CAREER
Implemented from PAST engagement surveys, these action items have had a positive impact on employees' careers.
Holding Supervisor Meetings
Adopting a Strengths-Based Culture
Providing additional leadership training sessions
Building & Communicating the L&D Training Calendar
Developing an Onboarding Program
Implementing Flash Friday (an outlet for employees to get information on high-level organizational issues).
Implemented from PAST engagement surveys, these action items have had a positive impact on employees' social wellbeing.
Fair Day Holiday
Floating Holiday
Juneteenth Holiday
Veteran's Day Holiday
Modified Dress Code (ability to wear jeans and tennis shoes on days other than Fridays)
Implemented from PAST engagement surveys, these action items have had a positive impact on employees' financial wellbeing.
2:1 TMRS match
Addition of TMRS Prior Service Credit
Option to cash out vacation time
Bilingual Stipend
Financial Assistance Programs
Increased Performance Payout Amount
Total Compensation letters (these letters help employees understand their true total compensation taking into account salary, benefits, etc.)
Implemented from PAST engagement surveys, these action items have had a positive impact on employees' community/team involvement.
Creation of Employee Experience Team
Creation of Recognition program for Team Building and Individual Recognitions
Revamped Employee Awards Program
Modification of the People & Culture Strategic Goal (Shift from performance payout based on engagement score to payout based on survey participation).
Implemented from PAST Engagement Surveys, these action items have had a positive impact on employees' physical wellbeing.
Creation of Safety Onboarding Program
Addition of Staff to Safety Team
Availability of Nutritionist for 1:1 consultations
Expansion of sick leave to allow employees to take sick time for their family members.
These action items were created as a result of THIS YEAR's survey specifically to address training needs.
100% of supervisors and above will attend Crucial Conversations for Accountability Training.
100% of Crew Leads and above will attend Emotional Intelligence Training.
25% of Departments will participate in a group L&D-offered training.
100% of employees will be required to take at least 2 hours of training.
This action item was created to address the need to provide feedback on a regular basis.
Implementing an ongoing anonymous feedback system.
These action items were implemented to address increased uniform costs as well as emergency pay calculations relative to other utilities.
Increased boot/jean stipend.
Emergency pay increased from time and a half to double time for hourly employees performing emergency work outside of regular hours.
This action item was created to address employees' desire to volunteer in the community.
Development of plan for enterprise-wide volunteer opportunities.
This action item encourages all levels of leadership to walk in the shoes of those that are affected by the decisions that NBU makes.
Walk the Floor of Your Store
This action item was created to address the need for employees to receive consistent and constructive feedback.
Establish Guidelines to Empower 1:1 check-ins.
These action items were created to continue to prioritize team building and networking across the organization.
Establishment of one additional all-employee event per year hosted by the EET.
L&D establishment of roadmap for future mentoring program.
This action item was created to help employees better understand what goes into determining raises and base pay.
"Promoting accountability by establishing and communicating the expectations for compensation forms."
This is accomplished via road shows in which HR explains the criteria for raises as well as how they are calculated, and how HR conducts market analysis.
This is the number of times employees mentioned wanting to have another gathering with their fellow employees.
52
This is the number of times employees mentioned the need to better understand each other's processes or to have standardized processes.
191
This is the number of times employees mentioned that they wanted more opportunities to attend trainings.
137
This is the number of times employees mentioned wanting to have a mentor or job shadowing program.
68
This is the number of times employees mentioned wanting clarification of what management expects out of them in order to set clearer expectations for when raises come around.
87
This is the number of times employees mentioned wanting to have a bigger presence in the community through volunteerism via NBU events.
48
This is the number of times employees mentioned wanting management to get to know them as a person and to show they care about their wellbeing.
122
These are examples of successes employees cited as having directly impacted their careers.
Providing additional learning opportunities.
Focusing more on work/life balance.
Providing job security.
Selecting Ryan as CEO.
These are examples of successes employees cited as having a direct positive impact on their social wellbeing.
People, culture, and family-first environment at NBU.
Improved communication via Flash Friday.
"I enjoy the videos Ryan has been recording. They have gone a long way in improving communication across NBU."
These are examples of successes cited by employees as having a direct positive impact on their financial wellbeing.
NBU's robust benefits package.
Additional time off awarded via holidays or in celebration of company-wide successes.
These successes were cited by employees as having a direct positive impact on their community/team.
Employees' day-to-day work contributes to the betterment of the community.
Employees' belief that the future is bright as they see NBU moving in a positive direction.
These successes were cited by employees as having a direct positive impact on their physical wellbeing.
Taking pride and having a sense of purpose in their work.
Appreciation of schedule flexibility that allows employees to attend kids' events, work from home, etc.
Appreciation of continued support to ensure they have the right materials and tools to do their jobs.