As TM professionals, we carry such an incredible load of emotional labor, compassion and empathy for those we serve at our institutions. How might we put our oxygen masks on first to minimize burnout and find effective strategies for our personal employee engagement? Join executive coach Emili Bennett in this session, structured as a group coaching, to reflect on how to prioritize your wellbeing, minimize burnout, and share strategies with your employees on ways to find greater fulfillment and engagement at work.

What can a small shop do to build a culture of retention and referral? Onboard, 'upboard' and Offboard effectively. Seton Hall has implemented a comprehensive, streamlined and centralized divisional HR function with minimal budget, while providing substantial benefit to the team. Come learn how one person with ingenuity and effort can build a program to support candidates, hiring managers and employees through the complete recruitment cycle.

An overview of how UT-Austin has built a cohesive and comprehensive frontline support cohort across multiple teams throughout the University Development Office and campus. By allowing these cross-campus partnerships, fundraisers can focus on their fundraising objectives as opposed to managing their support team. Frontline Support managers serve as a vital link for the fundraiser and frontline support staff members by taking on recruitment, hiring, onboarding, training, conflict resolution, and management responsibilities.

The ideal ratio of Talent Management (TM) staff to staffing headcount varies by organisational need, but the general estimate is two TM staff per 100 employees. Given the current workforce challenges that TM staff are expected to address, TM staff must seek methods that amplify their contributions in the workplace.

It is an industry trend for institutions of higher education to experience turnover among development officers at the end of a campaign. As the University of Florida ends their historic Go Greater campaign, we will discuss creative strategies for engaging and retaining high-performing employees as a campaign ends.

Recruiting major gift officers would be much simpler if new gift officers were easier to find. In this session, we will discuss a new approach to recruitment that explores ways to bring those without a fundraising background into advancement shops and help them flourish and thrive. By examining a case study from Louisiana State University and Advancement Resources, participants will learn the top three qualities new fundraisers should have (curiosity, grit, and professionalism), identify ideas for where to find these candidates, and gain new insights for how to equip them for success.

Employee job satisfaction and feelings of belonging positively contribute to employee retention. Supportive supervisors can increase employees' feelings of belonging and job satisfaction, but in "lean" organizations, bandwidth for supervisor trainings is often limited. This session will explore how a VP of Advancement (and doctoral candidate in organizational leadership) partnered with colleagues across campus to implement leadership trainings for the university's supervisory staff that focused on building skills and community through small-group cohort discussions. The training led to increased job satisfaction for supervisors. It also increased belonging and satisfaction in their direct reports, as evidenced in post-workshop surveys and interviews in the presenter's doctoral research.