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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.
Research offices today must address unpredictable funding shifts, complex regulations, and increased competition from other schools for grant funding. These challenges expand and diversify the scope of a research office’s work. To tackle these diverse challenges and improve university research functionality, leaders often look to optimize the organizational structure of their office. A smart organizational structure will help offices streamline processes, improve communication, and designate activity ownership.
Although the financial impacts of COVID-19 on the fall 2020 term are uncertain, one thing for certain is institutions are planning for multiple scenarios of what their campus could look like in the future. In every scenario, budget shortfalls are expected. Use this four-tiered framework to help identify cost optimization opportunities.
Explore 3 questions guiding fall semester 2020 scenario planning, and emerging trends in how colleges and universities are responding to the uncertainty.
To provide researchers with quicker access to better short-term lab space—and maximize the value of their lab investments—institutions should consider designating fixed research swing space on campus. Read on to learn about the University of Vermont (UVM) College of Medicine’s dedicated swing lab.
As the COVID-19 crisis deepens, senior Facilities officers (SFOs) continue to make critical decisions around open-ended issues, such as how to prioritize Facilities work and which construction projects can proceed. In April, EAB surveyed about 75 SFOs from higher education institutions across the United States, Canada, and the United Kingdom to understand the impact of COVID-19 on Facilities construction, operations, and staff.
The Higher Education Strategy Forum hosted five virtual working sessions for presidential chiefs of staff and other strategic deputies representing 45 institutions across the United States and Canada. These working sessions gave us unique insight into what’s on the minds of presidents, cabinets, and boards as the COVID-19 crisis has unfolded.
Preventive maintenance (PM) offers a clear and compelling return on investment: One organization found that for every $1 invested in PM, institutions save $2.73 in future reactive needs. To help Facilities leaders shift toward PM, this report provides 11 executive-level best practices.
Facilities leaders must improve the effectiveness and efficiency of their project management functions to meet their campuses’ needs. Through the 2018 Project Management Survey, EAB's report provides overall project management staffing and productivity benchmarks, including detailed tabular results, quartile rankings, and data cuts between public and private institutions.
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.