The Opportunity

Heidelberg University invites inquiries, nominations, and applications for the position of chief human resources officer. This experienced leader will oversee all human resource services, along with campus safety and risk management for the University.

Founded in 1850, Heidelberg University was started by members of the German Reformed Church to serve German immigrants in the region. The campus is as unique and honored as its nationally recognized academic programs. The collage of historic and contemporary architectural styles on the tree-lined campus reflects the diversity of students, faculty, and staff who value a strong liberal arts education coupled with unique professional development opportunities. This private university serving 1,186  undergraduate and graduate  students located in Tiffin, Ohio, is 55 miles southeast of Toledo and within two hours driving time of Cleveland, Columbus, and Detroit.


The Position

Role of the Chief Human Resources Officer for Heidelberg University

The chief human resources officer is responsible for providing executive-level strategic leadership, planning, prioritization, collaboration, teamwork, and impact in support of all existing and future university human resource, campus safety, and risk management services. The CHRO takes a leadership role in enabling and ensuring diversity, equity, and inclusion for all aspects of the campus community. This position serves in a hands-on capacity. The CHRO reports directly to the university president and serves as a member of the senior leadership team.

The CHRO provides comprehensive leadership and management oversight for all human resource and compliance activities of the following departments and groups: human resources, payroll, Title IX, campus security & safety, and risk management. Other essential duties include: formulate and recommend strategic human resource policies and objectives that ensure integration of the University’s values and mission; provide guidance to drive business strategy and value; build organizational strategic alignment to support execution of institutional goals; stay informed on workforce trends and business environment changes; and focus on shared responsibility for managing talent and culture as well as building workforce capability. Additionally, the CHRO will serve as co-chair for the Diversity, Equity, and Inclusion Committee (DEIC); oversee equitable recruitment and hiring practices and policies; assure that university policies and personnel actions comply with federal and state employment and tax law; interpret and apply established human resource policies throughout the university; provide guidance to senior management regarding compliance with current employment laws; serve as the senior leadership team staff liaison to the Board of Trustees Governance and Risk Management Committees; supervise payroll, employment contracts, and benefits administration; and oversee health insurance billing.

History of the Position

Since arriving in 2012, Margaret Rudolph has led human resources and was promoted into the inaugural CHRO role for the University in 2016. Prior to her arrival, human resources functions were decentralized among various staff at the University. Rudolph departs her role at the end of March to relocate to Pennsylvania.

The human resources office is housed in University Hall. It is a centralized, comprehensive office that serves more than 350-plus employees at the University.

Opportunities and Challenges of the Role

The new chief human resources officer must possess an understanding of best practices in human resources as well as experience in advancing diversity, equity, and inclusion. As the University becomes more complex, the CHRO should be a thought leader and capable of innovative and creative solutions in working strategically with faculty, staff, and students. The emphasis on providing leadership in human resources, safety, and security will be a priority for the CHRO.  They will serve in a high-profile position and will need to be an effective public voice for the University.

Additional challenges and opportunities for the chief human resources officer as articulated by stakeholders are as follows:

  • The new chief human resources officer will need to be collaborative and be able to harness and direct a team that works seamlessly with each other as well as with others throughout the institution.
  • It is preferable that the CHRO have a strong background in leading a human resources unit as they will be expected to assess the current system to determine needed refinements and adjustments to maintain current best practices and standards for compliance and service.
  • The CHRO will need to be politically savvy and able to coordinate services and collaborations across university units and with a variety of employee classifications/types including full-time staff, part-time staff, administrators, faculty, contractual staff, and coaches.
  • The CHRO will need to be a creative problem solver who is nimble and efficient in response to evolving circumstances and opportunities faced by the institution.
  • The new CHRO will continue the review of employee classifications and compensation ranges.
  • Heidelberg desires a knowledgeable and forward-thinking human resources professional who can implement best human resources practices at the institution.
  • Stakeholders repeatedly noted that Heidelberg has an institutional culture that emphasizes a strong sense of community, mutual support, and a collaborative approach to work. The CHRO will find a supervisor and administrative peers who are welcoming and promote open communication.
  • The CHRO will be expected to design, implement, and lead a talent recruitment and retention plan.
  • There are some early areas of focus for the new CHRO—utilization of technology, teambuilding with human resources staff, development of consistent hiring practices and onboarding practices, design and execution of consistent off-boarding communication, clarification of policies and process guidelines, and advocacy for needed technology upgrades.

