Lori McMahon Associate Provost for Academic Budget and Personnel August 2, 2019

1. New Administrators OrientationNavigating Faculty Salary Administration, Position Management, and Hiring Lori McMahon Associate Provost for Academic Budget and Personnel August 2, 2019

2. Learning OutcomesTo gain awareness and understanding of… Office Roles, differentiation between: • Academic Affairs Budget and Personnel (AABP) • Human Resources Position management responsibilities: • Campus-level delegated authority to the Chancellor • UNC General Administration authority 1 3 • Salary administration considerations: • Salaries and salary increases • Payroll and Separation actions • Special Pays to Faculty via ePAFs • Position types, position funding, benchmarking • Faculty Recruitment and Hiring practices: • Slides (#45-70) for on-your-own review with your college business officer 2 4

3. ACADEMIC AFFAIRS Resource Decisions STUDENT SUCCESS FACULTY SUCCESS Mission Critical Core Define the intersectionality INSTRUCTION, RESEARCH, COMMUNITY ENGAGEMENT OPERATIONS Essential Functions (strategy, scope, scale) Ensuring our ability to deliver high quality and remain a higher education going concern. Where is the ‘risk’ tipping point?

4. AABP’s Four Core Functions FACULTY PERSONNEL BUDGET DATA INSIGHTS TRAINING

5. Employee Classification ManagementResponsibility Areas ACADEMIC AFFAIRS BUDGET and PERSONNEL HUMAN RESOURCES STAFF EMPLOYMNET and EMPLOYEE RELATIONS: EHRA NF and SHRA FACULTY EMPLOYMNET and EMPLOYEE RELATIONS Full employment life-cycle TEMP FACULTY EMPLOYMNET: PT and POST DOCS TEMP STAFF EMPLOYMNET: STUDENT and NON-STUDENT REVIEWS / AUTHORIZES: PDs and Salary Changes for FACULTY and STAFF (Manager or director level and above) REVIEWS / AUTHORIZES: STAFF POSITION ACTIONS and SALARY REQUESTS BENEFITS ADMINISTRATION: ALL EMPLOYEE CLASSIFICATIONS FACULTY LEAVE ADMINISTRATION: FMLA, Educational, Personal

6. AABP’s Faculty Success Key Activities • Oversee faculty salary administration and personnel policies, procedures, records, and compliance • Manage faculty life-cycle personnel actions: • Faculty recruitment, hiring, retention • Reappointment, promotion, tenure process • Faculty Special Pays (ePAFs) • Leave requests (FMLA, Educational, Personal) • Faculty credentialing – SACS accreditation • Reviews and/or approves staff & faculty position management actions and organizational design and development or restructuring • Informal Faculty Grievances Intake • Business process improvements (e-workflows): lead/coordinate/SME project initiatives • Training to Business Officers & teams, Bi-monthly meetings; Manage TOOLKIT (canvas resource) • Reassignment of Duties • Separations (Resignations, Retirements) • Phased retirement; Emeritus

7. TWO Key Resources For Faculty Administrators https://provost.uncc.edu/academic-budget-personnel/academic-personnel-procedures-handbook https://provost.uncc.edu/policies-procedures/academic-policies-and-procedures

10. POSITION REQUEST APPROACH POSITION REQUEST or ALLOCATION TYPE Budget Call Cycle Permanent $ Off-Cycle One-Time $

11. EXAMPLES TYPE Recurring = Permanent $ New Salaries, Back-fills or increases to existing Time-limited Special Projects; Administrator Stipends; PT Faculty Supplements including Leave or RD Support. Non-recurring = One-Time $

12. Insights • Building a team is a privilege. Hiring and salary administration are noteworthy responsibilities. Personnel is the most significant investment campus leaders make. • Hiring procedures are “compliance rich.” All persons involved share the accountability for integrity during the process. Shortcuts can create 3x the work for others in the approval chain. Exposes University to potential legal actions (no kidding). • Use the web-based checklists as your guide. EHRA Faculty, EHRA Staff and SHRA Staff position management and budgeting are ‘unique’ from each other. • Start early. Hiring qualified faculty and staff is one of the most important things we do, it involves many steps, and paying employees on time is essential. • College Business Officer. Your college or service unit business officer serves as the primary liaison for personnel management between the Office of Academic Budget and Personnel and HR. Chairs, Associate Deans and Deans are welcome to contact AA directly, as needed. Route ALL HR actions thru BO. • Niner Talent is system of record. All entries and attachments into Niner Talent become an audit record. Choose your words carefully and be clear, upfront, about your hiring needs, credentialing and experience criteria, diversity efforts, and justifications for candidate selection.

