| Surveys | How is this going to be used in parallel or supplement the VC Staff at Work survey? - Staff at Work Survey has EDI questions
- Difference > temperature check for IPPS
Cheryl found that our questions are similar to the EDI questions on the Staff at Work Survey Rules for Survey: Quick and easy - Cheryl thinks our survey is too long
- Thinks the comment boxes will make folks feel burned out
- should only be available when the rating is low
- Cheryl suggests getting someone to present on the results of the Staff at Work survey
- Cheryl would redraft the survey in a way to get more response
- We can regroup and review the redrafted
- Avoid double barreled questions > can be read differently
Recommendations: - Look at IPPS specific results for IPPS with someone guiding
- Then re-asses if survey is needed
- Does not see anything wrong with IPPS specific survey
- Cheryl will look into the S@W to see if there are any EDI topics we should look into
- We should share results with VC EDI office
- EDI Survey should be issued annually
Cheryl does not know of any other groups doing EDI specific surveys
Action Items: -concerns of S@W with Angela EOD -Look for EDI topics in S@W -Get a reworked EDI survey (EOW) | EDI Closing Session Confidentiality Reminder - leadership should NOT ask for names of those participating
- data provided to leadership would be high level topics and overall themes
- examples will NOT be provided
Noted Themes Strategy 1-1 Accessibility: Create mentorships/internships within IPPS to explore and enrich career paths Strategy 1-2 Accountability: Hold current leaders accountable and foster self-accountability Strategy 1-3 Trust: Address macroaggressions and inflexibilities to uplift morale and gain trust - Process overview for staff concerns & issues surrounding bullying and harassment
- Should calling the hotline or reaching out to Pierre be an option?
- Alternate options for staff members that “don’t fit in”
Strategy 1-3 Trust: Provide peer reviewed content with a pulse point on the status of IPPS’ diverse, equitable, and inclusive workplace. - Quality over quantity as a performance appraisal tool
- Data serves a number but doesn’t highlight the work put in daily, the background details of the case, areas of work that are not transactional.
- Accounting for housekeeping work.
- Setting expectations based on job descriptions.
- Comparing staff members' output without regard to complexity
Strategy 1-1 Accessibility: Retain documentation of courses, certifications, roles, and committee participation taken by leadership for a rubric for management roles Strategy 1-2 Accountability: Request additional leadership development to contain how to manage for inclusion alongside traditional supervisor training Strategy 1-3 Trust: Positively interrupt racism and bias using effective action within our spheres of influence - Advising team of expectations and avoiding double standards
- Required skill set to move from employee to manager
- Processes in place for developing manager
- Addressing problematic behavior
Establishing an "Incident Report" - Document and Follow-up
- Ask employee for desired outcome
- Training issue
- Language correction
- "I want to bring awareness"
- "I want to report / disciplinary action"
- How do we protect the individual that comes forward?
- Include HR in this convo
- How should we document?
- How should we include checks and balances?
- How do we protect the individuals included?
- Include a neutral party to have these meetings
- Include one CLT member on this meeting to be sure all on the same page bc HR won't put everything in writing
In terms of data> we should re-establish a new relationship of how data/metrics should be used to encourage/measure success without it being a point of competition What resources are available for new managers to ensure they succeed? - Expectations and resources would be handled through 1:1s
- Coaching through conversations
- Supervisor Effectiveness is #1 complaint that Pierre and Jeff Gattas receives
- HR is working on resources for this
| - EDI Goals are for everyone in the organization
- Finalized Goals:
Required: - Complete the Implicit Bias training series (approx. 2 hours for all courses).
Optional: - Attend 2 campus diversity events
- Attend 1 IPPS Open Forum quarterly – feel free to suggest a topic/invite a speaker/recommend an article
- Join a campus group that supports diversity. See Staff Affiliate Groups (ucsd.edu) for ideas.
- If already involved in a campus or community group that supports diversity, host a Lunch and Learn to share info about the organization, its key objectives and events/how to get involved
Discussions/Impacts - How to weigh the S, A, E ratings for each goal?
- Taking training will establish baseline and won't be considered as an "E" in the PA review, but what should?
- Limitations:
- Scoring for EDI could be extremely subjective, especially if manager is not familiar with EDI concepts
- example: as a buyer onboarding 5 small business > should count as meeting EDI goals
- How will this training be enforced?
- Ted thinks we should make this an expectation and NOT a requirement
- Managers should be accountable for having conversations with team members and ensuring it's getting done in alignment with the PA review
- EDI Goals will be listed
- Proposed Solutions:
- request completion certificate
- employee to list next year in PA
- Committee will review and think on this for a minute.
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| Walk-in Topics & Side Projects |
| EDI Talks/ Trainings - Fnann Keflezighi meeting went well
- It was advise IPPS could be on the path of cutting edge EDI work that the University hasn't begun yet
- Highlight areas we would like to see a collaboration with VC EDI
- Shared documentation pertaining to EDI Accountability Committee Brief, Before you leave questions, team notes, and collab page
| - Nicknames in the workplace vs microaggressions
- Example of PI and Fund Manager
- PI calling Fund Manager A and not her name without notice
- Fund Manager confronted PI
- This is an example of aggression within campus and unspoken hierarchy
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