Staff Workforce Analytics and Trends Report Series. RECRUITMENT Fiscal Year 2013

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1 Staff Workforce Analytics and Trends Report Series RECRUITMENT 2013 Produced by Texas A&M University, Human Resources, February 2013

2 Contents Executive Summary... 3 University-wide and Executive Level Headcount... 5 Recruitment Analytics and Analyses Opened Job Vacancy Postings...6 Hired Applicants... 8 Applicant to Hire Ratio...9 Average Days to Fill Vacant Budgeted Positions Applicant Demographics Appendix 1: Overview, Scope and Methodology Appendix 2: Number of Employees University-wide by Executive Level Appendix 3: Detail Data by EEO Job Category Item 1: Number of Opened Job Vacancy Postings by Executive Level Item 2: Number of Hired Applicants by Executive Level Item 3: Applicant to Hire Ratio by Executive Level Item 4: Average Days to Fill by Executive Level Item 5: Number of Vacant Budgeted Positions by Executive Level Appendix 4: Supplemental Data for Academic Affairs by EEO Job Category Item 1: Number of Opened Job Vacancy Postings by Division/College Item 2: Number of Hired Applicants by Division/College Item 3: Applicant to Hire Ratio by Division/College Item 4: Average Days to Fill by Division/College...25 Item 5: Number of Vacant Budgeted Positions by Division/College Recruitment FY2013 Page 2

3 Executive Summary Introduction The health of an organization depends in large part on the recruitment, retention and leadership of its single most-valuable resource: its employees. To that effort, the Staff Workforce and Analytics Trends report series is designed to put informative data and analyses into the hands of Texas A&M University management. Nine periodic reports provide human resource-related information on budgeted staff employees and include relevant metrics, trends and commentary. Information in this Recruitment report focuses on the jobs we filled and the applicants who sought employment at Texas A&M University. An organization s recruitment processes and ability to attract a diverse pool of applicants set the stage for changing the overall demographic makeup of their workforce. A more diverse workforce has been shown through numerous studies to contribute positively to organizational effectiveness, customer focus and workplace satisfaction. Overall Observations Texas A&M University has 170 departments with 4,800 budgeted staff employees and 2,600 faculty supporting the core teaching, research and service mission of the university. The recruitment data overall reflects an upward trend over the past three fiscal years in the number of staff posted vacancies, total hires and applicants. While total applicants increased, consistent with a higher number of vacant positions being posted, the average number of applicants per vacancy continued to decline during FY2011 and FY2012, indicative possibly of local anxiety and concerns over reduction-in-force and outsourcing initiatives during the same two years. The hiring activity continues to be greatest in the category of Professional Non-Faculty positions which is consistent with the high percentage of vacant positions within the same category. The average time it took to fill a posted vacancy increased slightly in FY2012, after a significant decrease between FY2010 and FY2011, continuing to reflect an improvement in efficiency once positions are posted despite increasing regulations and requirements in the hiring process. There were significantly more vacant staff positions during FY2012 however those remained vacant in the budget for a shorter period of time than in previous years. The university s reduction-in-force actions and other budget strategies during FY2011 and FY2012 and its decision to outsource some services at the end of FY2012 appear to have had a small impact on total applicant pools as anxiety and concern over job security mostly likely caused potential applicants to look elsewhere for job opportunities. It is anticipated that a more significant impact will likely be seen in recruitment activity during FY2013 due to the number of outsourced positions. The university should use recruitment activities to make inroads into a more diverse workforce as new employees are hired into vacant positions or new positions are created to meet ever-changing societal expectations, research expansion, or increasing state and federal regulations. Although the university will continue to evaluate strategies to meet fiscal challenges, it should nevertheless strive to attain Vision 2020 goals of increasing diversity in all its forms. Senior leadership and department heads and directors should actively recruit to more closely resemble the diversity of our state and nation, to emphasize the excellent benefits and Aggie environment that make the university a great place to work, and to utilize worklife initiatives and compensation practices that reward and retain an engaged workforce and keeps the institutional knowledge close to home. Recruitment FY2013 Page 3

