A healthy and successful work environment recognizes and invests in the people who
are at the heart of the mission. Our shared goal is to build future-focused structures
for collaboration and belonging, increase investment in people and leadership, lean
into the new shared governance systems and structures, and leverage data to support
our mission and values.
A Culture Enriched by Trust and Accountability
1. A people strategy that addresses work load, managing expectations, and salary concerns
Value employees by compensating them appropriately for their work. Promote fairness
and equity in the workplace, in part by doing the following: routinely reviewing job
descriptions and organizational charts to accurately reflect current duties and structures;
conducting regular compensation comparisons that inform salary ranges.
Since the launching of the initiative, the team created a plan to review all job descriptions
and organization charts to ensure they accurately reflect duties and structures. In
early March, the team emailed the Vice Presidents' direct reports explaining the plan
and their role in achieving the initiative’s outcomes. The team also sent emails to
all staff explaining the process, expectations, and outcomes of the initiative. In
late March, the team provided the direct reports with data and employee lists sorted
by the department, along with instructions and timelines. The timelines have been
reevaluated and extended. Managers and supervisors provided feedback on how many job
descriptions within their department/division needed review. Approximately 150 job
descriptions need modification. The divisions were separated into completion timelines
and notified accordingly. The HR department is working with supervisors to update
their job descriptions.
Since the launching of the initiative, the team created a plan to review all job descriptions
and organization charts to ensure they accurately reflect duties and structures. In
early March, the team emailed the Vice Presidents' direct reports explaining the plan
and their role in achieving the initiative’s outcomes. The team also sent emails to
all staff explaining the process, expectations, and outcomes of the initiative. In
late March, the team provided the direct reports with data and employee lists sorted
by the department along with instructions and timelines. The timelines have recently
been reevaluated and extended. Employees may inquire about initiative status by using
initiative211@CalLutheran.edu.
Last updated: August 31, 2023
2. A leadership development program
Develop a plan to train and equip managers on issues such as team dynamics, organizational
culture, performance evaluations, empathetic listening, conflict resolution, and DEIJB.
A leadership pilot program was launched in August 2023. With the Learning and Development
Manager position on hold for the fiscal year of 2023- 2024, this initiative has been
temporarily delayed.
Last updated: January 25, 2024
Investment in People
3. A culture of recognition, appreciation, and high-performance
Develop a recognition and appreciation model that has a regular cadence. Sponsor monthly
appreciation events and pause to celebrate special occasions. Create a bonus (or similar)
program for high-performance.
In Spring 2024, the HR Generalist and Interim AVPHR discussed the multiple opportunities
for recognition. First, the HR Generalist created an interdepartmental committee for
the GRACE event with the intention of slowly bringing back Campus Community Day with
the reimplementation of breakout sessions and adding two more awards that are centered
around student impact and living out the University’s mission and values. This was
mostly led by the President’s Office Communication Coordinator. The HR Generalist
and Interim AVPHR also discussed reimplementing birthday recognition with the possibility
of anniversary recognition on a smaller scale than the GRACE event. To identify and
collaborate, the HR Generalist and Interim AVPHR will meet with the Staff Senate Executive
Committee in June to discuss other forms of recognition and strategies.
Last updated: June 12, 2024
4. Professional development
Create a plan to provide employees with professional and career development opportunities
which can include cross training, conference attendance, mentoring, and vocational
reflection.
In Spring 2024, the HR Generalist reviewed and analyzed the results of Friday Microlearnings
with the assistance of Marketing & Communications and concluded that there was low
engagement for many of the sessions. The HR Generalist, with the approval of the Interim
AVPHR, decided that the Friday Microlearning Program will sunset at the end of Spring
Semester. Microlearnings will continue, but will be for HR trainings, such as refreshers
on the Performance Evaluation process, that will not always take place on Friday and
scheduling will be on a as-needed-basis. The HR Generalist and Interim AVPHR are in
the creation of a Decentralized Professional Development Program that will replace
Microlearnings and focus on the needs of specific departments rather than the Centralized
Friday Microlearning Program. The Pilot Program will launch in June.
