1. Associate Provost for Academic Budget and Personnel
New Administrators Orientation Navigating Faculty Salary Administration, Position Management, and Hiring
Lori McMahon
Associate Provost for Academic Budget and Personnel
August 2, 2019

2. Learning Outcomes To gain awareness and understanding of…1 3
Office Roles, differentiation between:
Academic Affairs Budget and Personnel (AABP)
Human Resources
Position management responsibilities:
Campus-level delegated authority to the Chancellor
UNC General Administration authority
Salary administration considerations:
Salaries and salary increases
Payroll and Separation actions
Special Pays to Faculty via ePAFs
Position types, position funding, benchmarking
Faculty Recruitment and Hiring practices:
Slides (#45-70) for on-your-own review with your college business officer 2 4

3. ACADEMIC AFFAIRS Resource Decisions
STUDENT SUCCESS
FACULTY SUCCESS
Mission Critical Core
Define the intersectionality
INSTRUCTION, RESEARCH, COMMUNITY ENGAGEMENT
OPERATIONS
Essential Functions (strategy, scope, scale)
Ensuring our ability to deliver high quality and remain a higher education going concern. Where is the ‘risk’ tipping point?

4. AABP’s Four Core Functions
FACULTY PERSONNEL
BUDGET
DATA INSIGHTS
TRAINING

5. Employee Classification Management Responsibility Areas
ACADEMIC AFFAIRS BUDGET and PERSONNEL
HUMAN RESOURCES
STAFF EMPLOYMNET and EMPLOYEE RELATIONS:
EHRA NF and SHRA
FACULTY EMPLOYMNET and EMPLOYEE RELATIONS
Full employment life-cycle
TEMP STAFF EMPLOYMNET:
STUDENT and NON-STUDENT
TEMP FACULTY EMPLOYMNET:
PT and POST DOCS
REVIEWS / AUTHORIZES:
STAFF POSITION ACTIONS
and SALARY REQUESTS
REVIEWS / AUTHORIZES:
PDs and Salary Changes for FACULTY and
STAFF (Manager or director level and above)
BENEFITS ADMINISTRATION:
ALL EMPLOYEE CLASSIFICATIONS
FACULTY LEAVE ADMINISTRATION:
FMLA, Educational, Personal

6. AABP’s Faculty Success Key Activities
Oversee faculty salary administration and personnel policies, procedures, records, and compliance
Manage faculty life-cycle personnel actions:
Faculty recruitment, hiring, retention
Reappointment, promotion, tenure process
Faculty Special Pays (ePAFs)
Leave requests (FMLA, Educational, Personal)
Faculty credentialing – SACS accreditation
Reviews and/or approves staff & faculty position management actions and organizational design and development or restructuring
Informal Faculty Grievances Intake
Business process improvements (e-workflows): lead/coordinate/SME project initiatives
Training to Business Officers & teams, Bi-monthly meetings; Manage TOOLKIT (canvas resource)
Reassignment of Duties
Separations (Resignations, Retirements)
Phased retirement; Emeritus

7. For Faculty Administrators
TWO Key Resources
For Faculty Administrators

10. POSITION REQUEST APPROACH POSITION REQUEST or ALLOCATION TYPE
Budget Call Cycle
Permanent $
Off-Cycle
One-Time $

11. EXAMPLES TYPE Recurring = Permanent $ Non-recurring = One-Time $
New Salaries, Back-fills or increases to existing
Time-limited Special Projects;
Administrator Stipends;
PT Faculty Supplements including Leave or RD Support.
Non-recurring = One-Time $

12. 12/1/2019
Insights
Building a team is a privilege. Hiring and salary administration are noteworthy responsibilities. Personnel is the most significant investment campus leaders make.
Hiring procedures are “compliance rich.” All persons involved share the accountability for integrity during the process. Shortcuts can create 3x the work for others in the approval chain. Exposes University to potential legal actions (no kidding).
Use the web-based checklists as your guide. EHRA Faculty, EHRA Staff and SHRA Staff position management and budgeting are ‘unique’ from each other.
Start early. Hiring qualified faculty and staff is one of the most important things we do, it involves many steps, and paying employees on time is essential.
College Business Officer. Your college or service unit business officer serves as the primary liaison for personnel management between the Office of Academic Budget and Personnel and HR. Chairs, Associate Deans and Deans are welcome to contact AA directly, as needed. Route ALL HR actions thru BO.
Niner Talent is system of record. All entries and attachments into Niner Talent become an audit record. Choose your words carefully and be clear, upfront, about your hiring needs, credentialing and experience criteria, diversity efforts, and justifications for candidate selection.

13. UNC Charlotte’s Human Resources Delegation of Authority
UNC System Office (SO) has delegated certain personnel action authority to the Chancellor and UNC Charlotte’s Board of Trustees (BOT).
Localized “management flexibility” = campus-level accountability.
Managed through Offices of Academic Budget and Personnel (AABP) and Human Resources.

