Archives

Workday has function to integrate staff recognition program that allows staff recognition to be converted to points and can be used to purchase gift cards once certain number of points are accrued. Does ASU plan to look into this to improve the current recognition program?

Is there a dedicated employee gym on each campus, If not could there be soon? Tempe SDFC is very crowded.

What is ASU going to do in the coming year to adequately address the persistent gap between our salaries and the market averages for staff positions? For example, in the 2024 ABOR Personnel Report (see here: https://www.azregents.edu/sites/default/files/reports/2024-Personnel-Report.pdf), it shows ASU would need to increase our salaries 9.2%-14.3% in 2025 to achieve market averages for our positions. This gap is persistent across ABOR Personnel Reports (see here: https://www.azregents.edu/personnel-report-archives) for the last several years. A canned response about merit pay and "total benefits" is not what is needed here, nor is a canned response about professional development opportunities (that would simply lead to another paid under-market average staff position at the University) or "job architecture." What concrete actions are being taken that take this persistent gap seriously? Staff deserve take home pay that is truly commensurate with our peers outside the University and pay that can keep pace with the staggering inflation and rapidly increasing cost of living in the broader Phoenix metro area.

The disruptions caused by the dual use of McCord Hall's event space:

The use of McCord Hall Event venue is used by students to study when not in use for an event. This creates significant disruptions for students and employees alike. When the event space is not in use for scheduled events, it is often filled with students who rely on the area for quiet study or group work. However, when an event is scheduled, these students are frequently asked to leave or relocate, interrupting their academic work and causing frustration.

For students trying to concentrate, the space abruptly having to be evacuated during peak study hours when an event has to start setting up adds unnecessary stress. It becomes even more challenging when they are forced to vacate abruptly due to event preparations, which often occur. This creates an environment of constant disruption, making it difficult for students to stay focused and productive.

On the other hand, employees responsible for hosting events in McCord Hall also face challenges in managing the space effectively. The overlap between the study and event functions leads to logistical issues, as event coordinators must frequently clear out students and reconfigure the space, which can cause delays in event setup. The constant switching between functions can undermine the smooth operation of both student activities and formal events, ultimately affecting the experience for everyone involved.

This dual-purpose use of McCord Hall, while efficient in some respects, creates a conflict between the needs of students and the demands of event hosting, leading to an environment that is less conducive to both studying and event management.

Working on one of ASU's many campuses other than Tempe makes taking advantage of the QTR program less than ideal, forcing many of us to use ASU online programs so that we can attend programs from another campus. Being forced to go to ASU online has us taking on the cost of larger program fees. Such as WP Carey's MBA program goes from 5K (in person) to 9K (online) a semester in program fee, making it financially impossible for almost any non-executive level ASU employee to be able to obtain this degree. Why does ASU's QTR program not eliminate any of these program fees, or at least reduce them? Can this be changed? or can ASU provide employer assistance to colleges or certification programs to organizations external to ASU?

I have general questions about the ASU HR process when salary equity concerns are filed. I’m at [REDACTED] and no updates have occurred since my November 15 reaching out- I keep getting “we’ll keep you posted.” Is this normal? 

Is there a new discount code for 2025 for the ASU Bookstore Online Purchases

As an ASU staff member, I am currently enrolled in the Master of Legal Studies program at the SDO College of Law through ASU Online. When I contacted Student Business Services regarding my tuition payment folio, I was informed that the "ASU tuition" portion of my outstanding balance had been reduced in accordance with the Tuition Reduction benefit ($25). However, I was also told that, because I am enrolled in the law school, “the Tuition Reduction benefit does not apply to law school tuition” ($1674.00 per class). On my folio, the charge is named “Law MLS Online Program Tuition.”

Seeking clarification, I asked the SBS representative whether the Tuition Reduction benefit would be more effective if I were enrolled in a graduate program outside of the MLS program or the law school, thereby making my tuition more affordable (not being charged $1674.00 per class). The representative confirmed this was correct. 

• Is this accurate? 
• Would pursuing a graduate degree in a program outside of the law school make the Tuition Reduction benefit more effective because other grad degrees don’t have “law school tuition” associated? 
• Is this “Law MLS Online Program Tuition” the “ASU Online fee" to attend online? 
If this is the ASU Online fee, attending in-person classes on campus is not a feasible option, leaving ASU Online as the sensible choice. However, if I were a staff member attending in-person classes, I would not have an online fee.
• How would this structure effectively support ASU full-time staff members in accessing the Tuition Reduction benefit and pursuing higher education when the benefit does not cover ASU Online fees?

I was just wondering if there are any staff council tix left for Wicked? I know I am late to the game but I was hoping they release them again. Thanks.

We urge the University to more closely reevaluate the university closure days and turn to peer state universities that afford employees with a better work/life balance including UA, NAU, and dozens of universities across the UA to gain a picture of how this can be done successfully. In this processes we urge you to find out how these institutions can successfully strike a balance between staff work/life balance (and boost employee morale) while continuing to meet the needs of their great institutions. Many staff are acutely aware that we are falling behind in terms of our soft benefits (holidays) at ASU, and we have witnessed our talented coworkers leaving because of the better balance. For example, NAU and UA afford their non-essential staff much more time off around the year-end holidays when most of our offices are rather quiet anyway. Additionally, NAU and UA have Juneteenth and President's day off. If diversity is truly a point of pride at ASU, it leaves us staff wondering why we do not honor these federal holidays. Clearly we understand we could use PTO during these times, but many of us feel we should not have to and that the implicit message ASU is sending to its staff is one of uncaring and dismissiveness. Finally, NAU has for the last several years allowed staff in the summers to take Friday's off and have a 32-hour work week. While all of these work/life balance adjustments may not be suitable to the operations of ASU, many of us feel at least some could be piloted at ASU over a period of years to isolate what works and what does not at our institution. We urge you to take us seriously in this request so ASU can be the benefactor of increased productivity vis-a-vis increased employee morale and allow us to remain a competitive employer in the valley and the state.

