Reference no: EM133505038

You are the director of employee benefits in a school district that is experiencing a shortage of qualified teachers and other support employees. After conducting informal telephone interviews with qualified candidates who did not accept the district's offer of employment or who dropped out of the selection process, it is clear that one of the reasons was that other school districts in the same vicinity have higher salaries and better fringe benefits. Further, the reputation of the district that has been circulated within the larger education community gives the impression that the district does not value its employees. Also troubling is that the district appears to lack support from the community because a bond issue referendum, which was needed to build an addition to the middle school, failed.

The fiscal accountability of the administration was called into question by the local newspaper last year when the teachers were only given a 2-percent salary increase and the fringe benefits package for employees' dependents increased by 18 percent. Also appearing in the newspaper, and perhaps the most damaging issue to the district's reputation, was information concerning the superintendent's contract. Per this contract, the superintendent was provided with a district-owned automobile, an annuity, and paid medical and hospital insurance for his wife and children.

Chapter 8 : How would you proceed to develop a plan of action that addresses the entire compensation package offered to all employees, but with a particular focus on teachers.