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We asked HR leaders what’s top of mind heading into the summer, fall, and beyond. Here’s what they said.
The COVID-19 pandemic has forced campus human resources (HR) leaders to balance rapidly evolving staffing needs with pressures to manage labor costs. Read our insight to discover seven top-of-mind issues for HR and finance leaders as they plan for the summer and fall.
Explore 3 questions guiding fall semester 2020 scenario planning, and emerging trends in how colleges and universities are responding to the uncertainty.
A student success leader (and small school alumus) shares important lessons learning from working with a dozen small colleges and universities.
Watch this two-minute video with EAB expert, David Attis, on how COVID-19 is changing university spending trends and how to think about cost-cutting
To use data for decision-making, campus leaders must overcome obstacles to data literacy. See tested strategies from our partner schools to build and improve data literacy.
EAB gathered chief human resource officers and senior facilities officers from 24 institutions to discuss return-to-work policies. Read this expert insight for the takeaways on what makes a more flexible work policy effective and how these changes might impact space utilization and employee engagement.
Leading a university has never been more challenging, especially for new presidents. This page provides tools to help leadership teams decide what is most important to share with an incoming president up front, as well as suggestions for resources to help new presidents get smart on topics across higher ed.
Strategies to Optimize Remote Work: Preparing the Campus and the Workforce for a New Era of Flexibility
We will explore how to calculate the benefits of expanding remote work post-pandemic and create policies to optimize remote work cost savings.
Learn what data storytelling is and why it matters for higher education—plus three barriers that make data storytelling challenging on many campuses.
At a time when large scale, and potentially disruptive, changes are needed for higher education’s COVID-19 response and strategy, it’s especially critical that leaders are able to avoid these psychological pitfalls to make the right decisions. Here’s how you can identify and redirect three common crisis thinking patterns that can obstruct effective recovery and response.