14. HR Delegation of Authority
12/1/2019
HR Delegation of Authority Q:
WHAT HAPPENS IF A SALARY REQUEST EXCEEDS CAMPUS-LEVEL AUTHORITY?
Requires further review by one or more of UNC System entities
UNC SO -- Human Resources Consult Team
System President
Board of Governors
Reviews add time to approval turn-around, start early!
SO Committees have set schedules which affects turn-around; the effective date for the change to begin, gets delayed.
Submit requests by APRIL-MAY 1st for new appointments or reappointments expected for the upcoming new AY A:
Guidelines for SHRA are usually not the same as those for EHRA (faculty, and professional staff)

15. HR Delegation of Authority
SALARY GUIDELINES
Issued by UNC System Office (SO) and Office of State Human Resources (OSHR) each year for temporary and permanent salary changes. If increases exceed these guidelines, SO pre-approval is needed before change is effective. Guidance matrix is very complex (see next two slides for examples) so contact your Business Officer.
Use June 30th salaries as basis for calculation; must calculate cumulative set of increases since June 30th thru
to-date of request. We report quarterly to SO on any changes.
Guidelines can change at any point during a given year. Always consult with your Business Officer.
Perm base increase and/or temp increase
20% and $15,000
Job with no specific end date
Temp stipends
25% and $25,000
Job w/ specific end dates, must be renewed each year
New FT Positions
$70k budget or more
Impacts search start
Existing positions with salary increase of
$100k or more
Includes ARP instances

18. Salary Increase Instances
Faculty retention
An external offer made, even if verbal
Competitive recruitment
Our offer too low to secure candidate
Promotion to new position or rank
Substantial modification to a current role
A substantive change in position responsibilities at 15% or more
Mandated increases
E.g. Legislative – less frequent
A campus-based annual salary increase –
aka, Annual Raise Process (ARP)
Implemented using Chancellor funds with criteria established by the Chancellor and Provost
No longer really annual or bi-annual
ARP Rotation: SHRA; EHRA Faculty (Chair level and below); EHRA Non-faculty/12-mo Faculty Administrators & Covered Librarians
ARP cycle/groupings subject to change based on funding

19. Salary Increase Examples
12/1/2019
Salary Increase Examples $
Annual faculty tenure-related promotions
AA $ for salary increase, standard amounts: $5000/Associate, $7000/Full
Effective date is July 1
9-month faculty paid across 12 months (July 1 – Aug 15 = “pre-pay” status)
Promotions of Lecturers to Senior Lecturers
Dean’s funding as a standing commitment, and usually…
High priority in Dean’s Annual Budget Call Request (if approved, $ replenished to Dean)
Colleges must use/publicize internal guidelines for qualifying as ‘Senior’ lecturer
Effective July 1
Internal Promotions or Substantive Change in Duties (Ad Hoc) Requests
20% and $15,000, or below, EHRA faculty/staff requests
20% SHRA staff requests (although the campus average is 3-6% change)
Sources of funding depends upon: who initiates request, by when, and dept budget available
Recruitment and Retention
Faculty – SO Recruitment and Retention fund as budget source, prioritized by Dean to Provost
Staff – OSHR guidelines apply, however, no UNC system/campus fund $ $
Some examples of Campus-level Authority – requires review and approval by Provost and Chancellor $

20. 12/1/2019
Payroll
Direct deposit for all employment types: Student, Staff, Faculty; FT or PT
2 payroll distributions per month: 2 x 12 = 24 annually
2nd December distribution comes early: prior to December 24th
For NEW 9-month faculty:
First payroll is received at August-end
Pay includes “retroactive portion” back to July 1
Caution new faculty– this first distribution is 4 pay-periods worth! Do not plan your on-going household budget on this pay period distribution!
All 9-month faculty:
9-month faculty WORK across 9 months (Aug 15 – May 15)
9-month faculty PAID across 12 months
July 1 – Aug 15 in “pre-pay” status
May June 30 in “post-pay status
Post Docs:
New appointees do not always understand payroll cycle & certain benefits deductions; must “opt-in” for their own medical coverage (not automatic)
New Post docs do not understand that PARKING is deducted from payroll
When benchmarking salaries, consult NIH guidelines (our campus standard is $45K min., annually)
Some examples of Campus-level Authority – requires review and approval by Provost and Chancellor

21. Standard 9-mo faculty appointment period
9-Month Faculty =
Paid Across 12 Months
If faculty member is planning a resignation or retirement effective date
USE JUNE 30th or DEC 31st
to avoid re-payment of portions of pre-paid or post-paid salary & benefits
Standard 9-mo faculty appointment period
Aug 15 – May 15
JULY
15th
Month end
AUG
SEPT
OCT
NOV
DEC
JAN
FEB
MAR
APRIL
MAY
JUNE
Academic Year

22. 9-Month Faculty Separation?
Resignation or retirement letter must be received by AABP no later than
June 30th to stop July 15tht (new AY) payroll
Standard 9-mo faculty appointment period Aug 15 – May 15
JULY
15th
Month end
AUG
SEPT
OCT
NOV
DEC
JAN
FEB
MAR
APRIL
MAY
JUNE
Summer
Summer
A faculty member cannot be paid by two University’s for the same period for FT work.
June 30th end-date.
July 1 retro-active pay start date.
Pre-paid for AY contract
Post-paid for
AY contract

