Senior Academic Leaders Share Best Practices on Motivating and Engaging Faculty and Staff
Academic leaders met this spring to discuss how engagement data is used for leadership and team development. You can access:
- Four videos on YouTube (you can link to the others by clicking on "Show More" under the description)
- Welcome and Overview of University Results by Brandon Sullvan (24 minutes)
- Panel Discussion by senior leaders of best practices in taking action on employee engagement data. Panelists include: Laura Bloomberg, associate dean, Humphrey School of Public Affairs; Connie Delaney, dean, School of Nursing; Stephen Lehmkuhle, chancellor, University of Minnesota, Rochester; and, Becky Yust, interim dean, College of Design. (62 minutes)
- Case Study of senior leader team development and faculty leadership development programs was presented by Greg Cuomo, associate dean for Research and Graduate Programs, College of Food, Agricultural and Natural Resource Sciences, and Jean Quam, dean, College of Education and Human Development. (13 minutes)
- Question and Answer session (42 minutes)
This session was co-sponsored by Leadership and Talent Development in the Office of Human Resources, and the Office of the Vice Provost for Faculty and Academic Affairs.
Employee Engagement Resources for Managers
Supervisors, managers, and other leaders at the University can access online and in-person resources to support sharing employee engagement results, action planning, and taking action. Online resources include:
If you want to consult with someone on employee engagement best practices here at the University, three resources are available. Consultants in Leadership and Talent Development can answer questions, assist with action planning, and serve as a resource to faculty and staff in individual departments, colleges, and units. HR Leads and staff also are available to assist with data interpretation and action planning.
A network of Employee Engagement Leads has been developed to support and enhance the capacity of their colleagues to better understand and take action on survey results. Contact your HR Lead or email email@example.com
for names of Employee Engagement Lead(s) in your college or unit. For more information on working with Leadership and Talent Development consultants, contact your Employee Engagement Lead, HR staff, or email firstname.lastname@example.org
Additional leadership development opportunities are available through Leadership and Talent Development
for you and people who report to you. Leadership programs at a variety of levels focus on the common challenges and leadership competencies which support leaders overall and help to develop engagement.
Identify Trends in Engagement Data
Learn more about how to compare year-over-year employee engagement results with a brief video.
Engagement Survey Response Grows in 2015
Response rates for both faculty and staff increased for the 2015 E2 Employeee Engagement Survey which had a 67% overall response rate. Faculty responses increased from 53% in 2014 to 56% in 2015. Staff response rates also increased, rising from 68% in 2014 to 70% in 2015.
Three Important Things For Leaders to Know About Employee Engagement
- A survey alone does not create positive change. Only involving leaders, faculty, and staff in responding to survey results can create positive change in the work environment.
- Share your results. Disengagement begins when people who take time to respond to a survey don’t hear their results from their leaders.
- Take action. A few small, simple actions can have a large impact. Be certain to let faculty and staff know when actions were taken based on their survey feedback.
Results will begin to roll out to colleges, units, and departments from January to March. If you have questions, please contact email@example.com.
The University of Minnesota Engagement Model
E2 Employee Engagement supports the University's commitment to meet its academic and research mission by creating workplaces that energize, empower, and enhance faculty and staff. Engagement profoundly shapes both the quality of the faculty and staff experience, as well as workplace outcomes. It impacts recruiting, retaining, and developing top talent, as well as collaboration and innovation. For individuals, it affects both resilience and well being.
The University of Minnesota uses a unique model to measure engagement of faculty and staff on all campuses: