Skip to main content

Employee Engagement

We’re not just hiring people, we’re unleashing their potential. Attracting and hiring great employees is critical, but only the first step. Our focus continues through developing, engaging, and retaining people in a way that matches their individual career interests with the needs and priorities of the university. 


Employee Lifecycle

A timeline of the employee experience lifecycle.

A timeline of the employee experience lifecycle; thrive, recruit, welcome, thrive and transition.

  • Attract

    • We provide generous benefits and opportunities for lifelong learning in a dynamic environment that values inclusion, social responsibility, equity and innovation.
  • Recruit

    • We seek out people with a wide range of talents, abilities and experience, who are excited about working in a community that's changing the world.
  • Welcome

    • We welcome employees to our collaborative workplace culture, building relationships and providing access to resources that support the whole person.
  • Thrive

    • We invest in our employee's career aspirations and development, recognizing their contributions and providing support for wellbeing and the things that matter beyond work.
  • Transition

    • We assist employees as they advance within Cornell, and support their transitions to opportunities elsewhere or into retirement.

Employee Wellbeing at Cornell

Support to help you and your employees thrive at work and beyond. Wellbeing is a multifaceted and continually changing process.

Spiraling circles representing the seven dimensions of Employee Wellbeing at Cornell

Spiraling circles representing the seven dimensions of Employee Wellbeing at Cornell; mental, relationships, physical, cultural, environmental, occupational and financial.

Explore the Dimensions of Employee Wellbeing at Cornell


Managers Take Five

Got five minutes?

We know that Cornell people leaders have a lot to juggle. That's why we've created the "Managers Take Five" series: quick videos that will update you with the latest support and tips to help you and your staff thrive! Plus handy links to resources for more information.

Each video is just five minutes long and features real Cornell people leaders sharing their expertise. Take a quick break between meetings for some inspiration!

Series Intro

Video Transcript

1
00:00:00,000 --> 00:00:04,560
Hi, i'm Linda Croll Howell, Senior Director of Employee Experience in Cornell's Division  

2
00:00:04,560 --> 00:00:10,480
of Human Resources. A couple months ago I was talking to the University Managers Working  

3
00:00:10,480 --> 00:00:14,720
Group and they were sharing with me a lot of the challenges that managers at Cornell are  

4
00:00:14,720 --> 00:00:21,600
currently facing. This includes smaller candidate pools, higher turnover rates, and employee burnout. 

5
00:00:21,600 --> 00:00:27,120
The Manager Take Five series is a series of short videos that talk a little bit about what we've  

6
00:00:27,120 --> 00:00:32,080
learned, about what's most important to create a good, positive employee experience all along the  

7
00:00:32,080 --> 00:00:37,360
employee life cycle. So the employee life cycle is from the very first time that someone engages  

8
00:00:37,360 --> 00:00:42,720
with Cornell through the recruiting process, to when they first start up until when they  

9
00:00:42,720 --> 00:00:48,720
actually decide to leave Cornell. And there's some important things that we've learned along the way  

10
00:00:48,720 --> 00:00:54,320
that can really help you as a manager with creating the best employee experience. The Take  

11
00:00:54,320 --> 00:01:00,320
Five Series is set up to be videos that are five minutes or less, that features some of what we've learned  

12
00:01:00,320 --> 00:01:06,320
from our employees. Features a manager who is very skilled in whatever the area is, as well as an HR  

13
00:01:06,320 --> 00:01:12,160
expert and some really quick tips that you can put in place immediately. Stay tuned to the Managers  

14
00:01:12,160 --> 00:01:25,840
Take Five series, where we'll be talking about hiring, onboarding, thriving, and respectful exits. 

Wellbeing

Director of Workforce Wellbeing, Michelle Artibee, talks about Wellbeing with Matt Braun, Assistant Dean, Alumni Affairs and Development at the College of Veterinary Medicine. Matt explains how important wellbeing is to him and his team, and how fostering a culture of wellbeing is beneficial to the workplace.

