recruitmentretentionplan3-11

8/10/2019 RecruitmentRetentionPlan3-11

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Bismarck State College

Recruitment & Retention Plan


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Recruitment Retention Plan

Table of Contents

Vision ......................................................................................................................................... 1

Mission ...................................................................................................................................... 1

Innovation Statement .............................................................................................................. 1

Strategic Plan ............................................................................................................................ 1

Purpose ..................................................................................................................................... 2

Introduction ............................................................................................................................... 2

Talent Management Recruitment .......................................................................

3

Advertising Strategies ........................................................................................................... 3

Marketing Strategies ............................................................................................................. 3

Salary Ranges ....................................................................................................................... 3

Moving Expenses .................................................................................................................. 3

Talent Management Retention ...........................................................................

4

Continue Efforts to Increase Compensation ............................................................................. 4

Faculty Workload ........................................................................................................................ 4

Staff Workload ........................................................................................................................... 5

Enhance BSC Career Opportunities through Internal Growth & Development ...................... 5

Development .............................................................................................................................. 5

Mentoring Program ........................................................................................................... 5

Professional Development ............................................................................................... 6

Education Development6

Leadership Development ................................................................................................. 6

Increase Flexibility Options ........................................................................................................ 7

Increase Time Off ....................................................................................................................... 8

Increase Employee Service Awards, Scholarship Opportunities & Recognition ................... 9


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Cover in full or part of the Dental Plan & Vision Plan Costs .................................................. 10

Day Care Services .................................................................................................................... 10

Mystic Java for You .................................................................................................................. 10

Other Retention Ideas .............................................................................................................. 11

Assessment .........................................................................................................

13

Measuring & Assessing the Plan ............................................................................................ 13


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BISMARCK STATE COLLEGE

RECRUITMENT RETENTION PLAN

January 2009Updated 03/11Status of Strategies is in Brown

Vision

A national model for innovative education and workforce training

Mission

Bismarck State College, an innovative community college, offershigh quality education, workforce training, and enrichment

programs reaching local and global communities.

Innovation Statement

BSCs Culture of Innovation Transforming Tomorrow Today

Strategic Plan

Connect How are we staying connected to our students and other stakeholders? Are we ensuringthe best quality student experience while attending BSC?

Community Relationships

Objective: To increase retention of employees.

By summer 2008, develop a talent recruiting and retention plan that attracts and retainshighly qualified employees who are enthusiastic about education and service to the BSCcommunity, and that respond to employee needs and desires, making BSC a preferredemployer in the Bismarck-Mandan area. (Human Resources)

Make institutional changes necessary to flatten the operational culture and empoweremployees. (Campus Leaders)

Using the CQI process, hold employee sessions to provide plans for the future, to innovate,and to develop various programs to capitalize on the human talent in each area. (CampusLeaders)

Evaluate, identify, and implement professional development and enrichment opportunitiesfor all employees. (Campus Leaders)

Working with the Executive Council, develop a long-range target salary plan by fall 2008 toincrease compensation for all employees. (Human Resources)


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Purpose

The purpose of this recruitment and retention plan is to prepare BSC as the leader in employmentopportunities with a challenging and enjoyable work environment, with opportunities for growth and

development.

BSC is committed to recruiting highly qualified and committed individuals, then nurturing andsupporting those individuals as they move through their career lifecycles.

Introduction

One of the objectives of BSCsStrategic Plan is to develop a talent recruiting and retention plan thatattracts and retains highly qualified employees who are enthusiastic about education and service to

the BSC community, and that respond to employee needs and desires, making BSC a preferred

employer in the Bismarck-Mandan area.

A team was formed to develop the recruitment and retention plan. The cross-functional teammembers are: Bobbi Bingeman (faculty), Mary Friesz (communications & marketing), Darcy Makeeff

(staff-front line-new employee), Janelle Masters (administration), Sarah Olson (staff senate), GregRoss (professional), and Rita Lindgren (HR). Our team is honored to have been involved in the

development of this plan.