I have been trying to communicate with ASU International Employee Management regarding questions or concerns about my employment but the responses I have received are very rude and do not answer my questions. As an international employee and someone trying to reach out to them to ask questions I would hope to receive more professional communication.

I have worked extremely hard at ASU for the past 7 years in 3 different departments, and in every department I’ve been employed in as university staff, the units are constantly facing understaffing the resulting additional work load beyond Job Descriptions and Duty Statements.

ASU is constantly pushing forward that we are a high ranking place to work in publications like Newsweek and Forbes, placing it on our staff main page and continually using it as a shield when very real, negative workplace issues that employees are facing due to ASU Human Resources policies and Benefits.

Are you listening when we express concern to the outlets that you have given us to have a voice? Income disparity exists between those who are classified as managers and directors, versus the people that are doing the work that those same people oversee. 

To add to this, the concept of increasing minimum levels of PTO vacation accruals, in lieu of livable wages, by design will create more workload for those attempting to use it. Additionally, departments and units will put large bars and blackout dates for employees where they are unable to use their PTO due to understaffing in units. ASU HR is aware that it is a cheaper option for the university business to offer increased PTO instead of wage increases. This is a disingenuous offering that has been implemented in corporate institutions such as Change.org, where employees are given “unlimited” PTO by theory inside of a policy, yet the policy is left purposely ambiguous when it comes to implementing it. In multiple positions, I have seen the result, as individual managers across the board are left with the only option to keep their units functioning with their lower staffing levels. They implement constraints on who can take vacation time due to workload, which includes the arbitrary in-person coverage in non-front facing offices.

I know that the University places itself first in this matter, always making decisions for our pay and our benefits which serve the business’s interests firsts, and then try to sell an idea of larger amounts of PTO as a way to respond to higher living expenses in one of the countries highest rising rates of rent, housing, transportation, and expenses across the board since the pandemic started in 2020. Given all of this feedback, how will the administration respond? We are not looking for boiler plate responses, which attempt to downplay or dismiss our urgent concerns as either a personal problem or a singular departmental problem. 

It is inhumane to effectively gaslight your employees that their struggles are not real and valid, while they are responding in clear language about issues they are experiencing. Your staff are literally begging for better working conditions and monetary compensation. What can we expect from the Administration, and when can we expect a response these issues that address our humanity as those who make education and innovation possible?

Currently, as an ASU salaried employee, I can not make enough money to afford to live as a Skilled Professional l barely clear 2K a month post taxes and deductions on a 50K Salary. This is insufficient to afford the current economy's rent, transportation, food, and clothing costs. I hear senior leadership boast about the benefits we get are amazing but they are the bare minimum expected of any organization we need money in hand not on an unused benefit. Government positions traditionally paid about 10k under market rates as ASU employees we are now falling to nearly 20k under standard market rates for my position. With the Proposed tariffs under the new administration costs are expected to rise even more which will drive ASU employees to be unable to afford the cost of living and use government programs that are expected to be cut. What is ASU going to do to make sure its employees can actually afford to live and work?

SPP 704–05: Bereavement Leave Benefits states, "Bereavement leave may be used if an employee must be absent because of the death of a parent, parent-in-law, brother, sister, spouse, child, grandparent, grandchild, brother-in-law, sister-in-law, son-in-law, daughter-in-law, and any person who was a member of the employee’s established household, as well as a relative of a member of the employee’s established household. For the death of a relative not covered under this policy, refer to SPP 701–01, “Sick Leave Benefits.” I don't understand why aunts and uncles are not included in this policy, and I'd like it to be looked into, please. While I know that employees can use sick time for the death of an aunt or an uncle, it just doesn't make any justifiable sense to me as to why they were left off this policy. It especially makes no sense that in-laws (brother-in-law, sister-in-law, etc.) are written into the bereavement policy over those who could be blood relatives (aunts and uncles) who many people are oftentimes very close to. If you could please look into this and provide an explanation or get the policy changed, I'd really appreciate it. Thank you for your time.

As students get Spring break week and two days of Fall break to recharge, would it be possible to make a mini University holiday those weeks? 

Consideration for: 
1. University holiday for the Monday & Tuesday of Spring break for students AND employees. Students would of course get their full 5 days (employees just 2 days for longer weekend spring holiday)
2. University holiday for the Monday & Tuesday of Fall break for students AND employees.

As ASU is #1 in Innovation, ASU could really show the country and the world how we innovate work life balance by making full time 32 hours/week with 4 8-hour days. Many positions do not allow work from home or ability to take shorter lunches or come in earlier to leave earlier (especially in health services for non-provider staff). If ASU feels 5 days/week are needed to serve students (Monday-Friday, 8am - 5pm), staff can be flexed to work different 4-day blocks (half staff work Monday- Thursday shifts and half staff work Tuesday- Friday shift). Each shift would be 8 hours (for the new full FTE being 32 hours). There will be several days when ALL staff overlap for meetings (like on Tuesdays, Wednesday, Thursdays). Many staff cannot work 4-ten hour shifts (as stated in the ASU regulations as an alternate to Monday-Friday eight hour days) due child care challenges and challenge keeping up quality work when doing face to face customer/healthcare services for such long shifts (very draining with face-to-face services in particular). We are seeing companies allowing employees to work 4-eight hour shifts (with same pay). Companies have reported improved productively, less employee attrition, increased employee happiness on the job. 

Does ASU really need to be open from December 24 to Dec 31st? There are very few students on campus. Even though staff may have the PTO hours, we cannot ALL take the same days off for this special time of year. Can the school close for a week during this time?

While ASU offers some staff discounts for the bookstore, we would like to see more discounts are available for ASU staff gym membership, ASU dining, ASU events, and ASU parking. While ASU's compensation is relatively low, it would be nice that ASU offers more discounts to its employees than just tuition benefits and bookstore discounts.