Video Transcript

1
00:00:00,000 --> 00:00:04,740
[Michelle] Welcome back to the Managers Take 5 series,
I'm Michelle Artibee, Director of Workforce  

2
00:00:04,740 --> 00:00:09,000
Wellbeing in the Division of Human Resources at Cornell. During this segment we'll take five  

3
00:00:09,000 --> 00:00:13,080
minutes to talk about the importance of a supportive workplace climate, where employees  

4
00:00:13,080 --> 00:00:16,980
can thrive. We know that some employees are struggling with things such as the personal  

5
00:00:16,980 --> 00:00:21,900
and professional ripple effects of the pandemic, world and national events, feelings of burnout  

6
00:00:21,900 --> 00:00:26,880
and fatigue from work-related situations, and pressures and personal life stressors, such  

7
00:00:26,880 --> 00:00:32,100
as changes to relationships, finances, elder care, and parenting. Joining me is Matt Braun.

8
00:00:32,100 --> 00:00:36,600
Matt is the Assistant Dean for alumni Affairs and Development in the College of Veterinary  

9
00:00:36,600 --> 00:00:43,140
Medicine. Matt welcome and thanks so 
much for being here with us.

10
00:00:45,720 --> 00:00:48,120
[Matt] It's a pleasure Michelle, thanks for having me.

11
00:00:48,120 --> 00:00:51,868
[Michelle] Why don't we just get started with what does wellbeing mean to you personally Matt?

12
00:00:51,868 --> 00:00:57,000
[Matt] A center point for me personally 
would be, you know, being in a frame of mind where  

13
00:00:57,000 --> 00:01:02,880
I'm feeling as present as possible, wherever I am, and being tuned to acknowledge when those  

14
00:01:02,880 --> 00:01:09,600
symptoms of wellbeing imbalance creep up in my daily life. So for me, you know, they show up  

15
00:01:09,600 --> 00:01:16,860
in the form of a lack of focus or inability 
to reflect, impatience, stress, a low morale or  

16
00:01:16,860 --> 00:01:20,134
low motivation, maybe feeling bored or burned out.

17
00:01:20,134 --> 00:01:22,809
[Michelle] What does well-being mean to you as a manager Matt?

18
00:01:22,809 --> 00:01:28,920
[Matt] Well at the heart of it, I do my best to support a team climate where everybody feels like they have  

19
00:01:28,920 --> 00:01:34,320
the space to take care of themselves and their families. You know, without being able to take  

20
00:01:34,320 --> 00:01:39,720
the time to focus on their personal needs, I think the work will suffer. As a manager, I need to be the  

21
00:01:39,720 --> 00:01:44,940
cheerleader and I need to be the advocate for a kind social climate promoting group communication  

22
00:01:44,940 --> 00:01:51,180
and cohesion. You know, if maintaining a trusting and positive team climate is the glue to workplace  

23
00:01:51,180 --> 00:01:56,880
wellbeing then that's what I'm after. 
[Michelle] Matt, could you please share two to three things managers can  

24
00:01:56,880 --> 00:02:03,000
do right away to prioritize wellbeing in their area? 
[Matt] So I think number one we need to demonstrate  

25
00:02:03,000 --> 00:02:08,940
and promote a compassionate attitude and, you know, more often than not when you do that you'll be  

26
00:02:08,940 --> 00:02:15,000
rewarded with a caring team. Team members, I think, who experience perhaps a hardship in their lives  

27
00:02:15,000 --> 00:02:22,500
will find it easier to bounce back into a caring team if that trust exists consistently. Number two  

28
00:02:22,500 --> 00:02:27,960
I think, you know, as managers we should be always looking for the pinch points and help people get  

29
00:02:27,960 --> 00:02:36,240
unstuck. If we exhibit the grace necessary to put people first, again, will be rewarded by helping, 

30
00:02:36,240 --> 00:02:43,140
by seeing them kind of, come out of moments of... of challenge or difficulty. And then I think equally  

31
00:02:43,140 --> 00:02:49,080
important is, as managers you know, take care of yourself. If managers aren't feeling centered,  

32
00:02:49,080 --> 00:02:54,960
they can't be present for their team. Let the team know when you're not feeling centered  

33
00:02:54,960 --> 00:03:00,960
so they know what it looks like when you're off and can reciprocate and provide the feedback you  

34
00:03:00,960 --> 00:03:07,601
need to get yourself back on track. For all of us life happens, we need to ask for help.

