Skip to main navigation Skip to page content
Indiana University Northwest

Strategic Planning Committee

Outcome 4

December 2005 Strategic Planning Outcome 4 Final Report

Date: January 19, 2006
Chair: Denise Travis
Support: Cathy Tallos
Members: Ray Fontaine, Kellie Branch, Carolyn Hartley, Sara Linton , Deanna McDonald, Eva Mendieta, Manoj Pardasani, Bob Weiler
Contributing Members: Chair Vice Chancellors, Deans/Directors, Chairs, Kathy Malone, Department Heads,IU Northwest Staff
Outcome Number: 4

State Your Outcome: 2005 IU Northwest will be using a formalized process for recruiting, retaining and developing faculty (FRAME), and will have developed a similar process for staff and administrators, in support of academic excellence4.

Deliverables:

  1. IU Northwest has in place a formalized process for recruiting a diverse staff, faculty and administration via the Campus Council on Diversity.
  2. IU Northwest will be using a formalized process for retaining faculty.
  3. IU Northwest develop a formalized process for retaining staff.
  4. IU Northwest will develop a formalized process for retaining administrators.
  5. IU Northwest will be using a formalized process for developing faculty.
  6. IU Northwest will develop a formalized process for developing staff.
  7. IU Northwest will develop a formalized process for developing administrators.

February 13, 2006 statement from Chancellor Bergland: This outcome was very difficult to pursue due to the number of deliverables. Denise Travis and her committee did an exceptional job with a complex task. The deliverable involving a process for recruiting diverse faculty, staff, etc. has been achieved with regard to groups with ranks of PA 16 and higher. However, at the present time, there is not a process for level PA 14 or below. Deliverable #2 focused on a formalized process for retaining faculty, and that deliverable has been achieved. The remaining deliverables involved formalized processes for developing and retaining staff, administrators, etc. The Cabinet has decided that, in order to move forward most effectively in establishing these processes, the work should become a part of the work in the development of the Human Capital Plan. The committee has done an exceptional job of helping understand the situation that exists at IU Northwest.

Activities completed to date Method of Engagement/Feedback Results (for both activity and engagement process) Dates
Mentor application to Deans’ Council

Activities completed to date

Method of Engagement/Feedback

Results (for both activity and engagement process)

Dates

Mentor application to Deans’ Council

Chair presented at 2 Deans’ Council meetings

Answered questions regarding the process. Received verbal agreement that the Deans would attempt to recruit particularly if they will have a new hire.

1-25-05

Take Outcome 4 to Executive Committee

Deanna McDonald met with Executive Committee

Permission granted to present faculty mentoring process to faculty org.

2-05

Formulate Faculty Mentor Application

Outcome 4 committee members agreed on a format. Consultation held with Dr. Coopwood and Dr. Reed

Finalized Faculty Mentor Application

2-15-05

Present Faculty Mentor Application to Faculty Org.

Outcome 4 chair presented Faculty Mentor Application
To Faculty Org.

Michelle Searer

Answered faculty questions. Application to be placed on SPT website.

2-18-05

Nominations/Application

Sent to Deans, Directors and Chairs with request to disseminate to faculty and assist in recruiting

Received feedback that faculty planned on signing up for the Faculty Mentoring Workshop

3-1-05

Mentoring Workshop

Information on Faculty Mentoring Workshop shared at faculty org., Deans’ Council and on IU Northwest faculty listserve.

13 faculty registered
7 faculty attended

4-30-05

Assess recruitment, retention and development of a diverse staff

Attempt made to contact 25 department heads and 30 Adm. Assistants

See Appendix I

Develop 2005-2006 Faculty Mentoring Calendar of Events

Outcome 4 committee
CETL
Dr. Coopwood

Three additional workshops recommended on mentoring, journal writing and grant development

6-1-05

Develop Administrative Mentoring Process

Outcome 4 committee
Deans/Chairs
VCAA

Elements of Administration Mentoring Process developed

6-30-05

Establish Mentoring and Retention of Faculty and Staff committee

VCAA
Outcome 4 chair

Committee member list established. VCAA sends out letters inviting selected members to participate on committee

