Multi-Year Recruitment and Retention Strategic Plan prepared by talent acquisition and Retention

Shelby County Schools - A Destination Employer

Shelby County Schools (SCS) is a top-tier public school district located in Memphis, Tennessee. SCS is Tennessee's largest public school district and is among the 25 largest public school districts in the United States, serving over 110,500 students in more than 214 schools. SCS is the second largest employer in Shelby County, with more than 13,900 employees, including 6,000 teachers. Through our strategic plan, SCS has prioritized three initiatives - Initiative 1: Strengthen Early (K-2) and Continuing Literacy (3-12), Initiative 2: Recruit and retain the best leaders and teachers in the nation, immerse them in professional development to embrace and teach foundational literacy skill concepts, and entrench them in the community and classroom; Initiative 3: Create relevant and equitable academic choices and learning environments to ensure scholars are prepared for the global workforce.

As a component of "Re-imagining 901," which seeks to transform the students' educational experience in Shelby County, this Recruiting and Retention Strategic Plan codifies SCS's approach to hiring highly qualified educators, supports staff, and improving employee retention. Achieving the goals outlined in this plan requires a keen focus on recruiting and retention strategies which are essential to help create a positive work environment and strengthen an employee's commitment to SCS culture of excellence in everything we do. These strategies further advance the District's goal of becoming a "destination employer." Achieving this ambitious goal requires all stakeholders working collaboratively to meet SCS's overarching strategy codified in the District's mantra: Together we must believe, together we will achieve, together we are "Re-imagining 901!"

WHY CREATING A RECRUITMENT AND RETENTION PLAN MATTERS?

SCS is committed to ensuring that every student has access to diverse, talented teachers in the classroom. To accomplish this objective, Human Resources Management must have robust recruitment and retention strategies in place. In addition, school leaders must embrace, cultivate, and maintain an SCS culture that reinforces the recruitment and retention strategies. Recruiting pipeline challenges more often than not are retention challenges in disguise – studies have shown that schools with solid instructional cultures retain more of their top teachers and help students learn more.

5 year retention - linear regression chart

RETENTION DEFINED

Retention rate is the percentage of employees who stay with an organization, and turnover is the percentage of employees who leave an organization by either voluntary resignation or involuntary termination. Therefore, experts agree that attempting to retain all employees in any school district is unrealistic, and some level of turnover is beneficial -- because it allows for an influx of talent and fresh ideas from new employees.

WHY RETENTION MATTERS.

SCS remains committed to re-imagining education in Shelby County by creating a culture of engaging staff, hiring talented professionals, and providing support that cultivates the retention of employees -- which is vital for a variety of reasons:

Research has shown that turnover harms student achievement. "When a teacher leaves a school midyear, it disrupts the continuity of a child's learning experience. Turnover also severs the relationships formed between teachers and their students and the parents and guardian. As a result, the child's academic support system is weakened, a problem that may be more detrimental for students living in poverty who have fewer supporters" (The Conversation, 2018).
Turnover also has high financial costs, with teacher replacement costs, including separation, recruitment, hiring, and training costing on average $9,000 per teacher in rural districts to more than $20,000 in urban communities (Learning Policy Institute, 2017).
Teacher shortages are prevalent. Studies have found that school districts have trouble finding enough qualified teachers to fill open slots. According to the Learning Policy Institute, more states have opened up temporary teaching jobs to individuals with no official training, a nonpartisan education-policy research group. There are many reasons for the national teacher shortage:

Generation Z are not selecting education as a profession – According to a national ACT performance report in 2017, only 5% of 2 million test-takers listed education as their career choice.
Significantly fewer traditional education graduates.
High turnover – Over 50% of new teachers leave the profession in 5 years. Greening the workforce: With Boomers retiring, Millennials will make up 50% of the U.S. workforce by 2030.
Districts must find ways to retain them as teachers (School Administrator, 2018). Millennials want a job purpose but are not loyal to one employer. A 2011 Pew Research survey revealed that of 800 respondents, only 30% viewed their job as a career.
Millennials do not have a view of turnover or failure to stay with a job as a negative (School Administrator, 2018).
Demanding work.
Lower pay than other professions – U.S. teachers are paid 30% less on average than other college graduates, according to the Organization for Economic Co-operation and Development (OECD).
Low professional prestige.

MULTI-YEAR ROAD MAP

A multi-year recruitment and retention strategic plan is recommended because it will advance the strategic initiative of SCS.