The team spent significant time researching recruitment and retention strategies to help us developour plan. The team also surveyed BSC employees for their input and ideas (Appendix 1) and

employee generational comparative data (Appendix 2). Based on the research and employee surveyfindings, the team has developed a recruitment and retention plan that promotes BSCs strategic

plan, culture, organizational structure and work environment.

This plan aligns with the aforementioned strategic plan objectives under increase retention ofemployees.The plan will increase and promote continuous quality improvement (CQI), our flat

organizational structure and innovation. By implementing the plan, BSC can become the leader inemployment opportunities.


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Action Plan

Advertising Strategies (Implemented)

Utilize more advertising Online careerbuilders.com, insidehighered.com, etc. Local Bismarck Tribune, Job Service, Radio, etc. Statewide, regional and national Chronicle of Higher Education, Minneapolis Star Tribune,

statewide newspapers, etc. Diversity recruit utilizing more diverse publications Affirmative Action Register, Hispanic

Outlook, Equal Employment Opportunity Journal, etc. Design a new recruitment ad for BSC (Appendix 3)

Improve the ease of applying for a BSC position Ability to complete application form online Ability to send other application materials by email as attachments (i.e., PDF, Word, etc.) Ability to have transcripts sent electronically Enhance the HR website for easier/quicker access to employment opportunities

Marketing Strategies(Implemented)

Incorporate BSCs branding with all recruitment strategies

Market our benefit package better Market our flexibility with work life at BSC Market BSC was named one of the top 10 places to work in Bismarck-Mandan for Young

Professionals in 2007 by the Young Professionals Network Market the 6 month probationary increase

Salary Ranges (Appendix 4 approved)

More flexibility in hiringuse more flexible salary ranges for staff and faculty positionsdevelop a schedule for going over the minimum salary range to hire the most qualifiedcandidate with the ability to recognize years of directly related experience (Appendix 4).

Moving Expenses(Implemented July 2009)

BSC will allow up to a $700 stipend (with documented expenses) toward moving expensesin/out of state 35 mile plus radius or negotiable one year estimated costs = $7,700

Moving expenses will be effective for new hires from this date forward. SBHE policy 806.3 Moving Expenses

http://www.ndus.edu/makers/procedures/sbhe/default.asp?PID=29&SID=9

Talent Management - Recruitment
http://www.ndus.edu/makers/procedures/sbhe/default.asp?PID=29&SID=9http://www.ndus.edu/makers/procedures/sbhe/default.asp?PID=29&SID=9http://www.ndus.edu/makers/procedures/sbhe/default.asp?PID=29&SID=9


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In addition to the employee survey information and research materials, our team analyzed the agedistribution and generational distribution of our employees (Appendix 5 & 6).

Action Plan

Continue Efforts to Increase Compensation

Encourage administration to continue to support higher overall salaries through Legislativeefforts, NDUS efforts and BSC increased revenues.

Encourage the continuation and support of our strong benefit package (i.e., full health

insurance coverage, retirement plans, etc.). Evaluate current salaries and market rates for all employees. Develop a plan (3 to 5 years) to increase lagging market areas and low salaries. For example,

with the 6.5% salary increase employees received this year, BSC increased our overallsalaries for employees.

Increase adjunct faculty and overload pay by an average of 10%. Estimated cost $94,700(Appendix 7). Phase I Adjunct Pay, Overload Pay, Extended Day Pay, and Special DutyAssignments pay increased by an average of 8% FY 2010 and an average increase of 6% forFY 2011.

o BSC currently is not competitive with our local collaborative partners (Dickinson

State University and Minot State University). With the military initiatives and ourpotential growth, BSC must be more competitive with adjunct pay.

