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Deploying Intentional Staff Performance Metrics in Higher Education

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Letter from Amit Mrig, President, Academic Impressions

Establishing a culture of performance at colleges and universities is rapidly becoming a necessity as increased competition and an unsustainable cost structure drives institutions to rethink how they do business.

To remain competitive and respond to increased calls for accountability, institutions need to grapple with the critical question of how best to balance building a high-performance culture while honoring the ideals, traditions, and fundamental purpose of higher education. These two goals can’t be viewed as mutually exclusive. As an initial step, managers in higher education need to define staff performance metrics that are results-focused while not unnecessarily reductive.

In this edition, we’ve sought the advice of highly successful managers, both at academic institutions and in the corporate sector, to gather key considerations for deploying staff metrics in a thoughtful and credible way within the unique context of higher education. We hope their advice will be useful to you.

Articles in This Issue

Defining What Activities Are Truly Critical

Rubrics to Measure Satisfactory and Superior Performance

Rollout and Buy-in: Handling the Transition to More Effective Staff Metrics

Using Performance Measures to Drive Faculty and Staff Development

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About the Authors

Amit Mrig, President and CEO

Amit co-founded Academic Impressions in 2002 to provide a variety of educational products and services that help higher education administrators tackle key, strategic challenges. Since 2002, AI has designed and directed hundreds of conferences and has served representatives from over 3,500 higher education institutions. Besides designing and leading events for cabinet-level officers focused on strategic planning, budgeting, and leadership development, Amit leads Academic Impressions’ ongoing research into the five- and 10 year challenges facing higher education and plays a lead role in outlining each issue of Higher Ed Impact: Monthly Diagnostic to highlight how college and university leaders can take an institution-wide approach to answering those challenges.

Daniel Fusch, Director of Publications & Research

Daniel provides strategic direction and content for AI’s electronic publication Higher Ed Impact, including market research and interviews with leading subject matter experts on critical issues. Since the publication’s launch in 2009, Daniel has written more than 200 articles on strategic issues ranging from student recruitment and retention to development and capital planning. If you have a question or a comment about this article, feel free to contact Daniel at daniel@academicimpressions.com.