District Administration October 2016 - 29

SPONSORED WEB SEMINAR DIGEST KURT EISELE-DYRLI Research Editor District Administration to see significant drop-off in terms of engagement. Mike, is that one of the biggest challenges, keeping employees engaged long-term? Bollinger: Absolutely. When we think about people who are moving into the second half of their career within a specific district or region, how do we continue to keep them excited, and at the same time, serve district needs for ensuring that we have adequate staffing in the right places? Some other data in the field shows that the first 1-5 years are also one of our most common times for leavers. They are very excited and highly engaged at this stage, but are also prone to become disillusioned. So we want to be able to take that from an onboarding perspective, incorporating mentoring, using good check-in procedures and a net promoter score measurement, and work to ensure that disillusionment doesn't set in and that excitement remains at high levels. Once sustained, it will sustain through some of the additional strata. Eisele-Dyrli: Next we asked, "At the following activities, what level of programming do you have in place to impact employee engagement?" As you might imagine, professional development is a big, important part of any school district generally, and that was the top answer selected as being a "formal program" in the district. New hire orientation followed closely, as well as professional learning communities, which are closely related of course to PD. The top answers for having an "informal program" in place were organizing or supporting special interest groups, leadership cohorts, career paths or succession plans, and then onboarding programs. Bollinger: As we move into the next generation, there's an expectation that we learn collaboratively, and there's research that shows that not only is that one of the highest impact job learning and development components, but it's also one that people are very much willing to do. So by supporting special interest groups, by setting up leadership cohorts, that's a big way of connecting people to each other. That keeps leadership from getting in the way, and increases that employee engagement. Employees choose to work for a particular organization based on a value set, based on a culture and so on. The onboarding program is a component of that. It MIKE BOLLINGER AVP, Global Thought Leadership & Advisory Services Cornerstone OnDemand allows us to reinforce those values and that plan right from the beginning. Eisele-Dyrli: For the following questions we presented a few statements. First: "There's a direct correlation between employee engagement and employee retention in my district." And we asked whether they agreed or disagreed, specifically when it came to teachers. Overwhelmingly, they said they agreed or strongly agreed. Next statement: "In my opinion, the culture at my district is beneficial to employee retention." Again, a strong majority said they agreed when it came to teachers. Next, again referring specifically to teachers: "My district struggles to source talent." We're seeing much more of a split here-only 55 percent agreed. Finally: "My district struggles to retain talent." Forty percent agreed or strongly agreed. Bollinger: As we look at turnover, we have to account for both leavers and movers. But in five years it might look much different as we experience this demographic tsunami that is on the way. A large wave of retirements is starting and has been going for a while. So I think this number will go up. Eisele-Dyrli: Next we asked, "Does your district calculate the cost of employee turnover?" Just over 10 percent said yes, and another 15 percent or so said somewhat. But the biggest percentage here, 40 percent, said no, followed closely by over 30 percent who said they don't know. Bollinger: That number is very real, and it's measured a lot in the private sector in a variety of ways. One of them is "time to productivity," which is less impactful for us in K12 because there isn't a revenue or cost component associated with the time to productivity. But it does have an impact on student success, and it does have an impact on the amount of time that a particular building administrator has to spend with a new hire. When you talk about hard cost of employee turnover, it's 2 1/2 to 3 1/2 times the annual fully loaded salary. That price covers cost to the district of staff, of advertising and of various components, such as posting, processing and so on. So it can be a significant cost, and is another reason why improving the engagement of teachers and employees is so important. To watch this web seminar in its entirety, please visit: www.districtadministration.com/ws072616 www.DistrictAdministration.com October 2016 29 http://www.districtadministration.com/ws072616 http://www.DistrictAdministration.com

Table of Contents for the Digital Edition of District Administration October 2016

District Administration October 2016 - Cover1
District Administration October 2016 - Cover2
District Administration October 2016 - 1
District Administration October 2016 - 2
District Administration October 2016 - 3
District Administration October 2016 - 4
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