Increase online development pay for faculty using the same rate as the adjunct and overloadrate if approved. Phase I Approved for faculty that translate a new course into the onlineenvironment or it is deemed that the online course in question has undergone major contentchanges (e.g. new software, new certifications, major restructuring of course content).(Adjunct Pay, Overload Pay, Extended Day Pay, and Special Duty Assignments Policy)

Faculty Workload(Phase II - Cross-functional team will review and give

feedback to EC by spring 2011)

Goal Manageable Workloads

Reduce current full-time faculty workload from 30 credit hours to 24 credit hours (this is anexample, we realize there are many workload variations).

Would give faculty the time they need to prep for classes, meet with students, update/revisecurriculum, market their program, ensure high quality of instruction for their program area,etc.

If the military initiatives increase enrollment like we anticipate, faculty will have increasedworkloads and/or increased additional responsibilities (supervisor responsibilities ofadjuncts). Add new faculty positions where needed with appropriate written justification.

Talent Management - Retention
http://www.bismarckstate.edu/uploads/resources/326/adjunctoverloadextendedday.pdfhttp://www.bismarckstate.edu/uploads/resources/326/adjunctoverloadextendedday.pdfhttp://www.bismarckstate.edu/uploads/resources/326/adjunctoverloadextendedday.pdfhttp://www.bismarckstate.edu/uploads/resources/326/adjunctoverloadextendedday.pdfhttp://www.bismarckstate.edu/uploads/resources/326/adjunctoverloadextendedday.pdfhttp://www.bismarckstate.edu/uploads/resources/326/adjunctoverloadextendedday.pdfhttp://www.bismarckstate.edu/uploads/resources/326/adjunctoverloadextendedday.pdf


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The team reviewed/compared the other ND University System (NDUS) institutions workloadpolicies (Appendix 8).

Estimated cost = 6 credits X 114 faculty X $570/credit hour = $389,880. Possible innovative transition 12 credits one semester, 15 credits one semester, total of

27 credits - would cut the estimated cost in half. The transition cost would be $194,940. Team recommends a cross-functional team be set up to review faculty workloads over the

next two years for a recommendation to be made in spring 2011.

Staff Workload(was coordinated with the review of staff positions; staff duties

were reviewed and revised)

Goal Manageable Workloads

Implement the recommendations made by supervisors through the review of staff positionsand/or job descriptions.

By adding needed new positions and reviewing staff positions, we can increase efficienciesand help address the areas with heavy workloads (too much work, too little time).

If the military initiatives increase enrollment like we anticipate, staff will have increasedworkloads and/or increased additional responsibilities, possibly including increasedsupervisor responsibilities of additional staff.Add new positions where needed withappropriate written justification.

In an effort to keep sufficient staffing levels, we recommend administration commit toapproving new staff positions as a high priority. (the R& R team highly recommends this)

Enhance BSC Career Opportunities through Internal Growth Development

(this is currently happening and being encouraged)

Promotions Internal hiring

Job change through position opportunities in different departments

Development

BSC is committed to providing employees (faculty, staff, administrators) with the knowledge,skills and tools necessary to maintain and support the high-caliber education offered at BSC.

Mentoring Program (cross functional team developed a plan-decided not to

implement in 2010 will review in 2011)

Continue and enhance the current dynamic faculty mentoring program. The team recommends a staff mentoring program (possibly patterned after the successfulfaculty mentoring program) be developed by a cross-functional team.

o Partner/work with the Staff Senate to develop a staff mentoring program.


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Professional Development (work with CETI CQI--cross functional team

recommendations were implemented and are below)

Supervisors will establish a culture of expectation and support for professional developmentfor employees in all departments by encouraging and providing time for professional

development activities. Supervisors will encourage, as a minimum, two professional development opportunities for

every employee annually. For example: conferences, specialized trainings, webinars, audioconferences, etc.(added to performance evaluation form for supervisors and employees)

The implementation of a well-defined professional development process for employees willbe tied to the supervisors annual performance evaluation.