10-15-05

Request to units for feedback on staff development and retention

Outcome 4 committee
Dept. Heads
Staff

See Appendix II

10-1-05

Mentoring of New Hires Begins

CETL
Outcome 4 Chair

Mentoring Webcast workshop held

10-21-05

Request to Dept. Heads and Vice Chancellors on staff development and retention processes

Outcome 4 Chair
Vice Chancellors
Department Heads

Appendix III

12-9-05

Feedback of results of staff and development processes

Cabinet
Outcome 4 Chair

12-12-05

Outcome 4 Definitions and Deliverables

2005 Outcome: IU Northwest will be using a formalized process for recruiting, retained and developing faculty (FRAME), and will have developed a similar process for staff and administrators, in support of academic excellence.

Deliverable 1: IU Northwest has in place a formalized process for recruiting a diverse staff, faculty, and administration via the Campus Council on Diversity.

  1. This deliverable has been accomplished for faculty, administrators (with ranks of PA 16 or higher), and professional staff in ranks of PA 16 or higher.
    1. The Council on Diversity (CCD) has been in place for approximately 18 months. A member of the CCD serves as a member of all search and screen committees for faculty, administrators and professional staff in ranks of PA 15 or higher. The member reviews all files to make sure that all candidates are given due consideration.
    2. In addition, the Office of Diversity and Equity monitors the recruitment process for faculty, administrators and professional staff in ranks of PA 15 or higher to ensure that ads indicate that minority candidates are sought, that ads are placed in periodicals that are read by minorities, and that recruitment lists are reviewed to ensure, if at all possible that minority candidates are included.
  2. The process for biweekly staff, hourly staff, and professional staff with ranks of PA 15 and below provides as follows:
    1. These jobs are advertised on the website and equal opportunity language is included in the ads.
    2. These positions are advertised in local periodicals and if requested in a few periodicals read by minorities

    The committee felt the current process is adequate however the Office of Equity and Diversity is working on enhancing the process.

Deliverable 2: IU Northwest will be using a formalized process for retaining faculty. The process for retaining faculty is being implemented and is described below:

  1. The Office of Diversity and Equity created the FRAME process for mentoring new faculty. This process encourages each new faculty member to be offered a mentor who will work with that person to provide information to assist the faculty member in progressing toward tenure or continued employment at IU Northwest.
  2. The Deans, Directors and chairs of the academic units are responsible for recruiting faculty mentors for all new faculty hires by the first week of fall semester.
  3. The Outcome #4 Committee will implement and monitor the retention of faculty. This Committee will be chaired by the Chair of Outcome # 4. The Outcome #4 Chair will report to the Vice Chancellor of Academic Affairs.
  4. The Committee will offer a mentoring workshop to all new mentors by September 15 of each academic year.
  5. The Committee in collaboration with the Deans, Directors and Chairs will assign mentors to each new faculty member by the first week of each academic year.
  6. The Committee will develop a list of information that the mentor will provide to the mentee.
  7. The Committee will collaborate with CETL to provide faculty development workshops each year in line with the FRAME recommendations.

Deliverable 3: IU Northwest will develop a formalized process for retaining staff. (Staff in this paragraph is defined to include biweekly staff, hourly staff, and professional staff with rank below PA 12.) The committee concluded that the existing processes were adequate for retaining biweekly, hourly and professional staff with ranks below PA 12 with the exception of pay which should be reviewed and updated annually. According to the Office of Diversity and Equity the Affirmative Action plan allows current staff the first opportunity to be considered for internal jobs.

  1. This process includes promotion opportunities including the internal advertising of jobs available on the campus.
  2. This process includes training and development for the operational tasks of the job such as submitting payroll, handling computer software, using PeopleSoft, submitting purchase orders, submitting requests to pay travel, submitting purchase orders and other specific job tasks.
  3. The IU system provides and updates the benefit package, which is excellent.
  4. The campus periodically reviews and, resources permitting, adjusts its compensation package to make salaries more competitive.

