100-Day Report - University of Nebraska Omaha

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‣ The fact that employees leave an organization because of their managers (biggest reason for turnover). We need to do a better job of preparing managers for generational differences in the workforce. ‣ Understanding the “new” employee graduating from college today and what they expect from their career and employer, and how it balances with life away from work. (More management education and training). ‣ Are we, as an institution of hiring learning, preparing our graduates with the skills and knowledge to allow them to be successful in their career and productive as citizens in our communities? ‣ Do employers recognize the value the university can provide related to educating the future workers and re‐educating the current workforce on the skills needed to be competitive and succeed as we move forward in the 21 st Century? ‣ Continue to explore flexibility in area of hours, job sharing, and working from home where practical. ‣ Aging of population and related rise in health insurance costs ‣ The economy and anticipated reductions in programs/services at UNO ‣ Keeping all of our jobs during this time of budget crisis. ‣ The technology demands on employees’ time. There is a need to develop some layers and processes so we are optimally utilizing the qualifications of personnel. ‣ Too much lip service is being paid to workplace wellness but there are no incentives for staff to work out during the day. Staff should be provided more options to arrange their day to accommodate workouts. Family and other obligations often make this difficult after work or on weekends. The escalating costs of access to the HPER building is a real concern. Most staff members who work out regularly have fewer sick days and cost the University less in health insurance payouts. Some incentives like a few hours off or reduced fees for HPER would pay off in the long run for both the employee and the University. ‣ It may be time to take another look at the NU Value system for evaluating Office/Service and Managerial/Professional staff. Competencies are fine but it would be nice to actually evaluate employees on the tasks they accomplish. You have to try to fit task accomplishment into a competency which can be done but is more difficult and not as informative to the employee. I also find the rating system difficult. It is better than 1‐5, but every supervisor uses different criteria for “meets” or the categories above and below “meets.” What’s wrong with “satisfactory” or “needs some improvement”? ‣ UNO being able to sustain the benefits that they offer and what, if anything, will be offered to future retirees ‣ The possible very large turnover that may happen, seeing the age of the current faculty and staff. 32
‣ My concern is that the university is growing and we are reducing employees. ‣ Reorganizing departments and giving more responsibilities to staff without additional compensation causes stress in the work place. 33
Page 3 and 4: TABLE OF CONTENTS I. Introduction/E
Page 5 and 6: Introduction/Executive Summary Plea
Page 7 and 8: E. Employee Recognition 10. To achi
Page 9 and 10: Strategies to Address Findings Stra
Page 11 and 12: HR Develop an online library of re
Page 13 and 14: 4 FOCUS GROUP COMMENTS 11
Page 15 and 16: ‣ Data on the impact of training
Page 17 and 18: ‣ The best way to improve product
Page 19 and 20: ‣ A five‐year stretch for recog
Page 21 and 22: ‣ Sufficient. I use this a lot; i
Page 23 and 24: 4. From your experience, how compet
Page 25 and 26: 5. If you worked with HR on an empl
Page 27 and 28: ‣ At times it seemed to take a wh
Page 29 and 30: 8. How well do we keep you informed
Page 31 and 32: 10. In your previous work experienc
Page 33: 12. What emerging workforce issues
Page 37 and 38: ONLINE SURVEY RESULTS An online sur
Page 39 and 40: How well informed does HR keep you
Page 41 and 42: How effective are the employee reco
Page 43 and 44: The forms and tools provided for pe
Page 45 and 46: How often do you use Employee Self-
Page 47 and 48: How do you get your news about what
Page 49: 6 100-DAY REPORT BRIEFING 47
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IV. Next Steps ‣ Put final revisi
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Survey Questions for HR 100-Day Rep
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Other Data Focus Groups Types and I
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Vida Hill Robert Hoffman Allison Ju
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UNO Faculty Senate ~ Full Membershi
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Blaine James Dorothy Bruce Robert W
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$5000. Stipends for the Urban Studi
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100-Day Report - University of Nebraska Omaha

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