YEAR 1 – FOUNDATIONAL STRATEGIES. Focuses on creating a solid base layer of fundamental business practices critical to the success and sustainability of future projects and functions addressed in succeeding layers.
YEAR 2 – STRATEGIC ADVANCEMENT STRATEGIES. SCS will transition from the strong base foundation to a much different approach in project work. It will be very tactical and administrative; however, it is another critical layer to the roadmap for success. It is the opportunity to document and create a repository of processes and procedures.
YEAR 3 – TRANSFORMATIONAL STRATEGIES. Focuses on more of the transformational aspect of the strategic plan by focusing on behaviors, developing emotional intelligence, and continuing the cultivation of the SCS brand as one unified voice sharing the SCS story.
YEAR 4 – SUSTAIN. SCS will have fully integrated all recruitment and retention strategies -- improvements and goals aligned with the District's established strategy and deployment plans. Key processes will have been defined, with process owners assigned and identified to manage each area appropriately. Talent measurements and metrics will be critical and lead the path to identify continuous improvement opportunities in Year 5.
YEAR 5 – EVALUATE. Begins the review and evaluation cycle -- evaluations through all levels to identify and remove roadblocks. Then, the leadership task is to identify opportunities for improvement, mobilizing the resources and skills to capitalize on those opportunities, and making strategic decisions about the tools, resources, and techniques to meet revised retention goals.

STAFF ENGAGEMENT AND DATA COLLECTION - STAFF ENGAGEMENT TOOLS.

STAFF ENGAGEMENT SURVEY.

SCS will engage all employees to attract and retain the most talented staff to impact students' lives positively. One tool is an annual Employee Engagement Survey (minimum of 50% participation) that asks staff questions in five (5) drivers of employee engagement:

(1) Meaningful Work: this includes risk-taking, satisfaction with the job, collaboration, and reflection time. (2) Growth Opportunity: this covers professional development, self-directed learning, and sharing knowledge with others. (3) Hands-on Management: this represents a voice in goals, meaningful feedback, leadership skills, and potential development. (4) Trust in Leadership: this reflects how the work connects with the district mission, hiring highly effective staff, leadership transparency, and inspiration. (5) Positive Work Environment: this includes work/life balance, respectful environment, recognition, and safety sharing diverse ideas.

NEW HIRE SURVEYS.

Another new tool that will be implemented in the first year is a survey of full-time staff (teachers, administrators, and support staff members).

Feedback solicited to learn: (1) Why staff selected SCS; (2) How pleased staff are with their decision; (3) What might entice them to leave; (4) Were they actively searching for a job; (5) The ease of the application process; (6) How emotionally connected they are with SCS; and (7) Whom staff would like to get to know better.

30/90-DAY ONE-ON-ONE INTERVIEWS

Supervisors meet with new staff after 30 and 90 days of employment to gauge organizational challenges hindering productivity and provide support as needed. Additionally, new staff referrals for future vacancies. Supervisors ask:

What is going well?
How can we improve the experience of our next new hire and their first 30 or 90 days?
Are there things from your previous job that might be helpful to us?
Is there anyone you know that would be a valuable addition to our team?
What can I do in the next five months to better support you as you transition to your new position?

STAY SURVEY/INTERVIEWS

In the first year of the strategic plan, SCS will use another new tool, the Stay Interview, designed to learn what makes current employees want to keep working for an organization and elicit what might make critical employees want to leave. In addition, SCS will conduct online interviews with existing staff members to attract new employees and retain great employees (such as administrators, teachers, category staff, facilities staff, administrative assistants, and special education assistants). The Stay Interview will include quantitative data questions in five (5) areas, with qualitative data gathered in response to open-ended questions.

EXIT SURVEY

SCS Human Resources Management will conduct exit interviews of staff (teachers, special education assistants, administrators, custodians, and other employee categories) who voluntarily left the District. This Exit Interview Survey model subdivides the questions into the following categories:

Recruitment & Orientation
Management Effectiveness
Supervisory Effectiveness
Leadership
Communication
Compensation & Benefits
Quality & Productivity
Employee Development & Recognition
Quality of Work Life
Work/Life Balance

REVIEW OF SURVEY AND STAFF SESSION DATA

Human Resources Management will analyze and share the results with key stakeholder groups include the following:

New Hire Survey
Teacher Stay Survey/Interview
Quality of Work-Life Sessions
Exit Interviews
Administrator Sessions
Support Staff: Administrative Assistant and Special Category Stay Interview participants, Facilities Staff, and Instructional Assistants

OPPORTUNITIES

In analyzing the engagement and feedback tools, there are opportunities to uncover themes in specific areas of dissatisfaction and concerns such as:

Staff in particular areas may feel there is little time to reflect, think, and create.
They may view career development pathways as not defined for both teachers and support staff.
Many staff may not feel there sufficient opportunities for leadership or advancement in the District.
Staff could have felt that the school administration must provide additional feedback through formal evaluations and ongoing sharing.
They may want to explore methods to improve transparency and between employees and administration.
They may have a negative view of implementing practices that support work/life balance.
Some staff may express that there is not respectful treatment of employees at all levels.