35
00:03:07,601 --> 00:03:14,160
[Michelle] Do you have any advice for managers who are seeing some 
concerning things with individuals on their team  

36
00:03:14,160 --> 00:03:19,140
and feel compelled to offer to help but aren't really sure where to start? 
[Matt] I think as a manager  

37
00:03:19,140 --> 00:03:26,520
I... I do believe we are in a position to acknowledge with our employees individually that we might be  

38
00:03:26,520 --> 00:03:33,960
sensing that they're off, for any particular reason, and give them an opportunity to share. Some may  

39
00:03:33,960 --> 00:03:41,280
choose to take that opportunity and some may not. But I think the first step to deeper understanding  

40
00:03:41,280 --> 00:03:48,060
is to be compassionately inquisitive. We want to make sure that the employee has what they  

41
00:03:48,060 --> 00:03:53,220
need to feel good about approaching work on any given day, at any given time. And if you live that,  

42
00:03:53,220 --> 00:03:59,940
you know, walk that walk every day, you show up as a manager, it becomes embedded in the culture of your  

43
00:03:59,940 --> 00:04:03,826
team, and there's a higher likelihood that people will reach out for help when they need it.

44
00:04:03,826 --> 00:04:08,760
[Michelle] Matt, I really enjoyed talking with you. Thank you so much for sharing your thoughts and ideas, and most  

45
00:04:08,760 --> 00:04:14,034
importantly for really striving to create both an effective and a healthy work environment for your team.

46
00:04:14,034 --> 00:04:18,083
[Matt] Thank you Michelle, thanks for having me and initiating this conversation.

47
00:04:18,083 --> 00:04:23,280
[Michelle] Thank you managers for taking five minutes out of your day 
to focus on employee well-being. It is critical  

48
00:04:23,280 --> 00:04:27,960
to individual and organizational success and we hope the past few minutes have provided  

49
00:04:27,960 --> 00:04:35,040
you with some actionable tips that you can start implementing today. Visit hr.cornell.edu/well-being  

50
00:04:35,040 --> 00:04:40,567
for information about Cornell services, programs, and policies that support employees.

Recruitment & Hiring

What are the biggest challenges facing Cornell people leaders when it comes to recruiting new staff members? What's working for them?

Sonja Baylor,  Manager of Talent Attraction & Recruitment, chats with Kelley Cooper, Senior Director, Finance & Administration.
 

Video Transcript

1
00:00:00,000 --> 00:00:02,720
[Music]

2
00:00:00,320 --> 00:00:04,160
welcome to the managers take five today

3
00:00:02,720 --> 00:00:05,920
we're going to be talking about some of

4
00:00:04,160 --> 00:00:08,080
the current hiring challenges we're

5
00:00:05,920 --> 00:00:09,679
facing and some of the ways to meet

6
00:00:08,080 --> 00:00:11,759
those challenges

7
00:00:09,679 --> 00:00:14,400
feedback from hiring managers supported

8
00:00:11,759 --> 00:00:17,279
by data shows that we are seeing a

9
00:00:14,400 --> 00:00:19,359
decline in our applicant pools moreover

10
00:00:17,279 --> 00:00:22,080
we're also seeing candidates dropping

11
00:00:19,359 --> 00:00:24,240
out of the process sooner than ever a

12
00:00:22,080 --> 00:00:26,480
recent review of feedback provided by

13
00:00:24,240 --> 00:00:28,800
employees responding to our new hire

14
00:00:26,480 --> 00:00:30,720
acclimation survey reveals the two

15
00:00:28,800 --> 00:00:33,200
biggest challenges faced by our

16
00:00:30,720 --> 00:00:34,880
candidates today are the length of time

17
00:00:33,200 --> 00:00:37,040
from the application

18
00:00:34,880 --> 00:00:38,879
higher in the process and the lack of

19
00:00:37,040 --> 00:00:40,000
communication that they receive along

20
00:00:38,879 --> 00:00:41,600
the way

21
00:00:40,000 --> 00:00:44,480
some things that you'll want to keep in

22
00:00:41,600 --> 00:00:46,879
mind as you begin the search process

23
00:00:44,480 --> 00:00:48,640
joining me today is kelly cooper the

24
00:00:46,879 --> 00:00:51,039
senior director for finance and

25
00:00:48,640 --> 00:00:53,440
administration from facilities and

26
00:00:51,039 --> 00:00:55,440
campus services today we're going to

27
00:00:53,440 --> 00:00:57,360
talk about some of the current hiring

28
00:00:55,440 --> 00:00:59,290
challenges and some of the ways that

29
00:00:57,360 --> 00:01:01,440
she's meeting those challenges

30
00:00:59,290 --> 00:01:03,120
[Music]