Measures of Success

At an appropriate interval after joining Heidelberg University, the following overall expectations, projects, and key strategic initiatives and will initially define success for the chief human resources officer:

  • The chief human resources officer will have maintained a proactive, highly visible, well-respected, and established leadership presence on campus. This leadership presence will have been credible, collegial, collaborative, and positively received.
  • The CHRO will have advanced the diversity, equity, and inclusion goals for the University.
  • The CHRO will have analyzed, contributed to, and defined plans and goals that are best practices for the department and campus moving forward.
  • The staff reporting to the CHRO will feel supported and valued, and also be defined as a strong, highly functioning, well-regarded, and resilient team that works with synergy and shared provision of service.
  • The CHRO will have assessed the impact of programs and services and utilized data-driven decisions for improvements in processes and operations.

Qualifications and Characteristics

The successful candidate must possess a bachelor’s degree; professional certification in a human resources, labor relations, and/or benefits specialization; and ten or more years of successful administrative experience in personnel, human resources, or business administration experience. Preferred experience includes a master’s degree and ten or more years of successful administrative experience in a college or university or comparable environment.

The successful candidate will demonstrate a personal and professional commitment to diversity and inclusion, the ability to work collaboratively across the campus, and the aptitude to build and maintain relationships with faculty, staff, and students with an emphasis on dynamic communication and collaboration. Strong candidates for the CHRO position will also possess: demonstrated institutional and functional leadership to provide and enable successful strategy, planning, prioritization, collaboration, teamwork, and impact; success in managing compensation and benefits programs; the ability to strategize and participate in high-level benefit decisions; an effective working knowledge of federal, state, and local employment regulations; excellent written and verbal communication skills; comprehensive understanding of recruiting, retention, and personnel management techniques and best practices; a management style that builds confidence in staff, promotes teamwork, enhances creativity and motivation, and builds consensus in a high-energy and high-task environment.

Further qualifications as outlined in the institutional job description include:

  • Demonstrated institutional and functional leadership to provide and enable successful strategy, planning, prioritization, collaboration, teamwork, and impact.
  • Demonstrated success in all types of compensation and benefits programs.
  • The ability to successfully strategize and participate in high-level benefit decisions.
  • An effective working knowledge of federal, state, and local employment regulations.
  • Demonstrated excellent relevant written and verbal communication skills.
  • Comprehensive understanding of recruiting, retention, and personnel management techniques and best practices.
  • A demonstrated management style that builds confidence in staff, promotes teamwork, enhances creativity and motivation, and builds consensus in a high-energy and high-task environment.
  • A tolerance for ambiguity and a willingness to manage diverse and frequently changing assignments, particularly the ability to do so with a positive attitude and a sense of humor in a high-task environment.

Desired leadership competencies:

  • Strategic agility to create strategies and plans that gain competitive advantages.
  • Developing direct reports and others to develop internal talent up, down, and sideways.
  • Motivating others to create a climate in which people want to do their best.
  • Dealing with ambiguity to embrace organizational and individual change.
  • Building effective teams to create strong morale, engagement, and success on the team.
  • Interpersonal savvy to enable creative problem-solving, conflict resolution, group management, and decision-making processes.
  • Functional acumen to advise the Board of Trustees and the president on all aspects of university human resources.
  • Industry acumen to advise the Board of Trustees and the president on key long-range policies, programs, and personnel trends affecting higher education.
  • Balance to work successfully both independently and inter-dependently.
  • Change management skills and experience to analyze the divisional operations to identify opportunities and areas that require change, and serve as a leader for appropriate change initiatives.
  • Drive for results to ensure allocation of time and resources on critical tasks that focus on the bottom line.
  • Problem solving to utilize data-driven management techniques that look beyond the obvious for solutions.
  • Organizational agility to demonstrate understanding of the working culture, knowledge of employee relations issues, and good judgment in matters of Heidelberg University’s policies and procedures.
  • Planning and process management to set clear goals, break down the work, organize the tasks, and establish efficient work flows.
  • Managing and measuring work to identify clear objectives, key metrics, and progress reports.
  • Communication skills to ensure that complex personnel matters and other information are understood by constituents, colleagues, and decision makers.