WORKFORCE PLANNING

Strategic planning of the workforce is a critical element in identifying the nature of jobs and the targeted talents in an organization. They assist human resource management to proactively forecast talent needs and ensure that the supply of internal and externally sourced employees meets those needs. It also entails taking a long-term look and anticipating future talent needs, determining and evaluating likely sourcing options, and establishing an effective workforce metrics strategy. Finally, work planning helps ensure a qualified individual fills each vacancy by planning and forecasting future needs with predicted talent levels.

PROJECTED TURNOVER ANALYSIS

There are four (4) types of employee turnover to measure: (1) Retirements (2) Internal Transfers (3) Involuntary Turnover (4) Voluntary Turnover. Human Resources Management will track all turnover measures in an attempt to understand the reasons behind employee departures.

RETIREMENT PREDICTABILITY

Human Resources Management will build a model, by site and department, of a 5-year retirement projection. In addition, an examination of the average retirement age of employees in the last three (3) years. This study will help inform the projected retirement trend.

TALENT POOL CREATION

SCS Pool Forecast

Internally and externally sourced talent pools development to fill future vacancies. Through succession planning and individual development plans, internal talent pools will capture specific needs with external talent pools -- being sourced through both active and passive recruitment strategies.

APPLICANT-TO- HIRE RATIO, INTERVIEW-TO-OFFER RATIO, AND PROGRESS BENCHMARKS

Benchmark Goals for Eligible Candidates

The applicant-to-hire ratio is the ratio of the number of applicants applying for a position to the number of individuals hired for that position. For example, organizations with less than 100 employees have an applicant-to-hire ratio of 1 in every 94 candidates. In contrast, employers with more than 1,000 employees typically have to evaluate 129 candidates before hiring. Whereas the interview-to-hire ratio is the number of candidates on average, a hiring manager needs to interview to make an offer. An average interview-to-offer ratio is about 4.8:1. Thus, a good applicant-to-hire ratio is 3:1 or better. The interview-to-hire ratio metric is helpful because it also shows the average number of hours spent interviewing in the hiring process. It also indicates how much time senior members of your team spend on making a hire. Human Resources Management has calculated its anticipated teacher recruitment position at a 3.1 ratio for the majority of available positions and 2.1 ratio for high-volume subjects areas. The benchmark below provides a targeted percentage goal by end of month.

EMPLOYEE LIFE CYCLE

The employee life cycle is a concept in human resources management that describes the stages of an employee's time with a particular organization and the human resources department's role at each "stage." The employee life cycle encompasses various "stages" in an employee's career, beginning with recruitment and concluding with departure or separation from the organization. (1) Talent Attraction, (2) Talent Acquisition & Selection (3) New Employee Onboarding, (4) New Employee Integration (5) Employee Retention & Engagement and (6) Employee Management & Separation

TALENT ATTRACTION

The first stage of the employee life cycle is talent attraction: an employee's experience and expectations about SCS start in the attraction stage. There is great competition for talent in the current state of educational talent shortages, and attracting the right talent is crucial. This reality demands that SCS maintains a strong brand that reinforces its vision, mission, and values.

EMPLOYER VALUE PROPOSITION

An Employer Value Proposition is a strategic statement that defines how SCS wants to be perceived by its employees and the value that employees receive from working for SCS. It embodies the District's values and ideals and is a fundamental step in defining an employer brand strategy for talent acquisition. It provides current and future employees with clear reasons to choose and stay with SCS.

Human Resources Management will create an Employer Value Proposition that will become a consistent communication method of the "why" of SCS. It is affected by what SCS communicates, along with opinions, reviews, and news. Defining and managing the Employer Value Proposition is essential for differentiating SCS from other school districts and will be the foundation for successful recruiting efforts.

RECRUITMENT MARKETING

SCS has a fantastic story to tell, and Human Resources Management and Communications will develop various methods to communicate the differentiators and Employer Value Proposition statement. But, first, the recruitment campaign focuses on promoting how SCS is Re-imagining 901 by developing strong academic standards and student achievement, emphasizing "why" SCS and how the District values its staff. Working for SCS is more than a career; it's a lifestyle and a commitment to serving the next generation of leaders.

PRINCIPAL AND SCHOOL STAFF AMBASSADORS

Also included in this strategy is the "Why SCS, Why 901," which provides school principals and other key staff members with an opportunity to strengthen targeted college and university recruitment activities.

WEBSITE ENHANCEMENT

Human Resources Management will analyze the careers website features and create enhancements to enrich the candidate experience. In addition SCS will leverage the Teach Memphis Podcast; partnership with KQ Communications, SCS Communications Department advertisement via Spotify, Pandora, online platforms, news, and radio. Online marketing also includes creating a substitute teacher webpage, additional updating of the "ChooseSCS.org" website, and increasing awareness of the Teacher Referral Program amongst staff, which will increase the number of referrals.

