Employee engagement has long been an essential part of the Auburn University employee experience.
Over the past several months, the Organizational Development & Engagement (OD&E) team, formerly known as HR Development, has expanded its efforts to strengthen engagement across campus. Current initiatives include a new brand identity, a new website and continued growth of the Aspire Auburn leadership program.
“I hope employees know that they matter,” said Chris Richie, director, OD&E. “Every engagement effort, from surveys and leadership development to recognition and appreciation, is ultimately about investing in our people.”
The people behind the numbers
OD&E and other units within University Human Resources (UHR) have a longstanding commitment to employee engagement.
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Employee Appreciation Week and the Employee Recognition Program have already helped foster a culture of appreciation and connection across campus. However, OD&E wants to build on that effort by utilizing employee feedback and placing an increased focus on engagement across campus.
In November 2024, over 2,500 employees participated in the university’s campuswide employee engagement survey. The survey highlighted what employees wanted and where the university could continue strengthening its efforts. Employees wanted more room to grow, stronger connections across departments and more recognition for the work they do.
Then came the important part — what was Auburn going to do about it?
Engagement initiatives include Aspire Auburn, professional development opportunities through ElevatED, expanded recognition through the Spirit of Excellence program and the Auburn Values Coin, along with a new campuswide effort to support employee wellness.
Employee engagement can begin before an individual’s first day at Auburn through onboarding resources and communications. New Employee Orientation builds on that foundation with self-paced learning and resources that help employees connect with university systems, services and culture.
Beginning in 2027, employees will receive a personal holiday in place of Community Service Leave, giving them flexibility in how they use paid time away from work. The change was developed in partnership with Auburn’s Staff and A&P governance groups.
“We want employees to know their voices matter and that we are committed to listening,” Richie said.
More than another program
Employee engagement is a core function of OD&E, with Mike Von Ahnen serving as employee engagement specialist.
For Von Ahnen, engagement is less about creating another program and more about how someone feels when they come to work.
“It's the difference between simply showing up to do a job and feeling genuinely invested in the success of the university,” he said. “An engaged employee understands how their work contributes to Auburn's mission, feels valued for their contributions and believes their voice matters.”
Von Ahnen learned what that could look like during his 25 years in the U.S. Air Force. He regularly visited employees in their workspaces, often with no agenda other than getting to know them and listening.
At first, people were skeptical. They weren’t used to seeing leadership unless someone was in trouble.
Von Ahnen kept showing up anyway. Over time, the visits became less unusual, and the relationships grew stronger.
“At the end of the day, people are our most valuable resource,” he said.
Cultivating conversation
Making that culture visible also means making sure employees know what’s happening.
“We’re constantly looking for the best ways to share information that matters to employees,” said Patrick Johnston, manager, HR Administration and Strategic Initiatives. “Whether it’s through Outlook, Teams, social media, digital signage or other channels, our goal is to meet them where they are and help them stay informed and connected to the Auburn community.”
That commitment also includes a new way to connect. UHR now has a LinkedIn presence to give employees another place to find resources, learn what’s happening across campus and, importantly, see more of the people behind the work.
Within the next few months, employees will have another opportunity to participate in the Employee Engagement Survey.
“The first survey established a baseline,” Richie said. “This survey will help us understand whether our efforts are making a difference and where additional attention may be needed.”
For Von Ahnen, collecting the responses is only the beginning.
“The real work begins after the survey is complete,” he said. “Employees are much more likely to participate and share honest feedback when they see that their input is making a difference.”
So, when a survey lands in your inbox next year, take it, Richie said. Say what’s working. Say what could be better.
Auburn values its people. The goal now is to ensure employees feel that commitment every day.