23. 9-Month Faculty Separation?
Supervisor must receive, or request, a resignation or retirement notification letter
Look for: signature and typed name of faculty member, plus resignation effective date; if any of this information is incorrect or missing, seek clarification immediately
Notify Dean and college business officer immediately, forward scanned letter to both
Dean requests faculty vacant line to be ‘returned for search’ from Provost; staff lines stay with the department and need not be requested for return
College business officer submits letter and PD7 form to AA to stop payroll prior to July 1
Standard 9-mo faculty appointment period Aug 15 – May 15
JULY
15th
Month end
AUG
SEPT
OCT
NOV
DEC
JAN
FEB
MAR
APRIL
MAY
JUNE
Summer
Summer
February 15, 20xx
Dear Department Chair,
I hereby notify you of my resignation effective…
(use June 30, 20xx or Dec 31, 20xx).
Thank you,
Rock Star
Rock Star, Ph.D.
Pre-paid for AY contract
Post-paid for
AY contract

24. 9-Month Faculty Separation?
If planning a resignation or retirement effective date
USE JUNE 30th or DEC 31st
to avoid re-payment of portions of pre-paid salary and benefits
Standard 9-mo faculty appointment period Aug 15 – May 15
JULY
15th
Month end
AUG
SEPT
OCT
NOV
DEC
JAN
FEB
MAR
APRIL
MAY
JUNE
OVERPAID?:
If a faculty member submits a resignation letter too late to stop the “PRE-PAID” payroll distributions for July 1- August 15th, they will be required to re-pay that portion of salary and benefits back to the University.
We all want to avoid this collections experience. Encourage ample planning and submission of notification letter (3 months ahead, Mar 30th).
Pre-paid for AY contract

25. 9-Month Faculty Summer Pay?
SUMMER PAY is SPECIAL PAY. Guiding principles:
ABOVE AND BEYOND. Additional job duties go beyond standard position description for faculty’s 9-month
appointment (e.g. grant-funded research; special administrative project; summer
school teaching)
MATCHING PRINCIPLE. Pay period for summer duties must MATCH the period of work.
- Cannot pay ‘early’ for duties not yet started.
- Pay ends when the additional duties end. Do not extend the pay.
3/9ths RULE. All combined instances of Summer Pay cannot exceed 3/9ths of base annual salary. Some
faculty are paid from many sources or depts.
- See: University Policy , Additional Compensation for Professional Services to
the University.
UNC SO’s ‘TEMP STIPEND’ GUIDELINES. 25% and 25,000 cumulative pay limit.
- Use the June 30th salary for the calculation basis.
- Temporary stipends have specific end-date.
- If the job is repeated another summer, stipend renewed each time.
JULY
15th
Month end
AUG
SEPT
OCT
NOV
DEC
JAN
FEB
MAR
APRIL
MAY
JUNE
Summer
Summer
Standard 9-mo faculty appointment period Aug 15 – May 15
Special Pay
via ePAF
Special Pay
via ePAF
Academic Year

26. Academic Year Special Pays
ADMINISTRATIVE STIPENDS
Base Salary: The annual permanent salary of the employee as it appears in the employment contract of the employee or subsequent letters of notice of salary increase/decrease plus any supplemental administrative stipends of one full year or more.
9 month (full academic year) or 12 month (full year) administrative stipends only
9 month stipend-- work expectations limited to academic year; 12 months-- work expectations will include summer work
ACADEMIC YEAR SPECIAL PAYS
System Office Guidelines apply:
Required consultation and reporting for any salary adjustment where the employee’s June 30th or current total proposed compensation is $100,000 or greater and the proposed salary adjustment is 5% or greater.
Overall limit is 25% AND $25,000 of cumulative salary adjustments academic year to-date based on June 30th base salary
not to exceed BOTH factors; however, exceeding one factor is OK
Current exclusions: established faculty or clinical/faculty incentive pay plans and task-based payments (i.e. summer school payments, course overloads, overtime, Continuing Education and Executive Education payments, short term payments, etc.) $ $

27. Base Salary & Administrative Stipend
Case Study
Faculty member’s base salary on June 30th: $100,000
25% and $25, cumulative pay is not to exceed BOTH factors;
however, exceeding one factor is OK
Faculty is contacted for possible summer pay instances (May 15 – Aug 15):
Summer School I: $8,000 (2 courses x $4K in own department)
Research summer pay from external grant: $10,000 (SO guidelines apply)
Administrative special project for the Dean: $15,000 (SO guidelines apply)
Summer School II: $6,000 (1 courses x 6K for another college’s course)
Case Question: Does the faculty member’s summer pay exceed –
a) 3/9ths summer pay limit? YES
Not to exceed $25,000 per June 30 salary, but in this case all 4 instances total $39,000
b) SO temp stipend limits? NO
Cannot exceed 25% and $25,000, but there are 2 instances that ’match’ the limit.
In this case the summer school pay does not have to be calculated because teaching
summer school is considered ‘task-based.’ SO does not require ‘task-based’
assignments to be calculated for these guidelines.