ACTIVE CANDIDATE STRATEGY

This strategy encompasses traditional online recruitment efforts. For example, SCS currently recruits using the following websites and job boards:

SCS Careers: ChooseSCS website
Teachers: Social Media Platforms: Twitter, LinkedIn, Facebook, and Instagram, Teachers-Teachers, Ed Week Top School Jobs, K12 Job Spot, Teaching Jobs, Teach for America, School Spring, My Ed Match, Ed Week Top School Jobs
Administrators: Social Media Platforms: Twitter, LinkedIn, Facebook, K12JobSpot, TN Education Job Board
Facilities Staff: Indeed.com, Administrative Assistants, Indeed.com, LinkedIn, Top School Job
Special Category Staff: Indeed.com, LinkedIn, Tech Connect, Jobs4TN, Monster

Additional online sourcing will be incorporated, staff will also receive an email list of vacancies, and the weekly newsletter will continuously receive updates on current job openings.

CAREER/JOB FAIRS

SCS currently hosts and attends a variety of College/University recruitment fairs (virtual and in-person) throughout the mid-south. Attending these events provides the District with the opportunity to meet multiple active job seekers. Job fair candidates will have the opportunity to enter data electronically into the applicant tracking system that can be converted to a .csv file and then uploaded into iCims. Candidates will receive a follow-up thank you email from Human Resources Management with an invitation to apply. In addition, promotional materials and a link to the choosescs.org website page – will be sent to the candidates.

ALTERNATIVE CERTIFICATION PATHWAYS

To combat the teacher shortage, the Tennessee Department of Education has developed various alternative certification pathways to teacher licensure for people who hold a Bachelor's degree in the subject area of a license but have no education credits. SCS has successfully adopted the strategy of recruiting unlicensed teacher applicants in shortage areas and support them through alternative certification pathways.

This strategy has led to licensure in shortage areas, including Mathematics, Science, Special Education, ESL, Languages, Technology Education, and Business Education.

FUTURE TEACHERS PROGRAM

In 2020, SCS enrolled in "Grow Your Own," this Tennessee Department of Education (TDOE) grant funding program. This partnership between Educator Preparation Programs EPPs and Local Education Agencies (LEAs) provides innovative, no-cost pathways to the teaching profession by increasing EPP enrollment and growing the supply of qualified teachers. In addition to this program, Human Resources Management will partner with vendors to develop strategies to maximize student participation with the Future Teachers programs. This strategy aims to remain connected to the students throughout their academic careers and offer student teaching placements that create a new pipeline of future employees.

PASSIVE CANDIDATE STRATEGY

Passive candidate recruitment is a deliberate strategy to attract candidates who are not yet looking for a job. The Human Resources Marketing team will focus on strategies to reach beyond candidates who are actively seeking District employment and begin targeting candidates who have not yet started a job search. Methods will include:

Social media posts.
Emails and text messages to candidates who have not applied for specific positions.
Publicity on general internet sites.
Networking opportunities.

SOCIAL MEDIA MANAGEMENT/CAMPAIGN

The Human Resource Marketing team will focus outreach efforts using social media, starting with creating a social media matrix. Integrating the marketing matrix empowers the team to develop up-to-date social media postings relevant to talent attraction, engagement, and retention strategies.

The value of social media marketing is becoming increasingly valuable in talent attraction because Millennials look online for information. In addition, they want an emotional connection and an opportunity to work for an organization without compromising ethics and beliefs. Therefore, social media will be a valuable tool for effectively presenting SCS’s Employer Value Proposition to target this group of job seekers. In addition, social media will give SCS the tools to present itself in the best possible light, differentiating it among other potential employers.

SCS will consider paid advertising campaigns using LinkedIn (87% of recruiters use this as the top social network of choice), Facebook (second at 55%), and Twitter (used by 47% of recruiters). These paid ads have a maximum reach for both active and passive job seekers. A campaign with multiple social media channels will deliver the best results in reach, with engagement levels monitored to determine the most effective outreach.

Using this strategy, the Human Resources Marketing team will continuously update the SCS’s LinkedIn page, adding refreshed content to showcase pages and encouraging employees to link job vacancies to their LinkedIn profiles. Administrators and other leaders will be encouraged to participate in LinkedIn groups to attract top talent in a highly competitive environment. LinkedIn Pulse allows SCS to publish an article on any topic of interest to job seekers. The use of Pulse can distinguish the District as an authority in the field of education and establish it as an influencer to maximize recognition and connect with talent.

An additional strategy will be identifying the Twitter, Facebook, and Instagram hashtags that job seekers follow or creating SCS’s own unique hashtag(s). The Human Resources Marketing team will identify meaningful SCS content and link informative posts.

Instagram can also be an effective tool to reach Millennials and infuse some fun into the recruitment process. Creating an SCS Instagram profile allows the District to connect many active users easily. In addition, pictures of employees engaged with students and student activities will help profile SCS and share its brand identity.

INTERNAL REFERRAL PROGRAM

Employee referrals are considered one of the most productive recruiting strategies. Staff who refer candidates to SCS will receive a bonus when the candidate is hired. Referred employees may take the shortest time to hire and have a lower turnover rate.