Deliverable 4: IU Northwest will develop a formalized process for retaining administrators. (Administrators include administrators with faculty rank and administrators at ranks of PA 12 or higher.)

  1. This process includes promotion opportunities including the internal advertising of jobs available on the campus. Current staff are given the first opportunity to be considered for internal jobs.
  2. This process includes training and development for the operational tasks of the job such as submitting payroll, handling computer software, using PeopleSoft, submitting purchase orders, submitting requests to pay travel, submitting purchase orders and other specific job tasks.
  3. This process includes leadership training and development offered by
    1. the campus including legal compliance, other customized leadership and development training on request, and funds to attend leadership and development offered by external agencies; and
    2. the Training and Development Office of Indiana University on an open admission basis and the Bradford Woods Development Program.
  4. The IU system provides and updates the benefit package.
  5. The campus periodically reviews and, resources permitting, adjusts its compensation package to make salaries more competitive.

Deliverable 5: IU Northwest will be using a formalized process for developing faculty.
The committee concluded that the current faculty development process is adequate.

  1. This process includes development seminars in excellent teaching practices by CETL and FACET.
  2. This process includes workshops in granting writing provided by the Office of Sponsored Programs.
  3. This process includes workshops on promotion and tenure provided by CETL.
  4. This process includes journal writing for publication workshops offered by CETL.
  5. This process includes seed grants from the CCDL and the CSRV to assist faculty in developing their research.
  6. This process includes travel to discipline specific conferences for faculty to present papers, to attend teaching seminars, and research seminars.
  7. This process includes the Bradford Woods Leadership Series of Seminars offered by the IU Training and Development Office to develop leadership and administrative skills for faculty members.

Deliverable 6: IU Northwest will develop a formalized process for developing staff. (Staff in this paragraph is defined to include biweekly staff, hourly staff, and professional staff with rank below PA 12.) The committee concluded that the existing processes for development of staff were adequate.

  1. This process includes promotion opportunities including the internal advertising of jobs available on the campus. Current staff will have the first opportunity to be considered for internal jobs.
  2. This process includes training and development for the operational tasks of the job such as submitting payroll, handling computer software, using PeopleSoft, submitting purchase orders, submitting requests to pay travel, submitting purchase orders and other specific job tasks.
  3. Supervisors will work with Human Resources for additional training as needed.

Deliverable 7: IU Northwest will develop a formalized process for developing administrators. (Administrators include administrators with faculty rank and administrators at ranks of PA 12 or higher.) The committee concluded that the current development process in place for administrators is adequate.

  1. This process includes promotion opportunities including the internal advertising of jobs available on the campus. Current staff will have the first opportunity to be considered for internal jobs.
  2. This process includes training and development for the operational tasks of the job such as submitting payroll, handling computer software, using PeopleSoft, submitting purchase orders, submitting requests to pay travel, submitting purchase orders and other specific job tasks.
  3. This process includes leadership training and development offered by
    1. the campus including legal compliance, other customized leadership and development training on request, and funds to attend leadership and development offered by external agencies; and
    2. the Training and Development Office of Indiana University on an open admission basis and the Bradford Woods Leadership Series which is offered on a competitive basis.
  4. IU Northwest offers newly appointed Deans the opportunity to attend a leadership workshop in their discipline or in general to develop their leadership abilities.
  5. This process includes the provisions of travel funds in academic and administrative unit budgets to attend development and leadership seminars provided by the IU system or by external agencies.

Attached to this memo are the documents that indicate these deliverables have been accomplished. These include the following:

  1. The FRAME program.
  2. Summary of Development Opportunities provided for professional staff in ranks of PA 12 or higher, faculty, and administrators in ranks of PA 12 or higher.
  3. Summary of Development Seminars provided for biweekly staff, hourly staff, and professional staff in ranks below PA 12.
  4. Summaries of surveys staff members concerning the need or lack of need for further retention and development programs.
  5. Recommendations for further training

Outcome # 4 Committee Recommendations for Further Training

  1. Administrators and Staff with a PA Rank of 12 or higher.

The Outcome 4 committee acknowledges that IU Northwest provides the necessary training necessary to carry out job functions, i.e. PeopleSoft, Epic, One Start, etc., however also submits that there are additional job functions that when given mentoring assistance can increase the efficiency of job performance. These areas are identified for the job classifications listed below.