Additional capabilities and attributes identified as important by Heidelberg stakeholders include the


  • demonstrate a commitment to diversity, equity, and inclusion that is evolving as the institution grows;
  • have a high level of emotional intelligence, empathy, and concern for others, including the ability to navigate controversy with civility and respect;
  • be a strong collaborator who is able to work with administration as well as faculty, staff, and students;
  • be aggressive and forward-thinking in advancing the University;
  • be approachable, visible, and engaged in all facets of university life;
  • be knowledgeable about benefits and bring solutions to increased cost challenges;
  • be entrepreneurial—able to generate innovative solutions to complex workforce problems;
  • be a visionary and possess the ability to translate institutional strategy into operational goals;
  • possess a communication style that builds trust, collaboration, and encourages team building;
  • articulate a sophisticated understanding of current human resources trends and best practices;
  • hold a demonstrated knowledge of policy, legal issues, and crisis/emergency management; and
  • possess a commitment to professional growth for the University and development for self and staff members.

Overview of the Human Resources Department

Heidelberg University’s office of human resources is committed to providing service, assistance, and resources to the University’s employees to achieve successful outcomes.

Areas for which the office of human resources provides oversight and assistance:

  • Employee Benefits
  • Title IX Compliance
  • Search Procedures
  • Retirement
  • Performance Management
  • Time and Attendance
  • Holidays and Breaks
  • FMLA
  • Diversity, Equity, and Inclusion Committee

Institution & Location

Institutional Background and History

Heidelberg College was founded in 1850 by members of the German Reformed Church who named it after the Heidelberg Catechism of 1563. Seeking to minister to the German population of Ohio, the Revs. Reuben and Jeremiah H. Good, along with five other founders, established a church-affiliated institution staffed by a largely theologically trained faculty.

The College opened its doors in a room on the third floor of what was known as “Commercial Row” in downtown Tiffin, Ohio. Ahead of most other American higher education institutions in its day, Heidelberg opened as a co-educational college on November 11, 1850. Five students were enrolled for the first classes, but 149 were listed on the roster by the end of the first year.  At the first commencement exercise four years later, one man and one woman graduated from Heidelberg.

The Heidelberg campus is as unique and honored as its nationally recognized academic programs. The collage of historic and contemporary architectural styles on the tree-lined campus reflects the diversity of students, staff, and faculty who have graced Heidelberg’s halls for more than 170 years.

In the summer of 1851, the foundation was laid for the College’s first building, a 4-½-storey Greek Revival building now known as Founders Hall, which was completed in 1858. This facility remained the only building on campus until President George W. Williard had a president’s home erected on Greenfield Street in 1867-68. In 1886, a large Victorian Gothic building, known variously over the years as Recitation Hall, the University Building, College Hall, and now University Hall, was built and dedicated atop College Hill.

Of the 37 buildings on the 125-acre campus today (with 90 additional acres in the surrounding Tiffin area), ten are listed on the National Register of Historic Places. These include: Adams Hall (formerly known as Laird Hall), Aigler Alumni Building, University Hall, Founders Hall, France Residence Hall, the Fine Arts Building, Wickham Great Hall, the Octagon House, Pfleiderer Center for Religion & the Humanities, and the Bryenton Honors Center (formerly the President’s House).

In the early years, Heidelberg operated a seminary and a preparatory academy in addition to the College. Into the 1890s and beyond, the ideal of training Christian scholars remained the goal of a Heidelberg education. No layman served as president until after World War II. Heidelberg has remained affiliated with the Reformed Church, later the Evangelical and Reformed Church, and today known as the United Church of Christ. Heidelberg is not a “denominational” institution and welcomes students and employees from all faith traditions.

