Talking Stick - May/June 2008 - 89

Jeff Furlone: We have striven to make our CA (Community Advisor, same as an RA) application process as simple as possible. We essentially give them the interview questions ahead of time so they can really think it out, and we encourage them to talk with current staff to hear from their peers what the job is all about. It’s truly the best advertising we have. This has led to a larger applicant pool and a more diverse pool (not just those students already identiﬁed as “leaders”). We feel the group more closely reﬂects the student body as a whole. For our current and returning staff we seek their feedback and input whenever possible (training evaluations, etc.) and then they see that their thoughts are often the drive behind next year’s schedule/sessions/etc. Each returning CA meets with me and we talk about how the year went and what kind of experience they are seeking for the following year. They are truly great conversations, and I get my best feedback right from those that matter most. We are currently revamping our programming and community building model as a result. In terms of professional staff, it sounds like we are very similar to CU Boulder. Our RD staff has many opportunities to participate in the campus community outside of the department. The sky’s the limit so long as they are fulﬁlling their primary responsibilities. There are many former RD staff in the administration at PSU. They say it’s something in the water here, but it’s the campus culture that keeps people engaged. Our average stay for an RD is currently three to six years. As long as they remain motivated, they can soak up new experience. We do believe that making them feel at home is HUGELY important. Perks such as allowing pets and offering a meal plan for live-in signiﬁcant others as well have been a big plus for RD staff. The other staff on campus know about our RD staff and understand what they do. That respect helps keep the RDs feeling like the positive members of the institution that they are. I know at some schools live-in staff can be seen as temporary and transient. Not the case here, and it shows. They are sought out consistently by other departments for collaboration. The natural beneﬁts of our region help too … we are smack in the middle of the outdoor enthusiast’s paradise. We have mountains, lakes, world class rock climbing, sea coast, and more. Much like Boulder, I believe that is a draw for many. Green: At Texas Tech for graduate and full-time staff, I think we work hard to create a realistic picture of the job, the institution, the city, and the region during our recruitment efforts. Once they are hired, we intentionally designate both ﬁnancial support and time away for professional development opportunities such as departmental and divisional committees, institutes and conferences, and development presentations throughout the year. As staff members develop, and need additional challenges, we look for ways to give them increasing ownership and authorship for committees, proposed changes, and new initiatives. Many of our graduate and full-time staff articulate their reasons for staying at Tech as the feeling of support similar to that of family, the opportunities, and the chance to provide feedback (which we ask for when and wherever we can to continue to better develop our program to support our students’ learning and success). Where I think we struggle most is in the area of what motivates our student staff members. We continue to look for new ways to keep them engaged. I agree wholeheartedly with what has been said earlier, that many times it is the graduate and full-time staff that seem to have the greatest impact on the longevity of our student staff members. Tracey Mason-Innes: Ditto Ditto Ditto. I will try to add something, but I think so much has been covered. I believe that in a very small area (i.e., a region or country), where we all know one another in this ﬁeld, it can sometimes be the people who are at the institution who attract (or not) people to wanting to work there. How we are as professionals and how we treat our candidates and the people we meet at professional gatherings is one of our biggest marketing tools. If a professional is happy, positive, and loves their job, their RAs will want to look at this career. I have seen a few students enter the residence life ﬁeld because of this. I also learned that the money can keep people too long. It’s a balance of making it attractive and also ﬁnding the passion/attitude in a person you need. I used to say that when you began to be unhappy about the money, it was time to take a look at what else was making you unhappy. Editor’s Note: Conversations is dedicated to capturing dialogue between high-level professionals on the topics that affect college housing. If you would like to be a part of a future conversation – or have a topic you want to see discussed – let us know at talkingstick@acuho-i.org. May + June 2008 89

Talking Stick - May/June 2008

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