HERC Strategic Plan 2014-2018
In 2013, the HERC Advisory Board established a Strategic Plan to advance the Vision and Mission of the Organization from 2014 through 2018.
Distinctive: Focus on HERC’s key differentiators in higher education to maximize strengths and build on unique opportunities.
Focus closely on unique niche – Jobs at Smart Places / Diversity / Dual-Career / Both Faculty & Staff Recruitment
Enhance HERC’s global reach and brand while building upon regional networks and personal connections
Invest in raising HERC’s visibility with higher education jobseekers, particularly: women, minority, disabled, veteran, GLBTQ, STEM, part-time faculty and dual-career couple populations
Continue HERC’s practice of a collaborative, inclusive, diverse and egalitarian approach to service provision, programming, communication, partnerships and governance
Sustainable: Plan for organizational sustainability by responding to constituents’ needs, providing clear return on investment to members and partners, and by diversifying revenue streams.
Expand the size and scope of membership
Identify untapped revenue sources to generate additional new revenue and diversify existing revenue streams
Ensure that HERC’s primary member and jobseeker benefit– the website and job board– are state-of-the-art, offering content and user experiences that are relevant and user friendly
Safeguard organizational success by evaluating central and regional HERC units and performing regular formative and summative assessments of central and regional compensated leaders
Forward-thinking: Increase the opportunities to be “best-in-class” in all that HERC does by being aware of and responding to industry, economic, and technological trends and the needs of HERC’s constituents.
Pursue possible outside endorsements, certifications, and/or “seals of approval” to present the HERC as a one-stop-shop for compliance and diverse recruitment
Stay current on rapidly changing technologies– social media, mobile web, blogs, online tutorials– that support job searches for diverse and dual-career jobseekers
Build academic partnerships that foster HERC visibility through dissemination of joint research projects, articles, and webinars
Evaluate offering certifications in recruitment and retention best practices
Consider alternative HERC board and committee models to engage time/treasure/talent and expand the pool of expertise and resources beyond what is already available from HERC’s Advisory Board and committees
Data-driven: Focus on data-driven decision making and data-supported actions by enhancing data collection, data analysis, data dissemination, and data use.
Develop and implement the HERC data collection and reporting plan
Engage HERC member institutions and applicant tracking service providers in generating hiring outcome data
Document the HERC’s effectiveness in fostering diverse hiring and dual-career assistance
Foster increased engagement across HERC’s key constituents– job seekers, higher education and associated employers, and partners– through surveys and/or other means to identify constituents’ needs
Expand participation in surveys by considering new models of collection and survey design to increase participation and data
"HERC is a critical aspect of our institution’s recruitment and retention strategy. With HERC membership, the University of Houston, Downtown is reaching a highly educated and diverse talent pool for our jobs and contributing to OFCCP compliance. We have also benefited from HERC partnerships with vendors that offer significant savings on products and services. Regional member meetings allow us to share ideas, trends, and best practices with colleagues at institutions in the region. HERC membership is a great investment that returns a high yield in dividends."Share Your HERC Story