31
00:01:01,440 --> 00:01:05,360
kelly you've conducted a number of

32
00:01:03,120 --> 00:01:06,880
searches recently would you mind sharing

33
00:01:05,360 --> 00:01:09,680
some of the challenges that you've

34
00:01:06,880 --> 00:01:11,280
encountered we have seen smaller

35
00:01:09,680 --> 00:01:12,799
candidate pools

36
00:01:11,280 --> 00:01:15,040
we have seen

37
00:01:12,799 --> 00:01:18,000
candidates dropping out of the pool

38
00:01:15,040 --> 00:01:19,920
we've also had candidates ask for more

39
00:01:18,000 --> 00:01:22,720
remote work

40
00:01:19,920 --> 00:01:24,080
and asking for higher salaries can you

41
00:01:22,720 --> 00:01:26,560
talk about what you're doing in

42
00:01:24,080 --> 00:01:29,280
facilities and campus services to combat

43
00:01:26,560 --> 00:01:32,560
some of those challenges when we start

44
00:01:29,280 --> 00:01:34,960
the process our internal process

45
00:01:32,560 --> 00:01:37,759
we have been looking at each of the

46
00:01:34,960 --> 00:01:40,400
different positions to determine

47
00:01:37,759 --> 00:01:43,280
whether or not the positions can be

48
00:01:40,400 --> 00:01:44,640
remote some positions we can do hybrid

49
00:01:43,280 --> 00:01:46,079
and then there are other positions that

50
00:01:44,640 --> 00:01:48,799
we know

51
00:01:46,079 --> 00:01:50,640
have to be on campus and making sure

52
00:01:48,799 --> 00:01:52,000
that you know if those options are

53
00:01:50,640 --> 00:01:54,159
available to put them in the

54
00:01:52,000 --> 00:01:56,159
advertisement and hopefully get more

55
00:01:54,159 --> 00:01:57,840
candidates to apply what are some of the

56
00:01:56,159 --> 00:01:59,680
things that you're doing to address the

57
00:01:57,840 --> 00:02:01,759
candidate drop-off rates that you're

58
00:01:59,680 --> 00:02:03,200
seeing yeah it's pretty competitive out

59
00:02:01,759 --> 00:02:06,159
there right now

60
00:02:03,200 --> 00:02:08,800
time is is not on our side

61
00:02:06,159 --> 00:02:12,160
so we have been looking at our internal

62
00:02:08,800 --> 00:02:14,640
process we've been trying to streamline

63
00:02:12,160 --> 00:02:16,800
as much of the process as we can we've

64
00:02:14,640 --> 00:02:19,760
been looking at our days to hire and how

65
00:02:16,800 --> 00:02:22,160
to reduce that we want to make sure that

66
00:02:19,760 --> 00:02:25,040
when we start a recruitment that the

67
00:02:22,160 --> 00:02:28,319
hiring manager and the search committee

68
00:02:25,040 --> 00:02:31,680
understand the time commitment block off

69
00:02:28,319 --> 00:02:33,360
periods of time to review candidates to

70
00:02:31,680 --> 00:02:35,840
screen candidates to interview

71
00:02:33,360 --> 00:02:37,360
candidates and also help folks

72
00:02:35,840 --> 00:02:39,360
understand that they can do things in

73
00:02:37,360 --> 00:02:42,239
parallel so that they're not waiting

74
00:02:39,360 --> 00:02:44,400
until you know the postings actually

75
00:02:42,239 --> 00:02:46,480
actually come down as you think about

76
00:02:44,400 --> 00:02:48,239
the small candidate pools that we're

77
00:02:46,480 --> 00:02:50,720
encountering what are some ways that

78
00:02:48,239 --> 00:02:53,200
you're engaging prospects to try to

79
00:02:50,720 --> 00:02:56,080
increase your candidate numbers you know

80
00:02:53,200 --> 00:02:57,680
making sure that we cast a wide net as

81
00:02:56,080 --> 00:02:59,599
much as possible

82
00:02:57,680 --> 00:03:01,599
doing the outreach

83
00:02:59,599 --> 00:03:04,400
adding to our linkedin

84
00:03:01,599 --> 00:03:07,040
pages and also talking to internal

85
00:03:04,400 --> 00:03:09,200
candidates that there could be internal

