driven institution focused first and foremost on serving its paying customers.

Some specifics of the recommendations have been discussed over at Sifting and Winnowing and so I direct you to read the details there.  For example, the recommendations include combining the currently unionized classified staff and academic staff into one.  As severals members of the HR working teams point out, this has significant implications for the protections held by unionized workers: "If the state legislature does not amend these statutes, the combining formerly classified staff–the custodians, the office secretaries, financial specialists–into the employee category academic staff will take away the few remaining collective bargaining rights that they have fought and bargained for about 50 years."  Both the classified staff and the academic staff object to this recommendation.

Another recommendation focuses on the distribution of employee pay based on labor market analyses. As members of the Wisconsin University Union point out, this can mean many things-- some resulting in even lower pay for UW-Madison workers.  "There is no standard labor market for any group or individual occupations (with the exception of building trades). There are often valid arguments to be made for or against choosing one group over another. However, choice of a particular labor market as the standard will frequently determine the result."  Crucially, the current recommendations say nothing about providing cost of living increases to all employees, nor is there any consideration of years of experience with good performance.

Furthermore, the proper implementation of these recommendations will likely grow the size of central administration -- not reduce it.  National studies indicate that growth in central administrations are the source of much of the increasing costs of college attendance, so we need to pay special attention here.  According to Joel Rogers, professor of Sociology, “Done properly, the task of specifying the real human capital requirements of hundreds of UW job titles; identifying jobs with the same requirements in external labor markets; collecting all relevant data on their compensation from private employers; and doing all this continuously enough to capture relevant changes, job titles, compensation practices, and labor market boundaries and participants is a massive amount of work."

Finally, despite promises to the contrary, these recommendations involve cuts to employee compensation.  Specifically, academic staff will see their vacation benefits reduced.  As ASEC has pointed out, "newly employed academic staff will lose nearly 52 hours of vacation/personal time under this proposal. Children attending MMSD have 16 days of vacation that do not coincide with the UW’s current holiday schedule, which means a single parent would have four days of vacation left (after caring for her/his child when local schools are not in session)."  And yet UW claims that employees will not move backwards under the new Design?

Now, to UW's credit, this has been a somewhat transparent process.  Many public forums have been held, and there are many ways to provide input.  The 11 working groups on this effort involved many people-- however, a closer look indicates that the vast majority (perhaps 2/3rds) are people currently in HR in the administration--in other words there were not many faculty or union-represented workers involved.  Furthermore, participation among those on the work groups has been reportedly hampered by meeting times occurring early in the morning (e.g. before childcare begins) and during work hours.

Moreover, there has also been a continuation of last spring's approach in communicating with campus members-- administrators tell us what's "important" and "smart" without providing hard facts about the evidence on why.  Where does this proposed structure of titles come from? Where is the data regarding the effects of this sort of market-driven approach versus alternatives?  There is very little data given anywhere to back up the contentions in the recommendations, despite the very expensive contributions made by the Huron Consulting firm, hired under Martin to assist with this work.  The rhetorical approach is led by Robert Lavigna, who speaks about the importance of ensuring that the new system can attract and retain "the best talent."  He utilizes the language of "flexibility", "efficiency," and "effective."  He promises a "greater connection between compensation and performance."  In other words he talks a lot like Biddy Martin, and others like her who are bringing business practices to education.

Thus, one key thing that the new HR Design highlights is that the neoliberal politics embodied in Biddy Martin were not hers alone, and that her efforts were indicative of a broader market-driven culture amongst those who surrounded and hired her, which continues to prevail in today's UW-Madison (and indeed globally).  These recommendations were issued, and are being systematically advanced, despite her departure.  That is something we all must pay close attention to, as these political maneuverings will likely continue to shape the next stages in Madison's development- especially the upcoming chancellor search.  Who will be in charge there? What "facts" will we be provided? What role will faculty, staff, and students play, relative to the roles played by WARF, donors, alumni, and administrators?

A thoughtful approach to considering the desirability of the marketization of Madison requires our entire community think about (1) What are the full set of alternative options under consideration? (2) What evidence is being presented about the likely intended and unintended consequences of each option? and (3) Who exactly stands to benefit, and in what ways, from each option?

Notably, these are not the kinds of questions Huron (our highly-paid consultant) is known for asking and answering. Instead, Huron emphasizes a one-directional model in which administration directs the activities of faculty and staff.  Laura Yaeger, VP at Huron, has said that "universities are getting a better understanding of what activities add value to students and stakeholders while  providing clearer guidelines for staff and faculty about which programs and activities should be supported."   Does that sound like shared governance to you?  Who are those stakeholders?