  1. Faculty Administration - Department Chairs, Deans, Associate Deans, Head Librarian, Directors (faculty), Vice Chancellors (faculty)
    • The art of scheduling classes
    • Budget management
    • EPIC
    • PeopleSoft
    • Faculty contracts
    • Submitting payroll
    • Submitting purchase orders
    • Supervision of professional and bi-weekly staff
    • Knowing and managing travel policies
    • Facilitating the development of faculty
    • Academic program planning and development
    • Issues related to external funding and partnerships
    • Internal funding resources
    • Working with alumni
    • Recruitment (faculty and students)
    • Performance Evaluations
    • Faculty annual reports
    • Faculty, including adjunct, contracts
    • Encouraging research
    • Dealing with difficult student issues/navigating the appeals process
    • Time management
    • Conflict resolution
    • Long and short term strategic planning
  2. Department Administration – Directors (non-faculty), Supervisors, Managers, anyone in usually exempt professional position managing employees/department
    • Budget management
    • EPIC
    • PeopleSoft
    • Submitting payroll
    • Submitting purchase orders
    • Supervision of professional and bi-weekly staff
    • Knowing and managing travel policies
    • Facilitating the development of faculty
    • Performance Evaluations
    • Time management
    • Conflict resolution
    • Long and short term strategic planning
  3. Assistants to Deans and Directors (PA 12) and Senior Secretaries (CLOE)
    • The art of scheduling classes
    • Budget management
    • EPIC
    • PeopleSoft
    • Faculty contracts
    • Submitting payroll
    • Submitting purchase orders
    • Supervision of professional and bi-weekly staff
    • Knowing and managing travel policies

APPENDIX I

14 responses were received from Vice Chancellors and department heads. All respondents report they have staff meetings. Most of the departments report they felt their departments were already diverse. A few sited low pay as interfering with retention. Three departments felt more staff training would help with staff development.

Regarding the question: Does your department currently have a process in place to retain and develop a diverse staff, 7 report they do not have a formalized process in place, 5 respondents report they use the system Human Resources has in place and one reported they have developed training within their department.

17 Administrative Assistants and others in similar positions responded. The mean years working at IU Northwest is 11.75. Virtually all of the respondents sited the friendliness of the campus community and “I love my job” as a primary reason for their continued work on the IU Northwest campus. Salary was the most frequent barrier to their continued employment at IU Northwest. Most respondents did not feel that staff development was available beyond the computer classes. However most would like to be involved in staff development particularly if time was allotted. It was the perception of 4 of the respondents that they were mentored in their current position, however all 4 were already staff members in the department of the person they replaced. All respondents felt that mentoring is important. Some felt people were “just thrown in to their jobs.”

