News

The COVID-19 pandemic changed the way we work, whether in the office or at home, and faculty and staff face increased interruptions. This can contribute to lower productivity, lower quality of work, decreased focus, and heightened stress levels. 

Thousands of UMN employees participated in the Employee Engagement Follow Up Survey this past fall that gauged their impressions of any action taken on the results from the 2021 Employee Engagement Survey. 

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.

Well-designed goals are a powerful tool to inspire results and create focus on getting the most important work done.

As important as compensation and job titles are for attracting, retaining, and rewarding faculty and staff, they are only part of the things that matter when it comes to keeping employees motivated, engaged, and satisfied with their career.

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. 

Employee wellbeing was important well before COVID-19, but the pandemic has accelerated the need to build the skills and resources to tolerate workplace stress and burnout.