Employee Engagement

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[Music]

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welcome to the managers take five today

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we're going to be talking about some of

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the current hiring challenges we're

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facing and some of the ways to meet

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those challenges

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feedback from hiring managers supported

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by data shows that we are seeing a

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decline in our applicant pools moreover

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we're also seeing candidates dropping

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out of the process sooner than ever a

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recent review of feedback provided by

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employees responding to our new hire

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acclimation survey reveals the two

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biggest challenges faced by our

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candidates today are the length of time

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from the application

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higher in the process and the lack of

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communication that they receive along

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the way

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some things that you'll want to keep in

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mind as you begin the search process

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joining me today is kelly cooper the

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senior director for finance and

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administration from facilities and

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campus services today we're going to

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talk about some of the current hiring

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challenges and some of the ways that

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she's meeting those challenges

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[Music]

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kelly you've conducted a number of

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searches recently would you mind sharing

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some of the challenges that you've

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encountered we have seen smaller

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candidate pools

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we have seen

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candidates dropping out of the pool

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we've also had candidates ask for more

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remote work

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and asking for higher salaries can you

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talk about what you're doing in

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facilities and campus services to combat

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some of those challenges when we start

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the process our internal process

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we have been looking at each of the

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different positions to determine

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whether or not the positions can be

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remote some positions we can do hybrid

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and then there are other positions that

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we know

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have to be on campus and making sure

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that you know if those options are

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available to put them in the

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advertisement and hopefully get more

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candidates to apply what are some of the

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things that you're doing to address the

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candidate drop-off rates that you're

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seeing yeah it's pretty competitive out

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there right now

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time is is not on our side

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so we have been looking at our internal

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process we've been trying to streamline

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as much of the process as we can we've

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been looking at our days to hire and how

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to reduce that we want to make sure that

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when we start a recruitment that the

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hiring manager and the search committee

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understand the time commitment block off

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periods of time to review candidates to

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screen candidates to interview

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candidates and also help folks

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understand that they can do things in

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parallel so that they're not waiting

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until you know the postings actually

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actually come down as you think about

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the small candidate pools that we're

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encountering what are some ways that

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you're engaging prospects to try to

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increase your candidate numbers you know

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making sure that we cast a wide net as

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much as possible

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doing the outreach

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adding to our linkedin

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pages and also talking to internal

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candidates that there could be internal

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candidates who maybe aren't looking

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maybe are too busy to look but i think

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engaging internal employees

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seeing who's ready for that next step or

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that next opportunity

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not only does it you know help the

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hiring organization but it also makes

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that employee feel

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you know very valued and

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helps them understand what an asset they

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are to cornell and certainly is going to

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keep them engaged

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as we think about them for new

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opportunities would certainly help with

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retention as well these are folks that

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are already here they like cornell

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they're vested in cornell they know the

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system so it's it's a win-win that's a

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great point kelly we should be

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considering internal candidates what we

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know from the data is that internal

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candidates tend to stay longer than

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externals when closing the deal with

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candidates what are some of the benefits

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and rewards that you highlight in the

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conversation

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yeah we help them understand the total

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compensation package so not only their

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salary but the benefits package that we

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have because cornell really does have

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some very great benefits the health

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insurance

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is an excellent package our retirement

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plan is very generous education

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assistance the daycare assistance the

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wellness programs that we have the time

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off we have 13 holidays when you put

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that all together and

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talk to a candidate about that

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you know that that is

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that makes a difference kelly thanks so

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much for spending time today and sharing

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your experience in this current hiring

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market i hope these tips help folks out

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and we can get some

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additional candidates in here and to

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join our team and we can welcome them

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into cornell

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thanks for tuning in today here are some

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additional resources for hiring managers

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to assist in the recruiting process

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you

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[Michelle] Welcome back to the Managers Take 5 series,
I'm Michelle Artibee, Director of Workforce  

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Wellbeing in the Division of Human Resources at Cornell. During this segment we'll take five  

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minutes to talk about the importance of a supportive workplace climate, where employees  

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can thrive. We know that some employees are struggling with things such as the personal  

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and professional ripple effects of the pandemic, world and national events, feelings of burnout  

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and fatigue from work-related situations, and pressures and personal life stressors, such  

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as changes to relationships, finances, elder care, and parenting. Joining me is Matt Braun.

