Planning Staffing Needs


Every time a position becomes open, managers should develop a search plan to fill the vacancy. Although there may be a sense of urgency to begin the search for candidates immediately, the following questions should be considered and addressed before posting the job vacancy. Strategic planning on the front end is essential to successful outcomes. Managers should consult with Human Resources or their department's human resource representatives from the start and throughout the course of the recruitment process, as needed.

Turnover costs for departments can be very expensive. It is not easy to precisely quantify the total turnover cost for replacing an employee. Some expenses are more obvious and easier to measure than others: for example, the price of an advertisement in a newspaper or the salary paid to a temporary employee. Other expenses are not so easy to determine. For example, the interview process entails a loss of time on the part of the interviewers.

Turnover costs can usually be divided into four categories: separation, replacement, training and productivity. Separation costs may include deactivating or changing systems/facilities access or arranging COBRA benefits. Replacement costs may include advertising, hiring temporary staff, and retaining search firms. Training costs may include time and effort from supervisors, co-workers and training staff. Productivity costs are often hard to quantify, but include morale problems, customer dissatisfaction, lower production, increased error rates, and effects on the department’s reputation.

Hiring managers are responsible for offering and agreeing to salaries for new employees that are in accordance with the hiring range for the grade (for officers and non-union support staff) or as agreed to in collective bargaining agreements (for union support staff). Any proposed exceptions must be approved by central Human Resources before a final offer may be extended.

Salaries for support staff positions are covered by collective bargaining agreements and negotiated between the University and respective union. Refer to the appropriate contract for rates and effective dates.


University salary ranges:

Salaries for new hires must fall within the hiring range for the grade. Consult with CUHR for salary-range grids for the Morningside and Medical Center Campuses. Click here for the current salary minimums for each grade.


Internal equity within the unit/department:

Consider whether the salary being considered is justifiable/equitable based on the individual’s qualifications and background as compared to current staff. Also consider the gender/ethnicity/age of existing staff to ensure that there is no real or perceived bias.