In addition, staff can be the most influential promoters of SCS. To achieve the best possible results with social media campaigns, SCS can involve Staff in the recruitment process; by requesting that they share a recruitment ad via their individual social media profiles. Thus, they can increase the scope of the message.

ALUMNI RELATIONS

Social media is also an effective way to stay connected with former SCS graduates. For example, LinkedIn may be an effective social media marketing strategy to stay connected with alumni of SCS. By strengthening alumni connections, SCS will build brand awareness by sharing news and features, providing an open forum for discussion and conversation with the school community, post-related jobs, and opportunities to recruit more qualified employees.

UNIVERSITY RELATIONSHIPS

SCS enjoys strong relationships with area universities and participates in various university recruitment fairs. In addition, SCS will target surrounding universities to learn more about university career services and interact with university students. Finally, human Resources Management will promote undergraduate education tracks to current SCS high school seniors and juniors participating in the summer bridge program. Administrators will also be encouraged to identify one university and explore opportunities for engagement with that university. Building these relationships will increase the SCS's campus brand and develop vital relationships with university faculty to fuel future talent pipelines.

NETWORKING/PROFESSIONAL MEMBERSHIP ORGANIZATIONS AND DIVERSE CANDIDATE POOLS

Human Resources Management will create a list of professional membership organizations to engage and connect with other area talent attractors that can help establish SCS brand awareness and generate interest in working in the District. In addition, staff will be encouraged to attend networking events and present at conferences where possible. Human Resources Management will also highlight the “Grow Your Own” program which promotes how the current Education Assistants can become certificate teachers. Strategies to attract candidates also include winter teacher and school support events to hire teacher and school support roles.

In addition, SCS attends and networks with various groups to highlight and bring awareness to the lack of men of color, Latinx, and underrepresented groups in education. As a result, the District has implemented additional stipends and recruitment bonuses for various roles, high school CCTE, and other teaching positions. Partnerships include:

100 Black Men
MAN UP
Faith-based Organizations
Latinos for Education
Latino Memphis
River City
Sororities and Fraternities
Teach for America

EXPANDING EXTERNAL TEACHER PIPELINE

Teacher Recruitment and Pipeline Best Practices

Following extensive research, seven best practices in teacher recruitment and pipeline building emerged:

Track and Analyze Data.
Creating a Strategic Plan Calendar and Starting Early.
Enhance Pipeline Program.
Enhance Marketing Program.
Approach Careers and Job Fairs as a Strategic Gateway.
Implementation of a Rigorous Hiring Process.
Building a Community Around Talent.

Key Recruitment Pipelines

Research studies have identified three specific areas of focus: employee referrals, internal pipelines, and university partners. Nationally, employee referrals are among the top sources in hiring volume, quality, speed, and cost. Studies also highlighted the value of creating a year-round recruitment strategy to aid in building SCS its internal pipeline. Building relationships with local universities with education majors, student-teacher programs, or simply working with professors to identify graduates with high potential serve as a driver(s) of talent to the District. In addition to strengthening these areas, Human Resources Management will establish partnerships with peer organizations to generate referrals and hire teachers. These partners include:

Memphis Teacher Residency
Participate Learning
Public Consulting Group
Teach for America
Proximity Learning

EARLY HIRING AND INCREASE CERTIFIED SUBSTITUTE TEACHER POOL

SCS will continue to extend early contracts to candidates to secure top talent and demonstrate commitment to effective teachers. In addition, the District will offer incentives to instructional staff for notifying SCS of early retirement or resignation. This incentive program provides principals with the hire backfills when instructional candidate pools are populated. It also allows newly retired teachers to be targeted for transition into substitute teaching opportunities via a monthly information session.

OUT-OF-STATE RECRUITMENT

The Tennessee Department of Education has made it easier for out-of-state applicants to receive a teaching license. Educators who hold a license from another state and have at least one year of experience working in a school under that license will obtain a license with the Out-of-State pathway based on reciprocity. There are multiple strategies for promoting these career opportunities, including direct advertising with universities, attending recruitment fairs, and outreach via universities to graduates who have moved out of state. Additional recruitment strategies include:

Focusing national recruitment efforts on identifying opportunities to target job seekers poised to relocate due to acts of nature, saturation markets, teacher strikes, layoffs, etc.
Why SCS, why 901 campaigns which appeal to a national market. This strategy would provide relocation resources, highlight teacher discounts with Memphians, and license reciprocity resources.
Track shifts in industry to support CCTE recruitment and partner with local labor unions.

TALENT ACQUISITION & SELECTION

The second stage of the employee life cycle is talent acquisition and selection. Talent acquisition goes beyond recruitment. It focuses on long-term human resources planning and finding appropriate candidates for positions that require a particular skillset.

