Click link for full RFP.   

Purpose: This is the latest round of funding designed to provide faculty and departments with funds for curriculum development so that concepts associated with entrepreneurship and innovation can be integrated into the curriculum. Grants provide support for faculty interested in enhancing an academic environment where risk-taking, built on solid academic scholarship, is encouraged and supported. Entrepreneurial thinking involves the skills necessary for recognizing and analyzing a problem and then designing and implementing a potential solution. Course proposals that involve entrepreneurship, innovation, and entrepreneurial skills are particularly encouraged. Creation of partnerships across the campus or in the wider community are also desirable, but not required. Funding is for course creation, revision, and implementation.

Sure, you can get your own life relatively balanced--but what about managing an entire start-up full of workaholics?

As employers, we all know that the New Year causes our employees to rethink their priorities. This is especially true in small companies and start-ups, where the life part of work-life balance is often malnourished.

But you are a good boss: You want to be known for the stellar treatment of your employees. Maybe you dream of a day when Glassdoor names your company as one of its "Best Places to Work." Before you enact that telecommuting policy, start offering flexible hours, or buy that combination table tennis-foosball-pool table for the break room, here are five things you want to consider:

1. Make it official.

Don't just haphazardly start bending rules. Enact a formal work-life program or policy. Do this by first considering what kinds of work-life benefits would really be recognized as benefits to your employees. Examples of work-life program components include things like flexible work arrangements (such as flexible hours or a compressed workweek), allowing part-time schedules, offering telecommuting options, permitting "shift swapping" (for companies with around-the-clock work shifts), or providing discretionary leave, such as paternity, educational, community-service, or sabbatical.

2. Make it legal.

Understand that not all work-life programs work in all states. For instance, it is very difficult to offer a compressed workweek (such as 10 hours a day for four days a week) without running afoul of wage and hour laws regarding overtime. A work-life program that is properly planned and evenly implemented can provide employers a competitive edge in attracting and retaining a diverse, highly productive workforce. Otherwise, these programs can backfire and become a source of legal risk and low morale.

3. Understand and manage the risks.

Although these policies are enacted by the higher-ups in a company, they are often left to be executed by those in direct management. A typical process has the employee approach her or his manager with a specific request to take advantage of a work-life program. Then the manager decides to grant approval or not--approval is not guaranteed. This can lead to inconsistencies across managers and leave a company open to claims of foul play or favoritism. An employee and a clever plaintiffs' lawyer can always claim that denial was in fact discrimination based on a protected class (provided one exists, of course). My advice is to have a central place where such requests are made (like the HR department) and have it keep track of approvals and denials--so it can ensure fair application of program guidelines.

4. Keep good records.

One way to reduce the risk is to keep accurate documentation that clearly articulates the reasons why a work-life program was authorized or not authorized. This will allow you (or your HR manager) to make sure that the rules are being applied fairly. If a problem comes up, then be sure to investigate and take appropriate action based on the result. Be sure to train or reprimand managers that fail to keep accurate records or fail to apply their discretion consistently.

5. Recognize the FMLA or ADA.

Some requests for a work-life program are actually veiled requests for a protected leave. If an employee wants to work part time to take care of an ailing spouse or a sick child, this should be treated as a "demand" for FMLA leave (Family and Medical Leave Act) and not a "request" for a flexible schedule. Likewise, if you suspect that an employee is requesting a flexible work arrangement because of a medical condition, be sure to first analyze the request according to the definition of "reasonable accommodation" under the Americans With Disabilities Act.

Even though work-life programs offer real advantages to employers and employees, it is necessary to understand the risks that are associated. This is especially relevant when it comes to employment law--an area where the law is both state specific and always changing. Be sure to work closely with employment counsel to reduce your risk to a level that is right for your organization. The time to do this is not after you get in trouble--so be sure to get legal review before you launch the program, and get advice during program implementation. Then you can be safely on your way to that coveted "Best Places to Work" list.

• Foster creative teams of investigators working across disciplinary boundaries and campuses;
• Support new research foci to pursue future health care improvements and/or technologies; and
• Stimulate submission of innovative research proposals to federal, public or private funding agencies.
  

When you speak of analytics, you visualize data presented as numbers, bars, graphs, pie charts and more. I wrote on why every startup needs analytics but with the diversity of available options, what kind of a dashboard you choose can decide where you’re headed.

Monitoring your startup’s progress is quite important but it’s equally important to make sure you’re tracking the right things in the right way.

Information vs. Action: Reading & Using Dashboard Data

Dashboards can be pretty enticing at first. You’re looking at real, fluctuating numbers that indicate traffic, time on site, conversions, comparisons to past performances, number of followers, social signals, results of an A/B test you ran, revenue generated so far, per-user stats etc.

But information can be useful or useless depending on what you do with it.

We’ve come a long way since counting hits to a webpage and how you read and “act” on your data can be game-changing for your startup endeavor. How?

Choosing the Right Dashboard

The internet is inundated with a wide range of analytics services. The diversity is so enormous that you can literally spend years trying to decide on the right one.

Fortunately, though, you select a dashboard that will take you towards your goals.

Choosing the right dashboard ultimately depends on:

• what goal you set for yourself/your project
• what metrics allow you to track the progress of your project (towards your set goals)
• what metrics trigger “actions” that will help you achieve your goals

It would be a waste of time to have a dashboard that shows number of users at a given instance when that data is of no significance to you.

The Two “Kinds”

I tend to think that dashboards are of two kinds.

• the ones that do most of the “thinking” for you: the action-oriented dashboard
• the ones that let you do most of the “thinking”: the information-oriented dashboard

Nothing explains things better than examples so here we go:

ThinkUp is an action-oriented dashboard. Anil Dash wrote about it (you probably saw it on HN) extolling such dashboards (naturally) and the need for such dashboards. The way it works is it communicates information about the activity around your social profiles in an “actionable” way. Labels connected to data (numbers) tell you where you are headed.

But think of Google Analytics and it’s a whole different ball-game. GA does communicate information to you as charts and numbers but it lets you decide what to track, what to fix as goals, what data to use for triggers etc.

And then think of Geckoboard. It’s a beautiful dash but it’s numbers and graph again which you can configure to a large extent. Ultimately, though, you are in charge of how you “act” on the data or how you are motivated to act upon the same.

It All Depends On You

Conclusively, all of this depends on what you actually need to do. In most cases, you’re looking for data that can help you push your project towards something: more traffic, more engagement, more conversions, more subscribers, more revenue etc.

What I do recommend is this: if you have time to analyze data, filter the fluff out and assign particular triggers/actions to the data by yourself, go for generic and larger dashboards that feed you all the numbers and charts you need.

If you don’t have the time or manpower, you choose dashboards that are “smarter” and get the work done for you. Dashboards that will tell you exactly and explicitly which landing page works better, what time of the day your email has better open rates etc. will fit your bill.

Interesting Read:

• Real-time analytics isn’t really good

Image by Flickr user: Jacob Bøtter