We are repeatedly being told that our backs are against the wall, and this is our only choice.  Don't listen to talk like that-- you are too smart.  This new Design is neoliberalism at its finest, justifying marketization as a form of self-defense, redefining all interactions within the educational institution as essentially business relationships. We, the faculty and staff and our traditional protections, are being identified as the obstacle to market-based efficiencies.  The ultimate goal is to make UW-Madison less dependent on us.  This gives private investors greater opportunities to profit from state expenditures, while influencing the form and content of education. And it makes business and university administrators the main partnership, redefining student-professor relations.

It is imperative that educators and students across UW-Madison begin to understand and draw attention to how funding priorities, public-private partnerships, tuition and fees, cost-benefit analysis, performance indicators, curriculum changes, and new technologies change the content of academic work and learning, and how they collectively arise from global efforts to discipline academic labor for capital. The changes to Madison's human resources system, and to its operations more broadly, are intimately linked to employment opportunities in Dane County and elsewhere, and to the kinds of education and services we deliver to the state.  If we are going to be market-driven in how we educate and serve Wisconsin, what we provide will be undoubtedly more unequally distributed.  Everyone should have something to say about that. As Lavigna has said "This system will affect everyone on this campus."  He's serious. You need to pay attention.

PLEASE: Send your feedback on HR Design to hrdesign@news.wisc.edu

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Elites to 99%: Resistance is Futile

Today my Twitter feed brought a swan song for public higher education, sung by a chorus of elites.  It was accompanied in harmony by some   public higher education leaders who are surrendering and turning in their badges.

A few highlights:

• The co-founder and former chief executive officer of CarMax told a crowd attending the Association of Governing Boards of Colleges and Universities 2012 National Conference on Trusteeship that public universities should strive for major tuition increases. Reports the Chronicle of Higher Education, "Poor kids borrow money so that the rich kids can get a tuition discount," said Mr. Auston Ligon, now a member of the Board of Visitors at St. John's College in Annapolis, Md. "Quit subsidizing people like my kids."   
• Gordon Gee of The Ohio State (and buddy of Biddy Martin) is promoting a forthcoming book from Stanford University Press called "Public No More."  This little ditty plays a familiar tune, sung by two business school types. Again we are told, the current business model of higher education is broken (duh) and public higher ed's "longstanding dependence on state subsidies...is unsustainable...recent cuts are permanent...public universities either recognize this...or face decline....attempts to block competitive forces by resistance and delaying actions are self-defeating."  Apparently these dudes never heard of the need to present and evaluate without pre-judgement alternative models in policy prescriptions.
• According to Inside Higher Ed, some educators are full-on gung-ho about privatization and not even experiencing "angst" about it (sidenote to IHE--nice framing, making having reservations sound like neuroses). The chancellor of Maricopa Community College, a man in charge of guiding the futures of thousands of black and brown students, apparently has an oracle.  Rufus Glasper tells us "We have no choice. The state funds are gone forever."  There's no point in anything but his kind of "realism," and his so-called solution is a private for-profit model. 

Just a few questions. Why is the CarMax guy being invited to talk with AGBCU?  What's his expertise-- oh right, car sales. Discounting.  Clearly buying college is like buying a car--all about the transaction. And we all know that poor people with their complete information totally understand how discounting works, that's why high tuition-high aid is so successful...  Say it with me now: puhleese.

Second, when did smart people all start singing in unison about simplistic, singular solutions to complex problems?  Did they all attend a special dinner party together where primers were distributed, and the private monetary incentives for making the education "public no more" were explained?  Sure seems like it.  Because they are talking to highly educated people in a way that is utterly pedantic-- there is one solution and one solution only -- pass the buck onto the "consumer"? Can you imagine if instead they said, "Hey 5th graders, pay your own way through elementary school?" 

Third, how much longer are you people (yes you, our readers) going to take this?  For-profit leaders clearly worked this out quite well ages ago, using their massive profits paid for with your federal tax dollars to lobby legislators and university leaders into believing the future lies in private, for-profit education.  They're doing it from up high in the skyscrapers around the world, while many higher ed leaders are out there wittingly and unwittingly carrying their water and doing their bidding.  We mere "academics" and "students" who won't admit that really we are "obstacles" and "consumers" are simply in the way.

 PUBLIC NO MORE. WE HAVE NO CHOICE. RESISTANCE IS FUTILE. 

Where have we heard that before? 

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Are you there Kevin? It's me, neoliberalism

In a recent blog Kevin Carey took on Claire Potter’s critique of Obama’s higher education proposal by chastising her for using the term neoliberalism, and calling her a college professor so out of touch with the real world that she isn’t invited to the policymaking tables where he hangs out.

Dear Kevin, as you know I like you very much—so pardon me if I take offense here.  As a fellow college professor who spends quite a bit of time in DC policy circles (including with you), I think your critique of Potter is off-base. It’s also incredibly unproductive, as you set up an “education reformer versus college professor” dichotomy that's decidedly unhelpful. You accuse Potter of thinking she’s better than the DC crew, but she said nothing of the sort—instead it’s really you who calls her the idiot, seemingly for using big words. 

