News

Many organizations are facing challenges that require more flexibility, faster decision-making, and enhanced collaboration across different departments, units, or even functions. The University of Minnesota is no exception.

Accountability is a cornerstone for fostering success, whether in the classroom, the lab, the clinic, the office, and everywhere else work and learning happens. At its core, accountability is the connection between actions, or the lack thereof, and concrete consequences, whether positive or negative.

This issue provides a refresher on what works in the performance review process while highlighting the best practices supervisors should consider before the review discussion.

There are three common pitfalls to avoid so your feedback leads to the result you’re looking for—continuous improvement. 

In working with leaders and their Employee Engagement Survey data or other group feedback, Talent Strategy finds three common roadblocks to making the most of group feedback. 

To continue growing, all leaders need strategies and techniques to really hear and benefit from the feedback they receive.

Supervisors have the ability to address their faculty or staff’s future at the University and support them in achieving their career goals.

While the survey results show that employee experience and engagement varies widely by campus, college, unit, and department, one thing is clear regardless of location: when managers and leaders address employee engagement, faculty and staff are more likely to be engaged. 

• Digital competence is a critical skill for leaders.
• Building digital competence can help supervisors overcome key challenges.
• Being open and intentional about continuous learning will help you build digital competence.

While much of the future is unknown, we can help the faculty and staff that we supervise to develop the knowledge and skills they will need when the pandemic places fewer limitations on our lives.