In 1987, after a 61-year absence, Heidelberg reinstituted a graduate program. Currently, students can earn master’s degrees in counseling, music, business administration, and athletic training, in addition to bachelor of arts, bachelor of music, bachelor of science, and bachelor of nursing degrees.

In 2009, Heidelberg College became Heidelberg University. The name was changed to reflect more appropriately the institution’s expanding academic offerings, as well as to strengthen its appeal internationally. Heidelberg has been continuously accredited by the North Central Accrediting Association of Colleges and Secondary Schools since that organization was founded in 1913. Heidelberg offers students a strong liberal arts education with professional development opportunities. Research, professional growth, leadership, and career preparation are emphasized through the academic programming and the co-curricular HYPE Career Ready Program.

About Tiffin, Ohio

A True College Town

“To citizens and students, Tiffin just feels like home.” Students can experience the comfort and convenience of a small town while benefiting from the personal relationships and networking potential a close-knit community can offer. Students can cultivate careers, follow a passion, and create lasting friendships in a friendly and supportive environment. Tiffin is the county seat of Seneca County (population about 55,200) with a current city population of about 17,600.  It’s also been ranked one of the safest college towns in the country. Heidelberg shares its hometown with Tiffin University, which started as the “Commerce Department” at Heidelberg College in 1888 and then became an independent institution in 1917.

Over $500 million has been invested in Tiffin and Seneca County since 2014, which does not include the $60 million Mercy Health Tiffin Hospital that opened in 2008.  These growth investments come from the manufacturing sector, the retailing sector, the healthcare industry, nonprofit organizations, and both universities. For the sixth consecutive year, Tiffin and Seneca County has been recognized as a Top Ten Micropolitan by Site Selection Magazine for economic growth among about 500 similarly sized population centers in the United States.  The community was ranked 6th nationally in 2020 and is ranked 4th nationally in 2021. For the fifth successive year, Downtown Tiffin has been recognized by Heritage Ohio as a National Main Street Community for its strong efforts to revitalize historic commercial areas. Since becoming a Main Street Community in 2015, 55 new businesses have opened in Downtown Tiffin.

Downtown Tiffin received two additional statewide awards in October 2020. The first one was for Best Downtown Placemaking with the Frost-Kalnow Amphitheatre at the East Green and National Corner. This spectacular new park is located only a few blocks off the downtown edge of the Heidelberg campus. The second prize was for Historic Farmstead of the Year with the renovation of Winterberry Farm. This magnificent property is located only about two miles north of the center of Tiffin.

Recreation & Shopping

When it’s time to get off campus, you don’t have to go far to find outdoor activities. HedgesBoyer Park has been called Heidelberg’s backyard. The 78-acre park has plenty of options for recreation including sand volleyball courts, ball diamonds, a music shell for concerts, walking trails, picnic pavilions, open fields, disc golf, and a swimming pool. Tiffin has 12 other parks in town as well as three golf courses within a ten-minute drive of campus. The Rock Creek Trail (approximately 1.3 miles) was built several years ago to connect Downtown Tiffin with Hedges-Boyer Park for walking, running, and bicycling. Most of this trail meanders beautifully along the Heidelberg campus edge and through the surrounding woods.

The Tiffin YMCA is located right across the street from the park. Through a very unique operating partnership, the Y offers joint programs for its members and for University students and staff, including karate, pilates, cycling, and personal training sessions, in Heidelberg’s Saurwein Health and Wellness Center.

Residents, students, and visitors enjoy exploring Tiffin’s expanding downtown shops including Ralph’s Joy of Living, Cabin Creations Gift Shop, Hawkes Crystal, Reclaim It, Forte Music, Threads, Simply Susan’s, and Washington Street Outfitters and, of course, Walmart as the backup for anything you may need.

Culture & Events

Tiffin and the surrounding area provide a vibrant community atmosphere for events. Every year, the community looks forward to the Heritage Festival, the Tiffin Arts Festival, the Jazz Festival or the Friendly Battle of the Marching Bands, Christmas at the Ritz, and the East Green Concert Series.