It's been brought to my attention that Facilities Grounds Services plans to scrape the ASU Arboretum Herb Garden and the Social Science Garden programming. I find this very concerning. These gardens provide the ASU community (especially students) a valuable place to learn to garden in the desert, connect with nature, and experience natural aromatherapy. It can be especially beneficial to their mental health, particularly for the international students who can find plants and scents and flavors from home like garlic chives, mint, and Holy Basil. Leafy greens are being grown there for the Pitchfork Pantry. Once again, this could be a huge mental (and physical) health boost for students in need who may not get to have much-needed nutrients from fresh, organic food very often, if at all. Places like these could also be used to provide a soothing atmosphere and activity for specific student communities like veterans, and a place to learn for agribusiness, sustainability/food systems, or biology students. I've put this in the "Other" category, but it could just as easily fall under "Sustainability," which is an ASU core value. Please don't get rid of these small corners of campus that provide such a good benefit to so many people, especially vulnerable populations.

I was wondering if ASU would consider offer free parking for staff, students, faculty to complete appointments in OHR, or offer OHR the ability to validate parking. I have heard complaints from people visiting OHR for training, Orientation, I-9 appointments that it seems rather rediculous that they have to pay to park the car to complete their hiring paperwork or training.

Dear ASU Staff Council,

I am writing on behalf of my team to express our concern regarding ASU’s decision to remain open on Christmas Eve this year, with closures instead on December 25th and 26th. It has been 10 years since ASU required employees to work on December 24th, and the recent change has caused significant frustration and stress among staff.

Many of us view Christmas Eve as an extension of Christmas Day, with family obligations, church services, and holiday preparations making it a day of great personal importance. The requirement to work on December 24th has disrupted these plans and left many employees feeling disheartened. In addition, our team has noted that historically, there are very few students on campus, if any, during the week of Christmas, and it is highly unlikely that students will be present on Christmas Eve.

Given these factors, many employees would strongly prefer to work on December 26th instead of Christmas Eve. We believe that closing on December 24th, as has been the practice for the past decade, would better align with the needs of staff and the reality of campus activity during that time.

We respectfully request that the ASU Staff Council raise this concern with the President’s Office and advocate on behalf of the staff, who are deeply affected by this decision. We hope that our voices can be heard and that ASU will consider returning to the previous holiday schedule.

Thank you for your time and for advocating for the well-being of ASU staff.

Dear Arizona State Staff Council,

I hope this message finds you well. I am writing to express some concerns that have been raised among staff regarding the university’s requirement for employees to work on Christmas Eve.

As someone who is not from Arizona, traveling to visit family during the holiday season is incredibly important to me. Working on Christmas Eve creates additional strain, as it requires someone else to cover my position, further stretching our already busy team. This not only adds stress to our work environment but also impacts our ability to spend quality time with loved ones during a significant holiday.

Moreover, I’ve noticed a pattern during the days surrounding holidays. When the university remains open, students often do not schedule appointments, and those who do frequently no-show. This results in staff being present for an entire shift, waiting around for appointments that do not occur. It feels counterproductive, especially when many of us would prefer to use that time for rest or to be with family, particularly as we prepare for the busy season ahead.

I urge the Council to consider the implications of requiring staff to work on Christmas Eve, as well as the overall impact on morale and well-being. It would be greatly appreciated if alternative arrangements could be explored that prioritize both staff needs and operational requirements.

Thank you for your attention to this matter. I look forward to your response.

I wrote a letter earlier about how we are not in favor of working on Christmas Eve. I would like to mention that though, I do not wish to work on Christmas Eve since this is a day of celebration for me and my family. If having the day off is not possible for future years, I think I would like the school to consider this day to be one where staff is allowed to be remote. It seems to be a safety hazard to have only one person in the office purely so there is coverage, but as I mentioned in the previous note, no students come to campus. So the individual who has to work this day is entirely alone. Our teams can do the same work in or out of the office.
 

I am very concerned with the decision to destroy the Herb Garden and the Community Garden at ASU Tempe Campus. Both of these gardens give their harvests to the Pitchfork Pantry and provide a unique experience for students and staff that want to plant, harvest and understand growing food in a hot, desert environment. I understand that budgeting concerns and maintaining these gardens is an issue but there should be a chance for a group to adopt these spaces and maintain them before they are destroyed completely. ASU Polytechnic campus should not be the only campus for these resources.

Dear Staff Council,

I am writing to address a significant issue regarding our staff holiday schedule: the absence of December 24th as a paid holiday and recognition as a Religious Holiday/Observance. The current Holiday Break is scheduled for December 25th and 26th. Many Christian worship services for Christmas fall on December 24th (Christmas Eve), and those who are also employed by Christian churches are expected to be there the whole day and not just for afternoon/evenings services. However, this day is not even listed on the Religious Holiday/Observances calendar, which prevents employees from requesting leave for religious observance in lieu of having a paid holiday. Moreover, staff who are working that day are expected to be on campus, despite the fact that historically students are rarely ever on campus and using campus services on December 24th. This policy feels particularly misguided, as it requires staff to be in office without any meaningful purpose. 

The oversight of excluding December 24th as a Religious Holiday, as well as excluding it from the paid holidays for ASU employees, not only disregards the importance of Christmas Eve for many of us but also creates challenges for employees who wish to spend time with their families and honor their traditions. It is crucial we advocate for the recognition of December 24th as a paid holiday, rather than substituting it with December 26th as it currently stands for 2024 and 2025.

I ask that Staff Council take action to advocate for December 24th to be honored as a paid holiday and to include this on the Religious Holidays and Observances calendar as well. This adjustment would demonstrate a commitment to supporting ASU employee's needs and greatly enhance employee satisfaction and work-life balance. Thank you for your attention to this important request.

In previous years, the December designated holidays have been 12/24 and 12/25. Some staff have raised concerns about the change to 12/26 as a holiday this year and for 2025 instead of 12/24. While they understand that a change to the 2024 holiday schedule is not possible, they are requesting that administration consider designating 12/24 and 12/25 as holidays in 2025 going forward. We appreciate you taking this to the appropriate administrative office for further review and consideration.

