The average number of employees in Halifax County has increased since the 2022-23 fiscal year, Human Resources Director Kristin Shotwell told commissioners Monday.
That is also indicative of a higher retention rate, she said. “That’s great as we progress in each fiscal year that the retention rate has increased.”
In FY 2022-23, the turnover rate was 19 percent. The county concluded this past fiscal year with a 14 percent rate. “While we only have the first-quarter data for the current year, we are at 3 percent. That’s exciting to me because even if we stay on that trend, we would wrap up the current fiscal year at 12 percent, which is still a decrease from the previous fiscal years.”
Looking at general municipal and public sector standards, Shotwell said, the target is between 8 percent and 15 percent, “so we’re doing really well.”
She said cost-of-living adjustments, bonuses, performance pay, and continued funding of longevity have all played a part in positive retention rates. “With the last fiscal year, there was a reimplementation of step increases that were awarded with pay performance — not just a flat bonus — and that has made significant improvements with retention, as well as employee morale. Those are items that are brought before the board for consideration and approval each year during the annual budgeting process, so your decisions have made a positive impact on retention and turnover.”
The highest turnover rates in the county come from central communications, social services, emergency medical services, the sheriff’s office, and the jail, she told the board. Those departments account for 76 percent to 86 percent of the county’s turnover, which has been consistent from the 2022-23 fiscal year through the current quarter.
The five top departments she discussed were the same ones that received a 5 percent pay increase. “So there’s recognition there that they are departments that need a little more help and attention to that turnover rate.”
While not all of social services received that increase, it was approved for social workers. “That is the population of employment within social services that struggles the most with retention and turnover.”
The retention issue comes down to a common problem facing all local governments, Shotwell said. “We’re all fighting for a limited pool of qualified individuals and employees in all counties that are within a commutable distance. We’re all fighting for the same qualified individuals, especially in these departments where they work shift work and you’re working 12 or 24 hours on average — maybe 13 shifts a month. Those employees will drive over an hour to make a higher wage because they’re not doing it every day.”
Another factor out of the county’s control is that there is no local offering for advanced EMT and paramedic certification courses. “We are fortunate that the BLET certification program has recently returned to HCC. Prior to that, those individuals interested in those types of certifications would have to travel outside of our county. What happens when they travel outside of our county? They’re picked up and recruited by those instructors teaching in other counties.”
Social work positions require specific mandates from the state, she said, including that an applicant hold a bachelor’s degree.
One step Shotwell believes can help is attending job fairs. “Not just human resources, but really tap into those departments in the area where we’re struggling and get their specific representatives to join us as well.”
Shotwell advocates for struggling departments to look for opportunities outside the classroom by trying to gain interest from younger students and exploring potential internship programs. “We need to educate our employees that even though they might not realize it, they are our number one recruiters.”
The county also needs to continue monitoring commutable counties to remain competitive, she said. “Not only with wages, but also leave accruals, because the most important factors to employees are time and money.”
The number of budgeted positions in the county has remained consistent for several years, meaning there are limited openings.
County Manager Dia Denton said that number has held at 560. “We’ve had positions come and go for various reasons throughout the last 10 to 15 years. We’re pretty consistent. The only major change we’ve seen, which was before I came, was when mental health was no longer a county department. We were pushing 700 employees at that time.”
Denton said the report was timely and thanked the board for its support. “There’s been a big push the last five years since I’ve been manager to get our salaries up to where we’re competitive. We’re trending down with our turnover rates. We would love to see the 8 to 10 percent rate and we will continue to work toward that.”
The county manager told the board, “The salary increases that you all have authorized have been extremely beneficial, and now we are to the point that we can actually be choosy. We no longer have to have warm bodies. We can pick from a good pool. I think our applications are increasing for almost all of our positions.”