28. 3 Position Types EHRA FACULTY SHRA STAFF EHRA NF (STAFF)
(Exempt, Non-Exempt)
EHRA NF (STAFF)
Administrative Professionals Exempt from Personnel Act
(e.g. Advisors, Research Associates, Lab Managers, Directors, Associate Provosts)

29. Position Funding: 3-2-3 Faculty EHRA “913100” Staff EHRA “911100”
SHRA
“912100”
3 distinctly different position types
2 buckets as the “color of money”
3 distinctly different account line numbers as position budget
Always confirm $ needed (salary + fringe) and budget source with your college business officer

30. Position Conversion Needed?
Staff
EHRA
“911100”
Staff
SHRA
“912100”
Faculty EHRA
“913100”
EHRA faculty budget ( aka “1310”) cannot be used for staff positions or vice-versa.
EHRA Staff needed for lab manager rather than a Lecturer?
Clinical Assistant Professor needed rather than EHRA Staff?
CONVERT Budget & Position #
AA pre-approval is required for conversions, answer --
What change? Why the change? Why now? Still aligns with strategic plan?
Consult Dean and college business officer well in advance

31. Type/Title/Rank = Salary Ranges
12/1/2019
Type/Title/Rank = Salary Ranges
Position type, title & rank
Drives ‘job codes’ & salary ranges
Positions are coded according to JCAT & CUPA-HR
Designations used across higher education and recognized by UNC SO. Examples:
Associate Dean, JCAT 304X07, CUPA
Study Abroad Advisor, JCAT 400X11, CUPA
Banner HR
Position details entered into Banner HR, point of hire
Start date, salary, title, rank/level, job codes, etc
CUPA = College and University Professional Associations for HR
In addition to JCAT and CUPA codes, there are codes for positions types and appointment term types (9 mo faculty are coded differently than 12-mo administrative faculty; exempt EHRA Staff as non-faculty are coded differently than NON-EXEMPT EHRA Staff; SHRA NON-EXEMPT are coded differently than SHRA EXEMPT, etc.)

32. Title/Rank = Salary Ranges
Market ranges exist for all positions, based on:
Titles. They matter, up to a point.
Director – scope, complexity, supervision, & authority varies between units
Faculty Rank and Discipline
Lecturer, Clinical Assistant Professor; Assistant/Associate professor, Full professor
Disciplines vary greatly (e.g. Economics, Mechanical Engineer, Political science, Music)
Job classifications and their various titles/codes.
All job code details roll up to a UNC system-wide database, aka HR Data Mart.
JCAT (Job Category code used for IPEDs salary survey reporting)
CUPA

33. Title/Rank = Salary Ranges, cont’d
Market ranges exist for all positions, based on:
CUPA Ranges as nation-wide data from member institutions
BOG / SO Ranges as UNC system-wide data
Senior Academic & Administrative Officers (SAAO Tier I, II)
Six system ‘peer groups’ established for benchmarking
UNC-Charlotte in Group 2: ECU, NCA&T, UNC-C, UNC-G
IPEDS Peer Institution Ranges
Program-specific Accreditation Bodies

34. Special Faculty Appointments …worth knowing these options
All are NON-TENURE TRACK, fixed duration, renewable
Appointment Qualifications and Workload Minimum Expectations:
procedures/special-faculty-appointments
Types and Role Focus Varies:
Lecturer or Senior Lecturer
Teaching Professor (Assistant, Associate, or Full)
Clinical Professor (Assistant, Associate, or Full)
Research Professor (Assistant, Associate, or Full)
Professor of Practice (Assistant, Associate, or Full)
Visiting Professor (Assistant, Associate, or Full) – 1 year term

35. NEW Faculty Salary When establishing a new FACULTY position:
Consultation phase. Begin no later than late Fall
Consult with your college business officer
College business officer then consults with AABP on your behalf to reduce your administrative workload
Range. Use 75% of range as proposed budget, and consider internal benchmarks
Internal benchmark (unit, college, campus) for similarly situated positions
Rank
# years experience
terminal degree
Discipline or specialty (e.g. a Cluster hire needs ????)
Budget Call request (FEBRUARY)
Prioritize to Unit Leader in AA’s annual budget call process

36. NEW STAFF Salary: EHRA NF or SHRA
When establishing a NEW staff position—
Consultation phase. Begin no later than late Fall
Consult with your college business officer
College business officer then consults w/ AABP and HR on your behalf (reduce your workload)
HR website: Classification and Compensation
Range. Use midpoint (MRR) as proposed budget
Depending upon qualifications, a new hire will generally begin at +/- 10% of MRR
Exceptions (rare) require clear justification during hiring proposal stage of Niner Talent action
Internal benchmark (unit, college, campus)
Titles may be similar but scope and responsibilities may vary
Budget Call request (FEB)
Prioritize to Unit Leader in AA’s annual process

