Staff Recruitment, Retention, Development and Support

This summary addresses what the University is doing well and what else could be done.

What UNM is doing well

What else could UNM do
 Report of the Strategic Planning Committee on
Staff Recruitment, Retention, Development and Support
November 10, 2000


I. INTRODUCTION
The University is its people.  The efforts of staff ensure that UNM meets its goals in teaching, research, service, clinical care--every aspect of the University's mission.

As we consider the issues that impact staff, we envision an environment where all staff are valued, respected, and involved in the overall goals of the University, and where they can learn and grow, taking pride in their contributions to the University's successes.

To remain competitive, the University will increasingly depend upon creating an environment that attracts and retains the best people.  In that environment, we will find meaningful work, high job satisfaction, high productivity, improved morale and retention, excellent customer service, and a strong sense of community.

This report addresses issues in staff recruitment, retention, development and support.  The report contains three sections: what the University is doing well; what else could be done; and the challenges for UNM to consider.

II. WHAT IS UNM DOING WELL?
The committee began its work by examining how the University is demonstrating its commitment to staff.  We want to preserve and build on what UNM is doing well as we move forward.  Five general themes emerged as most significant in supporting staff recruitment and retention.
 
Improvements in the employment process
Recent refinements to the employment process have reduced the number of steps and the time required to hire staff.  A new employment tracking system was instrumental in facilitating these changes.  Increased use of World Wide Web technologies and a redesigned advertisement strategy have also enhanced recruitment efforts.  While the commitment to continue to refine current processes is strong, future developments will increasingly depend on the use of more sophisticated information technologies.

Strong benefits and support services
The committee recognized that UNM's benefits package and support services are exceptional when compared to those in private sector and peer institutions.  Insurance and retirement benefits, leave policies, tuition remission, and flexible spending accounts are key features in the overall package.  The committee also commended UNM's family-oriented policies such as employer contributions to insurance benefits, dependent education, and paid time off programs. Collectively, the value of the total benefits package at UNM exceeds 40% of salary–generous when compared to the 25-30% national averages.

UNM offers a wide range of support services such as Counseling, Advising, and Referral Services (CARS), Dispute Resolution (DR), training offered through Employee and Organizational Development (EOD), the Office of Equal Opportunity (OEO), and Staff Services.  Also available are athletic and recreational services and employee health and wellness programs offered through EHPP.

Institutional stability, career development and advancement opportunities are also significant factors supporting staff retention at UNM.  While the committee acknowledges there are some strong staff award and recognition programs in place, more improvement in this area is needed.

Commitment to salary increases
Salary increases have been a top priority for the University administration.  The committee appreciates this commitment to increasing faculty and staff salaries and agrees it is of paramount importance to staff recruitment and retention.  Staff compensation policies and practices are consistently administered while allowing some flexibility in interpretation by departments.  The philosophy of linking the salary schedule to market is a positive.  Salary equity adjustments implemented in 1998, as well as the current study underway, are constructive efforts to address salary issues.

Using technology to improve communications
The increased use of electronic messaging has significantly improved direct communications to staff.  The availability of policies, manuals, and forms on the Web provides another way to quickly and easily access information.  The use of interactive voice technology to assist with benefits enrollment is another improvement to HR communications.

Opportunities to participate
The committee commends the University for its participatory work environment.  Some examples are providing input on important issues through Staff Council, the policy comment period, and the various University committees and networking groups.

The University environment creates a diverse and exciting intellectual and cultural community.  Many staff find inherent meaning in contributing to the educational process, research, and public service efforts.  The level of collegiality and positive interactions with co-workers contributes to an intrinsically satisfying quality of work life.

As the committee reviewed what UNM is doing well, we found that the University and the Department of Human Resources have created an atmosphere for positive change, and recent improvements have been noticeable.

III. WHAT ELSE COULD UNM DO?
As the committee looked ahead, the need to provide better service to students, faculty and the community means UNM must place more emphasis on finding and retaining the best people.  The committee developed the following recommendations to support that need.

Create a recruitment program
While recent improvements in the employment process are noteworthy, the committee believes that more emphasis on recruitment is critical to the University’s future success.  Development of a marketing-focused recruitment program utilizing the Web, as well as print literature, was cited as a key to attracting qualified applicants.  To compete on a regional and national level, the University should better promote its strengths in staff development, benefits, family-friendly policies, flexible work arrangements, and the quality of campus work life.  A recruitment program will require a modest commitment of funds to be successful.  However, not engaging in proactive and aggressive recruitment activities will be even more costly.

Another recommendation is better analysis of turnover data so recruitment efforts can be targeted where most needed.  Further improvements in streamlining the hiring process and use of automation are also necessary.  The committee is encouraged by the work underway in the Electronic Management Information Systems (EMIS) project and recommends that it be fully supported.  Finally, the committee identified the need for more effective assessment techniques to better evaluate the quality of candidates.  This might include flexibility in screening processes by occupation/discipline, the evaluation of values-based behaviors to determine compatibility with the University’s mission, and additional resources and support to search committees.

Strengthen staff development
Although identified as an area of strength, additional staff development and retention efforts are essential in some key areas.  The need to provide for in-range salary increases tied to growth in the job is critical.  Current methods for rewarding development typically require staff to change jobs or job titles.  The committee strongly urges that the University implement competency-based pay increases that recognize and value “master level” expertise (whether gained through on-the-job experience or additional training/education) without requiring a change in jobs.

