Hiring and Retention. Decisions on hiring full-time faculty shall be made by the Administration after the recommendation of the HRPST Committee who shall act upon the recommendation of the Xxxx and shall be responsible for ensuring equity within the salary structure of the college.
Hiring and Retention. DHS leadership has supported every area of the state with a more efficient and streamlined process for hiring staff to fill vacant positions. Beginning in October 2019, DHS began using a new web-based system, known as JazzHR, that posts announcements for vacant positions on over 20 job search sites and allows managers to identify and hire qualified applicants immediately after they apply, rather than wait for a closure date on position announcements, which now stay open until a position is filled. Interviews with DHS managers and field staff confirmed to the Co- Neutrals that this new hiring system allows the agency to identify applicants and fill caseworker positions much more rapidly, particularly in areas where the department has regularly experienced challenges identifying qualified applicants to fill vacancies. Statewide, DHS reported 190 vacant caseworker positions at the end of this report period, an increase of 13 vacancies from one year earlier when DHS reported 177 vacant positions. DHS leadership has committed to ensure every district is allocated enough caseworker positions and supported to best manage workload assignments, improve caseworker retention, and expeditiously backfill staff positions when vacancies occur. DHS’ substantial and sustained progress to meet the Target Outcome this period is evidence of this commitment. Further, DHS’ successful efforts to support caseworkers with manageable caseloads is also leading to better staff retention as shown by a significant decrease in caseworker turnover in the last eighteen months. For all levels of case-carrying workers combined, DHS reported the turnover rate for SFY 2019 (July 2018 through June 2019) was 24.2 percent and this decreased to 9.5 percent the following SFY 2020 (July 2019 through June 2020), representing a remarkable 60 percent decrease in the turnover rate. For this report period, which covers the first half of SFY21, DHS reported a turnover rate of 9.0 percent. As DHS highlighted in its February 2021 Semi-Annual report, “The decreased turnover for CW Specialist I, II, and III's is significant considering CWS and its employees experienced a pandemic; developed and adapted to a sudden robust telework plan; and closed over 30 OKDHS buildings across the state.” DHS also noted that this significantly reduced turnover rate further supports DHS’ ongoing efforts to systematically identify and hire the best candidates into DHS’ child welfare positions, particularly as caseworkers. Duri...
Hiring and Retention. The Union and WSGC share the mutual goal of developing and retaining a diverse workforce. Within 180 days of the execution of this agreement the WSGC and Union will meet to discuss ways the parties can work together toward promoting equity and a diverse workforce. PERSONNEL FILES Employees may have access to their files for review upon request to Human Resources and may request and shall be given copies of items in their file within a reasonable time, not to exceed five (5) business days.
Hiring and Retention. In 2021, Metro was experiencing significant challenges maintaining the necessary 19 fulltime paramedics to service the City. At one time, staffing was down to only 13 available paramedics requiring the City to initiate some very short-term service adjustments. Nationwide, private paramedic service companies are experiencing shortages of hiring new paramedics and retaining existing ones. This national private paramedic employee shortage has been slowly materializing over the last 10 years but has unquestionably been accelerated by the pandemic.