37. STAFF Salary Modification
Modifying an existing position with salary change:
If lower than midpoint (MRR), equity request occurs when
Experience in new role is gained (6-18 months)
Growth as output changes are well documented in performance feedback (make comments in Niner STAKES annual review tool), and
Funding allows (consult your college business officer)
Transaction volume changes alone justifies salary increase?
No? Instead, first make workload adjustment across positions
Yes! Only if you have documented workload adjustments within past 6-12 months.
15% or more substantive change in duties?
Determine if changes are time-limited or permanent
Chart current duties against ‘new’ or ‘added’ duties, side-by-side:
Higher level (critical thinking) role requirements
Added supervision responsibility
Represents highest level unit head in his/her absence
Decision-making authority formalized or expanded

38. Title/Rank = Salary Ranges
“Creative Titles” = creative challenges
Personnel analysts, and employees themselves, need clear definitions regarding primary functions of the position
Expected percentages of effort have real consequences
“Working titles” are OK to use publicly, but…
they are different than the title’s job category and job code used for all analysis and reporting, and then…
Confusion created across campus.
Creative working titles appear different than an actual rank or staff career band title (people compare without knowing role scope details)
Questions might arise about the true focus or authority of the role, appropriate salary range. This contributes to expectations for and disagreements about pay levels, etc.

39. Salary Ranges: “Blended Positions”
EHRA Staff lines: primary source of blended positions
Combine 2+ key functional areas (e.g. budget/personnel), or
Combines one ‘level’ of responsibilities with another (e.g. 40%, 60%)
Complicates coding and impacts salary range benchmarking.
A weighted % per functional area determines the final coding
and related salary benchmarks
Require special attention at salary increase time. Cannot simply compare titles between employees who may function differently
When establishing a new EHRA Staff position, be clear about:
Primary functions and responsibilities
Percentage of time the employee will apply to each
Final JCAT/CUPA code…it matters at salary increase time
Discussing blended role and title variations across campus with the employee. Employees only ‘see’ a title and expect parity.

40. Title/Rank = Salary Ranges
Position details are used to extract, sort, and categorize job-alike positions
particularly when a targeted market adjustment is made for salary increases (Staff e.g. Advisors, IT Analyst, Business Manager)
Faculty ranks (includes Covered Library Faculty)
Only 4 ranks
Lecturer, Asst Prof, Assoc Prof, Full Professor
If a working title is used to enhance a faculty member’s profile, they are still coded to only one rank.
Non-tenure Track and Tenure-track differences exist.

41. Salary Increase Considered? Seek Input Early (Fall)
College Business Officer Role
Designated as the HR liaison by AA and Human Resources (specially trained)
Partners with the Dean and AA BP staff:
Ensures all aspects of the request are fully considered
Assists with forms/procedures
Clarifies critical process details to you to avoid ‘unwinding expectations’:
Request process as required protocol
Timeline
Levels of review and approvals required
Projected ‘effective date’ of an increase (July 1, or other)
Supervisors need to avoid making or implying early ‘promises’ to employee – SO guidelines apply, often without ‘work-around’ options.
A departmental administrative assistant:
Not trained to this same level by AA or HR
Nor authorized for this level and scope of personnel management advising

42. Benchmark Proposed Salary …Use Form AA-42
Salary benchmarking assistance via college business officer and AA
CUPA discipline data
Minimum/average/maximum $ salaries for “4-year degree-granting” and “all doctoral public”
institutions.” Begin with midpoint, may consider up to 75th percentile; “maximum” of range is
an exception unless there is very strong justification such as a highly competitive offer that was
well above the maximum. (Some systems only use 50th percentile due to budget constraints).
Internal data: On-campus comparison by rank within same department.
If the proposed new salary is at, or above, others in the department of similar rank, the
justification narrative needs to address the performance outcomes that distinguish this faculty
member by comparison (research $, publications recognition by industry peers or professional
orgs, etc.)
Internal data:
On campus similar role/responsibilities in another department or college on campus that is reasonably comparable. (Same as above)
Professional discipline source (eg. accrediting board salary data)

43. Faculty Retention Requests to GA
External Offer Verified. Faculty member verifies details to department chair
($, start-up, research support, travel support, etc.). A written offer is not
required, however, some level of communication as back-up is helpful
Chair relays to Dean. Determine if a retention offer from campus can be made.
Sometimes multiple retention requests are in play for prioritization.
Dean determines $$ sources with business officer: college or college/SO cost share? Salary and proportional benefits change
Chair s retention details and updated faculty vitae to Dean
via ; consult business officer if you have questions
Dean relays to Provost (copy AABP McMahon) seeking SO funds
Provost confirms to Dean. Will this request will be submitted? As the AY progresses,
SO Retention Funds become depleted.
Many other stages involved. Approved increases have varying effective dates,
therefore faculty should not be assured an effective date until AA confirms.

