FacultyStaff Recruitment and Retention October 2007 Kelly Kummerfield Neil Brotheridge - PowerPoint PPT Presentation

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FacultyStaff Recruitment and Retention October 2007 Kelly Kummerfield Neil Brotheridge

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Maintained relatively high retention rates in both academic & administrative areas ... Non academic recruitment activity increased significantly in the last 2 years ... – PowerPoint PPT presentation

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Title: FacultyStaff Recruitment and Retention October 2007 Kelly Kummerfield Neil Brotheridge


1
Faculty/Staff Recruitment and Retention October
2007 Kelly Kummerfield Neil Brotheridge
  • Campus Administrative Technical Staff

2
Overview
  • Changing Workforce
  • Global
  • University of Regina
  • The Challenge/The Opportunity
  • Talent Management Strategies

3
Changing Workforce
  • Global
  • Demographic changes
  • Labour force shortage
  • Generational differences

4
Changing Workforce
  • Global
  • Canadian Saskatchewan employers experiencing
    difficulty attracting retaining employees
  • Things that attract people (pay benefits) are
    not same thing that keep or engage people
  • Retention is the key to maintaining an effective
    workforce

5
Changing Workforce
  • University of Regina
  • Maintained relatively high retention rates in
    both academic administrative areas
  • Faculty renewal has lead to faculty retention
  • Average age of faculty is 48.5
  • Average age of administrative group is 43.7

6
Changing Workforce
  • University of Regina
  • Some diversity statistics well below population
    target
  • 1.86 of Universitys workforce Aboriginal
  • 57.7 of Universitys workforce female 42.3
    male
  • 1.30 of Universitys workforce declared a
    disability
  • 4.88 of Universitys workforce visible minority
    groups

7
Changing Workforce
  • University of Regina
  • Non academic recruitment activity increased
    significantly in the last 2 years
  • Faculty recruitment activity at similar levels in
    past 3 years
  • Leadership changes
  • End to mandatory retirement

8
Changing Workforce
  • University of Regina
  • Sick leave usage and cost for CUPE staff
    increased significantly in past 5 years
  • Significant increase in the number of employees
    accessing short term disability
  • Number of reported incidents increasing

9
The Challenge/The Opportunity
  • Increasing Aboriginal participation in the
    university sector and in Saskatchewans workforce
  • Facing increased competition for certain jobs
  • Workforce and population demographics

10
The Challenge/The Opportunity
  • Actively address challenges at retaining and
    recruiting talent in the University
  • Retention challenges creating increased staffing
    for managers
  • Meeting the future human resource needs requires
    a human resource strategy

11
The Challenge/The Opportunity
  • Focus on key occupations in areas where there are
    shortages or high turnover
  • End to mandatory retirement
  • Succession planning
  • Offer innovative top quality programs
    research

12
University Workforce
Age Distribution (Out-of-Scope) September 2007
13
University Workforce
Breakdown by Years of Service (Out-of-Scope) Septe
mber 2007
14
University Workforce
Age Distribution (Faculty) July 2007
15
University Workforce
Breakdown by Years of Service (Faculty) July 2007
16
University Workforce
Age Distribution (APT) September 2007
17
University Workforce
Breakdown by Years of Services (APT) September
2007
18
University Workforce
Age Distribution (CUPE) September 2007
19
University Workforce
Breakdown by Years of Service (CUPE) September
2007
20
Talent Management Strategies
  • University of Regina
  • Representative Workforce Strategy
  • Leadership Institute
  • Apprentice Employment

21
Talent Management Strategies
  • University of Regina
  • Promotion marketing of opportunities at the
    University
  • Total compensation
  • Employee engagement

22
Talent Management Strategies
  • University of Regina
  • Healthy, respectful safe work learning
    environment
  • Creating opportunities and a work environment
    that will retain faculty staff
  • Recruitment planning

23
Representative Workforce Strategy
  • Partnership agreement commits University in
    principle to three key areas
  • Employment Development
  • Cultural Awareness
  • Economic Development
  • The key is to ready the workplace and the
    community

24
Representative Workforce Strategy
  • Aboriginal Employment Trends in Saskatchewan
  • Year Labour Force Age Employed
  • 1995 64,000 31.0
  • 2005 101,000 25.0
  • 2015 135,000 20.0
  • 2045 311,000 11.0
  • Source
  • FSIN Report Saskatchewan and Aboriginal people in
    the 21st Century

25
Representative Workforce Strategy
  • Aboriginal Employment Trends in Saskatchewan
  • 8 out of 10 Aboriginal people of workforce age
    are under- or un-employed
  • Cost to the province is 1.2 billion per year of
    lost productivity and income maintenance
  • Employment gap is widening
  • Next 10 years, additional 46,000 jobs will have
    to be found in Saskatchewan alone

26
Representative Workforce Strategy
  • Aboriginal Awareness Training
  • To ensure an open and welcoming work environment
    that not only benefits aboriginal employees and
    employees of the University but helps us better
    understand the needs of our aboriginal students
  • Provide staff at the University with information
    regarding the Aboriginal community to ready the
    workplace

