Bismarck State College

Recruitment & Retention Plan

Recruitment & Retention Plan

Table of Contents
Vision ......................................................................................................................................... 1
Mission ...................................................................................................................................... 1
Innovation Statement .............................................................................................................. 1
Strategic Plan ............................................................................................................................ 1
Purpose ..................................................................................................................................... 2
Introduction ............................................................................................................................... 2

Talent Management - Recruitment .......................................................................3

Advertising Strategies ........................................................................................................... 3
Marketing Strategies ............................................................................................................. 3
Salary Ranges ....................................................................................................................... 3
Moving Expenses .................................................................................................................. 3

Talent Management - Retention ............................................................................4

Continue Efforts to Increase Compensation ............................................................................. 4
Faculty Workload ........................................................................................................................ 4
Staff Workload ........................................................................................................................... 5
Enhance BSC Career Opportunities through Internal Growth & Development ...................... 5
Development .............................................................................................................................. 5
Mentoring Program ........................................................................................................... 5
Professional Development ............................................................................................... 6
Education Development6
Leadership Development ................................................................................................. 6
Increase Flexibility Options ........................................................................................................ 7
Increase Time Off ....................................................................................................................... 8
Increase Employee Service Awards, Scholarship Opportunities & Recognition ................... 9

Cover in full or part of the Dental Plan & Vision Plan Costs .................................................. 10
Day Care Services .................................................................................................................... 10
Mystic Java for You .................................................................................................................. 10
Other Retention Ideas .............................................................................................................. 11

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

BISMARCK STATE COLLEGE

RECRUITMENT & RETENTION PLAN

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

Vision
A national model for innovative education and workforce training

Mission
Bismarck State College, an innovative community college, offers
high quality education, workforce training, and enrichment
programs reaching local and global communities.

Innovation Statement
BSCs Culture of Innovation Transforming Tomorrow Today

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

Community & Relationships

Objective: To increase retention of employees.
By summer 2008, develop a talent recruiting and retention plan that attracts and retains
highly qualified employees who are enthusiastic about education and service to the BSC
community, and that respond to employee needs and desires, making BSC a preferred
employer in the Bismarck-Mandan area. (Human Resources)
Make institutional changes necessary to flatten the operational culture and empower
employees. (Campus Leaders)
Using the CQI process, hold employee sessions to provide plans for the future, to innovate,
and to develop various programs to capitalize on the human talent in each area. (Campus
Leaders)
Evaluate, identify, and implement professional development and enrichment opportunities
for all employees. (Campus Leaders)
Working with the Executive Council, develop a long-range target salary plan by fall 2008 to
increase compensation for all employees. (Human Resources)

Purpose
The purpose of this recruitment and retention plan is to prepare BSC as the leader in employment
opportunities with a challenging and enjoyable work environment, with opportunities for growth and
development.
BSC is committed to recruiting highly qualified and committed individuals, then nurturing and
supporting those individuals as they move through their career lifecycles.

Introduction
One of the objectives of BSCs Strategic Plan is to develop a talent recruiting and retention plan that
attracts and retains highly qualified employees who are enthusiastic about education and service to
the BSC community, and that respond to employee needs and desires, making BSC a preferred
employer in the Bismarck-Mandan area.
A team was formed to develop the recruitment and retention plan. The cross-functional team
members are: Bobbi Bingeman (faculty), Mary Friesz (communications & marketing), Darcy Makeeff
(staff-front line-new employee), Janelle Masters (administration), Sarah Olson (staff senate), Greg
Ross (professional), and Rita Lindgren (HR). Our team is honored to have been involved in the
development of this plan.
The team spent significant time researching recruitment and retention strategies to help us develop
our plan. The team also surveyed BSC employees for their input and ideas (Appendix 1) and
employee generational comparative data (Appendix 2). Based on the research and employee survey
findings, the team has developed a recruitment and retention plan that promotes BSCs strategic
plan, culture, organizational structure and work environment.
This plan aligns with the aforementioned strategic plan objectives under increase retention of
employees. The plan will increase and promote continuous quality improvement (CQI), our flat
organizational structure and innovation. By implementing the plan, BSC can become the leader in
employment opportunities.