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Matt is the Assistant Dean for alumni Affairs and Development in the College of Veterinary  

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Medicine. Matt welcome and thanks so 
much for being here with us.

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[Matt] It's a pleasure Michelle, thanks for having me.

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[Michelle] Why don't we just get started with what does wellbeing mean to you personally Matt?

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[Matt] A center point for me personally 
would be, you know, being in a frame of mind where  

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I'm feeling as present as possible, wherever I am, and being tuned to acknowledge when those  

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symptoms of wellbeing imbalance creep up in my daily life. So for me, you know, they show up  

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in the form of a lack of focus or inability 
to reflect, impatience, stress, a low morale or  

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low motivation, maybe feeling bored or burned out.

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[Michelle] What does well-being mean to you as a manager Matt?

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[Matt] Well at the heart of it, I do my best to support a team climate where everybody feels like they have  

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the space to take care of themselves and their families. You know, without being able to take  

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the time to focus on their personal needs, I think the work will suffer. As a manager, I need to be the  

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cheerleader and I need to be the advocate for a kind social climate promoting group communication  

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and cohesion. You know, if maintaining a trusting and positive team climate is the glue to workplace  

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wellbeing then that's what I'm after. 
[Michelle] Matt, could you please share two to three things managers can  

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do right away to prioritize wellbeing in their area? 
[Matt] So I think number one we need to demonstrate  

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and promote a compassionate attitude and, you know, more often than not when you do that you'll be  

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rewarded with a caring team. Team members, I think, who experience perhaps a hardship in their lives  

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will find it easier to bounce back into a caring team if that trust exists consistently. Number two  

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I think, you know, as managers we should be always looking for the pinch points and help people get  

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unstuck. If we exhibit the grace necessary to put people first, again, will be rewarded by helping, 

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by seeing them kind of, come out of moments of... of challenge or difficulty. And then I think equally  

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important is, as managers you know, take care of yourself. If managers aren't feeling centered,  

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they can't be present for their team. Let the team know when you're not feeling centered  

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so they know what it looks like when you're off and can reciprocate and provide the feedback you  

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need to get yourself back on track. For all of us life happens, we need to ask for help.

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[Michelle] Do you have any advice for managers who are seeing some 
concerning things with individuals on their team  

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and feel compelled to offer to help but aren't really sure where to start? 
[Matt] I think as a manager  

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I... I do believe we are in a position to acknowledge with our employees individually that we might be  

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sensing that they're off, for any particular reason, and give them an opportunity to share. Some may  

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choose to take that opportunity and some may not. But I think the first step to deeper understanding  

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is to be compassionately inquisitive. We want to make sure that the employee has what they  

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need to feel good about approaching work on any given day, at any given time. And if you live that,  

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you know, walk that walk every day, you show up as a manager, it becomes embedded in the culture of your  

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team, and there's a higher likelihood that people will reach out for help when they need it.

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[Michelle] Matt, I really enjoyed talking with you. Thank you so much for sharing your thoughts and ideas, and most  

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importantly for really striving to create both an effective and a healthy work environment for your team.

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[Matt] Thank you Michelle, thanks for having me and initiating this conversation.

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[Michelle] Thank you managers for taking five minutes out of your day 
to focus on employee well-being. It is critical  

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to individual and organizational success and we hope the past few minutes have provided  

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you with some actionable tips that you can start implementing today. Visit hr.cornell.edu/well-being  

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for information about Cornell services, programs, and policies that support employees.