INITIAL OUT-REACH TO APPLICANTS

It is essential to keep potential hires actively engaged throughout the hiring process to maintain their interest. Maintaining regular contact during the posting and screening period allows the applicant’s energy and enthusiasm to remain high. With this goal in mind, using iCims Text Recruit, SCS will create an automated out-reach campaign to applicants with incremental messaging occurring every 3 to 5 days after the candidate applies.

Messages tied to the SCS’s Employer Value Proposition, core values, and other District recognition and retention programs to showcase a welcoming culture.

APPLICANT SCREENING POLICY & GUIDELINES

The screening process begins with analyzing the application materials submitted by applicants in response to a posted vacancy. Then, the recruiters are responsible for selecting candidates for interviews who meet the minimum requirements and are the most qualified to fill the vacancy based on the advertised requirements and preferred qualifications. An applicant screening guide serves as documentation of each applicant’s capabilities compared to the posted qualifications. In addition, recruiters receive training to identify personal biases that might influence applicants’ perceptions to create an inclusive and diverse candidate pool.

CANDIDATE SHELF LIFE GOAL

Candidate shelf life refers to the length of time from when the candidate first applies to when an offer of employment is extended -- with the high demand for top talent, hiring in an efficient and timely manner is essential. SCS’s average candidate shelf life currently is approximately 7 to 8 weeks which demands examination and methods created which improve efficiencies to reduce the candidate’s shelf life to 3 to 4 weeks. In addition, Human Resources Management will add “Time to Hire” as a Key Performance Indicator (KPI) measuring the length of time from initial posting to the accepted offer.

COST OF HIRE

Once a new hire decision is determined, Human Resources Management must review the efficiency of the recruitment process to determine the cost per hire and candidate availability. Therefore, Human Resources Management will begin to measure the Cost of Hire for each vacancy by assessing:

Position ease of fill
Candidate availability
Setbacks with the hiring manager
Top candidate acceptance
Candidate shelf life

VIDEO INTERVIEWING

Human Resources Management, using the iCIMS ATS, will introduce video and recording interviews into the application process to shorten candidate shelf life and recruit out-of-state applicants. Research has shown that video interviews save valuable screener time and resources and streamline the hiring process by customizing questions by vacancy.

EMPLOYEE INDUCTION

The third stage of the employee life cycle is new employee on-boarding, extending beyond the initial new hire orientation. Successful onboarding aims to develop within newly hired employees the necessary skills, knowledge, and behaviors to become effective contributors to SCS.

OFFER PROCESS

A standardized packet of information will be extended when a candidate is offered, and the position has been accepted. Information will include an offer letter containing salary/wage information, benefits guide, employee handbook to detail time off, work calendar, new hire orientation information, job description, and SCS promotional materials.

NEW HIRE TRAINING PLAN

Human Resources Management will develop a comprehensive training program for each employee group. This training program will extend beyond the current required training to include additional requested technology training. In addition, employees hired each year will be surveyed to determine what training was valuable and if other training topics would have been beneficial.

ON-BOARDING PLAN – SCS DISTRICT LEVEL ACTIVITIES

Excellent onboarding programs keep the newly hired employee engaged and build excitement for the start of employment. In addition, these programs begin to develop investment in SCS’s culture and philosophy.

While a standardized onboarding plan is implemented, the Human Resources Management plan is to create a customized approach for each group -- understanding that employees in different job categories require other onboarding techniques to ensure success. These strategies will enable new staff members to be prepared to understand SCS’s values, mission, and culture, policies, and procedures; organizational chart with an introduction to crucial District leaders.

ON-BOARDING PLAN – SITE LEVEL ACTIVITIES

At the department or building level, orientation activities will help staff members arrive informed and prepared for the first few weeks of employment. This strategy provides new employees with a short reading assignment aligned to the school or department philosophy, setting expectations and creating an early engagement point. It also allows the new employee to internalize culture and performance expectations before the start of employment.

Before the first day of employment, principals and department supervisors will meet individually with each new hire to build investment in the school or department culture and philosophy. This meeting will include a review of the site or department goals and strategies and specific performance expectations and evaluation rubrics, setting the stage for the development of professional goals.

Critical logistical information, including resource identification and building policies, will also be provided at this meeting.

SUPPORT STAFF MENTOR PROGRAM

Human Resources Management will create a comprehensive mentoring program for new staff. This program will allow new employees to gain from the coaching, guidance, and encouragement the trained mentors provide. Through frequent communication, mentors will model professionalism, serve as resources, and help celebrate success. In addition, experienced employees will gain a fresh perspective and develop new relationships while sharing their knowledge and experience with new staff members. This strategy aims to create a more robust, more collaborative environment of support and respect.

EMPLOYEE INTEGRATION

The fourth stage of the employee life cycle is new employee integration which allows a new employee to adjust to the culture and feel more comfortable voicing concerns and contributing new ideas.