4 Report Content This report s primary emphasis is to display data on job vacancy postings, applicants and vacant positions for budgeted staff employment. Information is first presented on the university s staff workforce during the fall of FY2011, FY2012 and FY2013 as a reference point from which to view data specific to this report. There are six sets of data included in the Analytics and Analyses portion of the report on the following pages: Opened Job Vacancy Postings, Hired Applicants, Applicant to Hire Ratio, Average Days to Fill, Vacant Budgeted Positions, and Applicant Demographics. The first five data sets are reported at the university level for transactions during three fiscal years, 2010, 2011 and 2012; Applicant Demographics are reflected in the aggregate for the university. Following the Analytics and Analyses is Appendix 1 which describes the data sources and scope, Appendix 2 which provides detail data for the university staff workforce; Appendix 3 provides detail data by executive level, and Appendix 4 provides supplemental data for the Academic Affairs divisions and colleges. Recruitment FY2013 Page 4

5 # Employees University Staff Workforce Budgeted staff employees make up approximately 65% of the university s total budgeted workforce, and are generally employees who do not perform teaching responsibilities in their primary duties. Staff employees include a vast array of positions, from administrative assistant to nurse, police officer to lab technician, student development specialist to director. These employees daily provide the administrative, accounting, maintenance, and other support functions in nearly 170 departments that enable the university to fulfill its core mission of teaching, research and public service. The university s budgeted staff workforce declined from 5,949 employees in FY2011 to 4,834 by FY2013. The loss of 1,115 employees was a 19% reduction in the staff workforce in three years. A significant portion of the total loss was due to the outsourcing of dining, maintenance, custodial and landscape services, and the administrative staff to manage those services, at the end of FY2012, although there had been a general downward trend in employee headcount for several years Headcount Trend % reduction in 3 years The outsourcing had a significant impact on the types of jobs at the university as a majority of eliminated positions did not require formal degrees and many involved manual skilled labor with on the job education or training. As the workforce size changed, the proportion of employees in jobs with administrative, technical or officebased duties and formal education increased. Considering only the current reporting period in FY2013, Professional Non-Faculty is the largest single group of employees by EEO job categories, one in which employees must generally possess post-secondary degrees or a combination of formal education and experience. and enance represent the smallest two of six job categories. Executive/Administrative/ Managerial and Professional Non-Faculty combined total 3,363 employees, and now represent nearly 70% of staff positions at the university. Secretarial/Clerical and Technical/Paraprofessional are the third and fourth largest groups with about 14% and 7% of the workforce respectively. The two smallest groups combined, enance and Skilled Craft, represent just over 9% of the workforce. Recruitment FY2013 Page 5

6 # Postings # Postings 1. Opened Job Vacancy Postings Demographics Analytics and Analyses Opened job vacancy postings are the number of Notice of Vacancies (NOVs) posted online in the TAMUJobs system that had a status of opened during the fiscal year. NOVs represent advertised positions to be filled during a hiring process by a new employee to the university or by a current employee taking advantage of new career opportunities. NOVs that are used to hire multiple employees into the same position title are counted as one instance of an NOV. A position that may have become vacant more than once during the period is counted once for each time it was opened as new posting. This information is useful for a perspective of the hiring volume within a fiscal year and across trend years. The total number of postings opened for hiring staff employees increased 39% during the past three years Opened Job Vacancy Postings 1256 There was a 6.1% increase in the number of opened postings from FY2010 to FY2011, and a 31% increase from FY2011 to FY % increase in 3 years Possibly reflective of the changing education requirements of today s workforce, most positions posted for hire were in the Professional Non-Faculty job category during the three fiscal years. Postings in Professional Non- Faculty represented 47% of all posted vacancies in Fy2010, and 52% in FY Opened Job Vacancy Postings by EEO Job Category Exec Prof Secr Cler Tech Para Skilled Service Recruitment FY2013 Page 6

