Workplace Success Stories
- Best Practices 2003
Maximizing Employee Input in Managerial Decision-Making
| Practice Name:
Annual Planning Retreats/Department Planning Committees
|
Workplace
Issues Addressed: |
Description of the practice
The Labor Occupational Health Program holds annual planning
retreats that include academic and administrative staff to seek input
into the vision, direction, and operations of the unit. At one of
the retreats it was pointed out that programmatic planning committees
generally included academic representation only. As a result, the
department expanded its key committees to include academic and non-academic
staff working together to propose improved approaches to a range of
critical issues. These issues varied widely and included funding development,
improving their linkages to the rest of the UC community, and improving
staff professional development opportunities.
Benefits of adopting the practice
Committees meet monthly and bring recommendations to management,
where many of them get implemented. Nothing is rejected and all recommendations
are considered. Work is now more collaborative, and staff feel that
they are more involved with work decisions. Each person on the committee
has an equal voice and is encouraged to present his or her ideas and
views.
How this practice works
The committees are voluntary and they meet monthly to discuss
the issues raised by the standing committees as well as other pressing
issues that affect the unit, such as budget changes, new programs,
etc. Some are led by academics, some by staff, but all have an equal
voice.
What you need in place to replicate this practice
To replicate this practice, a department needs annual planning
retreats, planning committees, and open communication between staff
and management. Management support is also needed. Departments need
to have an "open mind."
Tangible improvements to the department as a result of adopting
this practice
This practice has improved retention, created a more friendly
and inclusive work environment and helped bridge the gap that previously
existed between academics and staff. Work is more collaborative and
staff and academics are working together in teams. For example, when
academics trained in the community and hospitals, the staff was only
involved in the preparation of their training. Now, they go as part
of the team on training visits with the academics. There is staff
involvement in funding proposals and programmatic planning committees.
The Funding Committee has generated more proposals to get funding
based upon the ideas of the staff. This practice has also helped to
increase linkage and consultation with other School of Public Health
Departments.
Why this practice was so successful and is worth replicating
Before this change, only management had a voice on the committees.
Now there are five committees, each focusing on a specific subject
and chaired by an academic or staff person. For example, there are
committees on Career Development, Fund Raising, etc. Each person on
the committee has an equal voice. Staff members feel that they are
more involved with the work decisions.