2022-07-29 EDI & LEAD Fellow Meeting

BFS HR Follow Up

• Crafting Chain of Command for fact finding
• Guidelines & Resources for new supervisors w/ CLT
• Alignment of goals
• Removing frustration and pain points with process
• Addressing concerns 

 Is there an incident report in place?

• BFS does not have a formal incident report 
• employees are encouraged to reach out to HR directly
• HR held to standard of confidentiality 
• Can report on trends, themes, core units, but names are on a case by case basis 

Who would be involved?

• EEOC
• Union Bargaining Contracts 
• PPSM policy through OP for non represented 
• HR would need to report to CLT before reporting to Central HR or Union 

responsibility to report specific info to Central HR or Union 

HR Fact Finding

• who, what, where, when? 
• Looks at any parties involved 
• Iliana would interview those involved 
• HR come together as a team and brainstorm together to find solution 

Reporting in BFS-One Stop

• Send incident there 
• Request for consultation without too many details to protect Anonymity
  • "I have a sensitive matter, I would like to talk to you about" 
• BFS-HR will call to get details 
• Consultation option to track engagement 

Timeline 

• No such thing as a timeline bc fact finding is per case 
• Utilize a cycle thought process
  • Increase flexibility to note there will be follow ups, continuous change, and missed steps

Leader's Responsibilities in Reporting 

• Whenever an issue is addressed within the team, the supervisors need to loop BFS-HR in to start the fact finding process
  • This will help tie in any documentation / later incidents in the future
  • HR will reference > does not mean that anything will be reported to Central HR, yet
    • Only HR has access to these documentations? 
• Need to follow "Hierarchy of Corrective Discipline / Performance Management
  • Provided by BFS-HR 
  • Supervisors need to loop HR in before it escalates further 

Employee Chain of Communications for Incidents 

• provided to new employees, but never brought up again
• BFS-HR's action item is to create one and share moving forward 
• Protocol in place to follow for transparency 
• Student safety training for hiring managers
• New Managers, XYZ courses, established protocol by BFS HR

Accountability 

• BFS-HR encourages employees to go straight to Central HR or Union if they don't feel comfortable going to them 
• EDI specific person is being hired to move these initiatives forward campus wide 
• Q: how can an the individuals involved in the incident feel like everyone involved is being held accountable? 

Checks and Balances 

Q: What happens when an incident involves a CLT member/supervisor? 

• go directly to BFS HR first to offer resources > but can def go to employee relations if you want to skip HR
• the employee's right to go to HR instead of supervisor 
  • employee does NOT need to go to supervisor 
  • supervisors should not be offended and say, "why did you not come to me first?" 
• Students
  • BFS-HR needs to report to STARK/SARK? and Student Labor Office 
  • As mandated reporters need to report to police and STARK /SARK?
  • Class on how to help a student survivor > hiring managers 

EDIAC Responsibilities in Incident Reporting 

Q: If someone comes to our committee with an incident what do we do?

• Create a OneStop case 
  • depending on the individual level, we will be the proxy or encourage the indv to submit one 
  • BFS-HR will need to reach out to them eventually, but we may need to be the champions 
• LEAD Fellows should not be involved to ensure trust 
• DO NOT CREATE A LINK SAYING TO REACH OUT TO US 
• When in receiving end of information> receive with full confidentiality 
  • If someone comes to one of us directly, should not share with rest of committee before sharing with BFS-HR 
    • This will avoid any additionally responsibility or law breaking 
  • Do not document anything as this may break confidentiality 
  • Encourage reaching out to BFS-HR 

Alignment with Everything

• We are aligning with our strategic goals, within the sphere of influence
• Leading with an inclusive decision making lens
• Noting respect from a unit level, IPPS wide, BFS wide, CFO wide, UCSD wide, and finally UCOP
• Collaborative approach
• Healthy conversations from boots on the ground employees

Removing Frustrations from the Process

• Managing up
• Advising supervisor they are not the first step 
• Actively noting supervisory expectations and responsibilities
  • Distinctions when moving to a supervisory role
  • Less peer to peer and more peer to leader