7 # Postings The number of opened postings in one year does not equal the number of completed job searches within a single year. Two reasons contribute to the difference between opened and filled postings. A posting opened late in one fiscal year may cross into the next fiscal year while the hiring department proceeds through their hiring search process. Additionally, an opened posting may be cancelled by a hiring department due to organizational changes and shifting priorities or a search process may not bring forth an applicant pool that meets the hiring department s requirements Job Vacancy Posting Activity Opened Postings Filled Postings Multiple applicants may be hired on a single posting as a convenience to hiring departments to help them fill positions with a large number of employees, e.g., animal lab caretakers, custodians, food service workers. Significantly more postings are used to hire just one applicant. More than 90% of all filled postings were for a single hired applicant in each of the past three fiscal years. In FY2010, 38 postings Average Hires Per Filled Posting hired multiple FY2010 FY2011 FY2012 applicants, 60 postings in FY2011, and 75 postings in FY2012 were used for multiple hires. Number of Filled Postings Number of Hired Applicants ,177 Average Hires Per Filled Posting Recruitment FY2013 Page 7

8 # Applicants # Applicants 2. Hired Applicants Hired applicants are the number of applicants who were identified as selected for hire by the hiring department during the fiscal year in TAMUJobs. Multiple hires on a single NOV are each counted as a single instance of a hire. It should be noted that in the TAMUJobs system, hiring an employee does not equal new hires to the university. Current employees may apply for positions posted as NOVs, which ultimately could appear to be either a transfer in or a promotion in the B/P/P System database. The number of hired applicants increased 45% over the past three fiscal years. There was an 11.6% increase in the number of hired applicants from FY2010 to FY2011, and a 30.1% increase from FY2011 to FY Hired Applicants % increase in 3 years Just as most job vacancies posted for hire were in the Professional Non-Faculty job category, most of the hired applicants were in the Professional Non-Faculty category. Applicants in Professional Non- Faculty represented between 43% of all hired applicants in FY2010, and 48% by FY Hired Applicants by EEO Job Category Exec Prof Secr Cler Tech Para Skilled Service Recruitment FY2013 Page 8

9 # Applicants # Applicants 3. Applicant to Hire Ratio The applicant to hire ratio is defined for this report as the average number of applicants per hire during the fiscal year and across trend years in TAMUJobs. This information can help units review the size of applicant pools by different types of vacant positions under EEO job categories and determine the impact of different recruiting strategies. Job seekers who apply for a posted NOV and meet minimum qualifications are referred to the hiring department and considered to be applicants. A view of the total number of applicants is first necessary to determine the applicant to hire ratio. The total number of applicants to posted vacancies at the university approached 30,000 during FY2012, an increase of 21% over the past three fiscal years Applicants for Filled Postings There was a 5.4% increase in the number of applicants from FY2010 to FY2011, and a 15.1% increase from FY2011 to FY % increase in 3 years 0 Although there was an increase in total number of applicants, the average number of applicants per hire decreased. This could be due to the increase in posted vacancies or the nature of the jobs. The applicant to hire ratio decreased 5.6% between FY2010 and FY2011, and another 11.5% in FY2012. Applicant to Hire Ratio FY2010 FY2011 FY2012 Number of Applicants 21,489 22,644 26,054 Number of Hired Applicants ,177 Average Applicants per Hire The average number of applicants per hire by EEO job category remained relatively unchanged in most categories, with two categories having a decrease in the average number of applicants. The average number of applicants for Professional-Non Faculty and enance both decreased during the three fiscal years Applicant to Hire Ratio by EEO Job Category Exec Prof Secr Cler Tech Para Skilled Service Recruitment FY2013 Page 9

