CAREER
Implemented from past engagement surveys, these action items have had a positive impact on employees' careers.
What are...
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
Implemented from past engagement surveys, these action items have had a positive impact on employees' social wellbeing.
What are...
The Fair Day Holiday
The Floating Holiday
The Veteran's Day Holiday
The Modified Dress Code
Implemented from past engagement surveys, these action items have had a positive impact on employees' financial wellbeing.
What are...
The 2:1 TMRS match
The Addition of TMRS Prior Service Credit
The Option to cash out vacation time
The Bilingual Stipend
The Financial Assistance Programs
The Increased Performance Payout Amount
The Total Compensation letters
Implemented from past engagement surveys, these action items have had a positive impact on employees' community/team involvement.
What are...
The creation of the Employee Experience Team
The creation of a Recognition program for Team Building and Individual Recognitions
The revamped Employee Awards Program
The modification of the People & Culture Strategic Goal
Implemented from past Engagement Surveys, these action items have had a positive impact on employees' physical wellbeing.
What are...
The creation of a Safety Onboarding Program
The addition of Staff
The availability of a Nutritionist for 1:1 consultations
The expansion of sick leave to allow employees to take sick time for their family members
These action items were specifically created to address training needs.
What are...
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.
What is...
Implementing an ongoing anonymous feedback system.
These action items were created to address increased costs and emergency pay calculations compared to neighboring utilities.
What are...
The Increased boot/jean stipend.
The Analysis of Emergency Pay calculations
This action item was created to address employees' desire to volunteer in the community.
What is...
The development of a 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.
What is...
Walk the Floor of Your Store
This action item was created to address the need for employees to receive consistent and constructive feedback.
What is...
Establishing Guidelines to Empower 1:1 check-ins.
These action items were created to continue to prioritize team building and networking across the organization.
What are...
The establishment of one additional all-employee event per year hosted by the EET.
L&D's establishment of a roadmap for a future mentoring program.
This action item was created to help employees better understand what goes into determining raises and base pay.
What is...
The establishment and communication of the expectations for compensation forms in an effort to promote accountability.
This is the number of times employees mentioned wanting to have another gathering with their fellow employees.
What is...52
This is the number of times employees mentioned the need to better understand each other's processes or to have standardized processes.
What is...191
This is the number of times employees mentioned that they wanted more opportunities to attend trainings.
What is..137?
This is the number of times employees mentioned wanting to have a mentor or job shadowing program.
What is...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.
What is...87
This is the number of times employees mentioned wanting to have a bigger presence in the community through volunteerism via NBU events.
What is...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.
What is...122
These are examples of successes employees cited as having directly impacted their careers.
What are...
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.
What are...
The People, culture, and family-first environment at NBU.
Improved communication via Flash Friday.
These are examples of successes cited by employees as having a direct positive impact on their financial wellbeing.
What are...
NBU's robust benefits package.
The 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.
What are...
Employees' belief that their 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.
What are...
Taking pride and having a sense of purpose in their work.
An appreciation of schedule flexibility that allows employees to attend kids' events, work from home, etc.
An appreciation of continued support to ensure they have the right materials and tools to do their jobs.