The historic Ritz Theatre in town also provides opportunities to see various plays, singers, comedians, and performers, some locally known and others with national reputations. For those seeking bigger venues, Tiffin isn’t far from Ohio’s biggest cities (Columbus 1 hour 45 minutes; Cleveland 1 hour 45 minutes; Toledo 1 hour).  The Franciscan Earth Literacy Center at the Sisters of St. Francis is an environmental education center for children, teens, and adults. The American Civil War Museum of Ohio and the Tiffin Glass Museum are two unique locations in Downtown Tiffin.

Dining & Accommodations

There are too many food options in Tiffin to list, but it’s a nice mix of well-known chains (Buffalo Wild Wings, Chipotle, Pizza Hut, Jimmy Johns, Bob Evans, and Dunkin’) and local one-of-a-kind eateries (Put-N-Pita, Benchwarmers, AJs Heavenly Pizza, JTs Bagel Bar, Clover Club, Madison Street Pub & Grille, and Carmies BBQ).   The Empire at 138 (located downtown) and the Ironwood Steakhouse (located at the nearby golf course) are newer fine dining establishments that joined the well-regarded Pioneer Mill (located on the Sandusky River).  When it’s time to go out, you can choose between fast-food, high-end dining, and everything in between.

Tiffin is home to several hotels (Hampton Inn, Holiday Inn Express, and Days Inn of Tiffin) and a variety of bed and breakfasts all within ten minutes of campus.


“Heidelberg University is a community of learning that promotes and nurtures intellectual, personal, and professional development, leading to a life of purpose with distinction.”

Vision Statement

“Heidelberg will be a welcoming, student-centered university where in-class and out-of-class learning is seamless and continuous. Both the undergraduate and graduate curriculums will effectively integrate liberal arts and professional preparation across disciplines to prepare our students to be global citizens who think critically, communicate effectively, and serve thoughtfully.”

Statement of Educational Philosophy and Values

“Heidelberg University, in the liberal arts tradition, educates persons who can act effectively and with integrity in a world of change. It cherishes academic excellence, honors knowledge, encourages original research, and promotes a lifelong commitment to free inquiry. Heidelberg is dedicated to being a diverse community that challenges students to understand their cultural heritage and the contemporary world, to explore frontiers of knowledge, and to develop powers of mind and spirit. In keeping with its historic affiliation with the United Church of Christ, students, faculty, and staff and the Board of Trustees work together to understand and respect diverse cultures, religions and lifestyles. Heidelberg University develops individuals with high moral and ethical standards who are productive in their life’s work, engaged in their communities, and responsible citizens of the world.”

Strategic Plan

At the forefront of Heidelberg’s Strategic Action Plan is its ongoing transformational $100 million Academic Comprehensive Campaign for Excellence (ACCE), that stands at more than $68.7 million. ACCE is the largest and most important fundraising initiative in Heidelberg’s history. It will continue to enable Heidelberg students to learn about their passions, careers, and lives by aligning the needs and priorities identified in the Academic Strategic Initiatives for Improvement Plan with future gifts. ACCE has allowed Heidelberg to create innovative academic programs such as the PlusOneAdvantage® Free MBA Program and improve infrastructure such as the enhanced Owen Academic & Career Support Center. Support for ACCE has allowed Heidelberg to launch its first three endowed faculty chairs, establish an endowment for faculty professional development, build student scholarships, and boost student service initiatives. These advancements will enable students to define their lives of purpose with distinction more successfully.

Informed by an ever-changing higher education marketplace and Heidelberg’s vision to transform the student learning and living experience, Heidelberg continues to execute the current Strategic Action Plan. At the same time, the president has launched the Heidelberg University Strategic Growth Action Plan 2021-2025 by appointing a cross-functional Planning Steering Committee to set our new Goals, Objectives, and Key Strategic Initiatives. Ultimately, Heidelberg’s national reputation will improve and undergraduate enrollment will grow. Heidelberg is on the verge of achieving that success now.