13. UNC Charlotte’s Human ResourcesDelegation of Authority • UNC System Office (SO) has delegated certain personnel action authority to the Chancellor and UNC Charlotte’s Board of Trustees (BOT). • Localized “management flexibility” = campus-level accountability. • Managed through Offices of Academic Budget and Personnel (AABP) and Human Resources.

14. HR Delegation of Authority Q: • WHAT HAPPENS IF A SALARY REQUEST EXCEEDS CAMPUS-LEVEL AUTHORITY? • Requires further review by one or more of UNC System entities • UNC SO -- Human Resources Consult Team • System President • Board of Governors • Reviews add time to approval turn-around, start early! • SO Committees have set schedules which affects turn-around; the effective date for the change to begin, gets delayed. • Submit requests by APRIL-MAY 1st for new appointments or reappointments expected for the upcoming new AY A:

15. HR Delegation of Authority SALARY GUIDELINES Issued by UNC System Office (SO) and Office of State Human Resources (OSHR) each year for temporary and permanent salary changes. If increases exceed these guidelines, SO pre-approval is neededbefore change is effective. Guidance matrix is very complex (see next two slides for examples) so contact your Business Officer. • Use June 30th salaries as basis for calculation; must calculate cumulative set of increases since June 30th thru • to-date of request. We report quarterly to SO on any changes. • Guidelines can change at any point during a given year. Always consult with your Business Officer. New FT Positions $70k budget or more Impacts search start Existing positions with salary increase of $100k or more Includes ARP instances Temp stipends 25% and $25,000 Job w/ specific end dates, must be renewed each year Perm base increase and/or temp increase 20% and $15,000 Job with no specific end date

18. Salary Increase Instances • A campus-based annual salary increase – • aka, Annual Raise Process (ARP) • Implemented using Chancellor funds with criteria established by the Chancellor and Provost • No longer really annual or bi-annual • ARP Rotation: SHRA; EHRA Faculty (Chair level and below); EHRA Non-faculty/12-mo Faculty Administrators & Covered Librarians • ARP cycle/groupings subject to change based on funding • Faculty retention • An external offer made, even if verbal • Competitive recruitment • Our offer too low to secure candidate • Promotion to new position or rank • Substantial modification to a current role • A substantive change in position responsibilities at 15% or more • Mandated increases • E.g. Legislative – less frequent

19. Salary Increase Examples $ • Annual faculty tenure-related promotions • AA $ for salary increase, standard amounts: $5000/Associate, $7000/Full • Effective date is July 1 • 9-month faculty paid across 12 months (July 1 – Aug 15 = “pre-pay” status) • Promotions of Lecturers to Senior Lecturers • Dean’s funding as a standing commitment, and usually… • High priority in Dean’s Annual Budget Call Request (if approved, $ replenished to Dean) • Colleges must use/publicize internal guidelines for qualifying as ‘Senior’ lecturer • Effective July 1 • Internal Promotions or Substantive Change in Duties (Ad Hoc) Requests • 20% and $15,000, or below, EHRA faculty/staff requests • 20% SHRA staff requests (although the campus average is 3-6% change) • Sources of funding depends upon: who initiates request, by when, and dept budget available • Recruitment and Retention • Faculty – SO Recruitment and Retention fund as budget source, prioritized by Dean to Provost • Staff – OSHR guidelines apply, however, no UNC system/campus fund $ $ $

20. Payroll • Direct deposit for all employment types: Student, Staff, Faculty; FT or PT • 2 payroll distributions per month: 2 x 12 = 24 annually • 2nd December distribution comes early: prior to December 24th Post Docs: New appointees do not always understand payroll cycle & certain benefits deductions; must “opt-in” for their own medical coverage (not automatic) New Post docs do not understand that PARKING is deducted from payroll When benchmarking salaries, consult NIH guidelines (our campus standard is $45K min., annually) For NEW 9-month faculty: First payroll is received at August-end Pay includes “retroactive portion” back to July 1 Caution new faculty– this first distribution is 4 pay-periods worth! Do not plan your on-going household budget on this pay period distribution! All 9-month faculty: 9-month faculty WORK across 9 months (Aug 15 – May 15) 9-month faculty PAID across 12 months July 1 – Aug 15 in “pre-pay” status May 16 -- June 30 in “post-pay status