10 # Days # Days 4. Average Days to Fill Average day to fill is the average number of days from when the NOV was originally posted until an applicant was selected for hire by the hiring department. This number provides insight to a more realistic time engaged in the hiring process for a new employee and helps managers prepare to alleviate the strain on productivity levels by redistributing work to existing employees, shifting priorities or making temporary organizational changes while the position is open. A longer time to fill a posted vacancy may indicate the need for more aggressive recruiting strategies, a review of processes for hiring positions or other indicators of interest to the unit. Additionally, the number of days the position is open could be used to determine whether positions with affirmative action applicant pool goals could be kept open longer to increase the richness of the applicant pool. The average number of days from the time a position was posted until closed with a hire decreased overall by 5% in the past three fiscal years. After a reduction of 6.5 days in the time to fill between FY2010 and FY2011, an increase of 3.5 days between FY2011 and FY2012 may be attributable to the difficulty of filling applicant pools during organizational and economic uncertainties. Staff positions averaged just less than 60 days to fill. The average number of days to fill decreased by 10.9% between FY2010 and FY2011, and increased 6.5% in FY Average Days to Fill % decrease in 3 years A significant amount of the time to fill metric is directly linked to application and resume reviews, selection processes, interviews and decision-making by hiring departments, with a handful of days attributable to compliance requirements. An unavoidable factor in the hiring process is the increasing regulations related to the hiring process such as implementation of criminal background checks and educational credential verifications. University-wide contracted vendors and online applications are poised to make the process even more effective and efficient. The average number of days to fill a position varied widely depending upon the EEO job category of the vacancy being filled. Both the Executive/Administrative/Managerial and s categories required more time to fill than the remaining groups. The time to fill Executive/ Administrative/Managerial positions had a low of 77 and a high of 102 days. s were a low of 62 days and a high of 92 days. The remaining job groups each required between 41 and 73 days. Average Days to Fill by EEO Job Category Exec Prof Secr Cler Tech Para Skilled Service Recruitment FY2013 Page 10

11 # Positions # Positions 5. Vacant Budgeted Positions Vacant budgeted positions is the number of unique staff positions as identified by the Position Identification Number (PIN) - in the university s annual budget that were vacant for one month or longer at any time during the fiscal year. Newly created budgeted positions that are not yet active in the annual budget are excluded from this number. A position may be vacant in the annual budget for many reasons, including the time used by a hiring department to fill the vacancy, the interim period between one employee separating and a new employee beginning employment, or the interim period when management is considering missioncritical priorities and/or reorganizations. Vacant positions represent cost avoidance to the hiring department in salary and fringe benefits expense since the total required salary for budgeted positions is encumbered at the beginning of each fiscal year. Budgeted staff positions that were vacant increased overall by 28% in the past three fiscal years. Between FY2010 and FY2011, the percentage of vacant positions increased just over 15%, and increased another 11% in FY Vacant Budgeted Positions % increase in 3 years The number of vacant positions varied widely by EEO job categories. Both the Professional Non-Faculty and enance job categories had the largest number of vacant positions. Professional Non-Faculty positions represented between 32% and 35% of all vacant positions between FY2010 and FY2012, less than the 48% representation in the workforce during the three years. enance positions were between 24% and 26% of all vacant positions, higher than the typical 16% active employee representation in the workforce. Vacant Budgeted Positions by EEO Job Category Exec Prof Secr Cler Tech Para Skilled Service Recruitment FY2013 Page 11

12 # Positions Another view of vacant positions is the average number of months that positions remained vacant in the active budget during a fiscal year. This information helps gain insight into how long existing budgeted positions remained vacant and the potential impact of vacancies on productivity and turnover costs. Although salary savings are realized to the department when positions are vacant, there can be both direct and indirect costs when needed positions remain unfilled for a length of time. Understanding the average number of months that budgeted positions remain vacant raise awareness about strategies to address distribution of duties, overall productivity, temporary salary increases, employee work-life balance, documentation of processes, business continuity planning and turnover costs. The average number of months positions remained vacant changed little during the past three years, averaging less than four months in FY2010 and FY2011 with a slight decrease in FY2012. Average Position Vacancy Period FY2010 FY2011 FY2012 Cumulative Number of Vacancies Each Month 3,080 3,574 3,452 Number of Vacant Positions ,057 Average Vacancy Period The overwhelming majority of vacant positions were vacant right at or below four months during the past three fiscal years. As shown in this report, the average time to fill a vacancy after it was posted for hire was just under two months (56.8 days in FY2012). It is reasonable to presume that on average there is another month or so during which a department may be engaged in analyzing a position s duties, preparing the Notice of Vacancy to begin the hiring process, or awaiting a new employee to begin employment. It appears that over time a greater number of positions remained vacant for less time, possibly reflective of more efficient hiring processes within departments and as a result of university-wide tools, resources and support. In FY2010, 69% of positions were vacant four months or less; by FY % were vacant four months or less Vacancy Period of Budgeted Positions Considering that the average salary of budgeted staff positions in FY2012 was 2 or Fewer Mths 3 to 4 Mths 5 to 6 Mths More than 6 Mths $47,488 1, the salary savings of a vacant position could represent about $12,9oo per unique position, which may or may not offset the direct and indirect turnover costs to a department ) Texas A&M University, Human Resources Staff Workforce Analytics and Trends Compensation FY2012 report. Recruitment FY2013 Page 12

