Cornell, aptly described as the "first American university," is today a comprehensive university that combines the finest attributes of an Ivy League institution with a deep commitment to public service, stemming from its history as a land grant institution. The academic strengths of the university are grounded in a wide range of outstanding colleges and schools, each of which has achieved academic excellence and a position of distinction in its own field. Cornell is a productive conglomeration of very strong colleges and schools, and it also is a whole greater than the sum of these parts.
Matthew Petitt and Ross Hewitt The role of the Drexel compensation department is to ensure that a fair and competitive salary is provided to Drexel faculty and professional staff. The compensation discipline deals with the various forms of direct compensation that Drexel uses to attract, reward and retain workers.
It includes designing and administering total compensation systems. Base pay is the foundation of compensation, because it establishes standard of living and serves as the primary indication of the value the organization places on the positions within its salary structure.
For base pay rates to be effective, they must be internally equitable and affordable, externally competitive, legally defensible, understandable, and appropriate for the business and the workforce.
Compensation may be used to recruit and retain qualified employees; increase or maintain morale and job satisfaction; reward and encourage peak performance; achieve internal and external equity; and reduce turnover and encourage loyalty.
Compensation may also be used as a reward for exceptional job performance. Ross and Matt are responsible for strategic and tactical pay-process decisions, as well as the day to day management of compensation processes.
Ross brings over 20 years of compensation experience and has been with Drexel University for over three years. He graduated from Widener University with a B. Matt, who joined HR this past summer, has a B.
Goal setting is a collaborative process at Drexel, and we encourage faculty and professional staff to meet with their immediate supervisor to determine the overarching goals and objectives for their college, department or division; and to discuss how to best contribute to achieving the objectives.
Performance goals should include stretch goals and detail major projects, and other work done to support the functional area. Development goals and objectives should also be included to help employees excel in their current roles and to further their careers.
Supervisors should start the performance evaluation process in the performance management system during January and work with employees to determine yearly goals. Once agreed upon, goals should be recorded in the performance management system.
For a refresher on the goal setting and evaluation process, or how to use the online performance management system, consult the online Performance Management course on BbVista.
Log in using your Drexel domain user ID and password. If you have questions or need help with this process, contact Training Specialist Tara McLoone at Engagement Survey Update The employee opinion survey was administered in February and showed a high level of engagement among faculty and professional staff throughout Drexel, with a somewhat higher level of engagement among exempt employees.
The areas of primary concern were communication flow, which was perceived to be mostly downward, and lack of pay differentiation between high performers and low performers. Although HR administered the survey, HR does not own the results.
A member HR Advisory Committee was formed from a cross-section of faculty and professional staff throughout Drexel University and Drexel University College of Medicine that has met regularly to review and analyze the survey results and to develop action plans and goals.
Although exit interviews were conducted by request in the past, there was no formal process to consistently capture information from departing faculty and professional staff. The online survey tool was developed as another means to garner information about the Drexel work experience and will allow HR to analyze trends, identify common themes, and appropriately address concerns.
Ultimately, HR's goal is to increase the likelihood of retaining top talent and continue making Drexel an employer of choice.
December 10 - 17 is the last oppurtunity to make benefit changes. Print out a confirmation statement of your changes! For questions or concerns, please contact the Benefit Service Center at 1. All eligible professional staff should contact The Hartford directly at 1.
As a reminder, absence from work for more than three days for a chronic condition or serious illness personal or a family memberor for the birth, adoption or foster care placement of a child, may be eligible for FMLA. A Healthier U Drexel recognizes that the health and wellness of our students, faculty and professional staff has a direct impact on the continued success of our institution.With regard to faculty involvement in the upcoming SWOT analysis, Anne stated the she would like to see more faculty members from departments that are not represented by the members of SPIG; these faculty members should include both those who have and have not been involved in CAT activities.
STRATEGIES FOR PREVENTING YOUTH VIOLENCE IN PHILADELPHIA’S 22ND POLICE DISTRICT Dr. John Rich, Drexel University Dr. Theodore Corbin, Drexel University January, Regina Campbell (SWOT Future City/ TechTown Detroit) Bart Eddy (Detroit YEA).
Video Analysis Week Video Analysis Week DeVry University BUSN In order for any company to grow into a successful and viable company in the future, there are a number of things that have to be implemented to ensure there’s balance and the organization is running properly.
Cadillac Deville TPMS Sensor Matching Process - Free download as Word Doc .doc /.docx), PDF File .pdf), Text File .txt) or read online for free.
Scribd . The book takes and improves on the venerable SWOT analysis, provides structure around an analysis of competing hypothesis to business model analysis, lynchpin analysis and much more. very first edition of this material as a textbook in the Graduate Certificate of Competitive Intelligence program at Drexel University under the direction of Reviews: We’ve looked at the data in many different ways and conducted an analysis to determine the perceived Strengths, Weaknesses, Opportunities and Threats (SWOT).
Based on our review, a proposal was developed and is being reviewed by Drexel's executive leadership.