21. 9-Month Faculty = Paid Across 12 Months • If faculty member is planning a resignation or retirement effective date • USE JUNE 30th or DEC 31st • to avoid re-payment of portions of pre-paid or post-paid salary & benefits Standard 9-mo faculty appointment period Aug 15 – May 15 Academic Year

22. 9-Month Faculty Separation? Resignation or retirement letter must be received by AABP no later than June 30th to stop July 15tht (new AY) payroll Standard 9-mo faculty appointment period Aug 15 – May 15 Summer Summer A faculty member cannot be paid by two University’s for the same period for FT work. June 30th end-date. July 1 retro-active pay start date. Post-paid for AY contract Pre-paid for AY contract

23. 9-Month Faculty Separation? • Supervisor must receive, or request, a resignation or retirement notification letter • Look for: signature and typed name of faculty member, plus resignation effective date; if any of this information is incorrect or missing, seek email clarification immediately • Notify Dean and college business officer immediately, forward scanned letter to both • Dean requests faculty vacant line to be ‘returned for search’ from Provost; staff lines stay with the department and need not be requested for return • College business officer submits letter and PD7 form to AA to stop payroll prior to July 1 Standard 9-mo faculty appointment period Aug 15 – May 15 Summer Summer February 15, 20xx Dear Department Chair, I hereby notify you of my resignation effective… (use June 30, 20xx orDec 31, 20xx). Thank you, Rock Star Rock Star, Ph.D. Post-paid for AY contract Pre-paid for AY contract

24. 9-Month Faculty Separation? • If planning a resignation or retirement effective date • USE JUNE 30th or DEC 31st • to avoid re-payment of portions of pre-paid salary and benefits Standard 9-mo faculty appointment period Aug 15 – May 15 OVERPAID?: If a faculty member submits a resignation letter too late to stop the “PRE-PAID” payroll distributions for July 1- August 15th, they will be required to re-pay that portion of salary and benefits back to the University. We all want to avoid this collections experience. Encourage ample planning and submission of notification letter (3 months ahead, Mar 30th). Pre-paid for AY contract

25. 9-Month Faculty Summer Pay? • SUMMER PAY is SPECIAL PAY. Guiding principles: • ABOVE AND BEYOND. Additional job duties go beyond standard position description for faculty’s 9-month • appointment (e.g. grant-funded research; special administrative project; summer • school teaching) • MATCHING PRINCIPLE. Pay period for summer duties must MATCH the period of work. • - Cannot pay ‘early’ for duties not yet started. • - Pay ends when the additional duties end. Do not extend the pay. • 3/9ths RULE. All combined instances of Summer Pay cannot exceed 3/9ths of base annual salary. Some • faculty are paid from many sources or depts. • - See: University Policy 101.15, Additional Compensation for Professional Services to • the University. • UNC SO’s ‘TEMP STIPEND’ GUIDELINES. 25% and 25,000 cumulative pay limit. • - Use the June 30th salary for the calculation basis. • - Temporary stipends have specific end-date. • - If the job is repeated another summer, stipend renewed each time. Summer Summer Standard 9-mo faculty appointment period Aug 15 – May 15 Special Pay via ePAF Special Pay via ePAF Academic Year

26. Academic Year Special Pays • ADMINISTRATIVE STIPENDS • Base Salary: The annual permanent salary of the employee as it appears in the employment contract of the employee or subsequent letters of notice of salary increase/decrease plus any supplemental administrative stipends of one full year or more. • 9 month (full academic year) or 12 month (full year) administrative stipends only • 9 month stipend-- work expectations limited to academic year; 12 months-- work expectations will include summer work • ACADEMIC YEAR SPECIAL PAYS • System Office Guidelines apply: • Required consultation and reporting for any salary adjustment where the employee’s June 30th or current total proposed compensation is $100,000 or greater and the proposed salary adjustment is 5% or greater. • Overall limit is 25% AND $25,000 of cumulative salary adjustments academic year to-date based on June 30th base salary • not to exceed BOTH factors; however, exceeding one factor is OK • Current exclusions: established faculty or clinical/faculty incentive pay plans and task-based payments (i.e. summer school payments, course overloads, overtime, Continuing Education and Executive Education payments, short term payments, etc.) $ $