Last updated: June 12, 2024
In Summer 2022, the team modified the staff performance evaluation form to include
career development questions, emphasizing conversations between the employee and their
supervisor about career goals. The feedback from these conversations and questions
will be analyzed in Spring 2024 to create development and mentorship opportunities.
The HR department also created an internal careers email that is distributed every
Friday, highlighting opportunities within Cal Lutheran. The Learning and Development
Manager created a consolidated staff development page where employees can not only
view offerings by the HR department but also links to other department learning opportunities
(ITS, LinkedIn Learning, etc). Cabinet approved a pilot program for supervisor/manager
development called Cal Lu Leads. This pilot program kicked off in Summer 2023. Progress
on this initiative will be impacted by the Learning and Development Manager position
being on hold for the fiscal year 2023-2024.
Last updated: January 25, 2024
Data-Informed Decision Making
5. An improved technology infrastructure that reduces inefficient manual input
Identify and eliminate the pain points and inefficiencies in technology systems and
build the necessary solutions. Make recommendations for new enterprise systems.
The Technology Taskforce is on hiatus for the summer, but will resume work in September
to identify the next set of initiatives.
Information Technology Services (ITS) is working with several departments on campus
to automate and reduce manual entry. Additionally, the new MyCLU portal is geared
toward more efficient use of campus resources and live dashboards.
Last updated: August 31, 2023
6. Technology training and support
Train staff on how to get the most out of existing and new technologies, and how to
use technology to improve efficiency, accuracy, and data-informed decision making.
Information Technology Services (ITS) conducted a survey of staff and faculty on their
training needs. We are using the results of the survey to offer training sessions
to employees on topics such as Microsoft Teams.
The Digital Learning department continues to provide Canvas LMS group and individual
training to faculty teaching in the Fall.
Last updated: August 31, 2023
Systems That Promote Success and Collaboration
7. Intentional collaboration and community building
Establish an annual calendar of events and activities that encourage employees to
come together to build relationships and trust.
The Intentional Collaboration and Community Building initiative is continuing to be
worked on in two phases. The first, Intentional Collaboration, has had the most progress:
a new Staff and Faculty events calendar feed has been created and will be promoted
through multiple channels (primarily through the website and newsletters). This feed
will allow faculty and staff to find event information without going through their
email or word of mouth. The second phase, Community Building, is coming along well
with intention to host two events by the end of the academic year. Budget restraints
may provide some obstacles, but creative solutions will work through them. Throughout
this phase, many meetings are being held with individuals across campus to determine
the best events for employees that are sustainable, interactive, and fulfilling.
Last updated: January 25, 2024
The Intentional Collaboration and Community Building initiative is being worked on
in two phases. The first, Intentional Collaboration, has had the most progress: a
new Staff and Faculty events calendar feed has been created and will be promoted through
multiple channels (primarily through the website and newsletters). This feed will
allow faculty and staff to find event information without going through their email
or word of mouth. The second phase, Community Building, is coming along well with
intention to host two events by the end of the academic year. Throughout this phase,
many meetings are being held with individuals across campus to determine the best
events for employees that are sustainable, interactive, and fulfilling.
Last updated: August 31, 2023
8. Policy development and timely communications
Leverage shared governance to get appropriate and timely input from constituents and
stakeholders on policy development. Communicate relevant policy changes and identify
which constituents and stakeholders will be impacted by university policy.
The Policy Development and Timely Communications initiative began its work in Spring
2023. The initiative owners, Michael Hart and Matt Yates, met with Provost Leanne
Neilson and Meghan Karch to discuss initial steps. First, we plan to work with Marketing
and Communications to develop and launch a website that serves as a one-stop "clearinghouse"
for Cal Lutheran policies. Second, we will format updated university policies into
a template and post them to the site. Third, we will canvass campus leaders to ask
them to update their policies with that common format for eventual posting to the
website. We may ask departments to link their policies to the webpage, as well, to
ensure that the site is as comprehensive and current as possible.
A Culture Enriched by Trust and Accountability
Investment in People
Data-Informed Decision Making
Systems That Promote Success and Collaboration