  • Adams Hall and the School of Business, 2010
  • Media Communication Center, 2010
  • Talmage Residence Hall, 2011
  • The University Commons and Berg Bistro 1850, 2011
  • Saurwein Health & Wellness Center, 2012
  • Beeghly Library Renovation, 2013
  • Bryenton Honors Center Restoration, 2013
  • Hoernemann Stadium & The Fox Den Alumni Center, 2014
  • Frann’s Field for Women’s Softball, 2015
  • Seiberling Gymnasium Renovation (interior), 2017
  • Hoernemann Refectory Renovation (interior), 2017
  • New Turf, Track & Field at Hoernemann Stadium, 2018
  • Pfleiderer Hall Renovation, 2018
  • Exercise Science Lab, 2019
  • The HeidelBean!, 2019
  • The Gaming, eSports and Media (GEM) Center, 2019
  • Mainstreet Townhomes, 2020
  • Frost Lecture Hall Renovation, 2020
  • The Little Theatre Renovation, 2020
  • France Residence Hall Restoration & Renovation, 2021


ACCE: Academic Comprehensive Campaign for Excellence (2011-2020)

  • Set $100 million goal
  • Raised more than $68.7 million
  • $8.6 million for new student scholarships
  • $4.8 million for three endowed faculty chairs
  • $1.9 million for student internships
  • $1.4 million for faculty professional development
  • $1.1 million for campus technology

ASIIP: Academic Strategic Initiatives for Improvement Plan (2017-2020)

  • Improve our curriculum through program enrichment
  • Improve our classroom experience through teaching excellence
  • Improve our student success through academic support
  • Meet external market demand with new programs
  • Hire 15 new faculty members in three years
  • Build successful and sustainable enrollment

Next: Miller Residence Hall Renovation, 2021-2022


  • New living spaces
  • New learning spaces
  • New playing spaces

For a detailed look at the strategic plan, visit


Dr. Robert H. Huntington, President

Dr. Robert H. Huntington became the 14th president of Heidelberg University on July 1, 2009. Since his arrival, he has prioritized the strengthening of Heidelberg’s core student mission of education excellence, full engagement, total success, four-year graduation, and preferred placement. Heidelberg has become more contemporary and relevant for students, sharpening its focus on the needs and priorities identified in the Academic Strategic Initiatives for Improvement Plan (ASIIP) and the Academic Strategic Programs Prioritization Plan (ASPPP). Approximately $100 million has been raised during the past decade, including through the highly successful Academic Comprehensive Campaign for Excellence (ACCE). Heidelberg continues to invest in new academic programs, faculty and staff, innovative teaching and learning, campus technology, and new or renovated facilities for academics, athletics, and residential living under his leadership.

In recent years, Heidelberg has launched a series of highly innovative, market-driven initiatives, including the Heidelberg Tuition Guarantee, the Four-Year Graduation Guarantee, the HYPE Career Ready® Program, and the PlusOneAdvantage® Tuition-Free MBA Scholarship, setting the university apart and giving students big opportunities and life advantages as they prepare for their post-graduation careers and lives of purpose with distinction.

During Dr. Huntington’s tenure, Heidelberg has introduced critical new student programming and resources with the implementation of the AIM Hei Faculty-Student Mentoring Program for all first-time students and enhanced student resources through closer collaboration of the Owen Center for Teaching and Learning and the Stoner Health and Counseling Center.

Early in his presidency, he led the planning, development, and ongoing revision of the Heidelberg University Strategic Action Plan 2010-2020. As the university has progressed through these goals and priorities, the campus has undergone a tremendous physical transformation with the construction or renovation of 20 student-centered facilities that have dramatically improved the overall campus experience. A cross-functional strategic planning committee is now developing the Heidelberg University Strategic Growth Action Plan FY 2021-2025.

Dr. Huntington came to Heidelberg after 25 years in the corporate sector, having worked in a variety of executive management positions for more than 22 years at Dunkin’ Brands Inc. in Boston, Massachusetts. Additionally, he served as a member of the Board of Trustees for 11 years at Lasell College in Newton, Massachusetts. Born in 1955 in Minneapolis, Minnesota, and raised in Lake Oswego, Oregon, Dr. Huntington is a Phi Beta Kappa graduate of Middlebury College, earning his undergraduate BA degree in Political Science and German, a language in which he is fluent. He received his MA degree in German literature from Middlebury’s University of Mainz program in Germany, his MBA degree from Dartmouth’s Tuck School of Business, and his EdD degree in higher education administration, planning, and social policy from the Harvard University Graduate School of Education.