86
00:03:07,040 --> 00:03:11,760
candidates who maybe aren't looking

87
00:03:09,200 --> 00:03:15,040
maybe are too busy to look but i think

88
00:03:11,760 --> 00:03:18,000
engaging internal employees

89
00:03:15,040 --> 00:03:20,000
seeing who's ready for that next step or

90
00:03:18,000 --> 00:03:22,239
that next opportunity

91
00:03:20,000 --> 00:03:24,640
not only does it you know help the

92
00:03:22,239 --> 00:03:26,640
hiring organization but it also makes

93
00:03:24,640 --> 00:03:29,680
that employee feel

94
00:03:26,640 --> 00:03:31,519
you know very valued and

95
00:03:29,680 --> 00:03:34,720
helps them understand what an asset they

96
00:03:31,519 --> 00:03:36,720
are to cornell and certainly is going to

97
00:03:34,720 --> 00:03:38,159
keep them engaged

98
00:03:36,720 --> 00:03:40,080
as we think about them for new

99
00:03:38,159 --> 00:03:42,319
opportunities would certainly help with

100
00:03:40,080 --> 00:03:44,640
retention as well these are folks that

101
00:03:42,319 --> 00:03:46,799
are already here they like cornell

102
00:03:44,640 --> 00:03:49,360
they're vested in cornell they know the

103
00:03:46,799 --> 00:03:51,360
system so it's it's a win-win that's a

104
00:03:49,360 --> 00:03:54,000
great point kelly we should be

105
00:03:51,360 --> 00:03:55,920
considering internal candidates what we

106
00:03:54,000 --> 00:03:58,159
know from the data is that internal

107
00:03:55,920 --> 00:04:00,720
candidates tend to stay longer than

108
00:03:58,159 --> 00:04:02,720
externals when closing the deal with

109
00:04:00,720 --> 00:04:04,640
candidates what are some of the benefits

110
00:04:02,720 --> 00:04:06,080
and rewards that you highlight in the

111
00:04:04,640 --> 00:04:08,879
conversation

112
00:04:06,080 --> 00:04:11,439
yeah we help them understand the total

113
00:04:08,879 --> 00:04:14,400
compensation package so not only their

114
00:04:11,439 --> 00:04:16,799
salary but the benefits package that we

115
00:04:14,400 --> 00:04:19,600
have because cornell really does have

116
00:04:16,799 --> 00:04:21,040
some very great benefits the health

117
00:04:19,600 --> 00:04:24,240
insurance

118
00:04:21,040 --> 00:04:26,840
is an excellent package our retirement

119
00:04:24,240 --> 00:04:29,840
plan is very generous education

120
00:04:26,840 --> 00:04:32,639
assistance the daycare assistance the

121
00:04:29,840 --> 00:04:35,600
wellness programs that we have the time

122
00:04:32,639 --> 00:04:37,600
off we have 13 holidays when you put

123
00:04:35,600 --> 00:04:39,840
that all together and

124
00:04:37,600 --> 00:04:41,680
talk to a candidate about that

125
00:04:39,840 --> 00:04:43,759
you know that that is

126
00:04:41,680 --> 00:04:45,840
that makes a difference kelly thanks so

127
00:04:43,759 --> 00:04:48,160
much for spending time today and sharing

128
00:04:45,840 --> 00:04:50,880
your experience in this current hiring

129
00:04:48,160 --> 00:04:52,960
market i hope these tips help folks out

130
00:04:50,880 --> 00:04:55,040
and we can get some

131
00:04:52,960 --> 00:04:57,199
additional candidates in here and to

132
00:04:55,040 --> 00:04:58,800
join our team and we can welcome them

133
00:04:57,199 --> 00:05:01,120
into cornell

134
00:04:58,800 --> 00:05:03,680
thanks for tuning in today here are some

135
00:05:01,120 --> 00:05:08,039
additional resources for hiring managers

136
00:05:03,680 --> 00:05:08,039
to assist in the recruiting process

137
00:05:13,520 --> 00:05:15,600
you

Retention

The key to keeping staff members engaged is to support their development. Here's how one people leader is doing it, plus some other helpful tips to minimize employee turnover.