44. Academic Affairs Personnel Team:
12/1/2019 Q?
Get to know your College or Service Unit Business Officer as your primary HR liaison.
Route ALL HR actions to him or her.
Academic Affairs Personnel Team:
Academic Affairs Budget and Personnel (AABP) website:
Dawn Tench, Faculty Personnel Manager,
Franci Hamilton, PT Faculty Hiring Coordinator,
Arielle Rose, HR Specialist, Leaves, Niner Talent, Salary benchmarking and changes, AABP,
David Keith Williams, CBCs, systems data entry and records storage,
Tricia Gareau, Budget and Personnel Reporting and Analysis, AABP,
Lori McMahon, Associate Provost for Academic Budget and Personnel,
Thank You!

45. Part II: Faculty Position Management and Recruitment
Part II is designed as an overview of key concepts, terminology and Niner Talent systems navigation information essential to faculty hiring.
Please review these slides with your college business officer at your earliest convenience. Plan for hours for this review.

46. Recruitment Procedures Why is the hiring process so complicated?
Subject to state and federal laws
Subject to audits
Accreditation (Program Specific/SACS)
Decentralized Hiring Process

47. Faculty Search Training
Diversity and Recruitment Training is a two part process, and is required of all faculty on a search committee:
Part I: On-line session in Canvas
Covers forms, processes and other details. 
Search committee members must complete on-line session each academic year
they serve on a search committee.  
On-line session is at their own pace, at a time they choose, from any location.
Part II: In-person session
Search committee members are required to have completed within the past five
years PRIOR to their service on a search committee.

48. Faculty Hiring Phases Q4 Q3 Q2 Q1 Apr, May, June Jan, Feb, Mar
Vacant List confirmed
New Faculty Lines allocated
PD written/revised w/ matching Selection Criteria as rubric
PD approved in NinerTalent and
Recruitment Authorized
Faculty Line (Job) is Posted via NinerTalent to
UNCC Jobs site
Recruitment initiated
Search Committee Members take Recruitment Training
Evaluation Screening and EEO stats
Interviewing Candidates (Phone, then On-Campus)
Recommend the Finalist
Negotiations and Offer Acceptance
Initiate Hiring Proposal in Ninertalent
Agreement (Contract) Written, Signed with terms (eg Moving Allowance)
Tenure Approvals to BOT for April Mtg
Hiring Proposals Completed by April 30, or 3-5 Business Days from notice of hire
First Payroll AUG 30 (retro to July 1, so is larger than norm)
Health Coverage begins Sept – Cobra?
Apr, May, June Q3
Jan, Feb, Mar Q2 Q1
Oct, Nov, Dec
July, Aug, Sept

49. Creating a New Position
Faculty positions are allocated by the Provost:
From enrollment increase funding, or CBTI
Once a new position is allocated to the Dean or service unit head, s/he confirms any further allocation to a department
It is the Dean’s or Service Unit Head’s prerogative to release any approved faculty or staff line to a department chair for a search, unless otherwise stipulated by the Provost via AABP
Consult Dean, then Lori McMahon, AABP, if considering position focus changes; Provost may have other thoughts

50. Faculty Recruiting Process: Go to Academic Budget and Personnel Website

51. Questions about best practices? Use General Counsel Website
Provost.uncc.edu/academic -budget-personnel/handbook/search-committee

52. The Faculty Recruitment Process Full-time Faculty Checklist
12/1/2019
The Faculty Recruitment Process Full-time Faculty Checklist
ALL CHECKLISTS HAVE BEEN REVISED AS OF JUNE 2015…USE CURRENT WEB VERSION
Checklists exist for each type of faculty hire (FT or PT), various roles/levels of appointment. Always encourage your department administrative assistant AND the search committee chair to defer to the checklists to ensure proper procedures are used and all forms/materials are used during the recruitment and contracting process.

53. Niner Talent Niner Talent launched July 1, 2015 (replaced HRMS)
Attend a training session for “Approvers”
All position management actions for all employment categories: SHRA staff, EHRA staff, EHRA faculty, and Temp hires (PT faculty, student and non-student)
Two major modules for recruitment and hiring:
Position Management (position description approval)
Applicant Tracking (job posting thru hiring proposal)

54. Training Resources http://hr.uncc.edu/ninertalent
Live workshops on-going
Open computer lab training
On-line e-learning
Special sessions upon request for your group or for you as a leader
How-to Videos
Detailed User Guides
Descriptions of User Roles
Workflow Diagrams

55. Position Management Module http://hr. uncc. edu/sites/hr. uncc
AA creates a New Position (Salary $, department, effective date, etc.)
Position number is assigned by Office of Position Budget and Management and further reviewed by Grants and Contracts Administration, if needed. Number confirmed to BO by AABP.
Hiring Department completes Position Description Position description written/updated. Closely reviewed by Chair, Dean and Business Officer (all 3). PD is no longer the same as an external advertisement.
AA completes final review and approves PD as final step in the Position Management module.