Talent Management - Recruitment

Action Plan
Advertising Strategies (Implemented)
Utilize more advertising
Online careerbuilders.com, insidehighered.com, etc.
Local Bismarck Tribune, Job Service, Radio, etc.
Statewide, regional and national Chronicle of Higher Education, Minneapolis Star Tribune,
statewide newspapers, etc.
Diversity recruit utilizing more diverse publications Affirmative Action Register, Hispanic
Outlook, Equal Employment Opportunity Journal, etc.
Design a new recruitment ad for BSC (Appendix 3)
Improve the ease of applying for a BSC position
Ability to complete application form online
Ability to send other application materials by email as attachments (i.e., PDF, Word, etc.)
Ability to have transcripts sent electronically
Enhance the HR website for easier/quicker access to employment opportunities

Marketing Strategies (Implemented)

Incorporate BSCs branding with all recruitment strategies

Market our benefit package better
Market our flexibility with work life at BSC
Market BSC was named one of the top 10 places to work in Bismarck-Mandan for Young
Professionals in 2007 by the Young Professionals Network
Market the 6 month probationary increase

Salary Ranges (Appendix 4 approved)

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

Moving Expenses (Implemented July 2009)

BSC will allow up to a $700 stipend (with documented expenses) toward moving expenses
in/out of state 35 mile plus radius or negotiable one year estimated costs = $7,700
Moving expenses will be effective for new hires from this date forward.
SBHE policy 806.3 Moving Expenses
http://www.ndus.edu/makers/procedures/sbhe/default.asp?PID=29&SID=9

Talent Management - Retention

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

Action Plan
Continue Efforts to Increase Compensation
Encourage administration to continue to support higher overall salaries through Legislative
efforts, NDUS efforts and BSC increased revenues.
Encourage the continuation and support of our strong benefit package (i.e., full health
insurance coverage, retirement plans, etc.).
Evaluate current salaries and market rates for all employees.
Develop a plan (3 to 5 years) to increase lagging market areas and low salaries. For example,
with the 6.5% salary increase employees received this year, BSC increased our overall
salaries for employees.
Increase adjunct faculty and overload pay by an average of 10%. Estimated cost $94,700
(Appendix 7). Phase I Adjunct Pay, Overload Pay, Extended Day Pay, and Special Duty
Assignments pay increased by an average of 8% FY 2010 and an average increase of 6% for
FY 2011.
o BSC currently is not competitive with our local collaborative partners (Dickinson
State University and Minot State University). With the military initiatives and our
potential growth, BSC must be more competitive with adjunct pay.
Increase online development pay for faculty using the same rate as the adjunct and overload
rate if approved. Phase I Approved for faculty that translate a new course into the online
environment or it is deemed that the online course in question has undergone major content
changes (e.g. new software, new certifications, major restructuring of course content).
(Adjunct Pay, Overload Pay, Extended Day Pay, and Special Duty Assignments Policy)

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

feedback to EC by spring 2011)
Goal Manageable Workloads
Reduce current full-time faculty workload from 30 credit hours to 24 credit hours (this is an
example, we realize there are many workload variations).
Would give faculty the time they need to prep for classes, meet with students, update/revise
curriculum, market their program, ensure high quality of instruction for their program area,
etc.
If the military initiatives increase enrollment like we anticipate, faculty will have increased
workloads and/or increased additional responsibilities (supervisor responsibilities of
adjuncts). Add new faculty positions where needed with appropriate written justification.
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 The team reviewed/compared the other ND University System (NDUS) institutions workload
policies (Appendix 8).
Estimated cost = 6 credits X 114 faculty X $570/credit hour = $389,880.
Possible innovative transition 12 credits one semester, 15 credits one semester, total of
27 credits - would cut the estimated cost in half. The transition cost would be $194,940.
Team recommends a cross-functional team be set up to review faculty workloads over the
next two years for a recommendation to be made in spring 2011.