New staff development efforts could include formal mentoring programs, succession planning, and improvements in the internal promotion process.  Increasing expectations warrant more in-depth new employee orientation and staff training programs tailored to specific jobs.

A central pool of funds to reward staff career development achievements would demonstrate UNM's commitment to development.  It was noted that the University does provide such funds for faculty promotions and similar funds for staff are requested.

Many years of stagnant operating budgets have significantly impacted the ability of staff to do their jobs well.  Dramatic increases in productivity and morale can be obtained by giving staff better tools and resources.  The committee expressed concern that the singular focus on salary increases as the funding priority has come at the expense of basic operating needs.  This becomes an important retention issue in that staff may accept lower salaries to work in the University environment but do not want to sacrifice remaining current in their fields.

Continue commitment to compensation
The University’s commitment to increasing faculty and staff compensation should remain a high priority.  The market-based philosophy underpinning the staff compensation policies needs to be more effectively implemented.  Salaries in many fields are changing constantly, and, in response, the salary schedule needs to change more quickly.  This also requires an on-going review of jobs, grades, and qualifications.

In addition, UNM must adopt more innovative pay practices.  The competency-based in-range salary increases described earlier is one example.  Others include more frequent and creative reward and recognition programs, bonus pay, tickets to University events, discounts at the bookstore and campus eateries, and additional paid time off.  Lastly, the committee recommends that the University consider improving the benefits package for temporary and part-time staff.

Improve communication and awareness
The University has a strong commitment to staff development and support.  The committee suggests that efforts be made to increase participation in these programs by enhancing communica-tion about benefits, opportunities and methods for career development, flexible work schedules, and family-friendly policies.  Expanding the information contained on the annual Employee Profile Salary Update, expanded use of voice message systems, further expansion of the Web and targeted Web links, and promotional campaigns on various topics were some of the methods suggested.

Collaborate more effectively
Despite the many strengths of the University community, challenges remain.  The size, complexity and pattern of UNM's growth has created historical barriers that make communication between groups difficult.  Faculty and staff, HSC, Main and Branch campuses should identify what they have in common and look for opportunities to collaborate.  Broader membership in campus committees is one example.
 
UNM should do more to reach out to retirees.  They could be encouraged to participate in campus activities and to contribute their expertise as temporary or part-time employees.

The diversity in the University community must be nourished to take advantage of the wealth and variety of experiences of its members.  Differences in race, ethnicity, generations, gender, cultures, and opinions make organizations stronger.  UNM must find more ways to cultivate and celebrate our diversity to be successful in the years to come.  Campus diversity should be reflected on committee assignments, in hiring practices and in celebrations at special events.

Develop management accountability
The role of managers cannot be overstated.  The University must rely on managers to represent and carry out its vision, mission, and values.  For them to do so, UNM must clarify the role and expectations of managers and increase its support to help them succeed.  The committee recommends that a specific set of competencies be identified that define expectations for both faculty and staff managers, and that managers be held accountable for demonstrating those competencies.

For UNM to succeed, it is essential for staff to have clear goals and expectations linked to the University strategic plan.  Managers must be held responsible for implementing performance review which includes setting department goals that align staff effort with University goals.

IV.   CHALLENGES FOR UNM TO CONSIDER
As we prepare to meet the demands that the University will face, we find that some of the systems and methods that served us well in the past will limit our potential in the future.  We chose three areas to highlight in this report.

1.  Ability to respond to changes in the environment and staff expectations
To recruit and retain high performers, as we look toward the future, we believe UNM will need to embrace more flexible ways of working.  We see a growing need for such things as flexible scheduling, job sharing, and telecommuting.  The barriers to change are in both our systems and our people.  To overcome these barriers, we must address managers' reluctance to experiment with new methods, the levels and complexity of our bureaucracy and policies, and the limitations of our technology infrastructure.  New ways to measure productivity and results need to be identified.

2. Timely alignment of our job requirements,  the availability of candidates, and salaries
To attract and retain the best staff, we must be realistic in aligning job requirements with the availability of candidates and the salaries paid by UNM's competitors.  The fast pace of change in many occupations and disciplines requires that we continually reassess our jobs and their qualifications.  Jobs in such fields as information technology, health care, and engineering are becoming more and more difficult to fill.  If compensation structures are not aligned to the market, UNM will be forced to acknowledge that it cannot offer competitive salaries for hard-to-fill positions.  While the committee recognizes the fairness and consistency inherent in a structured compensation system, we also realize that, to be effective, pay practices must respond to the changing workplace.  The University needs to find a better balance between structure and flexibility.

3.   Limited funding for salary increases
While the committee applauds the University’s commitment to salary increases as its highest priority, and recommends that it remain a priority, we realize that funding is limited and will continue to be so.  Re-allocating the salary dollars now available is one solution to be considered.  One example could be for managers to reevaluate staffing levels and look for opportunities to have fewer but higher-paid staff.  Rather than filling vacant positions, managers could re-allocate those salary dollars to a pool that would be used to reward high performers and fund innovative pay programs.  Concern was expressed that UNM has tried to do everything and be all things to all people.  This suggests that we do fewer things and do them really well.

The recommendations found in this report were developed in an attempt to address these challenges.  We present these to the Strategic Planning Task Force for further consideration through the planning process.

The committee is optimistic that these recommendations build on our strengths, support the recruitment and retention of staff, and allow the University to reach its full potential.