There is a company there that is doing work, and has been for a very very long time. I attend ASU and have for many years. I would rather not say who I am for safety as I am a female and these workers are male and very intimidating to me. I was walking from the Art Building back to the building where an office is located, near the barber, I needed to speak to a teacher in, I over heard someone speaking about selling Mushrooms, it was a worker for I think was Kearney to other staff of Kearney and two students. I mentioned it to the other student and they told me that these Kearney workers are known on campus for both using crystal meth and mushrooms and that an employee that stated he "runs things" around this site, sells mushrooms and no one would ever care or question him. I later witnessed the student I know exchanging meth with a younger worker with I believe is Kearney. At this time the gentleman that stated he ran the job, smiled and stated that he has already done his drugs for that morning to get his job done. I do not know his name, I asked someone else and was told his last name was McKinney. I do not know the first name or the name of the other employees. The students name was Mark.

Hi! When heading east on Lemon toward/through Rural, the current striping puts people on bikes in conflict with people in cars. The right car lane is for both straight and right turns, putting it in conflict with the center bike lane (drivers drift left toward the bike lane and the two cross in the intersection). Is there anyway to clean this up?

On 9/12 we received this note: The grad fee was updated to $100 this morning. Students that started their applications prior to this change will still pay the $75, but others going forward will see the new fee. We are expecting some pushback from students and Ed has given the graduation team some talking points to help answer basic questions, but escalations will be sent to the Ceremonies Office, as needed (which I hope are few and far between). Best, Scott Thorpe Associate Registrar Are we that desperate for money we couldn't have waited till the deadline to graduate was Oct. 1? This is terribly rude to change the price for our graduating students in the middle of a semester and have some students pay a lesser price. Why make things more difficult for people?

As an international employee, I am very frustrated with the international employee management team. There are always tax errors in my paycheck including forgetting to apply for tax exemption, applying for tax exemption by error, or overcorrecting and deducting more tax than it should be. I have to double-check my every paycheck to make sure there is no mistake which is exhausting. In addition, whenever I notice a mistake and try to communicate with their team, they always have a hard time realizing what's the issue and I have to explain the policies and errors to them. ASU has many international employees and should have a more professional and well-trained team to provide the support we need.

ASU proudly showcases its high student enrollment, yet this success doesn’t benefit employees, who continue to live paycheck to paycheck. Supervisors and directors seem to care only about numbers, not about the people behind them. According to a report from ASU’s Morrison Institute for Public Policy, rent in Arizona has soared nearly 72% from 2010 to 2022, forcing minimum wage workers to work 86 hours per week—essentially more than two full-time jobs—to afford a two-bedroom home. How can we manage to sleep, let alone live balanced lives, under these conditions? And what about single parents struggling on one income? ASU, are you listening? You tout innovation and student numbers, but what about your employees? You know the situation, yet your actions are slow, and your solutions are outdated before they’re even implemented. It's unfair that lower-level staff receive only a 1% raise while higher-ups get more, despite the fact that we do much of the heavy lifting. Meanwhile, the council does nothing to address these issues, simply sitting pretty in their positions. Appreciation Day and the annual food event at the stadium are not genuine ways to show appreciation. True appreciation is reflected in our paychecks, not in publicized events that glorify leadership. We did the hard work, not the leadership. ASU’s policies are increasingly unjust, especially regarding vacation time, where long-serving employees are essentially punished as newer employees receive the same benefits. And what’s with all these new buildings? Many of them remain empty, despite claims they benefit students. ASU continues to build and showcase its success, but behind the scenes, employees are overworked and underpaid. Meanwhile, executives and leaders live lavishly off our labor, and those in power remain silent about President Crow’s role in this. It’s time for ASU to genuinely appreciate its employees and take meaningful action to support us.

I just realized we have no 'STAFF' or 'STAFF COUNCIL' folder in the ASU Brand Library. I feel that this would be appropriate.

The current SUN award allows recipients who receives Sun Award know who the sender is. While in most cases, I don't have problem disclosing it, I have heard from faculty/staff that they wish there is an option to allow the sender to be anonymous. Can we add this option for those who would like to use them?

As it is, ASU currently offers a Health Incentive Program partnering with Virgin Pulse. The program allows for staff to get a financial bonus for completing activities. While health incentive programs often aim to promote wellness and encourage healthy behaviors, they can inadvertently exacerbate existing disparities and inequities within communities, which I wholeheartedly believe Virgin Pulse is doing. 

One major issue lies in access. As has been regularly discussed in these submissions, not all ASU employees have affordable options for care or groceries. We've seen more and more about the cost of living increasing in this state. Staff being able to take time off to get adequate health care has become more of a challenge all while healthy food options, among with all grocery costs, continue to rise. Consistently, studies have shown that lower economic statuses are disproportionately affected by health risks. Even the discounted cost of gym membership at ASU is too much for many staff. Meanwhile, Virgin Pulse is promoting dressing for visiting other cultures abroad. This is a great cultural awareness approach, but many staff hardly have the opportunity to build sustainable work attire, let alone travel to a new country with a new wardrobe. 

Additionally, this app disproportionately impacts ASU's populations it serves. In addition to the gender pay gap, there strong evidence indicating that women and minority care continues to leave gaps in supporting women's health. While Virgin Pulse provides promotional themes for women and minority care, these do not even scratch the surface of effective care. I ask that HR reviews alternatives that foster the inclusivity that ASU sustains. 

In summary, while Virgin Pulse's health incentive programs has good intentions, their implementation is lacking. I ask HR to review alternative options to ensure ASU does not inadvertently deepen existing disparities and instead promote equitable access to health and wellness resources for all individuals.

The FLSA threshold salary threshold for exemption from overtime pay or compensatory time will be raised from $684 per week ($35,568 per year; $1,368 per pay period) to $844 per week ($43,888 per year; $1,688 per pay period). My current salary is will be below the threshold and my department wants to switch me from salary to hourly employee. "As a currently exempt employee, you have been ineligible to receive overtime pay or compensatory time for hours worked over 40 in a workweek. However, due to the recent change in the FLSA salary threshold and the fact that your pay is below this new threshold, your position will now be classified as nonexempt." What are the pros and cons here? 
 

