100-Day Report - University of Nebraska Omaha

Introduction/Executive Summary
Please find attached the 100‐Day Report, summarizing the input given during
the information‐gathering process.
I want to thank everyone who contributed to the development of this report,
as well as the many individuals who contributed by responding to surveys,
attending focus groups, and reacting to the data provided in the initial report.
The purpose of the process and the report was to set aside time while I was
new to the system to collect fresh observations about
a. The strengths and weaknesses of the Human Resources office and the
entire UNO human capital function,
b. Opportunities for improvement, and
c. Emerging issues affecting our current and future workforce.
During this process, I conducted 21 focus group meetings, met individually with
30 people, culled more than 250 pages of statistical data, put in countless hours of
research on topics affecting our workforce, and examined our expenditure of dollars to
support our workforce.
Key Findings
The key findings of the report include:
A. Changing Demographics
1. Our rapidly aging workforce and increased reliance on temporary staff and
adjunct faculty may pose a significant threat to our institutional knowledge
unless there are good succession plans in place, and well documented
procedures to institutionalize policies, procedures and management practices.
2. We must increase our efforts to improve the diversity of our workforce if we are
to mirror the changing demographics of Nebraska. We will need to take
advantage of retirements in upper‐level administration and management when
they occur because there is low turnover once these positions are filled. We must
examine our workplace to insure it is an inviting atmosphere to a more diverse
applicant pool.
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