Staff Workload (was coordinated with the review of staff positions; staff duties
were reviewed and revised)
Goal Manageable Workloads
Implement the recommendations made by supervisors through the review of staff positions
and/or job descriptions.
By adding needed new positions and reviewing staff positions, we can increase efficiencies
and help address the areas with heavy workloads (too much work, too little time).
If the military initiatives increase enrollment like we anticipate, staff will have increased
workloads and/or increased additional responsibilities, possibly including increased
supervisor responsibilities of additional staff. Add new positions where needed with
appropriate written justification.
In an effort to keep sufficient staffing levels, we recommend administration commit to
approving new staff positions as a high priority. (the R& R team highly recommends this)

Enhance BSC Career Opportunities through Internal Growth & Development

(this is currently happening and being encouraged)
Promotions
Internal hiring
Job change through position opportunities in different departments

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

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

implement in 2010 will review in 2011)
Continue and enhance the current dynamic faculty mentoring program.
The team recommends a staff mentoring program (possibly patterned after the successful
faculty mentoring program) be developed by a cross-functional team.
o Partner/work with the Staff Senate to develop a staff mentoring program.

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

recommendations were implemented and are below)
Supervisors will establish a culture of expectation and support for professional development
for employees in all departments by encouraging and providing time for professional
development activities.
Supervisors will encourage, as a minimum, two professional development opportunities for
every employee annually. For example: conferences, specialized trainings, webinars, audio
conferences, etc. (added to performance evaluation form for supervisors and employees)
The implementation of a well-defined professional development process for employees will
be tied to the supervisors annual performance evaluation.
The team recommends a professional development process be developed by a crossfunctional team.
BSC currently offers Training and Professional Opportunities through
Business Partners Classes BSC is a member of the CETI Workforce Training Business
Partners. Other members of the group include Bismarck Public Schools, City of Bismarck,
Department of Transportation, ND National Guard, and Burleigh County. The training can
provide useful opportunities for employees to enhance their skills and/or learn new
skills.
Conferences and workshops encourage employees to attend sessions designed to
increase their knowledge in certain skill sets or fields.
Membership in professional organizations (i.e., Bismarck-Mandan Chamber of
Commerce, Young Professionals Chamber Group, ND Womens Network, local fraternal
organizations, professional organizations unique to the employees profession, etc.) Is
being encouraged from Operations Council and Executive Council level. Supervisors are
encouraged to support for employee participation.

Education Development
Review what we are offering for support for continuing education for employeesfor
example, an employee who may pursue their masters degree, but it is not required for their
position. Currently, the tuition waiver policy does not allow waivers when you get to the
masters and doctorial levelconsider partially funding employees expenses for furthering
their education at the masters and doctorate levels where the tuition waiver policy doesnt
apply.
The Tuition Assistance policy was approved and implemented in spring 2011 with a $29,000
budget.

Leadership Development
For those employees interested in leadership development, we recommend BSC encourage
and sponsor employee participation. We could partner with CETI. The division currently offers
an excellent leadership development program.
The team recommends a leadership development process be developed by a crossfunctional team. (The Excellence Through Leadership Plan was implemented Fall 2010 with
a $16,000 budget )
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Increase Flexibility Options (Implemented)

Work Schedules allow flexibility with employee work schedules as long as BSCs regular working
hours are covered for services to our students, visitors, etc.
4-Day workweek allow a 4-day work week option within departments pending what fits best
for the department services. (yes can be implemented with no cost)
Flextime allow flexible work hours (i.e., 7 am to 4 pm, etc.) within departments pending
what fits best for the department services. (yes can be implemented with no cost)
More telecommuting options allow employees (if it works for the position) to telecommute
one or two days a week if its something the employee desires for personal/family reasons. It
would allow the employee to have more flexibility with their work environment to help them
with balancing work and family/personal life. (yes can be implemented with no cost)
Job sharing allow more job sharing and/or flexibility in this area. There could be an
increased cost in benefits, but if the retention is there it would be worth it in the long run.
(currently, we arent doing this, but it is an option cost would be benefits promotes
retention if the employees are satisfied and stay working at BSC the cost of benefits is
gained through their retentionless hiring, training and retraining costs through retention)
o

