| State | Other Special Programs for Retention | External Influences Causing Professionals to Leave | External Influences Causing Professionals to Stay | Internal Influences Causing Professionals to Leave | Internal Influences Causing Professionals to Stay | Other Points not Previously Mentioned |
| CA | | Limited salary increases | | | Bay Bridge Project | |
| CO | | Benefits contribution by the state has fallen below most private employers, pay for performance was instituted with a lower funding level than expected, reduced threshold for full retirement | Layoffs at other agencies with funding cuts. Transportation has not lost funds in the declining economy. | Dept really grew in the 1960s so now employees have reached retirement age at the same time. | Reorganization within the Division of Engineering, which allows more decision making by lower level engineers. Reducing the bureaucracy has made the jobs more interesting. | |
| CT | | 1997 early retirement incentive, periodic hiring freezes, cyclical budget constraints. | Negotiated salary increases. | Diminished number of promotional opportunities resulting from staff downsizing. | | |
| DE | | Maintenance review of positions in IT area resulting in limits in levels of career ladder. | Development of occupational job descriptions providing more freedom to move around the dept and to other state agencies; that is, under old specifications a transportation planner could only transfer to transportation planner. The new specification is tit | Reduction in levels of technical and IT career ladder without significant increase in assigned pay grade. | Selective market pay plan ability to request consideration of advanced salary rates. | Participation in college recruitment with alumnus, participation in career programs at secondary schools to promote DOT careers prior to college. |
| IN | | No salary increases, increases in health care premiums or lack of available health care in certain areas of the state, budget issues, unpaid furlough leaves, hiring freeze, retirement factor continues to drop, mandatory conversion of vacation and sick tim | Lack of promotional opportunities due to hiring freeze, inability to pursue reclassifications and reorganizations due to budget issues. | Even though we provided salary increases in January 2001, salaries are still low in comparison with other states and private industry. | Engineer and IT classification changes that resulted in salary increases, creation of an alternative work schedule program, increasing personal use of state cars, use of personal computers to electronically complete state tax forms, creation of an Executi | |
| KY | Agency support of individual employee development, including travel to conferences, professional training/ networking opportunities, and involvement in professional organizations. | In concert with the nationwide economic downturn, Kentucky’s executive branch budget for 2003– 2004 proposes to reduce the annual salary increase for
state employees from 5% to 2.7%. Agencies will have to be even more creative to provide employees with in | Continued civil service job protection in a non-union environment provides a stable career; stronger support for continued education and training, Kentucky’s Personnel Cabinet is making a reasonable effort, within current budget restrictions, to evaluate | Numerous leadership changes have created minor shifts in organizational priorities, but not significant enough to cause massive departures. Higher salaries in the private sector, with less internal flexibility here, are the big draw. Improved retirement b | Formal succession planning initiatives, increased emphasis on continued education and accompanying salary increases for completion of advanced degrees or certifications, increased empowerment of employees in the decision-making process in program areas. | The Kentucky Transportation Cabinet has established and staffed a specific Office of Quality to lead agency efforts in organizational development, particularly process improvement. This focus on professional and informed decision making is welcomed and ap |
| MS | | Lack of substantial realignment to starting salaries fro EIT and professional engineering classification. | 7/1/02 legislation mandated realigning engineering salary levels by $10,000 annually | | | |
| NE | | Competitive wages continue to be an issue, and even though public employers have not been as competitive with salaries, so far the generous benefits package has been a saving factor. | The state does offer a generous benefits package along with flexible schedules and educational opportunities that are good recruitment tools to entice and sometimes keep employees within the system. | | There is more emphasis on workforce development and providing training to all employees. We have developed either internally or through outside vendors various training modules on computers, leadership, teamwork, etc. If an employee has an interest in a c | |
| NV | | Change in eligible retirement date, with 30 years of service eligible to retire at any age. | Special salary adjustment for all engineering classes; a 10% pay increase. Extra step added to the compensation schedule. | | | |
| OK | | Privatization, hiring freeze, no COLAs (cost-of-living increases) | Increase benefits allowance for families | Salaries higher in private sector or other states, more jobs, more opportunities. | Salaries have become more competitive. | |
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