Jobs for People with MS: National MS Society

POSITION OBJECTIVE

The Assistant Dean of Human Resources and Faculty Affairs will provide strategic leadership, management, and oversight of all areas related to human resource and faculty affairs for all departments in the Case School of Engineering, delivering guidance to school staff, faculty, and leadership on multiple levels. The assistant dean will be responsible for leading the school's office of Human Resources and Faculty Affairs and will oversee the school's strategy for both staff and faculty resources in collaboration with the Case Western Reserve University's central Human Resources Department and the Office of the Provost. The assistant dean will proactively promote strong and effective school human resource practices and a productive and engaging work environment; develop internal policies and ensure compliance with both internal and external policies, laws, and regulations; and manage human resources and faculty affairs-related activities with sensitivity and confidentiality. The assistant dean will be considered the resident expert for all policies, handbooks, protocols, and bylaws applicable to either staff or faculty. It seems important to mention here the stewardship of high-value endowed funds related to faculty support is critically important to Case School of Engineering. The assistant dean serves as content expert in parameters of endowed support and responsible for appropriate use of high-value endowed funds such as professorships. The assistant dean will advise school leadership on all matters related to the school's approximately 525 (and growing) employees (comprised of 365 faculty, 115 staff, and 45 appointed staff; ensure the school's human resources strategy is responsive to the labor market and drive optimal recruitment and retention strategies for staff and faculty. The assistant dean will also be charged with leading robust faculty recruitment efforts and the creation and execution of programs to improve faculty and staff retention and professional development.

ESSENTIAL FUNCTIONS

Strategic Leadership Provide strategic leadership, guidance, and recommendations to school leadership to maximize the workforce by balancing the competitive landscape and evaluating the needs and resources of the school and the departments. Continually assess the job market and the school's needs to ensure a long-term strategic plan for the workforce and to guide proactive response to market change. Work with the department chairs and directors to determine the appropriate faculty and staff composition to achieve goals. Approve and oversee the employment process of all staff and faculty positions within the departments to provide a level of consistency and equity across the school and ensure optimal work output across the enterprise. Oversee the faculty compensation analysis and guide the school's overall compensation strategy to appropriate benchmarks. Advise compensation for individual faculty (new hires and retentions) that maximizes the marketability of the school and balances the financial elements. Develop a plan for aggressive and diverse recruitment strategies in collaboration with central human resources and the office for Diversity, Equity, and Inclusive Engagement, acting as liaison between the hiring manager and central human resources for all faculty and staff. Oversee the appointed staff (research associates and senior research associates) job family and develop policies to ensure that it is responsive to the needs of the research and provides fair compensation and a career path for the employees and is consistent with any applicable university policies. Develop/implement a life-cycle management approach to all staff and appointed research staff positions across the school; ensure the framework for staff and appointed research staff recruitment maximizes the efforts to achieve the best workforce; and monitor the associate metrics and benchmarks to continuously impr