APPENIX II

N = 41 Respondents

  1. What do you need from your unit to make you the best you can be in completing your duties and responsibilities?
    • Communication = 52.8%
    • Resources = 23.1% (staff, adequate budget, training)
    • Nothing = 23.1%
  2. What does your unit/university offer toward staff development?
    • Nothing = 42%
    • Staff development opportunities = 57%
      • Education
      • Workshops
        • Communication
        • Computer Training
        • Human Resources (compliance)
  3. Are there any barriers to you participating in staff development workshops or projects?
    • No = 57%
    • Yes = 39%
    • Time = 82.5%
  4. What factors contribute to you remaining employed at IU Northwest?
    • Unknown = 12.4%
    • Multiple variables = 87.6%
      • I like the people I work with
      • I enjoy my job
      • Friendly environment
      • Location
      • Training
      • Safe and clean environment
  5. Is there a process in place for retention in your unit?
    • Yes = 18%
    • No = 60%
    • Unknown = 21%
  6. Are there any barriers to retention in your unit?
    • No = 68%
    • Yes = 21%
    • Lack of pay and inadequate resources
    • Unknown = 10%
  7. How do you define diversity
    • (typical response) When I think of diversity the first word that comes to mind is respect-respect for others regardless of their ethnicity. Diversity for me also means being able to appreciate, respect and understand the total person regardless of their race, cultural differences, physical appearances etc.
  8. What makes you unit diverse?
    • (typical response) We have three distinctly different cultures represented in our office area and also genders are represented. Additionally, we respect each other’s differences and work well together.
  9. In your view, what is mentoring?
    • (typical response) Voluntary involvement of two parties. Goals should encompass individual needs and personal growth. The focus is on interpersonal support, guidance, mutual exchange, modeling and sharing of wisdom. Should have a positive impact on learning that could enhance job satisfaction.
  10. Were you mentored in your current position?
    • 46% Yes 54% N0

      If yes, did you find it beneficial?
    • 11/15 or 74% responded yes
  11. If no, do you think you may have benefited from a mentor?
    • 4/21 felt it would be beneficial
    • 7/21 felt it was not necessary

Findings

Better communication is seen as the number one indicator for staff members to best complete their duties and responsibilities.

Staff Development: There is some various in the perception of the staff respondents it pertains to staff development. 42% report their unit/IU Northwest does not offer staff development while 57% report staff development is available and gave several examples. Since the analysis included different types of IU Northwest departments it is possible that staff development is more pertinent for some departments over others. For respondents who sited that there is a barrier to participating in staff development activities (39%) 82.5% of them listed ‘time’ as the major factor.

Retention: Although 60% of the respondents report there is not a process in place for retention in their unit, 68% report there are no barriers to retention in their unit. In fact, IU Northwest staff generally like working here. 87.6% of the respondents sited multiple variables, i.e., they like the people they work and their jobs, the friendly environment, the location, access to training and a safe and clean environment.

Diversity: The findings of the survey indicate that IU Northwest staff has embraced diversity. Virtually every staff unit on the IU Northwest campus is diverse. The staff is clear on how diversity is defined and has a sincere respect for the diversity in their units.

Mentoring: Nearly half or 46% of the IU Northwest staff report they were mentored. Of these, 74% found that mentoring was beneficial to them in assisting them to perform their duties and responsibilities in a more efficient manner. Of the respondents who were not mentored, 19% felt they would have benefited from mentoring and 32% felt mentoring was not necessary. Again, this last figure may be related to the specific unit and the type of work performed.

APPENDIX III

A two (2) item questionnaire was sent to members of the Deans/Directors’ Council, three (3) Vice Chancellors and 25 department heads. The following are the results submitted as of
12-9-05:

  1. Do you have a formalized process for developing your unit staff? If yes, please describe the process below. If no, what kind of process do you envision for your unit staff that would facilitate staff development?
    • N = 17/36 units reporting
    • No = 47%
    • Yes = 47%
    • Unknown = 1 or 6
  • Vice Chancellors’ Office
    • Administrative and Fiscal Affairs
      • No. When Bloomington provides training for staff on the new systems, travel funds are provided. Other than that there is no formal development process
  • Deans/Directors
    • SPEA: No. We have 2 staff members, one with 25 year tenure and the other has been in an underpaid job for eight years. Retention is not a problem.
    • School of Business and Economics: Yes. The school conducts annual evaluations of its staff, and based upon those evaluations, including changes to the nature of the positions, recommends training opportunities for the staff. The School staff is regularly required to attend update training provided by IU on internal systems and new system introductions, such as FIS, EPIC, IUIE and SIS. We regularly use the services of CETL and IT’s training programs (Jackie Cowen) for updating our staff on work-related software, including MS Office, Macromedia Dreamweaver, On Course, Windows, Web browsers, etc. Our staff regularly attends seminars and workshops provided by HRMS also. The training time is treated as time worked.
    • Social Work: Yes. There is one staff position in the Division of Social Work.
      The Assistant to the Director is involved in the Performance Evaluation process with annual goals outlined. In addition, she is encouraged to attend seminars and workshops on and off campus, i.e., off campus workshops that address issues related to supervising others and time management. On campus workshops include IU workshops that address fiscal management, computer skills, ad IU systems policies and procedures.
    • School of Education: I don’t know and I wouldn’t know until we met with the unit and talked about this.
  • IU Northwest Departments
    • Career Services: No. There is no formalized plan in place. We have staff in the past participate in various training and workshops offered by the campus to facilitate staff development. We also belong to various professional organizations which also help with staff development. I strongly support staff development and as the Interim Director I plan to create a formalized plan.
    • Student Services/Student Support Services: No. My office is grant funded so we are restricted with reference to the conditions of the grant. Staff development is built into the grant process via conference attendance.
    • CSRV & CCDL: No. We only have one permanent staff, a program assistant, and an interim assistant director. The program assistant is CLOE and we complete the annual performance reviews. As part of that, we together construct a development plan. In that sense we have a formal one.
    • Bookstore: No. A good starting point would be that a formalized and somewhat standard training program should be implemented for all university employees. This should include customer service standards that are required and non-negotiable for everyone. The bookstore has a rather informal process of development through cross training of the different duties in the bookstore. We expect staff members to take initiative and ask to be trained on other member’s jobs.
    • Office of the Bursar: Yes. During the implementation of SIS staff went to Southbend for training on the new student record system. HR regularly offers workshops for biweekly staff. Whenever there are workshops available the staff are scheduled to attend. There are no funds available for training .) by non-IU employees.
    • ODE: No. Future in-services coming soon. These will include sensitivity training, diversity leadership, service culture and multicultural research.
    • Enrollment Services: Currently, Enrollment Services has no staff. It is made up of several individual offices, each responsible for its own staff issues. The heads of these units report to the Associate Vice Chancellor for Administrative and Fiscal Affairs (Enrollment Management), who heads the Enrollment Services area. However, the Enrollment Services Council (made up of several Enrollment-related office heads and Assoc. V.C) meets regularly and works on a number of issues, including seminars/retreats that involve the staffs of each unit and are designed to enhance staff development for all individual units (as a supplement to unit activities). Events were held in 2005 and another all staff function is being planned for February 2006.
    • IU Northwest Child Care Center: Yes. The state child care licensing agency requires that all staff have 12 hours of in-service per year so we have 4 sessions 3 ties per year. This time is paid and the sessions deal with topics pertaining to the education of young children. Staff are also encouraged to attend local and state conferences on Early childhood with their registration fees paid by the center.
    • Physical Plant: Yes. We typically provide training and/or retraining as needed to the various departments within physical plant (Maintenance, Grounds and Custodial Staff). If requested and deemed appropriate, we also provide specialized training to individuals.
    • Occupational Development Program: Yes. Tutor training (10 hour process). Review study skills, time management and all department policies.
    • Purchasing/Printing/General Services: No.
    • Multicultural Affairs: Yes. Gear-up peer mentors are considered staff for 21st century scholars program for spring 2004 and fall 2005. The students receive training for one day, which consists of interactive sessions, role play, informational packets, film, note taking question and answer period. In addition, students attend one computer workshop given by computer services. Students than evaluate the training (questionnaire) this feedback is incorporated into the next training session.
