University Business - October 2012 - (Page 26)

HUMAN RESOURCES mal, mainly because people were hired by an educational foundation established by the UAE, so they weren’t Mason employees. “But getting them actually to interact constructively with the admissions school here proved to be a difficult process.” As did developing work standards. “Getting people of different cultures to agree on what appropriate work standards would be was a really interesting challenge, a far greater challenge than I would have anticipated,” he says. For example, several staff who were from India, proposed a faculty time clock. That idea and degree of accountability didn’t sit well with employees from the U.S. and Middle East. The university is using those lessons to repeat the process, this time in South Korea. It has formed a partnership with Incheon Free Economic Zone (IFEZ), which, along with the national government, will subsidize a campus expected to open next fall that will offer economics management and global affairs programs. Although a corporation set up by Mason will recruit and employ people, Stearns explains, the university’s HR staff will still solicit their support about cultural norms, personnel management practices, and expectations regarding job perks. “Coordination issues are very real and, ideally, you need to be able to send [HR] over on visits and bring [HR] staff from there over [here],” he says. “We did a little bit of that with the Ras Al Khaimah campus. People simply got to know each other and had an opportunity to coordinate expectations. It was very effective.” • Duke University’s National University of Singapore Less than 20 Duke employees work at this medical school, established five years ago. Since then, the university has added subsidiaries in Kenya and Ecuador and is expanding its footprint into China (offering graduate degrees in global health) and Rwanda (delivering clinical-based training at an existing university), explains Kyle Cavanaugh, vice president of administration. Officials formed a tri-partnership in China with Wuhan University and the city of Kushan, where the campus will be located. People will either be employed by the joint venture or under contract to deliver security or other services. That partnership will also prevent Duke from getting entangled in China’s changing labor laws. “Expats working in China for more than 90 days will be exposed to certain social taxes, so keeping up with the changing employment regulations in China is a daunting task,” he says. Take maternity leave, for example. A tax allows women on leave to get a portion of their salary. “We’re working through how we’re going to adjust for that from a total compensation standpoint,” he adds. One problem shared by China and Rwanda is health care, especially outside of developed cities. “They’re going to be covered under our plan,” he says. “We’re working with international plan providers to do that. But we have no good ability to assess the quality of [those] providers.” Another topic of concern is home leave, which can cost $10,000 for each faculty member and their family to return home each year. While this is customary for U.S. corporations, it’s not for higher education, he says. “We’re learning—not just in Singapore—that every country is different,” notes Cavanaugh. “[HR] has to have a very high level of tolerance for ambiguity and change and has to have the ability to adapt to those things pretty quickly.” departments so it could employ faculty and staff; blending existing HR practices from the main campus with local expectations, and designing a compensation plan with special expat benefits such as housing and home travel allowances. But by far, he shares, the biggest challenge was global recruitment for the campus, which now has about 350 employees from roughly 100 different nationalities. “Getting the caliber of faculty and administrators who were willing to relocate to Abu Dhabi was one of the top challenges,” he says. Only a small number of U.S. administrators relocated. The university’s faculty in New York used their own networks to help HR recruit faculty, and HR hired a global search firm, placed ads in related trade magazines, and relied heavily on social media, particularly LinkedIn. HR also arranged site visits to the campus, handled immigration formalities, and developed cultural awareness orientation programs. “To get [employees] who are willing to move—sometimes continents away—to an entirely new place and be willing to live there, is a huge challenge,” says Khambaswadkar. • George Mason University’s Ras Al Khaimah (UAE) campus While the struggling economy forced the Virginia-based university to close this branch campus four years after it opened in 2005, there are still HR stories to be told—and its international activity isn’t over. Peter Stearns, provost and executive vice president of academic affairs, says HR’s recruitment challenges were mini- The Overseas Commitment The American Council on Education tracks internationalization and global engagement at the nation’s colleges and universities. Among institutions responding to a 2011 survey: • 52 percent reported that internationalization is among the top five priorities in their current strategic plans. • 55 percent developed specific global student learning outcomes (10 percent increase since 2006). • 55 percent have initiatives underway to internationalize the undergraduate curriculum. • 40 percent have a full-time professional staff or faculty member who oversees or coordinates multiple internationalization programs or activities. The full report, entitled “Mapping Internationalization on U.S. Campuses, 2012 Edition,” can be found at www. acenet.edu. Carol Patton is a Las Vegas-based freelance writer who specializes in covering HR topics. universitybusiness.com 26 | October 2012 http://www.acenet.edu http://www.acenet.edu http://www.universitybusiness.com

Table of Contents for the Digital Edition of University Business - October 2012

University Business - October 2012
Contents
Editor's Note
College Index
Ad Index
Behind the News
Viewpoint
Human Resources
Venue 365
Not Your Parents’ Campus Bookstore
CRM Grows Up
Where the Workers Are
The Payment Plan
Education Innovators
Money Matters
What's New
End Note

University Business - October 2012

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