27
Representative Workforce Strategy
  • Discovering Knowledge … Sharing a Path
  • Dispel myths and misconceptions
  • Create awareness of the historical factors that
    places Aboriginal people in the current situation
  • Improve race relations and understanding of
    differing cultures
  • Create knowledge of the current agreements and
    initiatives

28
Representative Workforce Strategy
  • Administrative Assistant Project
  • Application and intake of Aboriginal candidates
  • Interview process
  • Selection of candidates
  • Placement

29
Representative Workforce Strategy
  • Strategies
  • Diversity Consultant
  • Networks with Aboriginal Agencies
  • Event participation
  • Provincial and National distribution of Career
    Opportunities
  • Self Declaration process
  • Diversity Committee
  • Respectful Work and Learning Environment Policy
    and Procedures
  • Resume Collection and Referral

30
Representative Workforce Strategy
  • Strategies
  • Integration with Student Affairs
  • Aboriginal Student Centre
  • Student Mentorship program connects elementary
    and high school Aboriginal students with
    University mentors
  • Aboriginal Career Centre 12 of University of
    Regina students are Aboriginal Students
    potential future employees

31
Leadership Institute
  • Objectives
  • Bring together potential academic and
    administrative leaders from all levels within the
    University candidates
  • Foster leadership potential, skills and creation
    of a leadership community
  • Prepares employees for future lateral or upward
    opportunities

32
Leadership Institute
  • Objectives
  • Ability to grow capabilities through an
    integrated succession management and leadership
    development system
  • Add to the pool of current and emerging leaders
    at the University of Regina
  • Develop a potential leaders mental and emotional
    strengths through self assessment, personalized
    development plans, interactions with Senior
    Executive and action learning

33
Leadership Institute
The program design will be aligned with three
dimensions of leadership
Community
34
Leadership Institute
  • Components
  • Orientation (overview, mentorship preparation and
    contextual learning)
  • Mentorship/Coaching (collaboration with assigned
    mentor)
  • Self Assessment (360 Leadership Effectiveness
    Analysis pre-program and at the end of the
    program) and Self-Awareness Tools
  • Personal Leadership Plans
  • Core Content (4 core content sessions each
    session 3 days in length). The core content
    sessions will cover topics that fit within the
    three dimensions of leadership.

35
Leadership Institute
  • Components
  • Electives (opportunity to pursue specific and
    focused learning linked to individual learning
    needs could include reading project classroom
    based)
  • Projects (Vice-Presidents sponsor the projects
    projects will have significant impact and
    priority for the University)
  • Reflective Leadership Journal (prepare a journal
    throughout the program)
  • Quarterly meetings (participants report back on
    progress of projects opportunity to network with
    Senior Executive guest speakers)

36
Apprentice Employment
  • Compelling Reasons
  • Apprentice employment and training a scarce human
    resource practice
  • Potential for apprentice employment growth in
    Saskatchewan
  • Competition is increasing both within
    Saskatchewan and from outside the province for
    skilled tradespersons
  • University has range of positions requiring
    journeyperson certification and significant
    opportunity for development of apprentices

37
Apprentice Employment
  • Age and equity group composition of
    journeypersons and apprentices merits employing
    more apprentices
  • Two-thirds of Universitys journeypersons older
    than 45 years
  • Need to replace one-third of Universitys
    journeypersons in the next five years

38
Apprentice Employment
  • University Plan
  • Design Apprentice employment and training program
    with a focus to promote Aboriginal people in the
    trades
  • Program will have two streams of entry
  • Internal candidates
  • External Aboriginal candidates
  • Assessment and evaluation of external and
    internal applicants
  • Consideration of pre-employment program or first
    year apprenticeship equivalent
  • Core competencies developed for the apprentice
    position

39
Apprentice Employment
  • University Plan
  • Internal development program
  • Working with an assigned coach (mentorship
    preparation)
  • Coach receives training
  • Partner with Aboriginal organizations as part of
    Representative Workforce Strategy
  • Partner with other employers to offer apprentice
    employment opportunities

40
Apprentice Employment
  • University Plan
  • Number of apprentice positions based on annual
    approved budget
  • Opportunity to partner with union to promote
    apprentice employment
  • Collective agreement amended for more flexibility
    in hiring

41
Promotion Marketing
  • Faculty of Arts recruitment package
  • Plans to profile University of Regina careers
  • Career fairs
  • New HR website

42
Total Compensation
  • Fair progressive collective agreement
  • Competitive salaries benefits
  • Learning development opportunities

43
Employee Engagement
  • Engagement survey (pulse check guide future
    planning)
  • Organizational reviews redesign
  • Performance expectations clear direction

44
Employee Engagement
  • Recognition
  • Coaching feedback
  • Internal communication

45
Healthy Respectful Safe Work Learning
Environment
  • Education training
  • Policies, programs procedure
  • Compliance reporting
  • Leaders commitment to comply, encourage, value
    and make changes

46
Recruitment Planning
  • Staffing redesign
  • HR resource to develop recruitment strategies
    facilitate planning for leadership faculty
  • Succession planning
  • Contact/candidate tracking system

47
Thank you
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