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welcome back to the manager Take 5

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series I'm Maria Wolf the senior

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consultant for talent retention during

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this segment we'll take five minutes to

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talk about the importance of retaining

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talented employees and what you as a

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manager can do to proactively address

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challenges you may be experiencing in

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this area we know people are leaving

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Cornell and the top three reasons

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include

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lack of advancement opportunities

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dissatisfaction with their salary and

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not receiving enough recognition for the

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work they do the goal of this video is

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to provide you with some helpful tips

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and tools that you can leverage right

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away so let's get started

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foreign

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[Music]

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speaking with Dustin Cutler Dustin

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welcome and thanks so much for being

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here yeah it's my absolute pleasure and

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an honor to be here so thank you for the

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inviting so the reality is people are

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leaving jobs they're leaving jobs

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everywhere and hiring managers are

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having a really hard time filling vacant

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positions

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how has this Dynamic impacted your

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organization we have hired over 110 new

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Frontline Associates here at Cornell

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dining and that is a massive effort and

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very strategic approach in leveraging

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the Partnerships within our our HR

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partners and and student and campus life

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so what do you focus on when it comes to

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being proactive about retention and what

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role does Career Development play we got

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away from talking a lot about

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compensation compensation is very very

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important we're explaining really the

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why and the benefit of being a Cornell

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employee in particular Cornell dining

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employee and we have it's yielded us

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some some great success with recruiting

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as well as allowing people to grow

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within the organization so for two years

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we're really focused on how to continue

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to nourish our team provide them with

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the training that they needed and the

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tools to make them successful for the

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future and that has yielded some some

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outstanding results let's talk about

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recognition it's so important for people

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to feel valued and appreciated for the

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work we all do so how do you recognize

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people in Cornell Diamond recognition is

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so key A couple of years ago my

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organization started a program called

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The Big Red Apple and some of you may

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have seen that around campus as you go

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into our locations there's a really big

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tree and individuals recognize one

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another and that's really been a core

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value of our organization and the key to

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our success of letting people know Hey

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listen we care about you we care about

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your impact we care about your career

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over I think 10 000 recognitions have

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happened over the past five years so

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we're very proud about that and and it's

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yielded some great results it's pretty

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clear that we are caring and

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compassionate leader is a priority for

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you so how does your leadership style

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help keep your staff engaged and wanting

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to stay at Cornell quite frequently we

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really explain to our Frontline staff

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and our management team our why in our

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purpose

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it's very important for people to be

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able to connect what I am doing what

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that impact is to the our community and

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the individuals that we serve and it's

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very important to simplify that agenda

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like our purpose statement is nourishing

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the future our staff knows that our

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training and development efforts are to

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help nourish their their minds and and

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allow them to grow the food that we make

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helps nourish the people's bodies that

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we feed on a regular basis right so

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being able to connect that why is very

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important you want individuals to come

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to work because they know their why they

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understand what their purpose is

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it's important to be a servant leader

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and making sure that people can really

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connect to why I come to work

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what is the impact and building a sense

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of community

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amongst your group that is what really

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builds a great culture that propels

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success thank you so much for sharing

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all that as we come to the end of our

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conversation would you mind just sharing

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two to three tips managers can leverage

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right away the three tips that I would

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give in areas that I would say has

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worked for Cornell dining and myself is

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to focus on authentic communication

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recognition and servant leadership and

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when I say communication try as much as

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possible to get in front of human beings

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face to face be present when I say

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recognition do it frequently do it

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consistently and again allow it to be

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authentic when I talk about servant

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leadership this is where I say that

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individuals need to look at

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leadership in the sense of it's an honor

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to be able to lead an organization to

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give guidance and make sure that you are

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seeking to understand before being

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understood I often say that best

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communicators are the most effective

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listeners and I think a lot of people

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during these times need to do a lot of

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listening Dustin I really enjoyed

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talking with you

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so much for the opportunity my pleasure

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thanks Cornell dining we hope the past

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few minutes have provided you with some

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actionable tips to implement today

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please check out these additional

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resources

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thank you

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[Cassie] Thank you so much for joining us today, I'm Cassie Pierre Joseph. I lead Engagement Initiatives for  

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the Employee Experience team within the Division of HR. Today I'm joined by Nancy Martinsen. Hi Nancy!  