As many positions do not allow working remotely; would there ever be discussion about summer hours for employees such as Fridays off during June and/or July or summer hours ending earlier at 3pm during June and/or July? Summer shifts ending at 3pm would allow staff to leave before the extreme heat of afternoons, especially those that park far away. Another potential option for heat reprieve may be consideration of closing on Fridays during summer months. This would allow reduced electricity usage campus wide with reduction of ozone pollution from driving that is compounded by extreme heat periods. 

There is growing concern among many employees at our institution—the issue of low pay. While senior management enjoys comfortable compensation packages, a significant number of our staff are living paycheck to paycheck. Many of our colleagues are single-income earners without the benefit of a partner's additional income, which makes managing the high living costs, such as rent for an apartment, particularly challenging. Arizona's cost of living has steadily risen, placing additional financial strain on employees. As an institution that prides itself on innovation and sustainability, it is crucial to recognize that the well-being of our employees is a fundamental aspect of these principles. Arizona State University has long championed its commitment to "...assuming fundamental responsibility for the economic, social, cultural, and overall health of the communities it serves." We, the employees, are a vital part of this community, and our financial compensation must reflect the increasing cost of living. It is particularly disheartening to note that while millions are allocated to the salaries of individual high-ranking employees, the broader workforce struggles to make ends meet. Many of our colleagues are forced to take part-time jobs to keep up with Arizona’s escalating expenses. This situation is not only unfair but also unsustainable. Despite the visible investments in new infrastructure, there has not been a corresponding adjustment in employee pay. This disparity suggests a misalignment between the university's financial priorities and the needs of its workforce. It is disheartening to feel that our contributions are undervalued, especially when substantial resources are allocated to other areas. Furthermore, it is disappointing that we must repeatedly advocate for a salary increase, even as ASU continues to generate significant revenue from students worldwide. The individuals who support these students and contribute to the university's success have not seen any meaningful change in their compensation. We believe that fair compensation is a matter of equity and essential for fostering a motivated and sustainable workforce. Our dedication and hard work are integral to the university's success. As we look to the future, ensuring that all employees are fairly compensated and valued for their contributions is vital. Thank you for your attention to this important matter. We hope for a thoughtful and timely response that addresses our concerns and demonstrates the university's commitment to its employees.

I am trying to figure out why every department has a different standard for working from home. The "rule" is 60% in office and 40% at home, however, instead of 2 days WFH and 3 in office- some departments do 2 days in office some do1 in office. Can we have a baseline here?

I recently received a promotion and was told that I could only receive an 8% salary increase. This 8% increase doesn’t come close to the person I am replacing salary despite comparable experience, certifications, and education.

Is the maximum 8% increase a legitimate ASU policy?

For most of it's history, West has been largely a commuter campus. It's becoming much more residential and growing like crazy. However, we don't have the bike infrastructure that Tempe has. I would gladly bike to work, coming in from just 1.5 miles to the west. However, 2 things interfere. First, Wood Drive coming in from the southwest part of campus lacks bike lanes. It has narrow shoulders, often gravelly, and the desert vegetation obscures line of sight for drivers, making this a hazardous route. Expanding to include bike lanes and trimming the brush would fix this. Second, there are no bike cages. (Bike valets would be overkill at West). There's no way I'm going to lock my expensive bike up to a regular outdoor rack and risk theft and exposure to elements. Where I work we are prohibited from bringing bikes into the building. A bike cage at the fitness center would fix this. So--a growing student population will eventually demand a more bike friendly environment. Creating safe passage and security for bikes would proactively address this for both students and staff, resulting in healthier people and less cars on campus.

I am salary exempt and constantly work 60+ and the new FLSA threshold is being raised to $58,656 will take me from a exempt employee to a non exempt employee. I know I will not receive a large enough raise to push me over that new limit. What does this mean for me? Will I have to now keep a timesheet and submit justification for overtime?

Is the ASU food bank/pantry available to staff? Considering the economic realities facing ASU staff, I propose that access to the Pitchfork Pantry food bank be extended to all employees. Here are several compelling reasons why this initiative is necessary and beneficial:
Financial Hardship: Many ASU staff members are struggling to make ends meet due to the widening gap between salaries and the cost of living. Access to the food bank can provide essential support for those facing financial hardship, ensuring they have access to nutritious food without additional financial burden.
Employee Well-being: Financial stress can significantly impact employee well-being and productivity. By providing access to the food bank, ASU demonstrates its commitment to supporting the holistic health of its staff members, promoting a positive work environment, and reducing stress levels among employees.
Retention and Recruitment: Offering access to essential resources like the food bank can enhance employee retention and recruitment efforts. When employees feel supported by their organization during challenging times, they are more likely to remain loyal to the institution. Additionally, prospective employees may be more attracted to ASU knowing that the institution prioritizes the welfare of its staff.
Fulfillment of University Values: ASU prides itself on fostering a diverse and inclusive community that prioritizes equity and social responsibility. Providing access to the food bank aligns with these values by ensuring that all staff members, regardless of their financial situation, have access to basic necessities.
Community Support: The Pitchfork Pantry is a valuable resource that serves the ASU community by addressing food insecurity. By extending access to staff members, ASU demonstrates its commitment to supporting the entire university community and fostering a culture of compassion and support.
In conclusion, extending access to the Pitchfork Pantry food bank to ASU staff members is a proactive and compassionate response to the financial challenges many of us are facing. By implementing this initiative, ASU can demonstrate its commitment to the well-being of its employees and uphold its values of equity and inclusion.

Alternately, providing free parking could help offset our inflationary burden. Parking expenses can represent a significant financial burden for ASU staff members, particularly those who commute long distances to campus.
Providing free parking for employees would ease this financial strain and contribute to a more positive work environment by eliminating a source of stress for staff members. Additionally, free parking can serve as an attractive incentive for both current and prospective employees, enhancing ASU's recruitment and retention efforts.

We are all struggling terribly.

