Human Capital Implementation Plan Impact

Human Capital Implementation Plan

Mission Alignment

The Human Capital Implementation Plan supports Fairmont State University’s mission and strategic priorities by strengthening the recruitment, retention, development, and engagement of a highly qualified workforce. The plan advances competitive compensation, employee well-being, professional growth, effective leadership, and consistent employment practices. These are essential to establishing a community distinguished by opportunity, growth, and achievement. By investing in employees, improving workplace culture, and strengthening organizational effectiveness, the plan helps build a collaborative, engaged, and resilient workforce that delivers transformational impact for West Virginia and beyond.

Lead Unit:

Human Resources

Collaborating Units:

  • Academic Affairs
  • Athletics
  • Enrollment Management
  • Finance & Administration
  • Information Technology
  • Student Affairs
  • The President’s Office

Objective 1

Implement 100% of the recommendations from the classification and compensation study by August 2029.

Priorities Supported: 

P2.1 Compensate Employees Competitively

Key Results:  

KRI.1 Implement 60% of approved class compensation recommendations by June 2027, in alignment with available funding and budget approvals.

KR1.2 Reduce the average compensation gap for positions identified as high-priority or critical market adjustments by at least 50% by December 31, 2026, in alignment with available funding and budget approvals

KR1.3 Communicate implemented class compensation changes to 100% of affected employees within 30 days of approval, by December 2028.

KR1.4 Publish updated salary ranges and classification structures for 100% of positions on the Human Resources website by March 2029.

KR1.5 Train 95% of supervisors on compensation changes and how to communicate them to employees by August 2029.

Objective 2

Increase employee participation in and/or utilization of institutionally supported quality-of-life programs, policies, and benefits by 25% by August 2029, resulting in measurable improvements in employee engagement, well-being, and overall employee experience.

Key Results:  

KR2.1 Identify, define, and secure approval for two new expanded employee quality of life enhancements by December 2027.

KR2.2 Increase employee awareness of available quality of life enhancements by 80% by June 30, 2028.

KR2.3 Increase participation in at least one quality of life program to 65% of employees by August 2029.

KR2.4 Launch a centralized, easily accessible resource hub for all employees' quality of life offerings by March 2028.

KR2.5 Evaluate and establish at least one sustainable third-party childcare/daycare partnership for employees by August 2029.

Objective 3

Increase to 70% of employees who report that Fairmont State provides flexible and supportive work conditions that enable them to effectively balance work responsibilities and personal needs by August 2029.

Priorities Supported: 

P2.3 Supportive Work Conditions

Key Results:  

KR3.1 Complete a review and gap analysis of 100% existing workplace flexibility and supportive work-conditions including workload sustainability and staffing capacity policies by December 2027.

KR3.2 Develop, update, and formally approve four workplace flexibility and supportive work-condition policies by March 2028.

KR3.3 Train 90% of supervisors and managers on policy implementation and consistent application of workplace flexibility and supportive work conditions by August 2028.

Objective 4

Increase the number of professional development, onboarding, and work-based learning programs offered to full-time, part-time, and student employees by 40% by August 2029.

Priorities Supported: 

P2.4 Clear Career Paths

Key Results:  

KR4.1 By March 2028, 90% of faculty and staff supervisors of student employees will complete standardized student-employee supervisor training, with at least 85% demonstrating proficiency in core practices for onboarding, coaching, feedback, professional development, and work-based learning.

KR4.2 By April 2027, 95% of supervisors will complete staff performance management training, and 90% will demonstrate effective use of the Performance Management system through completion of required performance management activities.

KR4.3 By June 2027, 80% of supervisors will conduct documented recurring employee check-ins, with at least 75% of employees reporting that they receive meaningful feedback and have opportunities to discuss professional development.

KR4.4 By June 2027, 100% of employees serving on staff search committees will complete required search committee training, with 90% of trained participants demonstrating knowledge of consistent and equitable hiring practices.

KR4.5 By May 2028, 100% of faculty searches will utilize standardized recruitment and selection practices, including approved job postings, screening criteria, interview protocols, and evaluation rubrics, with 90% compliance demonstrated through annual HR review.

KR4.6 By August 2027, Human Resources and Student Affairs will implement a coordinated student-employee professional development framework aligned with the University's work-based learning and career-readiness competencies

KR4.7 By August 2029, 60% of on-campus student employees will demonstrate identified professional behaviors in their work-based learning environments, as assessed by supervisors using the standardized student-employee development framework.

Objective 5

Increase overall positive results on the campus climate survey 70% by August 2029.

Priorities Supported: 

P2.5 Positive Organizational Culture

Key Results:  

KR5.1 Communicate campus climate survey results, action steps, and progress updates to 100% of employees through standardized institutional channels by December 2026.

KR5.2 Increase favorable responses in two to three priority areas (performance management, confidence in senior leadership, communication) by 10% by April 2027.

KR5.3 Increase campus climate survey participation by April 2028, achieving 60% participation among Administration, 40% among Exempt Professional Staff, 30% among Non-Exempt Staff, and 60% among Faculty, representing measurable improvement in participation across all employee groups.

Budget Summary:

Strategic Investments  

(One-time expenses approved by the Board) 

Years Items Total Supported Objectives
2026-29 Compensation study implementation consulting support $84,500 Objective 1
2025-26 Salary adjustments from compensation study implementation $553,891 Objective 1
 

Incremental Operational Funding

(Additional budget to cover recurring expenses) 

Years Items Total Supported Objectives
2026-27 Salary adjustments from compensation study implementation; Employee Assistance Program; Training Development; Campus Climate Survey $639,259 Objectives 1, 2, 4, & 5
2027-28 Salary adjustments from compensation study implementation; Employee Assistance Program; Expanded Leave Benefits; Training Development; Campus Climate Survey $499,446 Objectives 1, 2, 3, 4, & 5
2028-29 Salary adjustments from compensation study implementation; Employee Assistance Program; Expanded Leave Benefits; Training Development; Campus Climate Survey $399,641 Objectives 1, 2, 3, 4, & 5