13 6. Applicant Demographics Applicant demographics are the sum total number of qualified applicants for a particular NOV as expressed by aggregated demographic information that is voluntarily self-reported by each applicant. An awareness of the demographic makeup within the job search process provides awareness of the extent to which the university s recruitment reach is attracting job seekers. Economics of a local market, as well as the pay scale for particular job types within a market, play an important role in how far a job seeker is willing to seek new opportunities. During the hiring process, departments using the TAMU Jobs online application have access to the overall makeup of an NOV s applicant pool, without knowledge of the unique gender or race/ethnicity of each applicant. The university has strict requirements associated with equal employment opportunities and affirmative action as a contractor under federally-mandated programs such as Executive Order 11246, the Rehabilitation Act of 1973 as amended, and the Vietnam Era Veterans Readjustment Assistance Act of 1964 as amended and annually undergoes extensive analysis in compliance with those regulations. In recognition of federal obligations and expectations of confidentiality, applicant demographics are presented in the aggregate. During each of the past three fiscal years, Females represented almost 60% of applicants for staff positions which continues to closely mirror the percentage of Female in the university staff workforce. 70% 60% 50% 40% Gender Representation in Applicant Pools 57.6% 59.9% 58.8% 40.2% 37.9% 38.8% 30% 20% 10% 0% 2.2% 2.2% 2.4% Female Male Not Disclosed During each of the past three fiscal years, applicants who identified as White represented just over 60% of applicants for staff positions in FY2012, less than the representation of White in the university staff workforce. The percentage of Minority (applicants other than White and those who choose not to disclose) increased from about 31% to nearly 35% between FY2010 and FY % 60% 50% 40% 30% 20% 10% 0% Race/Ethnicity Representation in Applicant Pools 63.7% 60.5% 60.7% 13.4% 14.6% 13.1% 4.9% 5.6% 14.1% 4.6% 4.4% 14.9% 4.9% 4.7% 11.5% 0.9% 1.6% 1.7% White Black Hisp Asian Other Not Disclosed Recruitment FY2013 Page 13

14 APPENDIX 1 Overview Texas A&M University is the flagship institution of The Texas A&M University System, with $1 billion budget and an endowment that typically ranks in the top five nationally among public universities. Playing a key role in the day-to-day operations of the university are about 4,800 staff that provide administrative service and support to future, current and former students, as well as faculty, researchers and campus visitors. The Staff Workforce Analytics and Trends is a series of reports developed by the Texas A&M University Human Resources organization to provide human resource-related information on budgeted staff employees at Texas A&M University College Station and Qatar. The reports include metrics on a variety of demographic and position-related data, relevant metrics, trends and commentary, and are provided to university management to increase awareness of the make-up of their organization, recognize efficiencies and take advantage of opportunities to build a productive and successful organization. The focus of these reports is on those employees considered to be budgeted staff employees; however the university also employs thousands of faculty, student employees, graduate assistants and seasonal employees. Staff employees make up approximately 65% of the university s total budgeted workforce, and are generally employees who do not perform teaching responsibilities in their primary duties. Staff employees include a vast array of positions, from administrative assistant to nurse, police officer to lab technician, student development specialist to director. These employees daily provide the administrative, accounting, maintenance, and other support functions in nearly 170 departments that enable the university to fulfill its core mission of teaching, research and public service. The report series include: Climate; Compensation; Demographics; Generations in the Workplace; Leave Benefits; Recruitment; Retirement; Training; and, Turnover. The reports are disseminated to selected university leadership and posted online on the Human Resources website. Scope of Recruitment FY2013 Data are transactional activity during the twelve months of fiscal years 2010, 2011 and Job vacancy postings and applicant data are solely from the TAMUJobs online system using the Notice of Vacancy (NOV) process during the fiscal year. Applicants for this report are defined as those job seekers who applied online for a particular job vacancy and met minimum qualifications to be referred to the hiring department. Data are for Part 02 ADLOC d active budgeted staff (non-faculty) positions. Data for employee, position, title, organizational hierarchy and any other relevant data are from The Texas A&M University System DataWarehouse. Data presented in this report are for the university as a total and further displayed for numerical counts by Executive-level reporting units and, if shown, Division/College level units. Executive-level reporting units include the colleges, divisions, departments, centers and/or other units that organizationally report directly to one of the eight units listed below: 1) President 2) Executive Vice President and Provost Academic Affairs 3) Vice President Administration 4) Vice President Marketing & Communications 5) Vice President Research 6) Vice President Student Affairs 7) Vice President & CFO Finance 8) University Accounts (temporary executive level as a result of FY2012 outsourcing of dining, maintenance, custodial and landscape services) Division/College level reporting includes all the departments, centers and/or other units that organizationally report directly to the Division/College. Recruitment FY2013 Page 14