Will ASU consider implementing a cost of living adjustment for employee salaries? Many full-time employees, myself included, are finding it increasingly challenging to make ends meet. Despite the soaring cost of living, our salaries have not kept pace, leaving us struggling financially. It's disheartening to see that an average worker without specialized skills can earn over $15 per hour at a Walmart store, while highly qualified researchers with valuable expertise are only compensated at $20 per hour. With housing costs consuming a significant portion of our income, ASU must address this issue to ensure fair compensation for its employees. Additionally, it's worth noting that while tuition fees for students increase every year, the salaries of staff members remain stagnant, exacerbating the financial strain on employees.

Hello, this year's employee appreciation BBQ falls on March 28 and 24, which is during Ramadan. I was wondering if we could consider selecting a date outside of Ramadan so Muslim employees can also attend. I also ask if we can consider having vegan and vegetarian items so the event is more inclusive.

I am writing to seek clarification and understanding regarding the procedures and criteria employed for internal promotions within our esteemed organization, with a particular focus on directorial positions.

As a dedicated member of our team, I value the principles of transparency and fairness that underpin our organizational culture. However, recent observations have prompted me to inquire about the process through which internal promotions, especially at the directorial level, are conducted.

Specifically, concerns have arisen regarding instances where individuals who have been the subject of multiple complaints and have only received minimal disciplinary actions have been quietly promoted. This occurrence has led to questions about the alignment between our promotion practices and our commitment to fostering an environment of accountability and excellence.

I firmly believe that all employees, regardless of their hierarchical position, should be held to the highest standards of conduct and performance. In light of this, I propose that there be mechanisms in place for employees to provide feedback on upper management, similar to the evaluations that employees undergo themselves. This would not only ensure accountability but also promote a culture of continuous improvement and mutual respect within our organization.

Furthermore, it is imperative that those occupying leadership roles demonstrate not only proficiency in their responsibilities but also exemplify qualities of effective leadership. It is disconcerting when individuals prioritize personal advancement over the fulfillment of their leadership obligations, as this can have adverse effects on team morale and organizational success.

It's disheartening to observe how the current structure of pay increases within our institution predominantly benefits those in leadership and management roles, while overlooking the dedicated individuals working tirelessly in lower positions. While some employees may see a slight uptick in their pay, it's often akin to receiving mere spare change, which fails to keep pace with the soaring inflation rates, particularly concerning essentials like rent, groceries, fuel, and other necessities.

Adding insult to injury, we witness higher-ups enjoying substantial bonuses, a stark contrast to the paltry 0.2% pay increase many of us receive, rendering the whole process seemingly futile. Additionally, the disparity extends to the allocation of time off, with senior employees not receiving equitable treatment compared to their newly hired counterparts. This discrepancy leaves longstanding employees feeling undervalued and neglected, as if their years of dedication and service count for naught.

Regrettably, these practices foster a sentiment that our institution, ASU, prioritizes numbers over the well-being of its workforce. The expectation of loyalty from employees becomes increasingly difficult to uphold when the institution itself appears to lack reciprocity. ASU must reassess its approach to compensation and employee recognition, ensuring fairness and equity across all levels of the organization. Only then can we cultivate a culture of inclusivity and genuine appreciation for the hard work and dedication of every individual within our community.

I spoke to someone in HR within the past year that said that the Roth IRA contribution in the 457(b) was not an option because one person in HR decided not to let it be an option. They said that the change would be happening to allow the Roth IRA contribution, but I haven't seen it. Can you please look into this being an option? One of the benefits of working for the university is the increased ability to invest more for retirement and I'd like to be able to take advantage of the Roth IRA option.

Does ASU plan on raising salaries to combat inflation, align to market value and combat the astronomical rise in cost of living for employees? The cost of everything has risen significantly and salaries do not reflect this. I work full time and am not making enough to make ends meet anymore. What is being done to address this? Your employees are suffering. I see multiple posts about employees voicing the same concern and nothing has been addressed or improved?

What is ASU's policy on paying for employees to get or renew professional certification required or by their position? The Zoom and Career EDGE and LinkedIn Learning are of poor quality and do not reach the educational requirements set forth by these professional organizations.

Can it please be addressed that the parking spot lines in the Apache parking structure need to be re-painted clearly? Currently, the previous parking spot lines are still reflective and the current parking spot lines are fading. This is causing the cars to park in old marked parking spots and is causing parking to be off-centered and not all parking spaces to be properly spaced/filled. If the parking lines in this space can be re-painted clearly is appreciated.

Why is there no longer a Vice Provost for the Downtown Phoenix and Poly campuses to oversee the collaborations and administration of those campuses to ensure units are collaborating? This position used to ensure that all leadership was aware of campus-wide efforts and maximizing opportunities to enhance the campuses events and outreach. With the lack of this position, it appears that the units on the campuses are operating in siloes now.

Offices that use to house one person now have three. If a dept does not have space for employees then why don't they consider an additional work from home day. Creative furniture can't solve the lack of space in some offices.

It has been great to see some crosswalks repainted. If we could have Crosswalks repainted on College and University that would be an incredible asset to those that walk throughout campus daily due to their work.

I am utterly disappointed, disturbed and frustrated with the lack of equal appropriation of funds for all Staff Helping Staff applicants. I submitted an application upon the recommendation of my co-worker. This co-worker (also a close personal friend) experienced a hardship with costly car repairs and was awarded the full amount requested to repair her car. When I experienced THE SAME car issues and submitted an application for THE SAME amount - I WAS DENIED! I replicated the wording on my hardship statement with her assistance. I do not feel this program offers assistance to those that truly need assistance, but rather to those that need to "get a bill paid" and ignore those that submit applications based on merit and true hardships! I struggled with submitting this submission, but was overwhelmed with the clear inequity this program bases it's award/denial decisions on! I will not encourage others nor speak highly of what this program has to offer solely based on my own experience with the biased application decision making.