56. Position Description: Critical First Step
The most critical problems arise because:
PD details are not fully considered to match true needs
Applications or candidates are treated/reviewed inconsistently
Department or search committee wants to change rank or degree requirements based on applicant pool as it develops
Risks if any of the above occurs:
Search may need to close and be re-posted with corrections. Causes more time to fill, no longer attracts best applicants because they’ve moved on/hired by others
Failed search declared; one-year passes with ‘substitute’
Department, college, university reputation questioned

57. Position Description: Key Elements
TYPE of Position. Accurately suit needs? (Faculty, EHRA Staff, SHRA Staff). Cannot change this once position is posted/advertised.
RANK or LEVEL accurately suits needs? Non-tenure Track or TT:
Assistant/Associate Professor or Full? Or, Open Rank Tenure-Track?
Non-Tenure Track as Special Faculty Appointment Titles
Lecturer, Senior Lecturer, Teaching Faculty, Visiting Professor, Assistant Professor (Library or Military), Research Assistant Professor, Artist-in-Residence, Executive-in-Residence, or Adjunct Professor (aka Part-time)
Determine 9-month or 12-month only. If 10 or 11 months needed as an exception, the FTE will be reduced accordingly. Pre-approval required from AA for any exceptions
Credentials and Experience: Degree Required, Preferred? Type of experience required or preferred? Research emphasis?
Materials required for consideration / complete application

58. Applicant Tracking Module
1. Recruitment Process (a series of baton passing)
Dean authorizes recruitment in Niner Talent
Hiring department “Initiator” (admin asst) creates a posting and forwards to the “Approver(s)” -- usually the department Chair and the college Business Manager as proxy to the Dean.
Initiator or Business Manager forwards posting to Equity Officer--this varies based on the college’s workflow established to units
ADVANCE Faculty Affairs and Diversity Office reviews diversity information and forwards posting to AA
AA reviews posting, adds posting-specific questions or evaluative criteria as needed, then posts the position and forwards posting back to departmental “Initiator”

59. Applicant Tracking cont’d
2. Screening Process
Applicants screened by search committee members
Long-list, then short-list of candidates identified
Semi-finalists recommended for interview and reviewed by Equity Officer
HR reviews for compliance then closes the posting to prevent new applicants entering pool
3. Interview Process
Semi-finalists further short-listed and candidates brought to campus
Semi-finalists ranked for Chair review, Chair submits recommendation to Dean
Finalist recommended for hire to Dean and Dean reviews for approval

60. Applicant Tracking cont’d
Appointment Process
Finalist contacted by Chair to negotiate terms. Chair/“Initiator” begins the Hiring Proposal which is forwarded to Dean, once approved…
Appointment Agreement is mailed to finalist through the Dean’s Office. Once signed agreement is returned to hiring department…
Hiring file is forwarded to AA. “Initiator” sends hiring proposal to Dean. Dean/Business Officer review and approved, then forwarded to…
Equity Officer reviews and approves, then forwarded to…
HR for compliance review, and then forwards approved action to AA
AA prints off PD-7 and submits to University Position Budget Management office. CBC processed. Position details entered into Banner HR.
New hire is now completed.

61. Tips: Start Early and Go Steady
START EARLY! MULTIPLE STAGES, MANY APPROVALS REQUIRED. Complete your hire by April whenever possible (especially w/ tenure hires)
POSITION DESCRIPTION
Address current and future needs of the curriculum and departmental or unit strategic plans. Confer with your faculty, Dean or Unit Head.
Go back to PD Key Elements and ensure you have clarity & agreement
Search waivers are the EXCEPTION, not the rule. Inquire with AA first. Approval criteria for waivers is limited and must be reported to GA.
ACCESS and RESEARCH…Is it clear in your PD that applicants will be teaching to & researching with a diverse student body? Access School.
SPECIAL EFFORTS TO DIVERSIFY FACULTY (or Staff)…
Do you have a departmental, college or service unit Diversity plan? Use the plan to inform the PD, applicant review criteria and ultimate hire.

62. Postings and Advertisements
12/1/2019
Postings and Advertisements
Faculty recruitments: AA will post the position description on the UNC Charlotte Employment website.
Staff recruitments (SHRA or EHRA staff) HR posts to UNC-C job site.
All faculty jobs will auto-post to HERC of the Carolinas at no cost to the hiring department.
If the hiring department wants an external ad placed in the Charlotte Observer or CareerBuilder.com, Human Resources will place the ad with your department funds.
List-serves of professional organizations have replaced using these general outlets, however.
HERC = Higher Education Recruitment Association of the Carolinas (NC, SC) – website that pulls job postings from University’s job pages automatically to reach a more broad, diverse audience. Tracks traffic and provides diversity reporting.

63. External Advertisements
Chronicle for Higher Education, Other? Department places its own external advertisements in sources other than the two listed above.
May use Graystone Advertising for cost efficient advertising as a campus-approved vendor that uses pre-approved templates for UNC Charlotte branding. The hiring department is responsible for this cost. Be sure to include KEY position requirements.
Inside Higher Ed…UNC Charlotte job scraping coming soon for Fall 2019, paid by OAA, no cost to departments.