In the community, he was chair of the Tiffin-Seneca Economic Partnership Board of Trustees and its Executive Committee for three years and remains an active member. He is also a member of the Tiffin Community Foundation Board of Trustees, the East Green Foundation Board of Trustees, the Lakeside Chautauqua Board of Directors, and the Tiffin Rotary. In higher education, he is a member of the Board of Trustees for the Ohio Foundation of Independent Colleges (OFIC) and serves as a trustee for the Association of Independent Colleges and Universities in Ohio (AICUO). Nationally, Dr. Huntington served on the NCAA Division III Presidents Council and as a member of the Strategic Planning and Finance Committee, while also representing the Ohio Athletic Conference on the NCAA Division III Presidents Advisory Group for seven years.

Dr. Huntington is married to Dr. Susan M. McCafferty, a clinical psychologist and an attorney, whom he met at their undergraduate alma mater, Middlebury College. She is an adjunct professor at Heidelberg University, the pre-law adviser, and chair of the Patricia Adams Lecture Series selection committee. They are the parents of two children, Ashley (graduate at the University of Cambridge in England) and Aidan (undergraduate at Dickinson College in Pennsylvania). As Tiffin homeowners, they are very engaged in helping to make Heidelberg’s hometown a more vibrant community for everyone.

The Student Body

  • 1054 undergraduate students
  • 132 graduate students
  • 52% men; 48% women
  • International students and domestic students of color: 20%
  • Students from 30 states
  • Students living on campus: 84%
  • Student organizations: 70+
  • Students involved in extra-curricular activities: 92%
  • 8 residence halls with a variety of styles – traditional, suite, pods, apartments.
  • 2 residence apartment buildings
  • Varsity athletic teams: 20
  • Ohio Athletic Conference (founded in 1902)
  • NCAA Division III
  • Intramural Sports: 15
  • Students involved in either varsity athletics or intramurals: more than 60%


  • Student-Faculty Ratio: 13:1
  • Average Class Size: 17
  • Majors, Minors, Pre-Professional programs: 74
  • Faculty with the highest degree in their field: 83%
  • Honors Program Students: 15%

Research and Centers

  • English Language Institute

The Heidelberg English Language Institute (HELI) offers English language training combined with cultural orientation to students whose native language is not English.

  • Heidelberg at Heidelberg AJY Program (started in 1958)

The Heidelberg University American Junior Year Abroad Program at the University of Heidelberg in Germany is the oldest continuously run undergraduate German program in the United States.

  • Labs and Facilities:

Cadaver lab

Longaker Animal lab

Exercise Science lab (opened in 2019)

Classroom labs

Chemistry major equipment

Natural areas

  • National Center for Water Quality Research (founded in 1969)

Commissioned by the United States Congress, the NCWQR supports the sustainable use of soil and water resources and helps protect human health and the ecological integrity of aquatic ecosystems through research, monitoring, education, and outreach.

Benefits Overview

Benefits at Heidelberg University include the following:

  • Health benefits and wellness program
  • Long term disability and long-term care insurance
  • Life insurance
  • Voluntary vision, dental, and supplemental programs
  • Pre-tax benefit plans
  • Retirement
  • Employee tuition remission benefit
  • Spouse and partner/significant other tuition remission benefit
  • Dependent children tuition remission benefit
  • Tuition exchange programs
  • Flexible working hours and overtime

Application & Nomination

Review of applications will begin April 23, 2021, and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Laura Puckett-Boler at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Heidelberg University website at

We are sensitive to how the COVID-19 pandemic is impacting work and personal lives, and will offer the utmost flexibility throughout the interview process. The search committee expects to conduct initial interviews virtually for the safety and well-being of all involved. 

Heidelberg University is a student-focused community with a commitment to the achievement of diversity among its faculty, staff, and students. Individuals who value, demonstrate, and promote diversity, equity, and inclusion are preferred candidates for Heidelberg’s vacant positions.  Additionally, we are seeking faculty and staff members who are interested in positively contributing to vital University initiatives in student recruitment, engagement, retention, success, persistence, graduation and placement.