Hello, I read the recent vacation policy accrual change and although it benefits all employees it does not address the holiday season. I know that ASU follows the Thank you for your feedback. The university falls under the policy guidelines of the Arizona Board of Regents (ABOR). The holiday leave benefits policy currently authorizes ASU to designate 10 paid holidays; that number has not been expanded since the federal government’s recognition of Juneteenth. And although closing the University and providing paid time off beyond the current vacation accrual and accumulation schedule would not be in alignment with ABOR and ASU’s Vacation Leave policy, how is it that NAU and UA have a university closure in addition to the ABOR 10 day holidays? I think ASU keeps making excuses. Now that all employees will have the same accrual rate it just means that employees, teams, and departments will have to juggle coverage during the time from 12/25 through the new year even more than before. NAU for example has Presidents designated holiday on 12/26 and University closure 12/27-12/29. It is hard to imagine that we are willing to risk employee health and wellness .

I would like to know what steps ASU plans to take to address the information presented to ABOR during their meeting on 8/24/2023 regarding the Annual Personnel Report. The meeting information and the report can be viewed at https://arizonastateu.sharepoint.com/:b:/s/O365ABOR/public/Committee/Board/EfWloE8iL49NjdC52vxaAoUBAtlXT38zQXUhcKO7sOFHuw. Look for Item #6.

In the report the data presented for ASU showed that for other staff (which includes professional, university staff category and administrative), the projected average salary increases needed to reach market in fiscal year 2025 are 14.1 percent at ASU.

What does ASU plan to do to increase salaries for staff in regards to bringing the salary to market, salary increases to address inflation or cost of living adjustments (COLA), and merit increases? These are three separate issues and should not be addressed with one increase.

I'm disappointed that a DEIAB committee is having an in-person only event. This excludes many remote employees. It is not equitable because attendees on different campuses will have to take more time of their day to attend and also because there is limited attendance. It is not accessible because not everyone can easily travel around campus. As a remote out of state employee, this makes me feel like I do not belong. If a hybrid event is not possible, I would at least like an acknowledgement that the event planners know they are excluding people.

I trust this message finds you well. I am writing to bring to your attention the urgent need for a comprehensive salary reform at Arizona State University. The current challenges faced by our staff in terms of required educational experience, gender pay gaps, and cost of living increases are reaching critical levels, impacting not only individual livelihoods but the overall equity and vibrancy of our university community. The topic of salary has been repeatedly brought to the attention of Staff Council and repeatedly there is a resounding lack of systemic support for staff.

It is commendable that our institution upholds high standards for education and qualifications, as reflected in the academic requirements for various positions. However, it is equally important that the compensation packages for these roles evolve in tandem with the increasing cost of living. Many of our staff members find themselves grappling with financial challenges due to the current salary structure. This is apparent across multiple departments and campus locations.

1. Educational Experience: The requirement of educational qualifications for various positions at ASU is commendable, but it demands a proportional compensation structure. Many dedicated staff members, despite holding requisite degrees (many often demanding a bachelor's degree), find themselves struggling with salaries that do not align with their educational achievements. Similarly, some staff are unable to even afford educational courses at ASU despite the tuition benefits because they cannot afford the reduced tuition cost - creating an equity gap in newly hired educators who can afford and long-serving staff who cannot afford furthering their studies. This continues inequality in educational opportunities. Furthermore, many staff have reached their personal educational goals and thus tuition benefits are an extra cost to a meager salary. Aligning compensation with educational qualifications and furthering benefits is not just about fairness but also about retaining and attracting top talent to further elevate the reputation of our institution.

2. Gender Pay Gaps: It is disconcerting to note that gender pay gaps persist within our university, at every level, and in every department. Please note that salaries at ASU are public information and accessible online in a matter of minutes due to the work and diligence of the State Press. Achieving gender pay equity is not just a moral obligation but a strategic imperative to foster an inclusive and diverse work environment. I urge ASU to conduct their own thorough analysis of gender-related pay and opportunity discrepancies. This analysis should explore not only overall salary averages but also delve into specific roles and departments to identify and rectify any instances where a gender pay gap may exist. Rectifying these disparities will contribute to a workplace where every staff member, regardless of gender identity, feels valued and fairly compensated for their work at ASU.

3. Cost of Living Increases: The rising cost of living in Phoenix, Arizona, is undeniable. Failure to adjust salaries to keep pace with this increase places an undue burden on our staff, hindering their ability to meet basic needs and forcing long-serving staff out the door. The lack of affordable housing options for our staff is a significant concern. Staff members should not have to choose between essential living expenses, medical care, or pursuing further education. I urge the HR department and university leadership to conduct a comprehensive review of the current salary structure, with a specific focus on elevating staff incomes from lower-class designation. Every staff member at ASU should be able to independently afford the median apartment rental cost within Maricopa County while still maintaining a reasonably comfortable lifestyle - we are more than employees working to survive. The impact of this situation is multifaceted, affecting not only the financial well-being of our staff but also their overall job satisfaction and morale. It is crucial to acknowledge that a fair compensation plays a pivotal role in the overall quality of life and job performance. Adequate compensation is not just a matter of financial remuneration but is integral to the well-being, job satisfaction, and morale of our continual workforce and community.

These issues have been raised locally and in governance, yet a comprehensive resolution seems to be continually deferred. This has been brought up to local and university wide organizations, yet it is apparent that no discernable action has been done.

This inaction speaks louder and is heard with more reverberation - ASU does not care that their staff are suffering under inadequate wages.

The consequences of inaction are tangible—staff members making low incomes pick up secondary and third jobs, community members sacrifice healthcare needs, and staff face housing insecurities. The resultant disparities in the workforce are detrimental to the overall success and reputation of our university, forcing long serving personnel to make the difficult decision to leave a school that refuses to support them. Yet time and time again research shows that educators that are paid appropriately for their work are able to focus better and support their students and educational community. As an institution that is proud of it's status in innovation, ASU should be at the front to herald significant educator salary reform to recruit and maintain quality talent. I appeal to you to champion a comprehensive salary reform that addresses these pressing concerns. This is not just an investment in our staff; it is an investment in the future success, diversity, and inclusivity of Arizona State University and educators.

Thank you for your time and consideration. I am optimistic that your leadership will pave the way for a more equitable and thriving university community that staff may be supportive of.

