Taking Action

TAKING ACTION 

A 2013 Values and Culture survey indicated high rates of observed misconduct, intimidation, and a lack of trust and accountability within Finance and Business (F&B). In response, F&B created the Taking Action initiative to address these issues and create a healthy environment where everyone can do their best work. The Taking Action initiative conducted several follow-up surveys and focus groups asking F&B employees about their specific concerns, suggestions, and expectations for improving trust and accountability within F&B.

We Heard You and We are Taking action.

Since the onset of this initiative, F&B has been committed to responding to employee concerns and working towards creating the best workplace environment. Today, F&B continues to create environments where employees feel valued, appreciated, respected, and comfortable being their true authentic selves through Taking Action 2.0. The initiative has:

• We conducted Focus Groups (F&B Focus Group Summary Report).
• We reassessed data from the 2017 Values and Culture survey to understand our progress (F&B Values and Culture Data Summary Report).
• We gathered data from the inclusion and belonging survey (F&B Inclusion and Belonging Summary Report).
• We have made Taking Action a Strategic Goal for Finance and Business (F&B Strategic Plan).
• We have convened a Taking Action Work Group to help drive this charge.
• We have also developed unit-level Taking Action Work Groups who will help implement these efforts within all F&B units.
• We will continue to commit to doing what is necessary to improve our workplace environments.

Unit Involvement

F&B leadership is Taking Action at the unit level. Many units have created professional development programs, employee engagement initiatives and improved communications to address F&B employee concerns. 

• Office of Physical Plant (OPP) Taking Action
• University Police and Public Safety (UPPS) Taking Action
   

Historical Feedback from 2013 Values and Culture Survey

• There is a fear of retaliation, which is a symptom of larger problems. 
  • Lack of trust and accountability.
  • Fear of reporting misconduct.

• There is misconduct occurring.
  • Bullying and intimidating behavior.
  • Abuse of work time and time off.
  • Misuse of university resources.
• There are cultural issues. 
  • Lack of accountability.
  • Inconsistency in policy implementation.
  • Unprofessional workplace behavior.
  • Lack of addressing misconduct.
  • Not feeling valued or permitted to share ideas.
• There are performance management issues. 
  • Lack of knowledge and skills needed to effectively manage others.
  • Not holding all employees to the same standards.
  • Lack of skills to manage difficult situations.
• There are communication issues. 
  • Lack of information sharing.
  • Lack of opportunities for open communication and discussion.
  • Unwillingness to listen to new ideas.
  • Need for better conflict management.
• There are reporting concerns. 
  • Not knowing where to report issues.
  • Not knowing how the reporting process works.
  • Lack of confidentiality of information reported.
  • Lack of confidence in the hotline process.
• Things we need to improve upon. 
  • Clear expectations and accountability.
  • Employee training.
  • Supervisor training. 
  • Management coaching. 
  • More input from employees.

Contact Information

Jeremy Bean
Senior Change Consultant
Office of Organizational Excellence and Engagement