The University of Toledo’s Path to Excellence

III. Faculty, Staff and Alumni


Foster a culture of excellence by supporting retention, career progression and high job satisfaction for staff.

  1. Revise the UT job classification plan to align to human resource needs, map career advancement options and address succession needs for all colleges and units, across all campuses.
  2. Revise and fully implement the mandatory annual review process based on best practices, including provision of appropriate training for supervisors in feedback methodology.
  3. Analyze workforce needs and plan appropriately.
RetentionThe rate of staff who remain calculated against the numbers who depart. rate of non-faculty staff 79.25% 83% HR&TD


Foster a culture of excellence by supporting retention, promotion and high job satisfaction for faculty.

  1. Establish University promotion and tenure guidelines, and align college and departmental elaborations to the University guidelines.
  2. Enhance support and mentorship to all faculty in the promotion and tenure process to increase their professional reputations.
  3. Make promoting and supporting faculty research an explicit expectation of dean and chair responsibilities, as well as part of their formal, annual performance evaluations.
  4. Explore the establishment of separate research, teaching and service/outreach excellence tracks that provide pathways to full professor.
  5. Formalize, through policies and guidelines, faculty tiers of research active, research intensive and research excellent to ensure that faculty will receive support, in the forms of resources and time allocation, to strengthen their competitiveness compared to peer institutions.
  6. Recognize lecturers who make significant contributions to teaching, learning and student success.
  7. Support career progression of non-tenure track faculty, including lecturers and adjunct faculty.
Percent of full professors in the pool of full-time faculty 25.4% 33% Provost, All Colleges
Rate of tenure-track assistant professors achieving tenure and promotion in seven years 78.6% 82% Provost, All Colleges
Average time spent as associate professor before progressing to full professor rank 7.1 years 6.8 years Provost, All Colleges


Increase diversity among all employees.

  1. Implement the Strategic Plan for Diversity and Inclusion to increase institutional diversity.
  2. Develop and implement training in cultural competency, diversity and inclusion for all employees.
Academic and administrative units having approved diversity hiring plans 0% 100% HR&TD, ODI
Percentage of employees participating in annual diversity training 0% 100% HR&TD, ODI


Strengthen employee work-life balance, sense of community and pride in work.

  1. Increase the employee experience of inclusiveness, equity and respect, as well as UT’s engagement with the community by implementing strategies associated with the Strategic Plan for Diversity and Inclusion.
  2. Focus institution-wide programming on creating a culture of wellness and work-life balance (e.g., Healthy U, flexible work schedules).
  3. Develop initiatives to ensure that all employees feel safe in their working groups and environments.
  4. Develop initiatives that improve a sense of cohesion and community across all of UT’s campuses and centers, and increase UT’s engagement with the community.
  5. Recognize employees publicly and institutionally across a range of effectiveness and success areas, especially relating to contributions to campus service.
  6. Engage all employees and managerial levels in all UT academic and administrative units in continuous quality improvement and best practices in pursuit of the highest order of excellence in student success, academics, research, health-care services and patient care.
Overall work satisfaction average from a nationally normed campus assessment instrument Baseline will be determined when survey is initiated in AY 2017-18 Goal to be determined after establishment of baseline President, Provost, HR&TD


Engage alumni, friends and stakeholdersOrganizations and people who are not UT graduates who show significant interest and support for the University. meaningfully in the life of the University.

  1. Identify and implement opportunities for alumni, friends and stakeholders to become involved in life at UT based on their areas and levels of interest.
  2. Review existing and/or establish college- or department-specific engagement and development boards as a way to engage alumni and friends to improve programs.
  3. Engage alumni, friends and stakeholders as mentors and resources for current students to learn about career options, pathways and important job success skills in given areas, and as speakers for current students and staff on the value and significance of UT curriculum and activities that contributed to their success.
Number of alumni and friends involved annually in academic programs and co-curricular activities Baseline will be determined when database of alumni, friends' and stakeholders' involvement in UT becomes operational in AY 2017-18 Goal to be determined after establishment of baseline Provost, All Colleges, Alum
Women inspecting textiles Man speaking in group setting Medical staff explaing medication to patient Two students interacting with faculty member
Last Updated: 6/27/22