Potential benefits brings broader range of knowledge, skills and experiences to a

position, provides cross-training and skill enhancement opportunities for each
employee, allows continuity of coverage when one employee is sick, on leave or on
vacation, provides an option for employees who want to reduce their hours, but
whose jobs cannot be accomplished on a part-time basis.

More part-time work options working fewer than 40 hours a week. (this option could
include options of positions with benefits (more than 50%) or options with no benefits (less
than 20 hours per week)
o

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

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

responsible/accountable to follow through with the items listed below)
Supervisors would be responsible for being fair, monitoring employees schedules and work
to ensure there is no decline in productivity or services, etc.
Each department is unique so flexibility options utilized may vary from department to
department. Departments should work as a team to determine which flexibility options work
for their areas. The supervisor will have the final approval.
There may be peak periods during the year when a supervisor will determine flexible
schedules will not work for their department (for example, student affairs may decide that
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flexible schedules will not be an option for 2-3 weeks prior to and/or at the beginning of fall
and spring semesters).
Supervisors need to keep in mind employees are required to take a minimum 30 minute
break for any work period four hours or longer as required by the Federal Labor Standards
Act (FLSA).
Flexible work schedules are a privilege for employees not a right. If a supervisor determines a
decline in job performance, the flexible work schedule would be subject to change at any
time.
Any one of these flexible options could be used/combined by employees in the department
as long as BSCs normal working hours are covered for service. (Yes)

Increase Time Off

Close BSC during Christmas Break (Christmas Eve through New Years Day) (If EC agrees to
pursue this action item Rita can take the lead on this idea to work with the NDUS Human
Resource Council to see if there is NDUS support for this initiative after research into this
strategy, the likelihood of this being changed is very small and it was decided not to pursue.)
VCSU and NDSCS currently close down except for essential staffing. They announce offices will be
closed as an energy savings for this time period. Employees are encouraged to take paid vacation
time, but if an employee doesnt have vacation time available they can speak to their supervisor to
get advanced annual leave. If an employee did not want to take the time off, they could meet with
their supervisor to discuss coming in and working, or come up with a plan that would allow them to
work from home.
We recommend working with the NDUS and the State Board of Higher Education (SBHE) to get all
campuses involved and do something system-wide. The state law limits vacation time. Currently, the
minimum leave days earned in a year is 12 and the maximum leave days earned in a year is 24. Pat
indicated we (SBHE) could increase the minimum days to 15. The policy could stipulate that 3 or 4
days must be used by staff during the Christmas break.
BSC has the opportunity to be the leader in moving the effort forward to enhance benefits for our
employees. This opportunity would increase the number of annual leave days for new employees in
their 1st through 3rd year of employment from 12 day per year to 15 (this would definitely have the
potential to increase retention).
Annual leave with pay for benefited full-time employees currently accrues based on rate per
hour and is earned on the basis of continuous service from date of employment as follows:
First through third year - the equivalent of 12 days per year
Fourth through seventh year - the equivalent of 15 days per year
Eighth through twelfth year - the equivalent of 18 days per year
Thirteenth through eighteenth year - the equivalent of 21 days per year
Over eighteen years - the equivalent of 24 days per year
Years of service shall be computed from employment anniversary date.

Energy Savings (based on 3 days)

In addition to the increased time off, BSC would see an energy savings. Below are estimates of the
savings:
Electrical - $1,610.00
Gas - $835.00
Total Savings - $2,445.00
Other Factors
The outside daily temperature will make a difference in the potential savings.
Electrical was estimated to save 50% of the daily usage.
Gas was estimated at a savings of 30%.
The savings was taken using the 2007 utilities costs for Dec 2007.
The Horizon building was not included in these figures, due to other agencies using the
building.
If this recommendation is approved, the initiative would be brought forward to the NDUS by the
Executive Council or President Skogen.

