"Student Affairs and Academic Support 2017 Workplace Survey Results," presentation by Nathan Strong, Kim Pruitt and Stacey Bradley delivered at the monthly division meeting March 24, 2017.
"Succession Planning and Post-Retirement Planning," presentation delivered at the monthly meeting of the Division of Student Affairs and Academic Support, March 24, 2017
Division Meeting - Feb. 25, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Megan Colascione, Student Life, Staff Senate
Pam Bowers, Planning, Assessment and Innovation
Jennifer Keup, National Resource Center for The First-Year Experience and Students in Transition
Directors Meeting - Feb. 2, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Dan Friedman, executive director of University 101 Programs
Dennis Pruitt, vice president for student affairs
Division Meeting - Nov. 17, 2020
UofSC Division of Student Affairs and Academic Support
"2019-2020 UofSC Community Insights Survey"
presented by Nathan Strong and Kim Pruitt, UofSC Human Resources, and Stacey Bradley and Alicia Bervine, Student Affairs and Academic Support
"2019-2020 UofSC Community Insights Survey"
Division Meeting - October 1, 2021
UofSC Division of Student Affairs and Academic Support
Staff Senate Overview
Presented by:
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- Rushondra James, College of Information and Communications
Updates on Telecommunicating and Class and Comp Study
Presented by:
- Stacey Bradley, Student Affairs and Academic Support
"Succession Planning and Post-Retirement Planning," presentation delivered at the monthly meeting of the Division of Student Affairs and Academic Support, March 24, 2017
Division Meeting - Feb. 25, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Megan Colascione, Student Life, Staff Senate
Pam Bowers, Planning, Assessment and Innovation
Jennifer Keup, National Resource Center for The First-Year Experience and Students in Transition
Directors Meeting - Feb. 2, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Dan Friedman, executive director of University 101 Programs
Dennis Pruitt, vice president for student affairs
Division Meeting - Nov. 17, 2020
UofSC Division of Student Affairs and Academic Support
"2019-2020 UofSC Community Insights Survey"
presented by Nathan Strong and Kim Pruitt, UofSC Human Resources, and Stacey Bradley and Alicia Bervine, Student Affairs and Academic Support
"2019-2020 UofSC Community Insights Survey"
Division Meeting - October 1, 2021
UofSC Division of Student Affairs and Academic Support
Staff Senate Overview
Presented by:
- Leena Holt, Parent and Family Programs
- Rushondra James, College of Information and Communications
Updates on Telecommunicating and Class and Comp Study
Presented by:
- Stacey Bradley, Student Affairs and Academic Support
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
Supporting internal communication and professional development for a student ...Maegan Gudridge
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Division Meeting - March 19, 2021
UofSC Division of Student Affairs and Academic Support
"Diversity, Equity, Inclusion and Achievement Task Force Review Session"
presented by Silvia Patricia Rios-Husain, Student Success; Alisa Liggett, Student Conduct and Academic Integrity; Jerome Scott, Student Government; and Joe Fortune, University Housing
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presented July 30, 2021 by:
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- Anna Edwards, associate vice president for Student Life
- Kirsten Kennedy, associate vice president for University Housing and Sustainability
Presented by:
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Dr. Tacy Holliday, Governance Coordinator, Montgomery College, NCLCA Learning Center Leadership Level
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HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
Supporting internal communication and professional development for a student ...Maegan Gudridge
Clarke, K. and Gudridge, M. (2014, March) Supporting internal communication and professional development for a student affairs division. ACPA Convention, Indianapolis, IN.
Division Meeting - March 19, 2021
UofSC Division of Student Affairs and Academic Support
"Diversity, Equity, Inclusion and Achievement Task Force Review Session"
presented by Silvia Patricia Rios-Husain, Student Success; Alisa Liggett, Student Conduct and Academic Integrity; Jerome Scott, Student Government; and Joe Fortune, University Housing
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presented July 30, 2021 by:
- Stacey Bradley, senior associate vice president for Student Affairs and Academic Support
- Anna Edwards, associate vice president for Student Life
- Kirsten Kennedy, associate vice president for University Housing and Sustainability
Presented by:
Dr. Lisa D’Adamo-Weinstein, Director of Academic Support , SUNY Empire State College
Dr. Tacy Holliday, Governance Coordinator, Montgomery College, NCLCA Learning Center Leadership Level
Description: Measuring and evaluating student success is crucial to retention efforts and program development. Join us as we talk about the key elements necessary to measure student success in your tutoring and learning centers. We will assist you in developing an assessment plan for your own center.
