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District 6 reports shorter hiring time, larger applicant pools and improved retention metrics
Summary
District staff briefed the board on Innovation 2030 Goal 2: recruitment, hiring and retention. Presenters cited increased recruiting events, social-media reach, higher applicants per posting, and retention above the state average, with targeted next steps for paraprofessionals and substitutes.
District human-resources leaders told the Weld County School District 6 Board of Education on Monday that recruiting and retention work under the district’s Innovation 2030 plan has increased applicant pools, shortened time-to-hire and improved retention metrics compared with the state.
Miss Overton introduced the update on Goal 2 (recruit, hire and retain) and Scott Gray, director of human resources, said District 6 attended 18 recruiting events last year and reached more than 2,000 candidates with 355 direct interactions. Gray said the district expanded online job postings to 22 free and paid boards and increased social-media engagement (reach up 29%, link clicks up 24%, page follows up 13.5%).
HR staff reported average applicants per posting rose to 7.2 from about 5 two years ago. The district said it reduced average time from posting to onboarding to 33 days. Miss Crane described improved candidate communications and an updated job-posting design that will debut in the spring. Dr. Thompson summarized retention work: exit and stay interviews, enhanced mentorship for early-career teachers, pay increases for special-education staff and paraprofessionals, and other measures. The district reported a retention rate above 80% and said District 6 has outperformed the state average for the past four years.
Board members asked clarifying questions about timing of the hiring-satisfaction survey (four weeks after onboarding), whether housing costs deter applicants (HR called it a concern and described partnerships with UNC and outreach to real-estate partners), and which positions are “hard-to-fill” (science, math, CTE, world languages, special education, preschool and certain school-support roles). HR said time-to-fill metrics cover all positions, while district leaders separately track hard-to-fill categories with the Greeley Education Association through an annual MOU process.
Next steps listed by district leaders include expanding mentorship training for mentors, increasing substitute-to-full-time pipelines, strengthening onboarding (“employee basics” sessions), and targeted outreach to higher-education institutions. Presenters said they expect some retention gains to appear in the official reporting that ends November 30 each year.