  1. Do you have a formalized process for retaining staff? If yes, please describe the process below. If no, what kind of process do you envision for your unit that would facilitate staff retention?
    • N = 17/36
    • Yes = 3
    • No = 11
    • Unknown = 2
    • DNA = 1
  • Vice Chancellors
    • Administrative and Fiscal Affairs: No. There has not been turnover among the immediate staff. Low salaries however, are often cited in exit interviews conducted by human resources. The campus needs to review and revise, as necessary, the compensation structure for both professional and biweekly staff. Bloomington has engaged all f the campuses in a study of professional staff classifications and compensation. Our HR office is reviewing the biweekly classifications and compensation structure.
  • Deans/Directors
    • School of Business and Economics: Yes: The School has an orientation process for prospective staff that gives potential new hires a realistic job preview of what working in the School would be like. An employee handbook for staff is under development but not completed. However, parts of it are used to provide information on specific issues to prospective staff members. Otherwise, the School relies on an informal process of developing a “family” atmosphere that promotes retention. This process includes involving staff in key decisions regarding their welfare and their work, as well as involving them socially with the faculty and administrators. There is no formal mentorship program in the school for staff, but the Senior Secretary conducts initial job orientation and some on-the-job training of new staff members. That process has been successful, and we have an extremely low turnover rate among our staff.
    • SPEA: No. This is not a problem.
    • Social Work: Yes. The division of Social Work believes that the implementation pf staff development coupled with a friendly and supportive work environment assists with the retention process. However the Division is also mindful of the low pay scale.
    • School of Education: I don’t know and I wouldn’t know until we met with the unit staff and talked about this.
  • IU Northwest Departments
    • ODE: No. Staff employment and career needs assessment. Responsibility rotation and preferred skill development.
    • Career Services: No. We don’t have a formal process to retain staff, but we do provide extensive training for our new employees, with the use of a formal office manual with detailed information regarding policies and procedures. As the Interim Director I have made sure that there is a constant flow of communication with all staff and an open door policy. I also have weekly staff meetings and bi-weekly individual meetings to discuss special projects, issues, concerns, and informative information regarding campus activities and new trends relevant to Career Services. I also think that it is important to have goals set for employees and to let them know that they are a valued team member within the office. The Career Services staff is also cross trained, which helps to reduce the level of stress within the jib and their ability to service the students. We also conduct employee evaluations through Human Resources which helps employees grow and development.
    • Student Services/Student Support Services: No. Unknown
    • CSRV & CDL: No.
    • Bookstore: No. The feedback that I have received regarding retention shows that pay equity is a major factor. A more defined and better communicated pay structure must be implemented for the university. Pay raises should also be tied to performance. Good employees feel shorted when others with substandard performance are compensated equally. Better communication practices must also be investigated. Many work units are “left out of the loop” when it comes to information that can have a major effect on their operation. This often frustrates staff members.
    • Office of the Registrar: No. Unfortunately, I am not aware of formalized processes that would facilitate staff retention. There is no incentive plan available to financially reward achievement. Staff are encouraged to take part in all university parties, i.e., next weeks Christmas gathering.
    • Enrollment Services; Again, Enrollment Services does not have a staff. The individual units within Enrollment Services maintain staff.
    • IU Northwest Child Care Center: No. A Schedule of annual pay increases and partial benefits would help to retain staff.
    • Physical Plant: No. No one leaves except to retire, move or be fired.
    • Occupational Development Program: Yes. Each Semester we continue with training. We have weekly staff meetings with each tutor.
    • Purchasing/Printing/General Services: No.
    • Multicultural Affairs: No. To incorporate the 21st century peer leaders with more experience as a mentor partially in the implementation of the workshop training. Secondly, to incorporate a recognition/reward component for students who participate in most of the program activities for a given semester.

Findings

Seventeen of the 36 IU Northwest unit department heads responded to the questions regarding formalized process for developing and retaining unit staff.

Staff Development: The respondents are split right down the middle as it relates to having a formalized process in place for developing their unit staff with 47% reporting a formalized process in place and 47% reporting a formalized process is not in place. However, of those units who report no formalized process 75% have an ‘informal’ process in place that includes use of performance evaluations and participation in training seminars and workshops.

Staff Retention: Sixty-five percent of the responding unit department heads report they do not have a formalized process in place for retaining staff. And yet despite the reality that monetary compensation is a problem for both professional and biweekly staff, retention does not appear to be a problem. It is possible that the contributing variable(s) can be traced back to the individual staff survey, i.e., staff generally like working at IU Northwest. To quote one department head “No one leaves except to retire, move or be fired.”