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Being an Employer of Choice

Strategic Plan / Being an Employer of Choice
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STRATEGIC THEME

Being an Employer of Choice

Our people are important. By building a more diverse workforce that is valued and supported, we can better attract, retain and inspire world-class faculty, administrators and staff.

BENCHMARKS/KEY PERFORMANCE INDICATORS

  • The diversity of our employees will be more reflective of our diverse student population.
  • The number of underutilized employee categories, as reflected in the Affirmative Action Plan, will be reduced by two by 2019
  • The number of minority employee applicants will increase 10% by 2020
  • Employee satisfaction across a variety of dimensions will be strengthened as reflected in climate survey results in 2020

Strengthen and sustain communication and engagement throughout the University to support the shared community in which we live and learn.

Action Plans

  1. Establish mechanisms, both formal and informal, that allows for open, honest and respectful dialogue among employees and offer opportunities to provide feedback on topics of discussion.
  2. Establish a variety of approaches to keep the University community informed of progress made in the Strategic Plan.
  3. Create opportunities for departments to showcase their services to build awareness of the diverse responsibilities required for the University to function effectively.
  4. Create opportunities for employees to participate in community service and social functions as a means to interact and engage with one another outside of the work environment.
  5. Explore opportunities for employees to partner with other departments/divisions to support admissions, student engagement, fundraising and alumni relations.

Build a diversified workforce where similarities and differences are celebrated and embraced.

Action Plans

  1. Strengthen awareness and understanding, throughout the institution, of issues of diversity associated with hiring practices and employee support programs/ programming. Ensure that search committees include diverse representation.
  2. Explore the establishment of a Diversity Task Force, comprised of faculty, staff and students, to provide guidance on policies, programming and community projects that support a shared commitment to diversity in all its forms.
  3. Ensure that Rider’s website highlights the degree to which diversity is valued and supported throughout the University community.

Promote employees’ personal and professional development and advancement.

Action Plans

  1. Revise new employee orientation. Focus not only on the practicalities of beginning employment at Rider but also on the University’s rich history; mission, vision and values; its Strategic Plan and where and how new employees fit into the organizational structure so as to integrate them more fully into the University community.
  2. Create a fully integrated learning system to develop, train, assess and improve employees’ skill sets, utilizing multiple delivery methods, including faculty led workshops.
  3. Establish a development program for all supervisors/managers that support their leadership role and help ensure a consistent employee experience.
  4. Establish a mentoring program for all new employees and those seeking mentorship opportunities. Coordinate it with the existing faculty mentoring program.
  5. Re-evaluate the employee performance development program, including the potential for offering a 360 review process. Encourage staff participation in University events, activities and programming through employees’ performance development plans. Consider instituting a merit-based pay plan that rewards top-performing employees with more substantial annual increases, when funding is available.

Establish a lifestyle- and family-friendly environment for all employees.

Action Plans

  1. Continue to offer innovative and flexible approaches to employee work schedules, time off and self-management.
  2. Explore ways to more closely link annual compensation increases to performance and/or goal achievement.
  3. Formalize an employee health and wellness program with specific goals that are assessed annually.
  4. Create opportunities for employees to showcase their work life to their families/children with annual events such as Take Your Child to Work Day.
  5. Explore the establishment of an on campus childcare facility that would be run jointly by the College of Education and Human Services and Auxiliary Services. Or consider partnering with a local organization/facility to provide such services for employees’ children. The facility would be available to employees and the surrounding community and would provide experiential learning opportunities for students while also generating revenue for the University.

Instill a culture of appreciation where employees are recognized and celebrated for their contributions to work and life at Rider.

Action Plans

  1. Establish an Awards Council, comprised of faculty and staff, responsible for oversight of a multifaceted recognition program that includes existing and future faculty and staff awards and recognitions. Ensure that appreciation and recognitions are sincere, specific, timely and publicized, and that they include something tangible that employees can proudly display. Also ensure that award/recognition criteria and methods of selection are appropriately communicated.
  2. Utilize various platforms for publicly recognizing employee accomplishments, inspiring others and reinforcing a culture of appreciation. These can include, among others, the website, radio station, Rider News, Rider Report and Rider Magazine.