CORE VALUE ACTIVITIES

Human Resources Management will create team-building activities and exercises that embody SCS’s core values. These activities will promote school spirit, develop a sense of school community, and build lasting relationships.

STUDENT ACTIVITY OPPORTUNITIES

New employees who connect to students outside of the classroom may feel a stronger connection to SCS. With this goal in mind, new employees will learn about all athletic, co-, and extra-curricular coaching opportunities during the new employee orientation.

NEW EMPLOYEE 30-/90-DAY SURVEYS

Engaging new employees at 30- and 90-day intervals after they start leads to better performance, improved engagement, and better retention -- because Staff feels acknowledged and supported by their supervisor.

COLLEGIAL CONNECTIONS

Research has shown that new Staff seeks additional opportunities to connect and collaborate with other staff members. Therefore, Human Resources Management will work collaboratively with stakeholders to create various options for new Staff to form connections with other colleagues in their first year and with Staff in different buildings and in jobs with similar roles.

PEER-LED/ EMPLOYEE RESOURCE GROUPS

SCS can support the formation of peer-led or employee resource groups. Staff will create self-directed or infinity groups communities of inclusion to share experiences, socialize, and form collegial friendships.

TOOLS/RESOURCES – REPOSITORY OF INFORMATION

SCS will explore creating a repository of historical and current information to allow ready access for all Staff. This strategy will ensure the proper transfer of information and data alignment and serve as a valuable resource for Staff new to the District.

QUALITY OF HIRE REPORT CARD

Quality of hire measures the value a new employee brings to the District. Value can be defined as how much a new hire contributes to SCS’s long-term success through their learning, skills, and performance. Manager satisfaction is also measured, rating how impressed the manager is with the quality of the new employee.

At a pre-determined time after hire, recommended at six months, the hiring manager “hire report card” survey is conducted to assess each new employee, using the following measurement criteria:

Meeting job expectations and performance objectives.
Possessing the required skills and abilities to deliver value to SCS.
Learning at an appropriate pace based on their previous experience and expectations in the role.
Meeting the expectations of the role.
Promotable/high achiever.
Manager satisfaction with the new hire and their performance.
Manager belief new hire is a cultural fit within SCS.

The information gathered will be used to guide individual development plans as well as inform succession planning.

EMPLOYEE RETENTION & ENGAGEMENT

The fifth stage of the employee life cycle is employee retention and engagement. Employee engagement is a workplace approach resulting in the right conditions for all employees to give their best each day, committed to SCS's mission, vision, and goals, motivated to contribute to student success, with an enhanced sense of their well-being.

TOTAL EMPLOYEE REWARDS

SCS is committed to having happy and healthy employees! The approach to employee benefits focuses on a total employee rewards strategy of the proper care, at the right time, at the correct prices, with the appropriate outcomes. Current strategies include offering a Family Wellness Clinic, wellness challenges, benefit and financial wellness fairs, retirement planning sessions, employee education through newsletters, and website information, to name a few. In addition, SCS will continue to develop and make available a variety of offerings designed to educate, engage, and support employees to be their best.

WELLNESS STRATEGY FOCUS ON WORK/LIFE BALANCE

Research has determined that work/life balance concerns are significant issues employees face. An improved work/life balance strategy seeks to help employees manage their lives outside of work and reduce stress levels. Symptoms of workplace stress can include increased absenteeism, tardiness, deterioration in work performance, higher health care claims, accidents, decreased collegiality, and unhealthy habits.

Human Resources Management will identify work/life balance as the wellness theme each year of this multi-year strategic plan. SCS will learn more about this topic and find ways to support employees. Strategies may include:

Celebrating individual and SCS successes.
Promoting a culture of fun.
Promotion of emotional wellbeing.
Training opportunities, including a continuation of compassion resilience, and courageous confrontations.
Stress reduction programming with the Employee Assistance Program.

NEW HIRE EMPLOYEE SATISFACTION SURVEYS

Human Resources Management will implement a new hire survey of full-time Staff hired during the last three school years. The survey will solicit the decision to apply to SCS and satisfaction with accepting the offer of employment. In addition, this survey aims to proactively address the new hires’ unmet needs to prevent undesired turnover while forecasting vacancies.

STAY INTERVIEW ACTION PLANS

SCS will conduct stay interviews as a proactive measure to learn what makes SCS’s employees want to keep working and what might make critical employees want to leave. Much of the data collected in the stay interview inform the action steps of future strategies.

The strategic plan requires that Stay Interviews be conducted every two (2) years to measure changes. The results will inform the retention plan action items and will be communicated throughout the enterprise.

CAREER DEVELOPMENT LATTICE PROGRAMS

Research suggests that employees feel more confident about their long-term career path when they perceive their organization encourages career development. Although career progression is linear and traditionally upward movement, career lattices represent career paths that can move in any direction – diagonally, upward, and downward. The lattice career pursues continued growth, development, and organizational influence by creating and valuing alternative career paths. It can be a way to build on an employee’s value to SCS. By providing employees opportunities for internal advancement, career lattices can allow them to control their careers. Moving employees across departments can help develop more well-rounded employees and bring fresh perspectives.