Increase Employee Service Awards, Scholarship Opportunities & Recognition

The BSC Foundation currently funds many opportunities for employees (scholarships, awards for
excellence, service awards, grant program, etc.). Employees are very grateful. By increasing service
awards, scholarships and recognition for employees, we could positively influence retention.
The team tied the recommendations to current employee recognition programs.
Service Awards - Employees currently are recognized and receive years of service pins at the BSC
Christmas party. We recommend three significant additional service awards be given.
Benefited employees would be eligible. Each employee would get their name in the drawing however
many years they have worked at BSC. For example, 0 to 1 year your name would go in once, 2 years
twice, 10 years 10 times, etc. The recommended awards are:
Trip for 2 - estimate $3,000
House cleaning service once a month for one year estimate $1,200
Generic Gift Card - $1,000
Total Dollars - $5,200
Top administration (President, Vice Presidents and Associate Vice Presidents) will not be eligible for
this service award.
Employee Service Award Program was changed and approved. Implemented December, 2010.
Family Scholarship Program the Foundation currently funds a family scholarship program for
eligible family members of employees for $1,000 and $2,000 scholarship opportunities.

We recommend the Foundation increase the dollar amount of the family scholarships to $1,500 and
$2,500. (We realize this would only be if the Foundation has the funds to do thiswith the downturn
in economy we know it would difficult right now, but maybe in the future??)
You Make a Difference Program We recommend enhancing the You Make a Difference Program
through BSC Foundation funds. (yes, if the Foundation has the funds for this now ??)
Currently, the committee draws 2 names from the recipients for the month for a free coffee
coupon and a free snack bar meal coupon. We would like to add a $25 and a $50 gift card
for gas or a general visa card to be given each month to two more recipients.
We recommend the Foundation sponsor the gift card fee each month. Annual cost would be
$900.

Cover in full or part of the Dental Plan & Vision Plan Costs (If EC agrees to pursue
this action item Rita can take the lead on this idea to work with the NDUS Human
Resource Council to see if there is NDUS support for this initiative; After research into this
strategy the likelihood of this being changes is very small and it was decided not to pursue)
We recommend partnering with the NDUS, NDPERS and NDPEA on pursuing this in the future
(maybe next Legislative session) and/or if the Legislature would not fund the cost fully we
could recommend partial (a dollar amount) state funding toward the cost.
BSC could be the leader in moving the effort forward to enhance benefits for our employees.

Day Care Services (yes, location/where??, Wild Endeavor team (Greg & Susan) could take
the lead on this; after review by the WE committee, it was decided the feasibility was too
costly and was not pursued)
Currently a Wild Endeavor (WE) has been submitted to pursue day care services for
employees at BSC, we recommend the WE be approved and implemented.
We are aware that the YMCA has approached BSC officials about operating a day care on our
campus. We recommend this be reviewed for feasibility.

Mystic Java for You (Implemented)

