The goal:

Faculty and staff success.

Cultivate an inclusive culture that prioritizes the well-being, development, engagement, and success of our people, creating a welcoming environment for all.

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Latest updates

Overview

The University of Rochester aspires to be a model employer in the region and nationally with the most talented faculty and staff in our University’s history. We are committed to building a community of individuals who represent a wide range of identities and backgrounds and to ensuring that all who work, live, and study here feel valued and respected.

As the competition for exceptional faculty and staff increases, the University of Rochester must prioritize creating an attractive, welcoming, inclusive, and healthy workplace so that it can best serve our students, deliver exceptional healthcare and research, and develop and grow our economic impact in the region and the state. Moreover, we will continue our efforts to build a culture that allows all our employees to thrive, grow, and succeed personally and professionally.

Achievements of this goal

  • Create a culture of transparency, people-centered management practices, and engagement.
  • Increase our ability to recruit employees.

Objectives and progress

Our objectives and tactics lay out the steps we’re taking to drive progress. Each year, we will review our approach and launch new initiatives to ensure we respond to changing conditions, evolving regulations and laws, and shifts across the higher education and healthcare landscapes. Our core beliefs influence each tactic.

The tactics below are abbreviated. If you have any questions, want to collaborate on tactics, or have feedback, please contact us.

Objective

Embrace our role as a leading employer in our community through application of best practices in recruitment, retention, development, advancement opportunities, recognition, and policy

In order to recruit and retain a talented faculty and staff, we must prioritize the success of our people by implementing best practices in equitable hiring and employee development. We will create new and revise existing recognition programs, develop and implement career advancement programs, increase communications about career development and advancement opportunities for employees, strategically hire to improve leadership hiring across the University, and evaluate and strengthen policies.

Leaders

  • Kathleen Gallucci, Senior Vice President and Chief Human Resources Officer
  • Adrienne Morgan, Vice President for University Enrichment and Engagement

Tactics and progress

  • Continue department-level URStars recognition expansion and Senior Leadership engagement; no new FY27-chartered project identified beyond continuation of current program.
  • Talent Acquisition Process Optimization Initiative (new for FY27): 8-week Deloitte engagement to redesign TA processes around leading practices, following the FY26 Service Excellence audit. Scope includes current-state assessment, future-state operating model/roles, and standardized TA process maps. Executive readout targeted Oct 5, 2026.
  • Employee Experience Survey (EES) Program continues into FY27 through Phase 3 (employee-wide forums: Safety fall 2026; Wellbeing and Belonging 2027) and Phase 4 (pulse survey decision Oct 15, 2026; full roll-out ~April 2027), ahead of the next full EES targeted fall 2028/early 2029.

Tactics Status
Expand upon the URStars Recognition Program to include department-specific recognition and broader Senior Leadership engagement. ⬤ Ongoing
Develop strong partnerships with internal departments, community agencies and workforce preparation organizations to support local employment, career development and professional growth at UR. ⬤ Ongoing
Launch employee engagement survey to serve as a baseline of feedback for workplace and department specific action planning, improvements, and changes. ⬤ Complete

 

Tactics Status
Expand upon the URStars Recognition Program to include department-specific recognition and broader Senior Leadership engagement. ⬤ Ongoing
Develop strong partnerships with internal departments, community agencies and workforce preparation organizations to support local employment, career development and professional growth at UR. ⬤ Ongoing
Leveraging data insights to track progress for leadership positions recruitment. ⬤ Ongoing
2025 launch employee engagement survey (February 2025) to include all staff to serve as a baseline of feedback to support action planning around overall workplace and department specific improvements and changes. ⬤ Complete
Reestablish existing Employee Resource Groups (ERGs) and support new applications through application process evaluation, policy review, and organizational support. ⬤ Complete

Tactics Status
Create an innovative recognition and reward program ⬤ Complete
Develop strong partnerships with internal departments, community agencies and workforce preparation organizations ⬤ Progress made
Reinforce fairness in access to all opportunities with a continued focus on strategically recruiting leadership positions and leverage data insights to track progress. ⬤ Complete
Review policies and deliver meaningful strategies that incorporate all employee feedback and perspectives to reinforce positive outcomes and enable all employees to thrive. ⬤ Reset needed

Objective

Foster an innovative learning organization that increases leader capacity and accountability to cultivate a welcoming and engaging work and learning environment

Effective leadership and management play a key role in employees’ decisions to stay or leave their place of employment. To successfully retain our extraordinary talent, we must foster a culture of exceptional, people-centered leadership at all levels of the institution. We will do this by creating and implementing leadership development programs for managers across the University.

Leaders

  • Kathleen Gallucci, Senior Vice President and Chief Human Resources Officer
  • Adrienne Morgan, Vice President for University Enrichment and Engagement

Tactics and progress

  • Leadership Development Program (LDP) Phase I continues: competency framework (through early 2027), self-assessments (2027), enhanced training/curriculum and implementation plans (2027-spring 2028), leading to University-wide launch in Summer 2028 (pilot phase removed to move launch ahead of next EES).
  • Career Navigation initiative continues: present to Human Resources (Oct 2026), HR pilot test of process and resources (2026-spring 2027), manager and pilot participant sessions (Oct-Dec 2026), collect pilot feedback (Jan-Mar 2027), present results (Apr 2027), with organizational rollout targeted July 2027.
  • Strengthen and further build infrastructure for clear, consistent, and resourced retention and faculty development initiatives with coordination of efforts across schools; Focus on faculty training for mentorship and responsible conduct for research.
  • Continue to build out HR mediation services as the next phase of alternative resolution options, alongside new case-tracking capability (Grand River Solutions Case Tracker, pending launch) once available.

Tactics Status
Create a leadership development program that includes a strategically aligned leadership competency model and learning objectives to key principles and expectations. ⬤ Progress made
Improve orientation, planning, and communication tools that support individual leadership learning plans and distinguish key topics of leadership responsibilities. Phase I complete by September 2025 ⬤ Ongoing
Strengthen and further build infrastructure for clear, consistent, and resourced retention and faculty development initiatives with coordination of efforts across schools; Focus on faculty training for mentorship and responsible conduct for research. ⬤ Progress made
Examine protocols, procedures, and policies for efficiency and effectiveness to resolve cases of conflict and harassment and include considerations for alternate approaches to conflict resolution. ⬤ Complete

 

Tactics Status
Create a leadership development program that includes a strategically aligned leadership competency model and learning objectives to key principles and expectations for leading and engaging employees at the University of Rochester. Steering committee launched with target phase I implementation starting in September of 2025. ⬤ Progress made
Improve orientation, planning, and communication tools that support individual leadership learning plans and distinguish key topics of leadership responsibilities. Phase I complete by September 2025 ⬤ Ongoing
Strengthen and further build infrastructure for clear, consistent, and resourced retention and faculty development initiatives with coordination of efforts across schools; Focus on faculty training for mentorship and responsible conduct for research. ⬤ Progress made
Examine protocols, procedures, and policies for efficiency and effectiveness to resolve cases of conflict and harassment and include considerations for alternate approaches to conflict resolution. ⬤ Complete

Tactics Status
Create a leadership development program that includes strategically aligned learning objectives ⬤ Progress made
Prepare managers to act as career coaches as a part of their leadership role ⬤ Ongoing
Improve orientation, planning, and communication tools ⬤ Ongoing
Develop a #LivetheSix toolkit to communicate our one University values ⬤ Reset needed

Objective

Develop and enhance systems and programs that focus on staff and faculty well-being and wellness

The University of Rochester is deeply committed to ensuring that our people have the support they need to perform their work in a productive and healthy work environment. Therefore, it is imperative that we develop programming that focuses on employee well-being and wellness. Not only will this include wellness programming; it will be embedded in our culture, training, and onboarding.

Leaders

  • Kathleen Gallucci, Senior Vice President and Chief Human Resources Officer

Tactics and progress

  • Continue department-level action planning from EES priority areas (wellbeing and safety). Benefits Task Force recommendations expected Jan-Mar 2027, socialization Mar-May 2027, with any changes effective no earlier than Jan 1, 2028. New Emergency Fund (proposal Aug-Oct 2026, employee communications Oct 2026-Jan 2027) and Identity Protection Plan (vendor selected, employee communications Oct 2026-Jan 2027) are new FY27 initiatives supporting this objective.
  • Continue expanding systemwide wellness services (well-being campaign, expanded mental health support, financial advising). Benefits Task Force review continues in parallel; any resulting plan changes would take effect no earlier than Jan 1, 2028.
  • Benefits Task Force (formed May 2026, appointed by the President) continues recommendation development: 4 of 6 Task Force meetings held to date; recommendations to Executive Sponsors Jan-Mar 2027; socialize and finalize Mar-May 2027; implement via 2028 Open Enrollment effective Jan 1, 2028.

Tactics Status
Using the employee engagement survey as our guide, write action plans to systematically explore ways to engage employees in our work together, reduce unnecessary stress and create flexibility and encourage well-being. ⬤ Progress made
Reinforce employee wellness services and availability systemwide to advance an environment that supports physical health, mental health and overall wellness. ⬤ Progress made
Work on health plan and benefits offerings to target employee areas of need supported by our UR Total Benefits Study in fall 2025. ⬤ Progress made

Tactics Status
Using the employee engagement survey as our guide, write action plans to systematically explore ways to reduce unnecessary stress and create flexibility to support unique needs in the work environment to promote an appropriate work-life balance. ⬤ Progress made
Reinforce employee wellness services and availability systemwide to advance an environment that supports physical health, mental health and overall wellness. Work on health plan offerings to target employee areas of need and our EAP program to bolster financial well-being services, supported by our UR Total Benefits Study in Spring of 25’ and the implementation of a Staff Emergency Fund by July1, 2025 ⬤ Progress made

Tactics Status
Build an infrastructure and leadership capacity that values a human centric approach to leadership and a culture of mattering ⬤ Progress made
Systematically explore ways to reduce unnecessary stress and flexibility to support unique needs in the work environment to promote an appropriate work-life balance ⬤ Ongoing
Reinforce employee wellness services and availability systemwide to advance an environment that supports physical health, mental health and overall wellness. ⬤ Ongoing

Objective

Improve effectiveness of two-way communication between leadership and employees through a comprehensive communication strategy that connects employees’ work to the strategic plan

To ensure that the University of Rochester promotes a culture of transparency, we must develop and implement communications plans that support effective two-way communication and bidirectional feedback between University leadership and all University employees. We will redesign our internal communications strategies so that employees receive timely, useful, and thoughtful communications from University leadership and provide mechanisms for input and response from employees.

Leaders

  • Kathleen Gallucci, Senior Vice President and Chief Human Resources Officer

Tactics and progress

  • Continue two-way communication expansion through EES employee-wide forums (Safety fall 2026; Wellbeing and Belonging 2027) and senior-leader sessions. Employer Value Proposition (developed Nov 2025) to be socialized with Senior Leadership Group for approval and implementation in FY27.
  • Continue standardized leadership messaging and change-management practices. FY27 focus includes the HR Communications Dashboard (TA/RM dashboard in review) and a new UR Communications Preferences focus-group study to gather employee input on channels and effectiveness.

Tactics Status
Using the employee engagement survey as our guide, write action plans to systematically explore ways to engage employees in our work together, reduce unnecessary stress and create flexibility and encourage well-being. ⬤ Progress made
Reinforce employee wellness services and availability systemwide to advance an environment that supports physical health, mental health and overall wellness. ⬤ Progress made
Work on health plan and benefits offerings to target employee areas of need supported by our UR Total Benefits Study in fall 2025. ⬤ Progress made

Tactics Status
Optimize current communication strategies and develop innovative multimedia communication channels and methods to share information and collect regular feedback from key stakeholder groups. Use the employee engagement survey as a basis for making workplace improvements through action planning strategy with staff. Work at the Senior Leadership level to create an overall change management strategy tied to the strategic plan and informed by the employee engagement survey. ⬤ Ongoing
Create standardized tools and methods for leadership messaging that aligns with key organizational messages that are consistent and high quality and connected to the organization’s change management strategies. ⬤ Ongoing

 

Tactics Status
Optimize current communication strategies and develop innovative multimedia communication channels and methods ⬤ Ongoing
Create standardized tools and methods for leadership messaging ⬤ Ongoing

Objective

Actively engage in partnerships with internal and external communities that enrich the University’s commitment to its values.

The city of Rochester and surrounding community are a critical partner to developing our current and future workforce. We cannot be passive in our recruitment and development of talent and career pathways in an increasingly competitive marketplace. We must also consider the continued positive impact that our organization can have on the economic and social mobility of individual employees and, by extension, the city and region. Partnerships and collaboration will be key to contributing to and benefiting from a vibrant and just city and region.

Leaders

  • Kathleen Gallucci, Senior Vice President and Chief Human Resources Officer

Tactics and progress

  • Career Pathways community workforce partnership efforts continue; organizational structure and scope still under discussion. Talent Acquisition continues existing partnerships with RochesterWorks and the Urban League of Rochester; K-12 pipeline programs remain in progress. (Note: a university-wide workforce task force for high-need roles has been discussed but is not yet organizationally decided, consistent with the CHRO review guidance to omit this framing until confirmed.)

Tactics Status
Work through the Central Talent Acquisition and Learning & Development Teams to partner with community workforce development programs to identify job training and placement opportunities and enhancements to our Career Pathways Program as measured by Placement rates. ⬤ Ongoing

Tactics Status
Work through the Central Talent Acquisition and Learning & Development Teams to partner with community workforce development programs to identify job training and placement opportunities and enhancements to our Career Pathways Program as measured by Placement rates. ⬤ Ongoing

 

Tactics Status
Enhance the Office of Engagement and Enrichment presence throughout the University campus network utilizing various engagement mechanisms. ⬤ Complete
Partner with local community-based organizations and internal partners to co-host engaging, community-focused outreach events that reflect the vibrancy of our university and populations we serve. ⬤ Ongoing

Measures of success

Definitions of measures of success will be coordinated to create consistency and increase transparency.

  • Recruitment and retention
  • Development and wellness
  • Culture
  • Leadership

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Better Things

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Commitment to Nondiscrimination

In compliance with federal and state requirements, the University does not discriminate—either negatively, such as by denying opportunity, or positively, by providing preferences or benefits—based on sex, race, color, national origin, religion, or any other characteristic protected by applicable law (collectively, “protected characteristics”). The strategies, goals, and metrics in this strategic plan will never be used to unlawfully disadvantage or provide a benefit to any current or prospective faculty, staff, student, patient, or community member based on protected characteristics. No member of the University will be rewarded or penalized based on metrics influenced by protected characteristics. All persons are welcome, regardless of their own protected characteristics or those of their family members.