Examples of Career Lattice

SCS will explore the promotion of career development in a career lattice as an alternative to the career ladder. This strategy will include individual development plans -- which provide for talent identified, cross-training professional development opportunities.

INDIVIDUAL DEVELOPMENT PLANS

An Individual Development Plan (IDP) is a tool to assist employees in career and professional development, designed to help employees reach short and long-term career goals and improve current job performance. It is a process of continuous feedback rather than a one-time activity. An IDP incorporates both career and developmental goals.

Career goals will address the purpose of development. It may be for improvement in the current role or aspiration for a promotion or lattice career move. Developmental goals may include additional learning from a supervisor, coach, or other subject matter experts, taking on a challenging assignment within the current role, or moving to a new position. Robust development plans address both the current role and at least two potential future jobs.

IDPs help aid in employee retention and engagement and provide pathways for individual career progression. Opportunities for implementing Individual Development Plans will be explored as part of talent management and planning.

EMPLOYEE MANAGEMENT & SEPARATION

The sixth and final stage of the employee life cycle is employee management and separation. This life cycle phase identifies and supports employee talent development and plans for talent transition as employees depart SCS.

OFFBOARDING

Departing employees may be considered for re-employment and may refer other applicants for vacancies if they leave on a positive note. A formalized offboarding process designed to ensure a smooth transition for the departing employee benefits SCS by gaining valuable feedback for continuous improvement of programs and operations. Although offboarding is an opportune time to discover the reason for departure, it is also a time to highlight an employee’s impact on SCS and demonstrate gratitude for the employee’s service and talent. Human Resources Management will develop a customizable off-boarding matrix which includes the following:

Reason for departure
Final pay and benefit details
Transfer of knowledge structure, including technology and potential overlap training
Recovery of district assets
Celebration of service
Posting replacement details
New talent profile
Retention improvement recommendation based on offboarding process findings.

REVISED EXIT SURVEY/INTERVIEWS

Exit survey/interviews determine the reasons for employee departure, and the data collected is helpful for organizational improvement and development. However, the time between resignation and the exit survey/interviews can be significant enough to deter participation. Therefore, this strategy requires exit interviews to be conducted throughout the year within one month of departure. However, data will be compiled into an annual report.

The questions asked during the exit interview will be refined to align to the five themes of the employee engagement and stay interview surveys:

Meaningful Work: this includes risk-taking, satisfaction with the job, collaboration, and reflection time.

Growth Opportunity: this covers professional development, self-directed learning, and sharing of knowledge with others.

Hands-on Management: this represents a voice in goals, meaningful feedback, and leadership skill, and potential development

Trust in Leadership: this reflects how work connects with the district mission, hiring of highly effective staff, leadership transparency, and inspiration

Positive Work Environment: this includes work/life balance, respectful environment, recognition, and safety sharing diverse ideas.

ANNUAL PERFORMANCE REVIEW – SUPPORT STAFF

Human Resources Management conducts annual employee performance appraisals. In addition, the Human Resources Management Leadership team will review and recommend a performance management philosophy to improve individual and district-wide performance.

NINE-BOX EVALUATION

Nine Box Evaluation Matrix

A nine-box matrix is a widely used tool for succession planning and leadership development. It assesses individuals on two dimensions: past performance and future potential. The X-axis of the three boxes evaluates performance, and the Y-axis of the three boxes assesses leadership potential. Thus, the Y-axis and X-axis combination makes up the box within the grid into which each employee is placed.

Individual department or site leaders will use the nine-box evaluation tool to assess their employees and discuss results as a Leadership Cabinet. This talent review will inform the SCS’s collective talent and be an essential component of succession planning.

MEASURES OF SUCCESS

The gauge of the success of the recruitment and retention plan will examine key performance indicators. These include:

Retention Rate:the turnover of each employee category will be measured annually to improve each group and for the District as a whole (trends: reason for resignation, length of tenure, job assignment, and demographics).

Employee Engagement Scores: annual employee engagement tools will be utilized, including the Employee Engagement survey, exit interviews, new hire check-ins, and stay interviews, identifying themes, trends, and improvements in areas currently identified as critical concerns.

Time to Hire: this new metric which measures the length of time from initial vacancy posting to accepted offer, will be monitored to ensure prompt hiring of talent to avoid losing a disengaged applicant.

Talent Evaluation: New employees assessments determine if each employee is a cultural fit within SCS using the Quality of Hire Report Card. In totality, this will help inform the success of enhanced talent acquisition strategies.

SMART Goals: The “SMART” Goal framework is a valuable tool that Human Resources Management uses to craft practical goals and action plans. These goals translate District goals into SMART Goals that drive team performance.

Appreciate