Maria Wolff, Senior Consultant, Talent Retention chats with Dustin Cutler, Executive Director of Cornell Dining.

Video Transcript

1
00:00:00,000 --> 00:00:04,080
welcome back to the manager Take 5

2
00:00:01,979 --> 00:00:06,180
series I'm Maria Wolf the senior

3
00:00:04,080 --> 00:00:08,040
consultant for talent retention during

4
00:00:06,180 --> 00:00:09,599
this segment we'll take five minutes to

5
00:00:08,040 --> 00:00:11,639
talk about the importance of retaining

6
00:00:09,599 --> 00:00:13,679
talented employees and what you as a

7
00:00:11,639 --> 00:00:15,660
manager can do to proactively address

8
00:00:13,679 --> 00:00:17,580
challenges you may be experiencing in

9
00:00:15,660 --> 00:00:19,920
this area we know people are leaving

10
00:00:17,580 --> 00:00:21,119
Cornell and the top three reasons

11
00:00:19,920 --> 00:00:23,240
include

12
00:00:21,119 --> 00:00:25,859
lack of advancement opportunities

13
00:00:23,240 --> 00:00:27,660
dissatisfaction with their salary and

14
00:00:25,859 --> 00:00:29,760
not receiving enough recognition for the

15
00:00:27,660 --> 00:00:31,380
work they do the goal of this video is

16
00:00:29,760 --> 00:00:33,059
to provide you with some helpful tips

17
00:00:31,380 --> 00:00:35,460
and tools that you can leverage right

18
00:00:33,059 --> 00:00:37,700
away so let's get started

19
00:00:35,460 --> 00:00:37,700
foreign

20
00:00:38,920 --> 00:00:44,399
[Music]