The team recommends a professional development process be developed by a cross-functional team.

BSC currently offers Training and Professional Opportunities through

Business Partners Classes BSC is a member of the CETI Workforce Training BusinessPartners. Other members of the group include Bismarck Public Schools, City of Bismarck,Department of Transportation, ND National Guard, and Burleigh County. The training canprovide useful opportunities for employees to enhance their skills and/or learn newskills.

Conferences and workshops encourage employees to attend sessions designed toincrease their knowledge in certain skill sets or fields.

Membership in professional organizations (i.e., Bismarck-Mandan Chamber ofCommerce, Young Professionals Chamber Group, ND Womens Network, local fraternal

organizations, professional organizations unique to the employees profession, etc.)Isbeing encouraged from Operations Council and Executive Council level. Supervisors areencouraged to support for employee participation.

Education Development

Review what we are offering for support for continuing education for employeesforexample, an employee who may pursue their masters degree, but it is not required for theirposition. Currently, the tuition waiver policy does not allow waivers when you get to themasters and doctorial levelconsider partially funding employees expenses for furtheringtheir education at the masters and doctorate levels where the tuition waiver policy doesntapply.

TheTuition Assistance policy was approved and implemented in spring 2011 with a $29,000budget.

Leadership Development

For those employees interested in leadership development, we recommend BSC encourageand sponsor employee participation. We could partner with CETI. The division currently offersan excellent leadership development program.

The team recommends a leadership development process be developed by a cross-functional team. (TheExcellence Through Leadership Plan was implemented Fall 2010 witha $16,000 budget )
http://www.bismarckstate.edu/uploads/resources/511/tuitionassistance.pdfhttp://www.bismarckstate.edu/uploads/resources/1566/excellencethroughleadership3-10.pdfhttp://www.bismarckstate.edu/uploads/resources/1566/excellencethroughleadership3-10.pdfhttp://www.bismarckstate.edu/uploads/resources/511/tuitionassistance.pdf


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Increase Flexibility Options(Implemented)

Work Schedules allow flexibility with employee work schedules as long as BSCs regular working

hours are covered for services to our students, visitors, etc.

4-Day workweekallow a 4-day work week option within departments pending what fits best

for the department services. (yes can be implemented with no cost)

Flextimeallow flexible work hours (i.e., 7 am to 4 pm, etc.) within departments pendingwhat fits best for the department services. (yes can be implemented with no cost)

More telecommuting optionsallow employees (if it works for the position) to telecommuteone or two days a week if its something the employee desires for personal/family reasons. Itwould allow the employee to have more flexibility with their work environment to help themwith balancing work and family/personal life. (yes can be implemented with no cost)

Job sharingallow more job sharing and/or flexibility in this area. There could be anincreased cost in benefits, but if the retention is there it would be worth it in the long run.

(currently, we arent doing this, but it is an option cost would be benefits promotesretention if the employees are satisfied and stay working at BSC the cost of benefits isgained through their retentionless hiring, training and retraining costs through retention)

o Potential benefits brings broader range of knowledge, skills and experiences to aposition, provides cross-training and skill enhancement opportunities for eachemployee, allows continuity of coverage when one employee is sick, on leave or onvacation, provides an option for employees who want to reduce their hours, butwhose jobs cannot be accomplished on a part-time basis.

More part-time work optionsworking fewer than 40 hours a week. (this option couldinclude options of positions with benefits (more than 50%) or options with no benefits (less

than 20 hours per week)

o Potential benefits retains employees who need to scale back work hours tomanage family situations or other personal needs, expands labor pool (e.g., retirees,students, persons with disabilities), gives employees time off for educationpurposesto complete a degree or take continuing education courses, provides anoption for a gradual return to work after maternity or other leaves, allows gradualentry into retirement.

Flexibility - Limits Regulations (Yes, no cost supervisors will need to be

responsible/accountable to follow through with the items listed below)

Supervisors would be responsible for being fair, monitoring employees schedules and workto ensure there is no decline in productivity or services, etc.

