Action Plan: People & Internal Operations

Action Plan People & Internal Operations

Distinctive CapabilityAction PlanMeasuresFeedback
cross pattern

Distinctive Capability

Our core is our people. Our students, faculty and staff are passionate, curious and collaborative, drawing on our strong Nebraska work ethic to create an evolving, innovative and inclusive environment for all to thrive.  

Action Plan

Strategies Action Steps Targets
Community: Prioritize community-building that recognizes and respects diversity in all its forms while ensuring a safe and inclusive environment for all. 
  1. Expand, enhance and create both Undergraduate and Graduate level RSOs, learning communities to support student community building and development.
  2. Develop leadership training/education for both student participants and faculty advisors.
  3. Integrate the Clifton Strengths Institute (Strengths Assessment and Strengths Coaches) into the onboarding process of the college to help student leaders, faculty and staff to identify their Clifton Strengths to best inform their leadership and professional work in the college.
  4. Establish a college-wide code of conduct that includes grievance procedures for students, faculty and staff and incorporate citizenship into the annual review process.
  1. Increase undergraduate student participation student organizations.
  2. Increase graduate student participation in student organizations.
  3. Increase the number of students, faculty and staff in leadership roles within the College and on Campus.
  4. Achieve an X% Clifton Strengths assessment completion rate with 6 months of joining the college.
  5. Citizenship/Standards of Behavior to be developed in Fall 2022 and “launched” in Spring 2023.
  6. Establish types of community-building activities by Fall 2022 and identify leaders for each. Launch activities in Fall 2022 and Spring 2023.
Recruit: Attract and retain diverse faculty, staff and students committed to our values of hard work, curiosity and collaboration.  
  1. Ensure multicultural representation in all the college’s visual communications.  

  1. Develop a support structure that includes student involvement opportunities, academic mentorship and faculty connections for underrepresented and first-generation students.  

  1. Develop partnerships with Nebraska High Schools and student organizations with underrepresented populations that allows students to explore career opportunities early in their educational careers.  

  1. Solidify processes for publishing job openings to minority organizations. 

  1. Ensure competitive salaries and start up packages. 

  1. Increase the number of underrepresented and first-generation students participating in student involvement opportunities  

  1. Increase the underrepresented and first-generation students Husker Power ratings  

  1. Increase the number of first-gen and underrepresented students who apply to the college.  

  1. Increase the number of underrepresented faculty and staff candidates in shortlists  

  1. Increase the number of underrepresented faculty and staff hires  

Develop:  Commit to the development of the unique talents of every faculty, staff and student. 
  1. Establish an onboarding program for all employees that ensures a consistent experience and integrates new members into the CoJMC community.  

  1. Establish an internal grant program to support continuing education and professional development for all employees.  

  1. Review, update and make clear promotion and/or tenure guidelines and annual review processes clear for all faculty and staff  

  1. Develop a robust mentoring program for all new faculty and staff that supports their professional development and helps them achieve their goals.  

  1. Continue to create paths in the curriculum to let students co-create their educational experience to fit their individual talents and interests.  

  1. Increase employee job satisfaction rate (Climate Survey) 

  1. Improve Employee Retention  

  1. Increase participation in development opportunities/funding used  

  1. Increase promotions and faculty tenured  

  1. Increase the satisfaction of offerings/satisfaction in educational experience for students (exit survey). 

Connect: Establish and support dynamic networks of excellence across the college, the university and the profession to foster community, collaboration, and innovation through the collision of ideas.
  1. Create and support regular informal work/play gatherings where a variety of individuals can come together to debate ideas and experiment with new methods of doing things (DH Afternoons, Knowledge On Tap, Maker Hours).  

  1. Identify areas of excellence for the college that align with the University’s grand challenges and the needs of our industries and incentivize industry partnerships and faculty participation in activities that further these areas. 

  1. Create and continually update flexible educational and experimental spaces within Andersen Hall and make them available to a wider audience than just CoJMC majors. 

  1. Develop a long-term plan for CoJMC facilities that encourages cross-collaboration between faculty and students through physical spaces. 

  1. Create and support opportunities for students to work with other programs/disciplines. 

  1. Create incentives to encourage interdisciplinary research and creative activity. 

  1. Increase the number of graduate students, faculty, alumni and campus partners who attend and engage with our college 

  1. Increase the number of faculty and students who use our spaces and equipment to pursue their ideas  

  1. Increase the efficiency of our space allocation while increasing the serendipity of office locations by discipline. 

  1. Increase the number of interdisciplinary programs offered by the college  

  1. Increase the number of interdisciplinary grants and publications (broadly defined)  

Advance: Prioritize the “people experience” through a commitment to supporting the advancement of all throughout every stage of their career
  1. Develop a comprehensive set of career preparation opportunities for all students - undergraduate and graduate.  

  1. Establish a professional development program for alumni and working professionals that provides skills and training on current industry needs.  

  1. Expand career development services to provide career coaching and advising for graduate students and alumni seeking to launch, advance or change careers.   

  1. Ensure all faculty, graduate and professional students, and staff co-create an individualized professional development roadmap. 

  1. Identify funding and hire to expand career services in the college. 

  1. Increase in first destination rates for undergrad and graduate students  

  1. Increases in the number of alumni who successfully obtain employment or get promotions (alumni survey)  

  1. Promotion/tenure for faculty and staff  

  1. Improve job satisfaction rate  

  1. Increase in funding for career services  

Recognize: Recognize and reward individuals who demonstrate a commitment of our values through their actions and achievements.  
  1. Expand and promote opportunities for informal, peer-to-peer recognition of faculty and staff behaviors specifically supporting our values. 

  1. Develop a student/faculty recognition program for students to acknowledge faculty who impacted their CoJMC experience. 

  1. Expand use of CoJMC media/ touchpoints to regularly highlight and profile faculty, students, staff, and alumni.  

  1. Develop a formal annual awards program for faculty/staff, students, and alumni that bestows awards linked to our values.

  1. Increase the number of informal peer-to-peer recognitions given by faculty and staff  

  1. Increase the number of individuals who receive peer recognition  

  1. Increase the number of students who nominate faculty  

  1. Increase the number of faculty who receive student recognition  

  1. Increase the number of mentions of faculty, staff, students and alumni  

  1. Increase the number of award program attendees  


  • Student and External Recognition: Awards to faculty, staff, students, programs, student organizations, alumni,&nbsp invitations to speak. 
  • Professional Development: Promotions, tenure; faculty and staff retention; participation in development opportunities; research and creative output; honors students; graduates with distinction; UCARE, FYRE participation; job placement. 
  • Leadership: Leadership positions held on campus, in the academy, industry and community.  
  • Partnerships: #s of: cross-campus collaborations; collaborative publications, grants, fellowships, co-sponsorships; joint academic and research programs; real clients/publishers. 
  • Climate: Diversity of faculty, staff and students; diversity of new hires; participation in RSOs; event attendance; social opportunities; results of climate survey; retention, graduation numbers; net transfer students.  
  • Evolution: curriculum reviews completed; new special topics, pop-ups created; new programs; spaces/classrooms renovated/updated; experimental technology purchased