21
00:00:41,960 --> 00:00:46,440
speaking with Dustin Cutler Dustin

22
00:00:44,399 --> 00:00:48,719
welcome and thanks so much for being

23
00:00:46,440 --> 00:00:50,280
here yeah it's my absolute pleasure and

24
00:00:48,719 --> 00:00:52,500
an honor to be here so thank you for the

25
00:00:50,280 --> 00:00:54,120
inviting so the reality is people are

26
00:00:52,500 --> 00:00:55,920
leaving jobs they're leaving jobs

27
00:00:54,120 --> 00:00:57,780
everywhere and hiring managers are

28
00:00:55,920 --> 00:00:58,739
having a really hard time filling vacant

29
00:00:57,780 --> 00:01:00,660
positions

30
00:00:58,739 --> 00:01:03,600
how has this Dynamic impacted your

31
00:01:00,660 --> 00:01:05,220
organization we have hired over 110 new

32
00:01:03,600 --> 00:01:08,939
Frontline Associates here at Cornell

33
00:01:05,220 --> 00:01:11,100
dining and that is a massive effort and

34
00:01:08,939 --> 00:01:13,200
very strategic approach in leveraging

35
00:01:11,100 --> 00:01:15,060
the Partnerships within our our HR

36
00:01:13,200 --> 00:01:17,340
partners and and student and campus life

37
00:01:15,060 --> 00:01:19,500
so what do you focus on when it comes to

38
00:01:17,340 --> 00:01:22,020
being proactive about retention and what

39
00:01:19,500 --> 00:01:23,340
role does Career Development play we got

40
00:01:22,020 --> 00:01:25,740
away from talking a lot about

41
00:01:23,340 --> 00:01:27,900
compensation compensation is very very

42
00:01:25,740 --> 00:01:29,820
important we're explaining really the

43
00:01:27,900 --> 00:01:31,560
why and the benefit of being a Cornell

44
00:01:29,820 --> 00:01:33,360
employee in particular Cornell dining

45
00:01:31,560 --> 00:01:35,159
employee and we have it's yielded us

46
00:01:33,360 --> 00:01:36,720
some some great success with recruiting

47
00:01:35,159 --> 00:01:38,939
as well as allowing people to grow

48
00:01:36,720 --> 00:01:41,400
within the organization so for two years

49
00:01:38,939 --> 00:01:43,860
we're really focused on how to continue

50
00:01:41,400 --> 00:01:45,900
to nourish our team provide them with

51
00:01:43,860 --> 00:01:47,939
the training that they needed and the

52
00:01:45,900 --> 00:01:50,399
tools to make them successful for the

53
00:01:47,939 --> 00:01:52,619
future and that has yielded some some

54
00:01:50,399 --> 00:01:54,960
outstanding results let's talk about

55
00:01:52,619 --> 00:01:56,939
recognition it's so important for people

56
00:01:54,960 --> 00:01:59,399
to feel valued and appreciated for the

57
00:01:56,939 --> 00:02:01,860
work we all do so how do you recognize

58
00:01:59,399 --> 00:02:03,659
people in Cornell Diamond recognition is

59
00:02:01,860 --> 00:02:05,520
so key A couple of years ago my

60
00:02:03,659 --> 00:02:06,899
organization started a program called

61
00:02:05,520 --> 00:02:08,340
The Big Red Apple and some of you may

62
00:02:06,899 --> 00:02:10,380
have seen that around campus as you go

63
00:02:08,340 --> 00:02:12,660
into our locations there's a really big

64
00:02:10,380 --> 00:02:14,459
tree and individuals recognize one

65
00:02:12,660 --> 00:02:16,560
another and that's really been a core

66
00:02:14,459 --> 00:02:18,060
value of our organization and the key to

67
00:02:16,560 --> 00:02:20,280
our success of letting people know Hey

68
00:02:18,060 --> 00:02:22,319
listen we care about you we care about

69
00:02:20,280 --> 00:02:25,500
your impact we care about your career

70
00:02:22,319 --> 00:02:27,420
over I think 10 000 recognitions have

71
00:02:25,500 --> 00:02:29,700
happened over the past five years so

72
00:02:27,420 --> 00:02:31,860
we're very proud about that and and it's

73
00:02:29,700 --> 00:02:33,120
yielded some great results it's pretty

74
00:02:31,860 --> 00:02:34,860
clear that we are caring and

75
00:02:33,120 --> 00:02:36,959
compassionate leader is a priority for

76
00:02:34,860 --> 00:02:39,239
you so how does your leadership style

77
00:02:36,959 --> 00:02:41,459
help keep your staff engaged and wanting

78
00:02:39,239 --> 00:02:43,260
to stay at Cornell quite frequently we

79
00:02:41,459 --> 00:02:45,720
really explain to our Frontline staff

80
00:02:43,260 --> 00:02:46,680
and our management team our why in our

81
00:02:45,720 --> 00:02:48,660
purpose

82
00:02:46,680 --> 00:02:51,120
it's very important for people to be

83
00:02:48,660 --> 00:02:53,819
able to connect what I am doing what

84
00:02:51,120 --> 00:02:56,040
that impact is to the our community and

85
00:02:53,819 --> 00:02:58,019
the individuals that we serve and it's

86
00:02:56,040 --> 00:02:59,879
very important to simplify that agenda

87
00:02:58,019 --> 00:03:02,459