27. Base Salary & Administrative Stipend Case Study • Faculty member’s base salary on June 30th: $100,000 • 25% and $25,000 -- cumulative pay is not to exceed BOTH factors; • however, exceeding one factor is OK • Faculty is contacted for possible summer pay instances (May 15 – Aug 15): • Summer School I: $8,000 (2 courses x $4K in own department) • Research summer pay from external grant: $10,000 (SO guidelines apply) • Administrative special project for the Dean: $15,000 (SO guidelines apply) • Summer School II: $6,000 (1 courses x 6K for another college’s course) Case Question: Does the faculty member’s summer pay exceed – a) 3/9ths summer pay limit? YES Not to exceed $25,000 per June 30 salary, but in this case all 4 instances total $39,000 b) SO temp stipend limits? NO Cannot exceed 25% and $25,000, but there are 2 instances that ’match’ the limit. In this case the summer school pay does not have to be calculated because teaching summer school is considered ‘task-based.’ SO does not require ‘task-based’ assignments to be calculated for these guidelines.

28. 3 Position Types SHRA STAFF (Exempt, Non-Exempt) EHRA FACULTY EHRA NF (STAFF) Administrative Professionals Exempt from Personnel Act (e.g. Advisors, Research Associates, Lab Managers, Directors, Associate Provosts)

29. Position Funding: 3-2-3 Staff SHRA “912100” Staff EHRA “911100” Faculty EHRA “913100” 3 distinctly different position types 2 buckets as the “color of money” 3 distinctly different account line numbers as position budget Always confirm $ needed (salary + fringe) and budget source with your college business officer

30. Position Conversion Needed? Staff SHRA “912100” Staff EHRA “911100” Faculty EHRA “913100” • EHRA faculty budget (913100 aka “1310”) cannot be used for staff positions or vice-versa. • EHRA Staff needed for lab manager rather than a Lecturer? • Clinical Assistant Professor needed rather than EHRA Staff? CONVERT Budget & Position # • AA pre-approval is required for conversions, answer -- • What change? Why the change? Why now? Still aligns with strategic plan? • Consult Dean and college business officer well in advance

31. Type/Title/Rank = Salary Ranges • Position type, title & rank • Drives ‘job codes’ & salary ranges • Positions are coded according to JCAT & CUPA-HR • Designations used across higher education and recognized by UNC SO. Examples: • Associate Dean, JCAT 304X07, CUPA 304070 • Study Abroad Advisor, JCAT 400X11, CUPA 400100 • Banner HR • Position details entered into Banner HR, point of hire • Start date, salary, title, rank/level, job codes, etc

32. Title/Rank = Salary Ranges • Market ranges exist for all positions, based on: • Titles.They matter, up to a point. • Director – scope, complexity, supervision, & authority varies between units • Faculty Rank and Discipline • Lecturer, Clinical Assistant Professor; Assistant/Associate professor, Full professor • Disciplines vary greatly (e.g. Economics, Mechanical Engineer, Political science, Music) • Job classifications and their various titles/codes. • All job code details roll up to a UNC system-wide database, aka HR Data Mart. • JCAT (Job Category code used for IPEDs salary survey reporting) • CUPA

33. Title/Rank = Salary Ranges, cont’d • Market ranges exist for all positions, based on: • CUPA Ranges as nation-wide data from member institutions • BOG / SO Ranges as UNC system-wide data • Senior Academic & Administrative Officers (SAAO Tier I, II) • Six system ‘peer groups’ established for benchmarking • UNC-Charlotte in Group 2: ECU, NCA&T, UNC-C, UNC-G • IPEDS Peer Institution Ranges • Program-specific Accreditation Bodies

34. Special Faculty Appointments…worth knowing these options All are NON-TENURE TRACK, fixed duration, renewable Appointment Qualifications and Workload Minimum Expectations: https://provost.uncc.edu/policies-procedures/academic-policies-and- procedures/special-faculty-appointments Types and Role Focus Varies: • Lecturer or Senior Lecturer • Teaching Professor (Assistant, Associate, or Full) • Clinical Professor (Assistant, Associate, or Full) • Research Professor (Assistant, Associate, or Full) • Professor of Practice (Assistant, Associate, or Full) • Visiting Professor (Assistant, Associate, or Full) – 1 year term