At the heart of the problem with your critique, Kevin, is that you’ve really missed the meaning of neoliberalism.  Yes, I’m going to keep using the polysyllabic term, since like “stratification,” it has real meaning and is useful for describing a complex concept. 

No, neoliberalism isn’t like facism—as you point out—and no one I know ever claimed it was.  It’s not widely abhorred, primarily because the term itself challenges an ideology so dominant that people have a hard time recognizing its existence.   You reduce neoliberalism to just one of its pieces: an effort to remove market regulation in the pursuit of greater liberty. Since Obama seeks, in some regards, to regulate the action of markets, markets which you rightly note already operate in education, then his policies can’t be neoliberal.  Right?

Wrong.  Neoliberalism is staring you in the face, and in today's education policies it isn’t marked solely or even primarily by a lack of market regulation, but by the promotion of privatization, erosion of worker protections,  heavy reliance on standardized testing, and the rollback of broad community input on school decisions.  More informally, neoliberalism posits that solutions to problems such as opportunity gaps lie in competition among individuals rather than long-term planning and cooperation.  It serves the few who are “racing to the top,” rather than the many who could and should work together for a just and equal society.  Frankly, neoliberal policies take the easy way out and call it “efficient”, rather than doing what’s hard but ultimately long-lasting and ethical.

Unbelievably, without a shred of evidence that positive outcomes have been achieved with the first, President Obama has proposed yet another Race to the Top, one that will undoubtedly reward institutions for policies that promote slippery-slope private partnerships (e.g. between community colleges and business), high-stakes accountability, and top-down reforms of professorial work, all in the name of enhanced productivity.  I'm on the record as for for productivity improvements in higher education, but I would never want them to be agenda #1—first we have a long way to go toward establishing a much deeper commitment public education, we must agree on goals and metrics for both educational equity and quality, we have to develop an appropriate and socially-just financing structure, and then we can work on efficiency.  Working backwards is a surefire way to cut costs and lose what’s most valuable: talent. And it’s definitely the way to create and perpetuate a 1% in education that leaves most of us behind.

Kevin, we share a deep commitment to doing whatever it takes to improve students' education experiences.  But we disagree on what we think the path to that goal must entail.  In my view, the road must include the continuation and indeed the growth of public investments in public education—not routes around it.  It must also include enhanced respect and support for educators.  There is no evidence of such support in this proposal—the importance of adequately supporting the work of professors in order to help student is not mentioned, and yet the fingers of blame are pointed in their direction (most recently by Joe Biden) for rising costs of college attendance.   The winners of this race will likely be the private institutions, who depend far less on state support, and thus will look like winners.  The students and families equipped to benefit from choice—those with more access to information and who are accustomed to “shopping,” will reap the rewards. They're the voters, and they'll love it most of all. Others who love the idea of choosing, and believe the false hopes that discussions of choice perpetuate, will similarly fall in line. That’s the neoliberal model at work—purporting to convene a fair competition, exciting the individualistic imagination of the American Dream, without placing any particular value on the principles of collective public goods or fair labor practices.  It may get people revved up in an election year, but make no mistake about it--it isn’t a progressive vision in the least.

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Whose Race to the Top?

A new investigation into the charter schools run by Joe Biden's brother Frank, a self-proclaimed "PT Barnum" of charters, raises interesting implications for the Obama Administration's educational policy known as Race to the Top.

As many, including the U.S. Department of Education which oversees RTTT, have pointed out, states that embrace charter schools are winning the race. As DOE materials put it, "President Obama has called upon states to encourage the expansion of charter schools. A network of innovative and high-achieving charter schools can be an important part of a state's school reform effort. However, charter schools are facing significant obstacles to expansion in too many states."

Is this an entirely disinterested reform effort? Many others have raised concerns about the neoliberalism inherent in RTTT, which shapes the dominance of private business interests over common public goods. For example, in a recent article two researchers from Occidental College document the actions taken by Arne Duncan in Chicago, where Renaissance 2000 threatened participatory democracy by excluding parents from key decisions including the closing of schools, an action that the Consortium for Chicago School Research did not find to be beneficial for student outcomes.

The "unintended" consequences of capitalizing school markets are numerous, but one also has to wonder about the intended consequences as well. As it turns out, Vice President Biden, a guy I have generally liked, has family interests in the charter school movement. This most recent investigation, which in full disclosure I will say was conducted by my sister Lisa Rab, makes me further wonder whether the Race to the Top is really about the 99% of America's students-- or truly about advancing the advantages of the 1%. As usual.

PS. Valerie Strauss of the Washington Post also covered this story, on December 10, several weeks after Lisa began writing about it.

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