Notes from AQIP on

Category 4, Valuing People

AQIP has reviewed the Notes presented here to make sure they conform to AQIP and HLC policies, and to ensure they present sensible strategies and useful practices for Systems Portfolios. Every organization preparing a Systems Portfolio is not obligated to follow the advice presented here, but organizations can be confident that heeding this advice will not mislead them. Notes pages are locked, and only AQIP can change them.

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Category 4, Valuing People

Systems, Activities, and Processes it might include

Valuing People examines your institution's processes and systems related to:

• Work and job environment
• Workforce needs
• Training initiatives
• Job competencies and characteristics
• Recruitment, hiring, and retention practices
• Work processes and activities
• Training and development
• Personnel evaluation
• Employee recognition, reward, compensation, and benefits
• Factors in motivating employees
• Employee satisfaction, health and safety, and well-being

Valuing People addresses your workforce, including faculty, staff, and administrators. As appropriate, address your student work force throughout Category 4 as well.

Also discuss how your plans addressed in Category 8, Planning Continuous Improvement, include these trends and needs.

Training and development might include, for example, leadership training at all organizational levels, the use of technology, safety issues, the collection and use of tools associated with measuring effectiveness, and the key issues associated with educational changes.

Include how you prepare all personnel to contribute to a culture of continuous improvement and an understanding of how their roles and responsibilities contribute to the success of your institution.

Include how you provide feedback to employees.

Specify varying methods, if appropriate, for faculty, staff, and administrators.

Include faculty, staff, and administrator satisfaction, health and safety, well-being, and your employees' impact on institutional development.

Results might include, for example, processes in designing, modifying, and delivering new recruitment and selection procedures, orientation and/or training sessions, retention of employees, and employee evaluation systems.

For 4R1 through 4R4, address historical trends and patterns, as appropriate.