Speak up Be heard: Human Resources

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 You know the situation, yet your actions are slow, and your solutions are outdated before they’re even implemented.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.

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? 
 

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.

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.

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.

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?

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.

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.

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?