The Goal 5 Committee judged that the University has made substantial progress in its treatment of staff since 1988. Salaries have improved, fringe benefits have been enhanced, and the staff has assumed a more central role in the shared governance of the institution. Progress has been made in providing training and development opportunities, but additional opportunities are needed. Professional development must continue to be a priority if the staff are to be allowed to realize their full potential.

In summary, the strengths, weaknesses, opportunities, and threats with regard to the staff are as follows:

Internal Assessment of the Organization
Strengths Hard working, dedicated staff Low turnover rates Long-term plans for compensation policies Quality Service Education Office Competitive benefits package	Weaknesses Uneven administrative support for training and development at the departmental level Lack of career paths for staff Lack of coordinated technology and training
Opportunities Changing technology offers staff the opportunity for professional growth Talented pool of local applicants from which to recruit employees Positive university-community relationships Location may make recruiting some individuals easier due to life style considerations	Threats Rapid rate of technological change Location makes recruiting difficult for some positions
External Assessment of the Environment

Action Plan

To take advantage of opportunities and remedy concerns with regard to the staff, the following action plan is recommended. Responsible parties are designated.

This action plan will be integrated into the strategic planning process for 1998/99.

ENDNOTES

1. Forty individuals in the Professional Staff category are non-unionized non-exempt staff. BACK
2. Understanding Classification and Compensation, MTU Human Resources, May 1995 [2.5E] BACK
   

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