64. External Ads: Key Elements
Basics: Deadline for applications; Type (Tenured, tenure track), Full-time/9 month
Institution: Describe Department, College, UNC Charlotte
Essential Duties: Working Title; Reports to…; Tenure track appointment at the assistant or associate level depending upon experience, research and scholarly accomplishments; other?
Candidate: Successful candidate will bring a track record of…
Credentials: An earned doctorate in (an appropriate discipline) required, preferred?
Community: 2-3 lines describing Charlotte and region
AAEO Statement:
The University of North Carolina at Charlotte is an Affirmative Action/Equal Opportunity employer and an ADVANCE
Institution that strives to create an academic climate in which the dignity of all individuals is respected and maintained.
Women, minorities, veterans, and individuals with disabilities are encouraged to apply. All qualified applicants will receive
consideration for employment without regard to race, color, religion, sex, national origin, protected veteran status, disability,
gender identity or sexual orientation.
Full Description: A full position description can be found at (list your internal website address). All applicants must apply by (date, or “open until filled”) to the UNC Charlotte jobs website at:

65. Prepare for Interviews
Once top candidates are identified, a review is made to be sure the candidate’s attachments are complete, i.e.
Vita/Resume
Letters of Recommendation
Transcripts (may provide copy at this point)
If you are requesting an original transcript now, it must be sent directly to University/your department office and not to the candidate. The candidate must order the transcript for you.
If a candidate is a non-resident foreign national, contact the Director of International Student/Scholar Office (ext ). A foreign national requires proper visa status. Should the candidate be selected for hire, this can take 2-6 months depending upon the case.

66. Interview During the on-campus interview, applicant completes:
Taxpayer Information Form nformationForm.xlsx
If the candidate is a non-resident alien, have them complete a Foreign National Information Formhttp://finance.uncc.edu/sites/finance.uncc.edu/files/media/Forms/F NIF_Visitor_Version.xlsx
Search Committee selects finalist using established criteria. Hiring recommendation is submitted.
An is generated to finalist to complete their Criminal Background Check via UNC Charlotte’s third-party vendor, InfoMart. The used is the one the candidate put on their UNC Charlotte application.

67. Appointment
Negotiations are conducted between the hiring department Chair and the finalist. Terms are finalized and if additional resources are needed (start up funds, lab/studio space, travel funds, graduate student support, moving reimbursement, etc.) it is the Chair’s responsibility to confer with the Dean as needed. Terms should be outlined in cover memo and hiring agreement.
Agreement. Once the hiring recommendation and CBC is completed and the candidate is approved for hire, the Deans Office or Provost’s Office prepares and mails the Agreement for Appointment (AA-09 or AA-14) with a cover letter to finalist.
Final Hiring Packet Submitted. Hiring department should use the “Hiring Checklist for xxxx” throughout the recruitment and appointment process. Ensure all final documentation, including fully signed Agreement, is completed for further review by the College Business manager or Dean’s Office designee. Submit to AA.

68. Part Time Faculty
Part-time Faculty are also hired through Niner Talent job postings.
Hiring department uses “Hiring Checklist for PT Faculty” to complete the recruitment and appointment process.
Part-time faculty will retain their access to all UNC Charlotte electronic accounts (eg. , Moodle, Self Service) up to 120 days from the date their appointment ends. Creating a ‘sponsored account’ through ITS is not needed in almost all cases.
Department administrative assistants are strongly encouraged to work through their college business managers regarding questions. An average of 500 PT appointments made per term.

69. 12/1/2019
Takeaways
Building a team is a privilege. Salary administration is a noteworthy responsibility. Its the most significant investment campus leaders make.
Hiring procedures are “compliance rich.” All persons involved share the accountability for integrity during the process. Shortcuts can create 3x the work for others in the approval chain. Exposes University to potential legal actions.
Use the web-based checklists as your guide. EHRA Faculty, EHRA Staff and SHRA Staff position management and budgeting are ‘unique’ from each other.
Start early. Hiring qualified faculty and staff is one of the most important things we do, it involves many steps, and paying employees on time is essential.
College Business Officer. Your college or service unit business officer serves as the primary liaison for personnel management between the Office of Academic Budget and Personnel and HR. Chairs, Associate Deans and Deans are welcome to contact AA directly, as needed. Route ALL HR actions thru BO.
Niner Talent is system of record. All entries and attachments into Niner Talent become an audit record. Choose your words carefully and be clear, upfront, about your hiring needs, credentialing and experience criteria, diversity efforts, and justifications for candidate selection.

70. Route ALL HR actions to him or her.
12/1/2019
Questions?
Get to know your College or Service Unit Business Officer as your primary HR liaison.
Route ALL HR actions to him or her.
Academic Affairs Personnel Team:
Academic Affairs Budget and Personnel (AABP) website:
Dawn Tench, Faculty Personnel Manager,
Franci Hamilton, PT Faculty Hiring Coordinator,
Arielle Rose, HR Specialist, Leaves, Niner Talent, salary benchmarking and changes, AABP,
David Keith Williams, CBCs, systems data entry and records storage,
Tricia Gareau, Budget and Personnel Reporting and Analysis, AABP,
Lori McMahon, Associate Provost for Academic Budget and Personnel,
Thank You!