35. NEW Faculty Salary • When establishing a new FACULTY position: • Consultation phase. Begin no later than late Fall • Consult with your college business officer • College business officer then consults with AABP on your behalf to reduce your administrative workload • Range. Use 75% of range as proposed budget, and consider internal benchmarks • Internal benchmark (unit, college, campus) for similarly situated positions • Rank • # years experience • terminal degree • Discipline or specialty (e.g. a Cluster hire needs ????) • Budget Call request (FEBRUARY) • Prioritize to Unit Leader in AA’s annual budget call process

36. NEW STAFF Salary: EHRA NF or SHRA • When establishing a NEW staff position— • Consultation phase. Begin no later than late Fall • Consult with your college business officer • College business officer then consults w/ AABP and HR on your behalf (reduce your workload) • HR website: Classification and Compensation • Range. Use midpoint (MRR) as proposed budget • Depending upon qualifications, a new hire will generally begin at +/- 10% of MRR • Exceptions (rare) require clear justification during hiring proposal stage of Niner Talent action • Internal benchmark (unit, college, campus) • Titles may be similar but scope and responsibilities may vary • Budget Call request (FEB) • Prioritize to Unit Leader in AA’s annual process

37. STAFF Salary Modification • Modifying an existing position with salary change: • If lower than midpoint (MRR), equity request occurs when • Experience in new role is gained (6-18 months) • Growth as output changes are well documented in performance feedback (make comments in Niner STAKES annual review tool), and • Funding allows (consult your college business officer) • Transaction volume changes alone justifies salary increase? • No? Instead, first make workload adjustment across positions • Yes! Only if you have documented workload adjustments within past 6-12 months. • 15% or more substantive change in duties? • Determine if changes are time-limited or permanent • Chart current duties against ‘new’ or ‘added’ duties, side-by-side: • Higher level (critical thinking) role requirements • Added supervision responsibility • Represents highest level unit head in his/her absence • Decision-making authority formalized or expanded

38. Title/Rank = Salary Ranges • “Creative Titles” = creative challenges • Personnel analysts, and employees themselves, need clear definitions regarding primary functions of the position • Expected percentages of effort have real consequences • “Working titles” are OK to use publicly, but… • they are different than the title’s job category and job code used for all analysis and reporting, and then… • Confusion created across campus. • Creative working titles appear different than an actual rank or staff career band title (people compare without knowing role scope details) • Questions might arise about the true focus or authority of the role, appropriate salary range. This contributes to expectations for and disagreements about pay levels, etc.

39. Salary Ranges: “Blended Positions” • EHRA Staff lines: primary source of blended positions • Combine 2+ key functional areas (e.g. budget/personnel), or • Combines one ‘level’ of responsibilities with another (e.g. 40%, 60%) • Complicates coding and impacts salary range benchmarking. • A weighted % per functional area determines the final coding • and related salary benchmarks • Require special attention at salary increase time. Cannot simply compare titles between employees who may function differently • When establishing a new EHRA Staff position, be clear about: • Primary functions and responsibilities • Percentage of time the employee will apply to each • Final JCAT/CUPA code…it matters at salary increase time • Discussing blended role and title variations across campus with the employee. Employees only ‘see’ a title and expect parity.

40. Title/Rank = Salary Ranges • Position details are used to extract, sort, and categorize job-alike positions • particularly when a targeted market adjustment is made for salary increases (Staff e.g. Advisors, IT Analyst, Business Manager) • Faculty ranks (includes Covered Library Faculty) • Only 4 ranks • Lecturer, Asst Prof, Assoc Prof, Full Professor • If a working title is used to enhance a faculty member’s profile, they are still coded to only one rank. • Non-tenure Track and Tenure-track differences exist.