During the February 2017 Division meeting, the national climate regarding veterans on college campuses was discussed. In addition to a panel of USC student veterans speaking on their experience transitioning from combat to the classroom. Dr. Luna, Associate Vice President for Housing and Student Development at USC, used these slides to share what's next for student veterans on our campus.
The USC Division of Student Affairs and Academic Support Professional Development Program is coordinated by a team of employees from offices and departments across Student Affairs and Academic Support. Together, they are responsible for developing programs that meet the needs of staff at every career level and for producing events for audiences of 10 to 400.
Keith Ellis, Director of Residence Life, presented to the Division of Students Affairs & Academic Support in January 2017 on the incoming student population, Generation Z. This presentation outlines observations about the generation, leading us to consider and reevaluate how we support and challenge our students.
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This presentation will highlight ways in which an organization can develop and maintain resiliency in times of change. We know change is inevitable, and it can provide wonderful opportunities. As an organization, we need to be prepared to take advantage of those opportunities and retain the employees who will enable us to excel in the future.
The University of South Carolina, the premiere flagship research institution in South Carolina and one of the top 50 “Best Colleges” according to U.S. News and World Report, announces a nationwide search for the position of Dean of Students and Deputy Title IX Coordinator. https://uscjobs.sc.edu/applicants/Central?quickFind=79839
"Student Affairs," presented by Dennis Pruitt at the College Business Management Institute, 2016
-----
Through our team of experts, the Division of Student Affairs and Academic Support enrolls academically prepared students and connects them with experiences and resources that will help them achieve a lifetime of meaningful leadership, service, employment and continued learning. Learn more at sc.edu/studentaffairs.
Lord of the flies - suggested watching. The 1963 film, despite being old fashioned, actually follows the book much more closely than the 1990 film. See the YouTube video here: https://www.youtube.com/watch?v=FE2RL3fupms
Dr. Dennis Pruitt, vice president for student affairs, vice provost and dean of students, shared an overview of trends and issues at the Sept. 9, 2016 meeting of the Division of Student Affairs and Academic Support.
If businesses are still focused on mastering communication with the Millennials, they will fast fall behind. Because Generation Z is already forming brand preferences, spending their allowances, and becoming entrepreneurs.
"Enrollment Management," presented by Dennis Pruitt at the College Business Management Institute, 2016
-----
Through our team of experts, the Division of Student Affairs and Academic Support enrolls academically prepared students and connects them with experiences and resources that will help them achieve a lifetime of meaningful leadership, service, employment and continued learning. Learn more at sc.edu/studentaffairs.
Lord of the flies - suggested watching. The 1963 film, despite being old fashioned, actually follows the book much more closely than the 1990 film. See the YouTube video here: https://www.youtube.com/watch?v=FE2RL3fupms
Meet Generation Z: Forget Everything You Learned About Millennialssparks & honey
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But Gen Z (born 1995 to present) is different from the Millennial generation. In many ways, Gen Zers are the opposites or extreme versions of Millennials and marketers need to adjust to them.
We are just beginning to understand Gen Z and its impact on the future, but this report explores what we know and foresee.
5 Essentials to Modern Performance ManagementSaba Software
The way we work today has changed. When it comes to modernizing the performance management process in an organization, annual reviews and competencies don’t cut it anymore. Focusing on informal performance check-ins is a start, but it’s not enough.
In this presentation, we discuss how you can make a strategic shift in your performance management program with the 5 essential elements to creating a high-performance culture.
Gain insights into:
• Why—and how—organizations that engage in strategic performance management outperform their competitors
• Best practices for implementing performance processes that align, engage and inspire your people
• And how it all integrates into your talent management framework
As performance management continues to evolve from an isolated HR-driven process to an intrinsic part of everyday business rhythms, discover why you should emphasize increased engagement through employee satisfaction and contribution.