15 Methodology for Recruitment FY2013 Beginning with the FY2013 series of reports, the university s staff headcount data are captured as of October 31; whereas data for previous years were at November 30. This date change did not materially affect data comparison between fiscal years. Employee staff (non-faculty) classification is determined by the person s primary position title and its assigned Faculty Rank Code. A job seeker is considered to be a qualified applicant when the individual completed the application process for a particular Notice of Vacancy and met minimum qualifications to be referred to the hiring department. An applicant is considered to be hired when the hiring department indicates a hire in TAMUJobs and changes the status of the NOV to selected for hire. Multiple hires under one NOV were each counted as a unique hire. Average days to fill was calculated as the number of days between two dates (the date an NOV was opened to the date an applicant was hired) based on a 360-day year (12 months of 30 days each). Recruitment FY2013 Page 15

16 APPENDIX 2 Detail Data for University Staff Workforce Headcount FY2011 FY2013 by EEO Job Category and Executive Level Exec V.P. & Provost - Acad Affairs V.P. - Admin V.P. - Mar & Comm V.P. - Research V.P. - Student Affairs V.P. & Cfo - Finance Univ Accounts EEO Job Category President FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Recruitment FY2013 Page 16

17 APPENDIX 3 Detail Data Item 1 Number of Opened Job Vacancy Postings by Executive Level Exec V.P. & Provost - Acad Affairs V.P. - Admin V.P. - Mar & Comm V.P. - Research V.P. - Student Affairs V.P. & Cfo - Finance EEO Job Category President FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Recruitment FY2013 Page 17

18 APPENDIX 3 Detail Data Item 2 Number of Hired Applicants by Executive Level EEO Job Category President Exec V.P. & Provost - Acad Affairs V.P. - Admin V.P. - Mar & Comm V.P. - Research V.P. - Student Affairs V.P. & Cfo - Finance FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Recruitment FY2013 Page 18

19 APPENDIX 3 Detail Data Item 3 Applicant to Hire Ratio by Executive Level Exec V.P. & Provost - Acad Affairs V.P. - Admin V.P. - Mar & Comm V.P. - Research V.P. - Student Affairs V.P. & Cfo - Finance EEO Job Category President FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Recruitment FY2013 Page 19

20 APPENDIX 3 Detail Data Item 4 Average Days to Fill by Executive Level EEO Job Category President Exec V.P. & Provost - Acad Affairs V.P. - Admin V.P. - Mar & Comm V.P. - Research V.P. - Student Affairs V.P. & Cfo - Finance FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Recruitment FY2013 Page 20

21 APPENDIX 3 Detail Data Item 5 Number of Vacant Budgeted Positions by Executive Level Exec V.P. & Provost - Acad Affairs V.P. - Admin V.P. - Mar & Comm V.P. - Research V.P. - Student Affairs V.P. & Cfo - Finance Univ Accounts EEO Job Category President FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Recruitment FY2013 Page 21