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[Nancy] Hi Cassie, it's good to be here. [Cassie] It's good to have you, please tell us more about yourself.  

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[Nancy] I am Nancy Martinsen. I'm the Kent G. Sheng, Class of '78, Associate Dean of Students and Director of the  

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Asian Asian American Center.
[Cassie] Could you share some 
of the experience you've had as a manager when  

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an employee decides to leave? 
[Nancy] I recently had to say farewell to my Assistant Director and  

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I think what was really challenging about that is this um... realization that I understood large  

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scale what my Assistant Director did, but I didn't know the detailed things that um he did. And so one  

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of the biggest challenges was recognizing that I still needed to do what I needed to do, and then I  

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needed to learn all the things that I wasn't aware of in regard to the Assistant Director position.  

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[Cassie] Wow that's a lot to take on. How did those things impact you? 
[Nancy] I think something that's really hard  

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about when you lose a staff member is is just recognizing the work still needs to get done, 

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and so it's going to fall on someone. Something that I think is fabulous about the Asian Asian  

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American Center is that we really do try to have a personal relationship with our interns and one  

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of the things that my Assistant Director did is, he met with them one-on-one and then he also met  

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with them as a team and to help them with their projects. Very time consuming but really important. 

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to the mission of A3C. So I didn't want to take away from the experience. That was really important  

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for me, for interns to have, but super challenging to now have to recognize that I now needed to be  

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the one to... to recreate and that experience and to make time for them. [Cassie] Yeah so you talked about  

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time being a challenge, how are you addressing that challenge and other challenges, and what do  

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you find works best? 
[Nancy] Something for me is, I'm really 
big on asking for grace and giving grace. And so I  

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think just... yeah just kind of recognizing that I'm new with this I'm trying to learn stuff and and  

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just to ask for grace, and I find for the most part people give it to me. Something that I'm grateful  

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for is I had a really positive relationship with my co-worker and so um... I was fully aware that he  

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was looking for a job so it wasn't anything that shocked me or surprised me, like just having that  

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positive relationship made it easier for me to ask for help from my Assistant Director before they  

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left. And so one of the things I had asked for was a Transition Doc. and in that transition document  

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it really was like a step-by-step, like this is how you do these things and then also a timeline  

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um... 'so heads up Nancy in April

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these are the things that you need to start

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considering or thinking  

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about or working on'. 
[Cassie] So as you know the resignation 
notice period is the last chance we have to make  

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a positive impression on the employee before they leave Cornell. And that impression could make the  

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difference between them being a positive ambassador,

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meaning that they go out and speak well about  

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their Cornell experience.

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Or they could become a detractor for others that might consider  

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Cornell, because they've left with a more negative impression. What are some tips you have for fellow  

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managers that they can start doing right away to ensure a respectful exit experience?
[Nancy] Really looking  

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back at my experience with my Assistant Director that I'm grateful for, is the honest and open  

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communication that we had. When it was time for him to depart there was no surprise. I know that  

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there were certain projects that he was so proud of and so just kind of recognizing like, 'hey these  

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were some great things, how can I make sure that I'm able to continue it' or 'what information do I  

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need to pass down to the new Assistant Director so that they can really continue it'. And I did ask him  

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to write a welcome letter and to the new Assistant Director. I know I got a letter from the former  

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um Director of A3C, and it was a nice touch. Like it was just kind of a way to... to say like,  

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'I had a great time in this role and these are some things to be mindful of and these are some things  

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I really hope you'll enjoy about this position and here's

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um my email in case you want to reach out'.

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I'm really really grateful for just that...

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that positive relationship that we have.

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[Cassie] Well thank you so much for

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sharing all of your experience with us today on how to create a respectful exit. Thank you  

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Nancy.
[Nancy] Thank you Cassie for this opportunity, this is fun.

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[Cassie] Here are some more tips on respectful exits.