Each department is unique so flexibility options utilized may vary from department todepartment. Departments should work as a team to determine which flexibility options workfor their areas. The supervisor will have the final approval.

There may be peak periods during the year when a supervisor will determine flexibleschedules will not work for their department (for example, student affairs may decide that


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flexible schedules will not be an option for 2-3 weeks prior to and/or at the beginning of falland spring semesters).

Supervisors need to keep in mind employees are required to take a minimum 30 minutebreak for any work period four hours or longer as required by the Federal Labor StandardsAct (FLSA).

Flexible work schedules are a privilege for employees not a right. If a supervisor determines a

decline in job performance, the flexible work schedule would be subject to change at anytime.

Any one of these flexible options could be used/combined by employees in the departmentas long as BSCs normal working hours are covered for service.(Yes)

Increase Time Off

Close BSC during Christmas Break Christmas Eve through New Years Day)(If EC agrees to

pursue this action item Rita can take the lead on this idea to work with the NDUS Human

Resource Council to see if there is NDUS support for this initiative after research into this

strategy, the likelihood of this being changed is very small and it was decided not to pursue.)

VCSU and NDSCS currently close down except for essential staffing. They announce offices will beclosed as an energy savings for this time period. Employees are encouraged to take paid vacationtime, but if an employee doesnt have vacation time available they can speak to their supervisor to

get advanced annual leave. If an employee did not want to take the time off, they could meet withtheir supervisor to discuss coming in and working, or come up with a plan that would allow them towork from home.

We recommend working with the NDUS and the State Board of Higher Education (SBHE) to get allcampuses involved and do something system-wide. The state law limits vacation time. Currently, theminimum leave days earned in a year is 12 and the maximum leave days earned in a year is 24. Patindicated we (SBHE) could increase the minimum days to 15. The policy could stipulate that 3 or 4days must be used by staff during the Christmas break.

BSC has the opportunity to be the leader in moving the effort forward to enhance benefits for ouremployees. This opportunity would increase the number of annual leave days for new employees intheir 1stthrough 3rdyear of employment from 12 day per year to 15 (this would definitely have thepotential to increase retention).

Annual leave with pay for benefited full-time employees currently accrues based on rate perhour and is earned on the basis of continuous service from date of employment as follows:First through third year - the equivalent of 12 days per yearFourth through seventh year - the equivalent of 15 days per yearEighth through twelfth year - the equivalent of 18 days per yearThirteenth through eighteenth year - the equivalent of 21 days per year

Over eighteen years - the equivalent of 24 days per yearYears of service shall be computed from employment anniversary date.


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Energy Savings (based on 3 days)

In addition to the increased time off, BSC would see an energy savings. Below are estimates of thesavings:

Electrical - $1,610.00

Gas - $835.00Total Savings - $2,445.00

Other Factors

The outside daily temperature will make a difference in the potential savings.

Electrical was estimated to save 50% of the daily usage.

Gas was estimated at a savings of 30%.

The savings was taken using the 2007 utilities costs for Dec 2007.

The Horizon building was not included in these figures, due to other agencies using thebuilding.

If this recommendation is approved, the initiative would be brought forward to the NDUS by theExecutive Council or President Skogen.

Increase Employee Service Awards, Scholarship Opportunities Recognition

The BSC Foundation currently funds many opportunities for employees (scholarships, awards for

excellence, service awards, grant program, etc.). Employees are very grateful. By increasing service

awards, scholarships and recognition for employees, we could positively influence retention.

The team tied the recommendations to current employee recognition programs.

Service Awards- Employees currently are recognized and receive years of service pins at the BSCChristmas party. We recommend three significant additional service awards be given.

