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Quinnipiac University: Educators Become Better Managers
6/27/2003
Beginning with the Facilities Department (which was already familiar with using terminals to enter time), the university took several months to complete the transition. Student employees were brought onto the system next, and finally, the unionized clerical employees were included upon the completion of contract negotiations.
"They were a little hesitant to agree," says Spragg, remembering the negotiation process. "It was helpful for us to have already had the facilities people on the system, so they could see how it worked in action." Clerical employees who were uncomfortable punching a clock were offered the option of entering their time directly from their PC.
Becoming Better Managers
Quinnipiac's workforce has increased by more than 25 percent in the last four
years—with no corresponding increase in HR or payroll staff. Understandably,
the watchwords in administration have been "maximum efficiency"—not
only in making sure university pay rules are enforced, but by improving the
way labor information is collected and coordinated. That has also meant a need
to educate the university's "managers"—the professors and department
heads who provide frontline leadership—in the discipline of modern workforce
management.
"Too often, people in academia become managers by default," says Spragg. "The Kronos system helps them learn to pay attention to the right things—to realize the accountability they have to the university."
Spragg says Kronos benefits busy academic supervisors by freeing them of many administrative duties involved in tracking time and answering schedule-related questions. It also helps them better enforce university pay rules more equitably and uniformly. And finally, it attunes them to their responsibility to manage their labor dollars as economically as possible. "It's got them asking all the right questions now," she says.
For additional information, contact Anna Spragg (spragg@quinnipiac.edu), director of HR at Quinnipiac University.
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