Talent Acquisition, Benefits, Training, Employee Relations, Performance Management,
Faculty Liaison, EEO, HR Services.
The Office of Human Resources is dedicated to excellence in providing professional
customer service. We continually strive to be pro-active and improve our services
in order to build positive relationships throughout the University by adhering to
a high standard of communication, professional development and education in all areas
of Human Resources.
The Human Resources staff members assist the faculty, staff, and students of the University
of Dallas. For specific areas of responsibility and a helpful Q&A on services provided
visit our About the HR Office page.
For information on job openings at UD please visit our Open Positions page.
The University of Dallas seeks to recruit, develop, and retain faculty, staff and
administration of the highest caliber. The University is an Equal Opportunity Employer,
and encourages applications from female and minority candidates and others who will
enhance our community and advance our Mission.
Contact Human Resources to handle inquiries regarding the non-discrimination policies
- Office of Human Resources, Cardinal Farrell Hall 1st Floor – 1845 E. Northgate Drive,
Irving, TX. 75062 – (972) 721-5382.
**Supervisor Considerations for Remote or Work from Home Options**
Supervisor Considerations for Remote or Work from Home Options
As of now, the University is open for business; all campus departments and offices
are to maintain their normal operations to the maximum extent possible given the exigencies
of the current situation. Each supervisor should assess how best to fulfill their
area's responsibilities while taking into consideration the well-being of their team
After determining an area’s service objectives and what it will take to maintain them,
some tools for supervisors to consider include:
Schedule Rotations - If an area requires some individuals to be physically in the office to operate,
consider moving to a staffing model where employees take turns coming to the office
and working from home. For example, for a small team, team members might alternate
days to come into the office or Work from Home. Or, for a larger team, 2 members of
a ten person team each come in for a different day of the week while the rest continue
work from home.
Schedule Splitting - Similarly, if an area requires some individuals physically in the office during
business hours, moving to a staffing model where employees divide the day into sections
- some cover mornings while others cover the afternoon and they work the balance of
their day from home.
Location Shifting - Approving simple Work from Home for employees whose work has minimal or no requirements
to occur on-campus.
Please reference this checklist as gudiance that should be reviewed with the employee(s) before they begin remote