22 APPENDIX 4 Supplemental Data for Academic Affairs Item 1 Number of Opened Job Vacancy Postings by Division/College Executive VP & Provost / Colleges EEO Job Agriculture And Life Sciences Architecture Bush School Of Gov't & Public Srv Education Engineering Geosciences Liberal Arts Mays Business School Science Tamu Qatar Veterinary Medicine FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Executive VP & Provost / Non-College Divisions Div: Asso Prov Div: Vp & Div: Vp & Undergrad Div: Vice Assoc Prov - Assoc Prov- Div: Pgm & Acad Prov & Dean Prov-Grad Vp External Vp For Acad Provost For Instit Info EEO Job Administration Srv Of Faculties Studies Affairs Services Div: Library Acad Affairs Diversity Technology FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof 4 4 FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof 1 1 FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof 5 5 Recruitment FY2013 Page 22

23 APPENDIX 4 Supplemental Data for Academic Affairs Item 2 Number of Hired Applicants by Division/College Executive VP & Provost / Colleges EEO Job Agriculture And Life Sciences Architecture Bush School Of Gov't & Public Srv Education Engineering Geosciences Liberal Arts Mays Business School Science Tamu Qatar Veterinary Medicine FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Executive VP & Provost / Non-College Divisions EEO Job Div: Administration Div: Asso Prov Undergrad Pgm & Acad Srv Prov & Dean Of Faculties Prov-Grad Studies Vp External Affairs Vp For Acad Services Div: Library Div: Vice Provost For Acad Affairs Div: Vp & Assoc Prov - Instit Diversity Div: Vp & Assoc Prov- Info Technology FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof 4 4 FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof 5 5 Recruitment FY2013 Page 23

24 APPENDIX 4 Supplemental Data for Academic Affairs Item 3 Applicant to Hire Ratio by Division/College Executive VP & Provost / Colleges EEO Job Agriculture And Life Sciences Architecture Bush School Of Gov't & Public Srv Education Engineering Geosciences Liberal Arts Mays Business School Science Tamu Qatar Veterinary Medicine FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Executive VP & Provost / Non-College Divisions EEO Job Div: AA Administration Div: Asso Prov Undergrad Pgm & Acad Srv Prov & Dean Of Faculties Prov-Grad Studies Vp External Affairs Vp For Acad Services Div: Library Div: Vice Provost For Acad Affairs Div: Vp & Assoc Prov - Instit Diversity Div: Vp & Assoc Prov- Info Technology FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Recruitment FY2013 Page 24

25 APPENDIX 4 Supplemental Data for Academic Affairs Item 4 Average Days to Fill by Division/College Executive VP & Provost / Colleges EEO Job Agriculture And Life Sciences Architecture Bush School Of Gov't & Public Srv Education Engineering Geosciences Liberal Arts Mays Business School Science Tamu Qatar Veterinary Medicine FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Executive VP & Provost / Non-College Divisions EEO Job Div: Administration Div: Asso Prov Undergrad Pgm & Acad Srv Prov & Dean Of Faculties Prov-Grad Studies Vp External Affairs Vp For Acad Services Div: Library Div: Vice Provost For Acad Affairs Div: Vp & Assoc Prov - Instit Diversity Div: Vp & Assoc Prov- Info Technology FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof Grand Recruitment FY2013 Page 25

26 APPENDIX 4 Supplemental Data for Academic Affairs Item 5 Number of Vacant Budgeted Positions by Division/College Executive VP & Provost / Colleges Agriculture And Life Sciences Architecture Bush School Of Gov't & Public Srv Education Engineering Geosciences Liberal Arts Mays Business School Tamu Qatar Veterinary Medicine EEO Job Science FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof ` Executive VP & Provost / Non-College Divisions Div: AA Administration Div: Asso Prov Undergrad Pgm & Acad Srv Prov & Dean Of Faculties Prov-Grad Studies Vp External Affairs Vp For Acad Services Div: Vice Provost For Acad Affairs Div: Vp & Assoc Prov - Instit Diversity Div: Vp & Assoc Prov- Info Technology EEO Job Div: Library FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof FY Exec/Admin/Mgr Prof Non-Faculty Secr/Clerical Tech/Paraprof 2 2 Recruitment FY2013 Page 26