like our purpose statement is nourishing

88
00:02:59,879 --> 00:03:03,780
the future our staff knows that our

89
00:03:02,459 --> 00:03:05,700
training and development efforts are to

90
00:03:03,780 --> 00:03:07,980
help nourish their their minds and and

91
00:03:05,700 --> 00:03:10,440
allow them to grow the food that we make

92
00:03:07,980 --> 00:03:12,420
helps nourish the people's bodies that

93
00:03:10,440 --> 00:03:14,819
we feed on a regular basis right so

94
00:03:12,420 --> 00:03:16,920
being able to connect that why is very

95
00:03:14,819 --> 00:03:19,440
important you want individuals to come

96
00:03:16,920 --> 00:03:21,599
to work because they know their why they

97
00:03:19,440 --> 00:03:23,480
understand what their purpose is

98
00:03:21,599 --> 00:03:27,060
it's important to be a servant leader

99
00:03:23,480 --> 00:03:29,400
and making sure that people can really

100
00:03:27,060 --> 00:03:32,640
connect to why I come to work

101
00:03:29,400 --> 00:03:33,739
what is the impact and building a sense

102
00:03:32,640 --> 00:03:36,239
of community

103
00:03:33,739 --> 00:03:37,860
amongst your group that is what really

104
00:03:36,239 --> 00:03:40,260
builds a great culture that propels

105
00:03:37,860 --> 00:03:42,540
success thank you so much for sharing

106
00:03:40,260 --> 00:03:45,060
all that as we come to the end of our

107
00:03:42,540 --> 00:03:46,860
conversation would you mind just sharing

108
00:03:45,060 --> 00:03:49,140
two to three tips managers can leverage

109
00:03:46,860 --> 00:03:50,519
right away the three tips that I would

110
00:03:49,140 --> 00:03:52,500
give in areas that I would say has

111
00:03:50,519 --> 00:03:55,159
worked for Cornell dining and myself is

112
00:03:52,500 --> 00:03:58,980
to focus on authentic communication

113
00:03:55,159 --> 00:04:01,920
recognition and servant leadership and

114
00:03:58,980 --> 00:04:04,019
when I say communication try as much as

115
00:04:01,920 --> 00:04:06,900
possible to get in front of human beings

116
00:04:04,019 --> 00:04:09,299
face to face be present when I say

117
00:04:06,900 --> 00:04:11,459
recognition do it frequently do it

118
00:04:09,299 --> 00:04:13,560
consistently and again allow it to be

119
00:04:11,459 --> 00:04:15,360
authentic when I talk about servant

120
00:04:13,560 --> 00:04:17,220
leadership this is where I say that

121
00:04:15,360 --> 00:04:20,100
individuals need to look at

122
00:04:17,220 --> 00:04:22,079
leadership in the sense of it's an honor

123
00:04:20,100 --> 00:04:25,740
to be able to lead an organization to

124
00:04:22,079 --> 00:04:28,320
give guidance and make sure that you are

125
00:04:25,740 --> 00:04:30,419
seeking to understand before being

126
00:04:28,320 --> 00:04:31,800
understood I often say that best

127
00:04:30,419 --> 00:04:33,840
communicators are the most effective

128
00:04:31,800 --> 00:04:35,940
listeners and I think a lot of people

129
00:04:33,840 --> 00:04:38,220
during these times need to do a lot of

130
00:04:35,940 --> 00:04:40,699
listening Dustin I really enjoyed

131
00:04:38,220 --> 00:04:40,699
talking with you

132
00:04:42,300 --> 00:04:47,040
so much for the opportunity my pleasure

133
00:04:44,820 --> 00:04:48,660
thanks Cornell dining we hope the past

134
00:04:47,040 --> 00:04:50,280
few minutes have provided you with some

135
00:04:48,660 --> 00:04:52,020
actionable tips to implement today

136
00:04:50,280 --> 00:04:53,580
please check out these additional

137
00:04:52,020 --> 00:04:55,759
resources

138
00:04:53,580 --> 00:04:55,759
thank you


Career Development

At Cornell, we believe that career management is an 80-10-10 split between the employee, the university, and you, their manager. 

Career development from the people leader's perspective.

Coaching

Coaching is one of the most effective tools available to take leadership development to a deeper and more sustainable level.

Coaching and mentoring opportunities for people leaders.

Flexibility

The most effective teams are adaptive to challenges and flexible enough to make changes to the workplace when the need arises.

Provide some flexibility in your workplace.

Performance

The development of staff is a shared responsibility of individual staff members, people leaders, and the university leadership.

Learn more about a people leader's role in performance.

Recognition

Recognition of an employee or team can make anyone feel appreciated and be a major boost to overall morale.

Explore recognition opportunities at Cornell.

Inclusion

When employees feel a sense of belonging at work, they can bring their best selves.

Inclusion and Belonging resources for people leaders.