This presentation is about Employee Engagement Survey process and how it is carried out in the organisation. This presentation takes demo figures for understanding of the presentation
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In the past decade, the HR function has undergone a significant transformation. It has evolved from being a support function to a strategic business driver. Modern day HR’s can leverage plethora of data that to manage Employee Engagement. This presentation provides a sneak peak in to the key deliverables of BRIDGEi2i’s Employee Engagement Analytics Solution - EmPOWER
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Division Meeting - Sept. 5, 2023
University of South Carolina Division of Student Affairs and Academic Support
- Welcome
- Staff Senate, Megan Colascione
- Professional Development Team, Jessie McNevin and Morgan Ruebusch
- Strategic Priorities, Leena Holt and Dana Talbert
- Updates, J. Rex Tolliver
Directors Meeting - Oct. 21, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Kim Pruitt, Assistant Director for Organizational Development, USC Human Resources
J. Rex Tolliver, Vice President for Student Affairs and Academic Support
Directors Meeting - March 29, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
April Barnes, executive director of University Housing
Dennis Pruitt, vice president for student affairs
Division Meeting - August 27, 2021
UofSC Division of Student Affairs and Academic Support
Presented by:
- Dennis Pruitt, Vice President for Student Affairs and Vice Provost
- Stacey Bradley, Senior Associate Vice President for Student Affairs
- Scott Verzyl, Vice President for Enrollment Management and Dean of Undergraduate Admissions
- Silvia Patricia Rios Husain, Assistant Vice President for Student Success
- Anna Edwards, Associate Vice President for Student Life
- Kirsten Kennedy, Associate Vice President for Student Housing and Sustainability
- Maegan Gudridge, Communications Director
Directors Meeting - March 9, 2021
Division of Student Affairs and Academic Support
"Substance Misuse, Enforcement and Retention," presented by Aimee Hourigan, director, Substance Abuse Prevention and Education
"Experience by Design," presented by Amber Fallucca, director of the Quality Enhancement Plan, and Lara Ducate, faculty executive director, Center for Integrative and Experiential Learning
Remarks and Updates
Dennis Pruitt, Vice President for Student Affairs
Division Meeting - Oct. 2, 2020
UofSC Division of Student Affairs and Academic Support
"Mental Health and Well-Being in a Prolonged Crisis,"
presented by Rebecca Caldwell and April Scott, Student Health Services
Directors Meeting - Sept 15, 2020
Featuring:
Julian Williams, Vice President for Diversity, Equity and Inclusion
Katherine Hilson, Professional Development Team, Admissions
Jessie McNevin, Professional Development Team, Capstone Scholars Program
Dennis Pruitt, Vice President for Student Affairs
Division Meeting - July 31, 2020
UofSC Division of Student Affairs and Academic Support
"The Challenges of Being Black in Student Affairs,"
presented by Allison Smith, AMS Consulting
Division Meeting - June 26, 2020
UofSC Division of Student Affairs and Academic Support
Featuring:
Anna Edwards, Student Life
Kirsten Kennedy, Student Housing and Well-Being
Silvia Patricia Rios Husain, Student Success
Directors Meeting - Feb. 21, 2020
UofSC Division of Student Affairs and Academic Support
Featuring:
Alisa Liggett, Student Conduct and Academic Integrity
Amber Fallucca, Center for Integrative and Experiential Learning
Scott Verzyl, Enrollment Management
Dennis Pruitt, VP for Student Affairs
Division Meeting - Jan. 31, 2020
UofSC Division of Student Affairs and Academic Support
"Understanding and Mitigating Implicit Bias"
presented by Preshuslee Thompson
Kirwan Institute for the Study of Race and Ethnicity
The Ohio State University
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Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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Antifertility, Toxicity studies as per OECD guidelines
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
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Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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2. GOALS OF WORKPLACE SURVEY
• Compare the 2012 Workplace Survey results to the
2017 Workplace Survey results
• Celebrate successes and improvements
• Identify further areas for improvement
• Develop action plans
Goal: Create meaningful changes to the work environment
that enhance employee engagement and effectiveness and
are sustainable over time.
4. NUMBER OF RESPONDENTS
2012 Respondents
2017 Staff
Breakdown
2017
Respondents
2017 Respondents
to 2017 Staff
Breakdown
Total 386 897* 394 44%
Staff Members (includes temps) 765 358 47%
Graduate Students 132 36 27%
Manages Others 184 132 33% of 394 resp.
Does not Manage Others 202 262 67% of 394 resp.
Housing & Student
Development
191 481 114 24%
Student Life 92 114 109 96%
Enrollment Management 71 253 132 52%
University 101/NRC 14 32 23 72%
Office of the VP 12 17 16 94%
*~160 employees had no access to
survey
13. EXIT INTERVIEW: REASONS FOR
LEAVING
From the USC
Exit Interview
Survey Data:
119 employees,
“check all that apply”
1/31/2012 to
2/22/2017
Other: 13 out of
26 Transferred to
another
department.
16. VP PERCEPTION BY POSITION
Average
Perception Gap
Between Sr.
