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Shawnee Mission HR reports rising retention, targeted recruiting and new employee supports
Summary
District human-resources leaders told the Board of Education that recruitment, retention and employee experience efforts produced measurable gains this year, including higher retention rates for classified and certified staff and steps to expand financial-wellness and mentoring supports.
The Shawnee Mission School District’s human-resources team reported to the Board of Education that retention improved this year and outlined recruiting practices aimed at diversifying and supporting staff.
In a presentation described as a program update, Dr. Higgins and HR directors laid out recruitment tactics, mentoring and onboarding programs, and survey-based “retention drivers” the district is using to keep employees. "Our recruitment efforts are designed to stand out and make a splash by grabbing attention, drawing people in, and showing them that SMSD is the place to be," the presentation said.
Why it matters: Higher retention helps preserve instructional continuity and reduces costs and disruption caused by turnover. The HR team tied specific practices — like New Teacher Academy, mentoring, school visits by HR staff, and follow-up handwritten notes to prospective hires — to measurable retention gains and said it will target additional supports on financial well-being.
Most important facts - Retention changes: HR showed an increase in classified retention from 64.99% to 68.6% and certified retention from 89.44% to 92.13% year-over-year, figures presented by HR leaders. - Recruitment tactics: The district said recruiters visit regional Historically Black Colleges and Universities and Hispanic‑serving institutions, attend career fairs (including at KU and K State), run school tours for candidates, and use alumni on recruiting teams to share first‑year experiences. - Employee experience: The district administered an employee-experience survey in 2024 and 2025, identified seven statistically linked “retention drivers,” and is asking building leaders to create action plans based on those drivers. - Financial-wellness focus: HR said financial well-being emerged as a new retention driver. The district contracted with CoreBridge as a single retirement vendor (transition noted as starting November 2023) and reported increased active participation in retirement plans; HR credited accessible CoreBridge advisors and school‑level communication for part of that rise.
Details and supporting context Dr. Higgins, leading the presentation, said the HR team is trying to get “beyond the application” by learning candidates’ strengths and placing them where they will thrive. Director Jen Duke described an SMSD recruit team that uses social media and alumni presence at fairs; the team also provides personalized follow-up after recruitment visits.
Board members pressed for specifics. Mary Westbrook asked whether recruiting targets extend to schools with strong talent pools; HR confirmed targeted campus visits to HBCUs and Hispanic‑serving institutions and said diversity efforts "go beyond just that racial component" to include life experience that connects with students.
On retention, HR identified three pillars: onboarding, support, and belonging. The presentation referenced New Teacher Academy, boot camps, mentoring, Professional Learning Communities (PLCs), recognition, and follow-up communications as tactics to sustain employees.
On retirement participation, HR explained the distinction between "active participants" (employees currently contributing to 403(b)/457 plans) and "participants with a balance" (those who may have made one‑time contributions or are no longer contributing but retain an account). HR said participation increased after moving to a single vendor, CoreBridge, which provides advisors available to staff.
Board questions and follow-up direction Board members asked for additional breakdowns and tracking. One member requested the total number of alumni employed by the district; HR said it was not currently tracked and agreed to start tracking. Members also encouraged continued emphasis on using the retention‑driver data to make actionable, building‑level changes.
Ending HR leaders said they will return with second‑read materials or further data as requested. The report concluded with the team asking the board for continued support for strategy 3 of the district strategic plan, which centers on people and staffing.
