The role of staffing matrix

University Staffing Matrix

Role Description of the role Salary Justification for the position
University President • Oversight of the support and academic programs quality at the university and the affiliated entities
• Managing finances of the school.
• Human capital system administration.
• Management of real and personal resources of the institution under university’s jurisdiction.
• Consulting and co-operating with Regents and other stakeholders on university matters like planning for the university’s future development.
• Supervising the relationship between administration and students.
• Accounting for the university’s finances to the Board of Regents on an annual and quarterly basis.
• Annual reporting on the University’s state to the Board of Regents.
• Establishing a developing, advancement of a centralized system.
• Recommend policy to the Board on university matters.
• Supervising the relationship between administration and students.
• Accounting for the university’s finances to the Board of Regents on an annual and quarterly basis.
• Annual reporting on the University’s state to the Board of Regents.
• Establishing a developing, advancement of a centralized system.
• Recommend policy to the Board on university matters.
• Make recommendations or additions of personnel in human resource policy. $43.63 • Thellin (2011) indicates that the job of a college president needs intellectual, physical, and emotional stamina. Therefore, for one to qualify for the position one has to be firm under so much pressure and be composed to make and stand by unpopular decisions. This, therefore, justifies the commensurate salary for the job.
• For someone to qualify for the position, he/she has to have an interest in meeting a diverse group of people with different ideas and be ready to promote great plans that affect the future life of many students. Therefore for one to qualify it needs to be more of a calling than a choice of a career.
• A major method of succeeding as a college president needs a flow in a track. One has to start by teaching, and then be a department chair. After that one needs to rise in the ladder of administration to be a chief academic officer, and then a dean, provost, and vice-president.
• For qualification as a president, one needs a master or a Ph.D. in his/her specialization area.
Senior Vice-president/Marketing officer. • Creating and communicating collateral material in the university website. Information should be reviewed and updated regularly (Kinnear and Bernhardt 1983).
• Leads in production of marketing publicity and publicity materials for the university.
• Act as a liaison for the university and other stakeholders.
• Liaising with the marketing manager to advertise the university programs and products.
• Promoting university local and international exhibitions and recruitment fairs.
• Co-coordinating school and department and University-wide open day’s events. $43.63 • According to Roberts (2004) to qualify as a marketing officer/senior vice-president, there is a need for a prior work experience as a marketing professional with a demonstrated understanding of marketing an educational institution.
• The job needs exceptional communication, project management, and organizational skills as well as skills in information management.
• The salary for the job is commensurate with the services offered by the marketing officer.
Chief Financial Officer(CFO) • Promotes the institution’s financial well being.
• Advices the president and other stakeholders on financial matters.
• Controls all payroll operations, investments, programs of cash management, and helps an independent auditor carry out an audit. He/she also coordinates the collection of student loans and other debts
• Controls the budget and payables as well as all financial transactions and prepares University financial statements.
• Maintains a financial information system for capturing information needed for financial and managerial reporting.
• Liaising with the procurement department to control of all purchases made (Lawrence 1985). 47.47 • To qualify for the job one has to have a CPA or a Bachelor’s degree in Accounting/Finance. A Masters degree is preferred
• Experience in a budgeting and financial management in a higher learning institution.
• Strong strategic planning and leadership skills as well as communication skills.
• Strong skills in using financial software.
• Payment commensurate to experience and performance.

Chief Human Resource Officer • Dessler (2009) stipulates that it is the role of the Human resource officer to ensure compliance with procedures, policies and human resource programs in the university in line with set goals.
• Manages and coordinates all issues relating to human resources.
• He/she oversees all human resource activities in budget development, business planning, and employee operations in the university. 25.44 • Experience working as a human resource officer for at least five years.
• Possession of strategic planning skills as well as leadership skills.
• Should be good for performance evaluation and management.
• At least a Bachelor’s degree in Human Resource Management.
• Excellent in communication and interpersonal skills.
Operations Manager • Oversees and directs support functions in store management.
• Provides leadership in developing and leading an operations team.
• Collaborates with the human resources manager in guiding supervisors in interpreting and implementing human resource procedures, programs and policies (Snell, Morris and Bollander 2015). $17.59 • Paid according to experience
• Excellent organizational, planning and communication skills.
• Good knowledge of regulatory requirements and industry standards.
• Ability to foster trends and industry knowledge
• Having strong interpersonal and negotiation skills.
Information Technology Director • As per Alder and Shenhar (1990) the IT Director leads the technical team to design, develop and implements a new technology for the organization.
• Oversees and evaluates technology operations according to organizational goals
• Creates and establishes systems and policies necessary for implementing upper management strategies.
• Analyses departmental technology needs and serves them appropriately.
$65.29 • More than five years related experience at a higher learning institution.
• Proven experience and knowledge in computer systems and information technology.
• Experience in dealing with IT budget.
• Excellent communication, leadership, and organizational skills.
• Excellent experience in analyzing, implementing and evaluating systems and specifications of IT systems
Faculty Directors/Departmental Heads • Works together with other faculty heads to provide leadership, management, and development to ensure achievement of high excellence standards in all activities (Blackmore and Blackwell 2006).
• Ensures students receive the best experience regarding teaching and appropriate programmes.
• Reviews and develops new programmes to tap new markets and students. $31.68 • At least a master degree in the specialist department.
• Excellent in engaging people and with good communication skills.
• Excellent diplomatic and ambassadorial skills.
• Able to adopt and flexible to unstable circumstances.
• Should have delegation skills.
• Their salary reviews are done annually according to achievements and performance.



References
Adler, P. S., & Shenhar, A. (1990). Adapting your technological base: the organizational challenge. MIT Sloan Management Review, 32(1), 25.
Blackmore, P., & Blackwell, R. (2006). Strategic leadership in academic development. Studies in Higher Education, 31(03), 373-387.
Dessler, G. (2009). A framework for human resource management. Pearson Education India.
Kinnear, T. C., & Bernhardt, K. L. (1983). Principles of marketing. Pearson Scott Foresman.
Lawrence, B. (1995). A guide to college resource and financial management (Vol. 1) Psychology Press.
Roberts, D. M. (2004). Skill development among student affairs professionals in the National Association of Student Personnel Administrators Region III (Doctoral dissertation, Texas A&M University).
Snell, S. A., Morris, S., & Bohlander, G. W. (2015). Managing human resources. Nelson Education.
Thelin, J. R. (2011). A history of American higher education. JHU Press.