Is ASU ever going to make a cost of living adjustment to employee salaries? I work full-time and then some and am struggling to make ends meet. With the astronomical rise in cost of living the salaries have not caught up and your employees are struggling.

I am extremely disappointed in ASU 's decisions to try to cancel the Messrs. Prager and Kirk lecture, then to fire Lin Blake, and finally to terminate Ms. Atkinson, in spite of her achieving the excellent result of over 25,000 listeners per WSJ, Opinion section, 6/20/23. The biggest loser is the Barrett Honors College. Future Barrett students can take their business elsewhere. New faculty will prudently consider ASU's narrow-mindedness and censoring.

Given the recent reversals in advertising campaigns, such as Bud Light, due to entanglements in cultural issues causing negative effects on companies' businesses, I believe ASU should likewise consider a reversal in terminating Ms. Atkinson and its future actions. ASU should live up to its green-light rating.

The 39 faculty members pushing their agenda to censor people holding different personal views need to be enlightened about allowing minority peer voices to be heard. Did any of these 39 signers feel pressure to acquiesce? Why not consider the six minority non-signers, who bravely stood up to the majority of their peers, since diversity is a Barrett value? If the 39 do not want to listen, or would like to request a counter lecturer, so be it, but they should not have the right to block speakers with whom they disagree.

Today's (June 21), WSJ, China Tries to Cancel an art Show in Poland, article expresses "China often attempts to censor speech abroad that's critical of the Communist Party" exampled by China's attempts to cancel an artwork exhibit by a Chinese-dissident, Badiucao, depicting true events surrounding communism. A senior Chinese diplomat said showing Badiucao's work would "hurt the feelings of the Chinese people." The reasoning is remarkably similar by those faculty who condemned and wanted to censor the lecture by Kirk and Prager for hurting the LGBT group's feelings.

Poland's bravery is heartily admired for not canceling Badiucao and cowering; unless ASU reverses its decision, ASU's reputation will be soiled by its cowardliness, and likely hit both the number of student applications and its future faculty who value their own freedom of speech.

I have worked in the non-profit, K-12, and other higher ed roles and ASU seems as though they are behind on implementing various holidays throughout the year. I recently worked for Maricopa Community College and the new president implemented 1 week of paid vacation for non-faculty staff for spring break as well as Juneteenth off for their 2023 calendar year on top of the 1 week of between Christmas and New Years. ASU really needs to implement at least the basic Federal holidays such as President's Day and Juneteenth and atleast the week off for the holidays at the end of the year. This will really help with employee morale and keep up with employers that are continually adding better PTO and vacation packages. I know you are able to request time off during that time, but other employers are giving that time to their staff. This leads to happier and re-charged staff throughout the year with less burnout and fatigue. Please bring this to senior leadership and the board so ASU can compete with other employers.

I explored my options for QTR and although it is a great perk, it is still costly out-of-pocket. That being said, I'm looking into Certificate options to continue my professional growth and development. I would like to see a professional development stipend or scholarship opportunity to pursue other professional growth certificates and options outside of our system. In my previous roles from other employers, they offered a stipend for professional growth.

Again, you are not listening to your students and faculty... the most valuable members of the University! I am FT faculty at ASU and the #1 complaint I hear from coworkers is about paying to park and not even at a discounted rate! It is cheaper to park at Heritage garage through the city than to pay through ASU. I will not be returning in the spring because of this, the pay is just not enough to justify paying to park as well. ASU has a huge problem with employee retention, I wonder why. The community colleges pay a lot better and their parking is free? As a resolution maybe you could let us know who we can actually approach about making impactful changes. This forum of complaints with a generic resolution of BS is obviously getting us no where.

I contacted parking and transit to ask about shuttles that run from campus to the further lots, like lot 59. I was told there were none and was not provided with any other ways to get to get into campus from the parking lot. ASU used to provide this for students and staff. It was called the Flash. We have excessive heat waves right now and we no longer offer this? They are supposed to walk in 117 degree weather to their car in lot 59?What happens if staff/students are injured (broke leg)? How are they supposed to get to and from the parking lot to their building? What if they become ill during the work day? What about pregnant staff or staff who have temporary medical conditions, like cancer? This seems like a real health concern and a real disservice to staff.

I am so completely frustrated with the parking situation in my area of campus. I work at Coor Hall. I have (and pay for) a Motorcycle surface parking permit.

The only nearby Motorcycle surface lot WAS in Lot 65, about a block away. Now, that lot is closed (for construction), so the next nearest Motorcycle surface parking is in Lot 15, which is unreasonably far away.

I sometimes choose to drive my car to work. I also occasionally have vendors or others come to visit me at work for business or other purposes. ALL VISITOR PARKING in the vicinity of Coor Hall has disappeared over the past several months. The 10th St/Myrtle Ave structure, which has visitor capabilities and space available, is restricted to Permit Only. The nearest visitor parking is now in the Gammage lot, which is an unreasonable walk in 110º+, especially given that there is a parking structure right next door with open spaces in it.

I know there is construction going on over here! It would be impossible to not notice! PTS making the situation WORSE by closing off visitor parking in the area is just silly.

PTS further sold me a Motorcycle surface permit that I intended to use in Lot 65, then closed that lot without notice or a reasonable replacement.

I have tried to address these issues with PTS directly. I was met with 'company speak' about options that aren't really acceptable, and promises that the new parking structure, currently under construction, will offer visitor spaces - some day. They failed to respond at all to the issue with the Motorcycle surface lot, and just clammed up when pressed further.

I don't know why PTS doesn't seem to ever do anything to improve their horrible customer service reputation when it comes to stuff like this, but my experience right now is that they don't care and aren't interested in explaining why things are the way they are, or doing anything to fix it.

Employee salary minimum should start at $50,000 and higher because taxes and retirement leave us struggling to afford ends meat.

Is there the possibility of reviewing the vacation carryover figure and increasing after 5 years? It is very difficult to utilize all the vacation sometimes due to short staffing, or demands of busy unit. Thank you!