Leadership and
Employee = 1.36
Total
Respondents
Checking
“Unsure”
Open to
new ideas &
suggestions
47
Deeply
cares about
employees
38
Makes
employee
developmen
38
17. AVP PERCEPTION BY POSITION
Average
Perception Gap
Between
Sr. Leadership
and Employee =
2.23
Total
Respondents
Checking
“Unsure”
Open to
new ideas &
suggestions
70
Deeply
cares about
employees
59
Makes
employee
developmen
67
25. 2012 TO 2017 PERCEPTION OF
DIRECT SUPERVISORS/MANAGERS
Improved in 33 out of 35 questions (94%) from 2012 to 2017
26. Perception of
Direct
Supervisors/
Managers
Sorted by
Rating
Difference
to
Reflect
Improvemen
ts
My Manager… 2017 2012 # Difference % Variance
places employee interests first. 3.71 3.46 0.25 7%
accurately evaluates employee potential. 3.91 3.67 0.24 7%
accurately evaluates employee performance. 3.98 3.74 0.24 6%
makes sacrifices for direct reports. 3.81 3.60 0.21 6%
sets realistic performance expectations. 4.12 3.93 0.19 5%
lets upper management know about the effectiveness of his/her employees. 3.90 3.72 0.18 5%
rewards and recognizes achievement. 3.80 3.63 0.17 5%
encourages and manages innovation. 4.02 3.88 0.14 4%
is open to new ideas. 4.15 4.02 0.13 3%
provides adequate freedom to do my job. 4.35 4.22 0.13 3%
cares about employees. 4.31 4.18 0.13 3%
breaks down projects into manageable components. 3.89 3.77 0.12 3%
adapts well to changing circumstances. 4.05 3.94 0.11 3%
creates clear work plans and timetables. 3.84 3.73 0.11 3%
demonstrates the ability to think analytically. 4.23 4.13 0.10 2%
obtains information, resources, and technology for his/her staff. 4.07 3.97 0.10 3%
is effective at persuading employees to move in the desired direction. 3.90 3.80 0.10 3%
puts people in the right roles at the right times. 3.82 3.72 0.10 3%
displays a commitment to diversity in the workplace. 4.12 4.03 0.09 2%
clearly articulates organizational goals. 3.96 3.87 0.09 2%
encourages employee development. 4.12 4.03 0.09 2%
appropriately handles crises. 4.12 4.04 0.08 2%
demonstrates honesty and integrity. 4.21 4.13 0.08 2%
respects employees as individuals. 4.24 4.17 0.07 2%
helps find solutions to problems. 4.10 4.05 0.05 1%
possesses good job skills for his/her position. 4.20 4.15 0.05 1%
inspires others. 3.77 3.73 0.04 1%
has a good reputation in the organization. 4.13 4.10 0.03 1%
clearly communicates performance expectations. 3.97 3.94 0.03 1%
listens carefully to the views and opinions of others. 4.00 3.97 0.03 1%
trusts employees to do their job. 4.22 4.19 0.03 1%
accepts responsibility for successes and failures. 3.98 3.95 0.03 1%
provides high quality informal feedback. 3.79 3.77 0.02 1%
holds people accountable for their work. 4.00 4.01 -0.01 0%
identifies and articulates a long-term vision for the future. 3.71 3.78 -0.07 -2%
28. 2012 Focus
Areas
Action Reaction Survey Results
Supervisor
Training
LEAD Supervisory
Training and Policy
created
66% of required, completed
LEAD
17 completed LEAD 2
9 completed ELP
5 completed PAL
Improved perceptions of Direct
Supervisors/Managers in 94%
of the Manager questions
(slides 32-36)
EPMS
Completion
Universal review
date
Completion
statistics
95%* received a timely EPMS
in 2016 vs. 50% in 2012 and
2011
(*Some of the 5% may have met by default due to
medical leave & other unavailability beyond their
control)
The consistency and quality of
the review and performance
management process is
favorable.
Knowledge
about Other
Areas
Communication
strategy
Stay Informed-weekly e-
newsletter
What’s Dennis Reading-
biweekly
PD Picks-biweekly
Staff Notes-occasional
Division Directors’ Meetings
Let’s Chat
Improved communication
survey results
Multiple communication
sources may not be meeting
the needs of all employees;
filtered
Employees receiving or giving
29. Supervisor Training and
Development
66% of required supervisors
have achieved their LEAD
Management Development
Program certificate
Learn, Educate and Develop with LEAD
Manager & Supervisor
perceptions improved in 33 out of
35 questions (94%)
95% of staff received a timely
EPMS in 2017 vs. 50% in 2012
Employees perceive the quality
of their formalized review process
has improved
Coach and develop employees by providing specific,
timely, two-
way, positive and constructive, informal feedback.