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

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Other Retention Ideas

Health & Wellness Day one day a month could be designated for employees health and
wellness there would be choices of activities to participate in, for example a massage
(partnering with our student program), an exercise class, a short stress management class,
walking, read something just for pleasure, etc., during these activities there could be healthy
snacks available veggies, fruit, etc. (aquatic center membership, at a reduced cost for
employees, is available)
Errand time allow employees a flexible schedule to run errands once a week. (yes ??,
supervisors would make the assessment and decision)
Designated break times and break areas promote our culture to take designated breaks in
a designated break area. By ensuring breaks are taken, we can create a healthier and
happier work environment. Statistics indicate taking a break can improve/refresh energy,
increase productivity, efficiency, morale, focus, less stress, etc. (Supervisors are responsible
to ensure this)
Energy Pods naps have been shown to benefit almost every aspect of human wellness.
The benefits to the body include better heart functioning, hormonal maintenance, and cell
repair. They help you live longer, stay more active, and look younger. The benefits result in
greater alertness, improved memory retention and creative insight. Also, a naps effect on
mental health include: improved mood, lowered stress, and greater psychological balance.
(this was submitted as a WE we recommend approving/implementing is still being
considered)
Think Tank BSC should create a designated room/area and design the aesthetics of the
room to promote innovation, creativity, idea thinking, camaraderie, etc. The room can be
sectioned off to allow for different types of thinking--quiet thinking, group thinking, fun space,
etc. (Carla Hixson would lead this)
Cross-Functioning BSC should adopt a flexible philosophy regarding staff who wish to teach
or perform a different duty and faculty who wish to perform a staff duty. A draft policy
(Appendix 9) has been prepared by a cross-functional team. (A new Cross-Functioning Policy
was approved by the Executive Council on July 21, 2009.)
Personal development allow employees to plan for personal development through
community/society betterment activities. For example, if you have an employee that is
involved or passionate about a community effort and would like to volunteer to help with the
program, supervisors should encourage their personal interests/community activities and
allow them some flexibility with their work life at BSC so they can be involved. (a policy or
guidelines could be drafted, would be supervisors decision whether to approve or not ?? -has not been worked on yet)
Enhance/increase the Jack Fellowship program offer more fellowships (not necessarily at
the $25,000 level, could be a less $ amount) to benefit more employees. (approval by
Foundation we realize only if the funds are there)

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 Free or Reduced Admission to BSC Events - currently BSC offers free or reduced admittance
to BSC events (i.e. music concerts, plays, etc.). We recommend athletic events be included
for free admittance to BSC employees. (Implemented)
Transferable Skills review minimum qualifications of positions move some to preferences
allow employees to utilize their best skills more. (Implemented and has been utilized in
2010 in several departments)
Increase recognition of employees recognition is personal, increase how we say thanks in
many ways. Supervisors should take the lead on this and make every effort to thank
employees more often. Could utilize special recognition through an announcement at a
department meeting, recognize an employee(s) with a designated break and treats, pizza or
lunch, etc. (Checked with BSCs Controller and we cant set up funds for this, the team highly
recommends supervisors do more for recognition of the employees in their departmentscan
be the items we list above and/or more verbal recognition, hand written thank you notes,
etc.)
External Review/Audit of positions Because of our significant growth in recent years, BSC
could hire a consultant to review/audit positions. Fully utilizing a positions capacity would
improve efficiency, productivity and morale. (this would need to be budgeted for, the EC
would need to review proposals, etc.not necessarily a high priority for the EC; has not been
reviewed by the EC yet.)
Other recommended retention strategies
o
o
o
o
o
o
o

Find out what motivates employees.

Ask employees how they learn best give them the tools to learn best.
People work for people not a companyput that factor into what we plan to do
Make more time for orientation and training (supervisors).
Review/update faculty and staff performance evaluation forms (working with the
faculty senate and the staff senate).
Review workloads and job functions for fairness of distribution of work increases
morale, productivity and efficiency.
Communicate goals (BSCs and the department/division) to new employees and
discuss annually with the whole department.

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Assessment

Measurement and assessment of this plan will be vital to the effectiveness of this working
document. As workforce challenges change and BSC grows, BSC will need to continuously improve
and revise this plan to meet recruitment needs and increase retention.

Measuring & Assessing the Plan (HR is currently doing this)

Some tools for measuring and assessing the plan to assist us in updating it annually:
Analyze annual turnover rates breakdown and categorize
Review age of workforce (retirements, etc.) for recruitment, organizational changes, planning,
etc.
Review generational categories of employees for planning, determining trends, etc.
Conduct employee surveys - morale, climate, culture, job satisfaction, work environment,
growth and development, training, etc.
Actions implemented in the Recruitment and Retention Plan will be tracked and measured as
appropriate for utilization statistics.

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