Investing in People
Facilities investments are only one part of the strategic plan’s formula for success. In addition, the Medical Center will enhance its efforts to recruit and retain the people whose skills and insights set us apart – whether they are scientists, physicians, nurses, administrators, postdoctoral trainees, graduate and medical students, or others. We aim to create a sense of excitement in our workforce, building employee satisfaction by demonstrating that we value personal and professional growth. Amid fierce national competition for talent, the University of Rochester and the Medical Center will emerge as the preferred employer.
In addition to building competencies at all levels, the strategic plan focuses on growing the skill sets of its managers by developing its Strong Leadership program to help more senior managers understand human resources principles as they learn to energize their employees and thus reduce turnover. The result of this training and other steps will be a more nimble, decentralized, and responsive Human Resources function.
Meanwhile, more frequent and inclusive satisfaction surveys will provide real-time feedback on employees’ ideas and concerns. Aggressive follow-up on emerging issues is critical since both patient and student satisfaction correlates with employee satisfaction.
The strategic plan also calls for deepening our commitment to employee wellness with health risk assessments and interventions, as well as incentives to reinforce healthy behaviors. In addition to reducing absenteeism and disability costs, a healthier workforce is more creative, more apt to see novel solutions and make lasting contributions.
Together, the 140 new recruits to our signature programs will represent a $100 million infusion of new talent. These strategic recruits will help us take full advantage of emerging areas of scientific inquiry that have application across all disease areas.
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