COVID-19 has shocked the normal flow of activities within universities throughout the world.
As more and more US universities turn to using virtual learning tools as a means of reducing physical densities on campus and thus limit viral transmission, the work of the universities necessarily changes.
Some activities radically increase in their volume. For example, support of course design changes to move them from face-to-face instruction to internet assisted instruction increases. Faculty and staff workshops aimed at helping prepare fall courses exploded in number. Work preparing physical facilities to support online instruction jumps up. Advising and student affairs activities shift to virtual support and increase in intensity, based on increased student needs. All the staff career counseling and guidance formerly designed for in person delivery need to develop online analogs. Course advising increases, as matching online choices to student situations throughout the world becomes more important. IT support for remote students and faculty becomes dominant; on campus support, less crucial.
Some work, however, is greatly reduced. Personal and group training in fitness centers and sports teams largely disappears. Receptions surrounding speakers and convenings’ use of auditoria and activities of other venues disappear. Cleaning and maintenance of buildings are reduced. Laboratory staff cannot work in their physical lab spaces. The performing arts based on nondigital media are reduced or eliminated. Outreach activities where the university meets the general public are reduced. In short, all the work that supports people working in proximity to one another is diminished.
At the same time, the financial condition of universities is threatened by loss of revenue from dormitory fees, from reduced food service, and other auxiliary services. Simultaneously, increased costs are incurred for purchase of personal protective equipment, testing services, and related public health needs.
The need for new work to be done; the reduction of some traditional work; limited financial capabilities. The universities that can navigate these three events well will thrive in the future.
The one way forward is to seize this moment to strengthen the bonds of the community. Those universities will succeed whose communities realize that the only way forward is to use existing staff to perform tasks growing in volume. Those who are forced to hire new staff to perform the new work will be forced to reduce the staff whose work has diminished. It is that simple.
For that reason, Redeploy Georgetown is a new program vital to our success as a community as we cope with the changes in needed work activities at Georgetown due to COVID-19. Redeploy Georgetown allows each employee to offer their help for these new work needs, filling much-needed temporary positions that are critical to the University’s operation, offering employment to individuals who may not currently be fully employed during the COVID-19 pandemic operational restrictions. No change in salary or benefits will be incurred during the assignment.
Departments in need of additional people to perform specialized work resulting from the university’s response to the COVID-19 pandemic, or as a result of the hiring pause, will work with the Department of Human Resources (HR) to create redeployment assignments. HR will coordinate with targeted departments and managers to identify employees and pair them with appropriate redeployment assignments.
The Redeploy Georgetown program benefits both staff and the university as a whole. Staff benefit by gaining new skills and working in new areas, developing valuable professional experience and assisting the University in the time of need. The University benefits by fully employing each individual and saving the need to hire new staff for critical areas at this challenging time. Avoiding hiring new staff and using current staff enhances their job security.
There might never be a more important time for the University to come together and support one another. This program is truly an expression of our culture and values. I encourage every supervisor, unit head, hiring manager, and all staff members to consider how we might assist individual staff members and the University community at this time by participating in the Redeploy Georgetown program.
Interesting and important discussion. In every crisis there is opportunity. Adapt or perish. Go Hoyas.