Make training
KEEP GOING
30. Communication Strategy
improved the perception of
effective communication by
16%
46% to 62%
Stay Informed-weekly e-newsletter
What’s Dennis Reading Breakfast and
e-newsletter features
PD Picks-biweekly in the e-
newsletter
Staff Notes featured in the e-
newsletter
Division Directors’ Meetings
Divisional Meetings
Let’s Chat
ideaPOP!
Annual Recognition Breakfast
Ensure accessible and consistent in content & delivery
to all employees.
Create back and forth communication channels, up
and down the org
KEEP GOING
31. GEMS and Division Recognition
Peer-to-Peer Recognition Programs
GEMS had a 38% Utilization Rate in
2016
GEMS: Gamecocks Who Excel at
Magnificent Service
Exemplary Service to the Carolina
Community Award
Outstanding Service to Students Award
Continuing Excellence Awards (2)
New Staff Member of the Year Awards (2)
Graduate Assistant of the Year Award
Outstanding Faculty and Staff Partner
Award (2)
Unsung Hero Award
Promote throughout the division & ensure accessible
to all, especially
in underutilized areas. Celebrate achievement at dept.
KEEP GOING
32. Succession Planning
Ensures leadership continuity in pivotal
positions, retains and develops intellectual
and knowledge capital of the future and
encourages individual advancement.
Identify potential turnover in
pivotal positions and risk to
division & University
Identify high potential/high
performing employees currently
ready or eager and capable of
developing
Develop employees through
training and individual
development plans
Analyze and address existing high
turnover and its impact on goals
and objectives
Succession planning is not a one-time event. It evolves
with the
vision, strategic goals and the capacity of the human
KEEP GOING
Editor's Notes
Alicia introductions, pass to Nathan
Alicia
Alicia
Nathan
Percentage is total respondents working 0-5 years compared to total employees working in that area.
Other: 13 out of 26 transferring to a different position
New supervisor; unfair work distribution
Not laid off, yet. Was given 8 months warning.
Moved to another department within the university
Increasingly negative work culture within department
Changing positions within University
Salary (not necessarily b/c of the university, but the job itself). I would come back in a different position.
Poor work environment and lack of trust to work independently -- the work did not use my strengths
dissatisfied with job in comparison to job posting and description
Income disparities, lack of ethnic diversity at the upper managerial level, and flawed internal grievance processes
New opportunity within same career field at USC
I was informed by my supervisor that things didn't seem to be working out with me there.
Moving to a new unit within the Division of Student Affairs at USC-Columbia
Advancement to new position at the university
Moving to different department within University
going to a new division in the university
I am not leaving University.
I'm simply moving to the Office of Economic Engagement in order to take the next step in my career.
I'm not leaving, just transferring departments
I was required to live in (Cliff apartments) and the conditions were very uncomfortable. The apartment had lots of roaches and I asked to move and my supervisors said no.
work environment
I am not leaving, I've accepted another position within USC
Taking another position at the university
Unprofessionalism of executive director
I am not leaving the university, only changing positions.
New job opportunity at another institution.
Nathan
Kim
Average decline of first 3 by 11% and same of last one (intangible)
Vs. improvement in next 2 that are more tangible.
Perception gap by position
Kim
Nathan
Stacey
Quality of how leaders are leading is improving! Congrats!
Continue to allow the managers to apply their new knowledge from the LEAD and other development programs.
Room for improvement in the area of feedback. Manage by walking around. Provide specific, timely feedback.
Provides high quality informal feedback
67%
71%
-5%
Speak “with” not “at”
Consistent for all employees
Not filtered, edited or withheld
Video tape larger meetings that not all can attend and save out on the web
Scripts of minutes for directors with the expectation that they will share with their managers and employees
Contests for them to read the most critical things pertinent to what is happening
Targeted communication strategy (maybe survey what they want to know about, how it is meeting their current needs, etc.)
Do staff know how these work? Peer to peer and not top down?
Are they accessible to all employees – even those without computers?
Analyze underutilized areas to promote understanding of programs and benefits.
Those who win are only mentioned at the division meetings. Not everyone can attend the division meetings. Should also be mentioned at dept. and team meetings – social recognition in their peer groups.
High turnover is often addressed as a challenge with a robust succession plan. (diversity, recruitment and retention)