Benefited employees would be eligible. Each employee would get their name in the drawing howevermany years they have worked at BSC. For example, 0 to 1 year your name would go in once, 2 yearstwice, 10 years 10 times, etc. The recommended awards are:

Trip for 2 - estimate $3,000House cleaning service once a month for one year estimate $1,200Generic Gift Card - $1,000Total Dollars - $5,200Top administration (President, Vice Presidents and Associate Vice Presidents) will not be eligible forthis service award.

Employee Service Award Program was changed and approved. Implemented December, 2010.

Family Scholarship Program the Foundation currently funds a family scholarship program foreligible family members of employees for $1,000 and $2,000 scholarship opportunities.
http://www.bismarckstate.edu/uploads/resources/689/employeeserviceawardprogram.pdfhttp://www.bismarckstate.edu/uploads/resources/689/employeeserviceawardprogram.pdf


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We recommend the Foundation increase the dollar amount of the family scholarships to $1,500 and$2,500. (We realize this would only be if the Foundation has the funds to do this with the downturnin economy we know it would difficult right now, but maybe in the future??)

You Make a Difference ProgramWe recommend enhancing the You Make a Difference Programthrough BSC Foundation funds.(yes, if the Foundation has the funds for this now ??)

Currently, the committee draws 2 names from the recipients for the month for a free coffeecoupon and a free snack bar meal coupon. We would like to add a $25 and a $50 gift cardfor gas or a general visa card to be given each month to two more recipients.

We recommend the Foundation sponsor the gift card fee each month. Annual cost would be$900.

Cover in full or part of the Dental Plan Vision Plan Costs(If EC agrees to pursue

this action item Rita can take the lead on this idea to work with the NDUS Human

Resource Council to see if there is NDUS support for this initiative; After research into this

strategy the likelihood of this being changes is very small and it was decided not to pursue)

We recommend partnering with the NDUS, NDPERS and NDPEA on pursuing this in the future(maybe next Legislative session) and/or if the Legislature would not fund the cost fully wecould recommend partial (a dollar amount) state funding toward the cost.

BSC could be the leader in moving the effort forward to enhance benefits for our employees.

Day Care Services

(yes, location/where??, Wild Endeavor team (Greg Susan) could take

the lead on this; after review by the WE committee, it was decided the feasibility was too

costly and was not pursued)

Currently a Wild Endeavor (WE) has been submitted to pursue day care services foremployees at BSC, we recommend the WE be approved and implemented.

We are aware that the YMCA has approached BSC officials about operating a day care on ourcampus. We recommend this be reviewed for feasibility.

Mystic Java for You(Implemented)

Show your appreciation by e-mailing your co-workers a free cup of coffee from the MysticJava. Simply go online and enter the recipients e-mail address, add a personal message, payby credit card, and your co-worker will receive a free cup of coffee. This is a great way toenhance BSCs culture of camaraderie by saying thank you to those folks on whom wedepend on the most!


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Other Retention Ideas

Health Wellness Dayone day a month could be designated for employeeshealth andwellness there would be choices of activities to participate in, for example a massage(partnering with our student program), an exercise class, a short stress management class,walking, read something just for pleasure, etc., during these activities there could be healthy

snacks available veggies, fruit, etc.(aquatic center membership, at a reduced cost foremployees, is available)

Errand timeallow employees a flexible schedule to run errands once a week. (yes ??,supervisors would make the assessment and decision)

Designated break times and break areaspromote our culture to take designated breaks ina designated break area. By ensuring breaks are taken, we can create a healthier andhappier work environment. Statistics indicate taking a break can improve/refresh energy,increase productivity, efficiency, morale, focus, less stress, etc. (Supervisors are responsibleto ensure this)

Energy Podsnaps have been shown to benefit almost every aspect of human wellness.The benefits to the body include better heart functioning, hormonal maintenance, and cellrepair. They help you live longer, stay more active, and look younger. The benefits result ingreater alertness, improved memory retention and creative insight. Also, a naps effect onmental health include: improved mood, lowered stress, and greater psychological balance.(this was submitted as a WE we recommend approving/implementing is still beingconsidered)

