Acto de equilibrio
CURRENTS Article Este artículo analiza los esfuerzos que colegios, universidad y escuelas independientes han hecho para ayudar a sus empleados a lograr un equilibrio entre su vida y el trabajo, y de cómo los esfuerzos se han expandido de tal forma que han incluido áreas de salud y bienestar dentro de las instituciones. También se analizan las dificultades que siguen existiendo en la implementación de programas, incluyendo el cambio de mentalidad para darse cuenta de que no llevar un equilibrio entre la vida y el trabajo afecta a todos. El artículo incluye los resultados del “2011 CASE Compensation Survey regarding benefits offered at respondents' institutions.”
CURRENTS Article This article looks at the efforts that colleges, universities, and independent schools have made to help employees improve their work-life balance, how advancement employees see the issue in general as well as within their respective institutions, and how efforts have expanded to include areas such as health and wellness. It also examines what challenges remain in implementing programs, including changing the mindset to realize that work-life balance issues affect everyone. The article includes results from the 2011 CASE Compensation Survey regarding benefits offered at respondents' institutions.
CURRENTS Article The recession has slowed the intense job hopping of recent years in fundraising. At this moment of pause, CURRENTS talks to four professionals at various stages of their careers to discover what factors contribute to job satisfaction.
Outlook: No More Revolving Door
CURRENTS Article Advancement programs struggling to retain staff might consider the "people first" approach suggested by the author of this column.
Management in Training
CURRENTS Article Experts weigh in on how to solve some of the most vexing problems in advancement, including attracting and keeping star performers, motivating people, and training effective leaders.
CURRENTS Article In Australia as elsewhere, changes in funding patterns by government has spurred the rise of institutional advancement. This article explores the fundraising situation at Australian institutions of higher education.
CURRENTS Article With a shortage in higher education fundraisers looming, institutions need to take action to recruit the right people. But how? Developing a talent management system is the solution.
Manager's Portfolio: Foul-Weather Friends
CURRENTS Article How should campus leaders respond during layoffs, emergencies, ethical challenges, and other types of crises? Surprisingly, the skills and dispositions managers need to lead effectively during these times are similar to those that work well during good times. No matter the circumstance, managers must demonstrate caring, credibility, competency, fairness, and optimism. Successful leaders also nurture hope by reminding employees and constituents of past successes and future opportunities.
AdvanceWork: We Didn't Start the Fire
CURRENTS Article A survey from Accountemps reveals that 71 percent of executives respond to unexpected crises at work at least a few times each week. Thirty-five percent say they address such issues every day. Instead of spending their days “putting out fires,” Accountemps suggests that managers should allow employees to handle some problems on their own, cushion project schedules for unexpected setbacks, and assess their department’s goals and proactively make changes.
Career Path: Time Is on Your Side
CURRENTS Article Can flexible scheduling work in an advancement office? The author, now a senior development officer for Denison University, has arranged for modified work schedules--full-time, part-time, and telecommuting--at two different institutions. She explains how she made the case each time and reflects on her experiences.
Manager's Portfolio: Try a Little Tenderness
CURRENTS Article Can a corporate management style work in a campus advancement office? Although a tough, no-nonsense approach might work in the for-profit world, today’s advancement managers might need to try something different, particularly when working with underperforming staff members. Instead of focusing solely on results and pointing out blunders and mistakes, look for ways to manage each employee as an individual, build on staff members’ strengths, and develop a more flexible style--while maintaining high expectations.
Manager's Portfolio: My Own Worst Nightmare
CURRENTS Article A college foundation executive concludes that mentoring is a boss's most important responsibility after reflecting on her early work experiences and realizing she resembles a former supervisor who didn't give credence to staff members' ideas or value their enthusiasm.
Manager's Portfolio: You Can't Hurry Loyalty
CURRENTS Article Advancement managers are finding that high salaries are not enough to diminish staff turnover, especially among major gift officers. This Manager’s Portfolio column tells how Weber State University grows its own fund raisers, Widener University uses a strategy called the “power interview” to hire better, and Emory University employed a consultant and focus groups to improve job satisfaction. This column is of interest to managers of development, advancement services, alumni, and communications programs and chief advancement officers
AdvanceWork: An Advancement Legacy
CURRENTS Article Iowa State University Foundation honored a retiring fund raiser with a fund to support a six-month fellowship for young professionals wanting to pursue a career in advancement. The story offers details of the Bob and Jean Watson Endowed Advancement Education program. This Advancework item is of interest to development officers.
Manager's Portfolio: You Never Get a Second Chance
CURRENTS Article Though often underappreciated, a top-notch receptionist can be a valuable “director of first impressions.” This column explains why receptionists deserve respect and offers numerous recruitment and retention strategies. It is of interest to advancement staff managers who hire and supervise.
Manager's Portfolio: Managing Millennials
CURRENTS Article To motivate the student workers often called Millennials (born between 1978 and 1997), advancement managers need to understand their independent, individualistic ways. In particular, managers should consider the best ways to make assignments, give them perks, and help them understand workplace expectations.
Manager's Portfolio: Psych 101 for the Publications Manager
CURRENTS Article This Manager’s Portfolio column provides a brief overview of what such wise students of human behavior as Machiavelli and Freud can tell publications managers about peaceful coexistence with bosses, writers, designers, and IT professionals. Humorous—but serious—advice for anyone in a management position.
Manager's Portfolio: Give 'Em What They're Worth
CURRENTS Article Development offices compete with the corporate world for experienced advancement professionals. To avoid losing talented staff when higher salaries are not an option, managers can offer nonfinancial incentives, such as flexible schedules, help with continuing education, sabbaticals, and perks (for instance, extra vacation time or club memberships). Managers can also ask staffers what types of incentives would keep them happy and fulfilled.
Manager's Portfolio: Managing Stress
CURRENTS Article Job stress can damage health and performance, leading to absenteeism and burnout. Managers must minimize their own stress and also strive to keep stress levels low for staff members. Managers can reduce office stress with such steps as improving communications, regularly reviewing workload and deadlines, allowing for variable work schedules, minimizing personality conflicts, supporting healthy habits, and encouraging use of vacation time.
Manager's Portfolio: Moving In from the Outside
CURRENTS Article A need for employees with marketing knowledge and market-based attitudes has encouraged many institutions to hire professionals with experience in the corporate sector. These recruits face several challenges, including 1) adjusting to the lateral decision-making and consensus building methods common in academe; 2) getting buy-in for a marketing approach, particularly from faculty; 3) securing a budget; and 4) longer hours for less pay.
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