41. Salary Increase Considered? Seek Input Early (Fall) • College Business Officer Role • Designated as the HR liaison by AA and Human Resources (specially trained) • Partners with the Dean and AA BP staff: • Ensures all aspects of the request are fully considered • Assists with forms/procedures • Clarifies critical process details to you to avoid ‘unwinding expectations’: • Request process as required protocol • Timeline • Levels of review and approvals required • Projected ‘effective date’ of an increase (July 1, or other) • Supervisors need to avoid making or implying early ‘promises’ to employee – SO guidelines apply, often without ‘work-around’ options. • A departmental administrative assistant: • Not trained to this same level by AA or HR • Nor authorized for this level and scope of personnel management advising

42. Benchmark Proposed Salary…Use Form AA-42 • Salary benchmarking assistance via college business officer and AA • CUPA discipline data • Minimum/average/maximum $ salaries for “4-year degree-granting” and “all doctoral public” • institutions.” Begin with midpoint, may consider up to 75th percentile; “maximum” of range is • an exception unless there is very strong justification such as a highly competitive offer that was • well above the maximum. (Some systems only use 50th percentile due to budget constraints). • Internal data: On-campus comparison by rank within same department. • If the proposed new salary is at, or above, others in the department of similar rank, the • justification narrative needs to address the performance outcomes that distinguish this faculty • member by comparison (research $, publications recognition by industry peers or professional • orgs, etc.) • Internal data: • On campus similar role/responsibilities in another department or college on campus that is reasonably comparable. (Same as above) • Professional discipline source (eg. accrediting board salary data)

43. Faculty Retention Requests to GA • External Offer Verified. Faculty member verifies details to department chair • ($, start-up, research support, travel support, etc.). A written offer is not • required, however, some level of communication as back-up is helpful • Chair relays to Dean. Determine if a retention offer from campus can be made. • Sometimes multiple retention requests are in play for prioritization. • Dean determines $$ sources with business officer: college or college/SO cost share? Salary and proportional benefits change • Chair emails retention details and updated faculty vitae to Dean • via email; consult business officer if you have questions • Dean relays to Provost (copy AABP McMahon) seeking SO funds • Provost confirms to Dean. Willthis request will be submitted? As the AY progresses, • SO Retention Funds become depleted. • Many other stages involved. Approved increases have varying effective dates, • therefore faculty should not be assured an effective date until AA confirms.

44. Q? Get to know your College or Service Unit Business Officer as your primary HR liaison. Route ALL HR actions to him or her. Academic Affairs Personnel Team: • Academic Affairs Budget and Personnel (AABP) website: http://provost.uncc.edu/academic-budget-personnel • Dawn Tench, Faculty Personnel Manager, 7-5773 • Franci Hamilton, PT Faculty Hiring Coordinator, 7-5776 • Arielle Rose, HR Specialist, Leaves, Niner Talent, Salary benchmarking and changes, AABP, 7-5777 • David Keith Williams, CBCs, systems data entry and records storage, 7-5898 • Tricia Gareau, Budget and Personnel Reporting and Analysis, AABP, 7-5771 • Lori McMahon, Associate Provost for Academic Budget and Personnel, 7-5774 Thank You!

45. Part II: Faculty Position Management and Recruitment Part II is designed as an overview of key concepts, terminology and Niner Talent systems navigation information essential to faculty hiring. Please review these slides with your college business officer at your earliest convenience. Plan for 1-1.5 hoursfor this review.

46. Recruitment ProceduresWhy is the hiring process so complicated? • Subject to state and federal laws • Subject to audits • Accreditation (Program Specific/SACS) • Decentralized Hiring Process

47. Faculty Search Training Diversity and Recruitment Training is a two part process, and is required of all faculty on a search committee: • Part I: On-line session in Canvas Covers forms, processes and other details.  Search committee members must complete on-line session each academic year they serve on a search committee.   On-line session is at their own pace, at a time they choose, from any location. • Part II: In-person session Search committee members are required to have completed within the past five years PRIOR to their service on a search committee.

48. Faculty Hiring Phases Q4 Apr, May, June Q3 Jan, Feb, Mar Q2 Q1 Oct, Nov, Dec July, Aug, Sept

49. Creating a New Position Faculty positions are allocated by the Provost: • From enrollment increase funding, or CBTI • Once a new position is allocated to the Dean or service unit head, s/he confirms any further allocation to a department • It is the Dean’s or Service Unit Head’s prerogative to release any approved faculty or staff line to a department chair for a search, unless otherwise stipulated by the Provost via AABP • Consult Dean, then Lori McMahon, AABP, if considering position focus changes; Provost may have other thoughts

50. Faculty Recruiting Process: Go to Academic Budget and Personnel Website http://provost.uncc.edu/academic-budget-personnel