Think TankBSC should create a designated room/area and design the aesthetics of theroom to promote innovation, creativity, idea thinking, camaraderie, etc. The room can besectioned off to allow for different types of thinking--quiet thinking, group thinking, fun space,etc.(Carla Hixson would lead this)

Cross-FunctioningBSC should adopt a flexible philosophy regarding staff who wish to teachor perform a different duty and faculty who wish to perform a staff duty. A draft policy(Appendix 9) has been prepared by a cross-functional team. (A newCross-Functioning Policywas approved by the Executive Council on July 21, 2009.)

Personal developmentallow employees to plan for personal development throughcommunity/society betterment activities. For example, if you have an employee that isinvolved or passionate about a community effort and would like to volunteer to help with theprogram, supervisors should encourage their personal interests/community activities andallow them some flexibility with their work life at BSC so they can be involved. (a policy orguidelines could be drafted, would be supervisors decision whether to approve or not ?? --

has not been worked on yet)

Enhance/increase the Jack Fellowship programoffer more fellowships (not necessarily atthe $25,000 level, could be a less $ amount) to benefit more employees.(approval byFoundation we realize only if the funds are there)
http://bismarckstate.edu/uploads/resources/269/crossfunctioning.pdfhttp://bismarckstate.edu/uploads/resources/269/crossfunctioning.pdf


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Free or Reduced Admission to BSC Events - currently BSC offers free or reduced admittanceto BSC events (i.e. music concerts, plays, etc.). We recommend athletic events be includedfor free admittance to BSC employees. (Implemented)

Transferable Skillsreview minimum qualifications of positions move some to preferencesallow employees to utilize their best skills more.(Implemented and has been utilized in

2010 in several departments)

Increase recognition of employeesrecognition is personal, increase how we say thanks inmany ways. Supervisors should take the lead on this and make every effort to thankemployees more often. Could utilize special recognition through an announcement at adepartment meeting, recognize an employee(s) with a designated break and treats, pizza orlunch, etc. (Checked with BSCs Controller and we cant set up funds for this, the team highlyrecommends supervisors do more for recognition of the employees in their departments canbe the items we list above and/or more verbal recognition, hand written thank you notes,etc.)

External Review/Audit of positions Because of our significant growth in recent years, BSC

could hire a consultant to review/audit positions. Fully utilizing a positions capacity wouldimprove efficiency, productivity and morale.(this would need to be budgeted for, the ECwould need to review proposals, etc.not necessarily a high priority for the EC; has not beenreviewed by the EC yet.)

Other recommended retention strategies

o Find out what motivates employees.o Ask employees how they learn best give them the tools to learn best.o People work for people not a companyput that factor into what we plan to doo Make more time for orientation and training (supervisors).o Review/update faculty and staff performance evaluation forms (working with the

faculty senate and the staff senate).o Review workloads and job functions for fairness of distribution of work increases

morale, productivity and efficiency.o Communicate goals (BSCs and the department/division) to new employees and

discuss annually with the whole department.


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Measurement and assessment of this plan will be vital to the effectiveness of this workingdocument. As workforce challenges change and BSC grows, BSC will need to continuously improve

and revise this plan to meet recruitment needs and increase retention.

Measuring Assessing the Plan(HR is currently doing this)

Some tools for measuring and assessing the plan to assist us in updating it annually:

Analyze annual turnover rates breakdown and categorize

Review age of workforce (retirements, etc.) for recruitment, organizational changes, planning,etc.

Review generational categories of employees for planning, determining trends, etc. Conduct employee surveys - morale, climate, culture, job satisfaction, work environment,

growth and development, training, etc. Actions implemented in the Recruitment and Retention Plan will be tracked and measured as

appropriate for utilization statistics.

Assessment

recruitmentretentionplan3-11

Documents