Faculty and staff success

Progress

Our objectives and tactics lay out the steps we’re taking to drive progress. Each year, we will review our approach and launch new initiatives to ensure we’re responding to changing conditions and taking advantage of new opportunities. Each tactic is influenced by our core beliefs:

Reputation: Strengthening our reputation as a global research university
Rochester: Contributing to and benefiting from a just and vibrant city of Rochester and the Rochester Region
DEIAJ: Furthering our commitment to actionable and accountable growth in diversity, equity, inclusion, access, and justice.

Here are the tactics for the first year of our strategic plan (FY23–24).

Embrace our role as a leading employer in our community through application of equitable and inclusive best practices in recruitment, retention, development, advancement opportunities, recognition, and policy.

tactics

Create an innovative recognition and reward program to foster employee retention and build an environment where people feel the University values their engagement and contributions to achieving the goals of the University.

Leads:

Josh Jacobs
Director Employee Reward and Recognition
Norma Holland
Interim Chief of Staff, Office of Equity and Inclusion

Key collaborators:

President’s senior leadership group
Senior leadership, University of Rochester Medical Center

Core beliefs: Rochester; DEIAJ

Develop strong partnerships with internal departments, community agencies and workforce preparation organizations to support local employment, career development and professional growth at the University.

Leads:

Zach Arnold
Executive Director, HR Operations
Kyan Lynch
Associate Vice President, Education and Digital Innovation

Key collaborators:

President’s senior leadership group
University Cabinet
Vice President of Community Partnerships
Resource groups, Institutional Office of Equity and Inclusion

Core beliefs: Reputation; Rochester; DEIAJ

Reinforce equity in access to all opportunities with a continued focus on strategically increasing the diversity of leadership positions and leverage data insights to track progress among marginalized populations.

Leads:

Kathy Gallucci
Vice President and Chief Human Resources Officer
Adrienne Morgan
Vice President, Institutional Office for Equity and Inclusion, and Chief Diversity Officer
Dominica Ranieri
Executive Director, HR Strategic Initiatives

Key collaborators:

President’s senior leadership group
University Cabinet
Senior leadership, University of Rochester Medical Center

Core beliefs: Reputation; Rochester; DEIAJ

Review policies and deliver meaningful strategies that incorporate a DEIAJ lens and employee feedback to reinforce positive outcomes and enable all employees to thrive.

Leads:

Kathy Gallucci
Vice President and Chief Human Resources Officer
Adrienne Morgan
Vice President, Institutional Office for Equity and Inclusion, and Chief Diversity Officer

Key collaborators:

President’s senior leadership group
University Cabinet
Senior leadership, University of Rochester Medical Center
Genesee Staff Council
Employee Resource Groups (Institutional Office of Equity and Inclusion)

Core beliefs: Reputation; DEIAJ

Foster an innovative learning organization that increases leader capacity and accountability to cultivate an inclusive, equitable, and engaging work and learning environment.

tactics

Create a leadership development program that includes strategically aligned learning objectives to key principles and expectations for leading and engaging employees at the University of Rochester.

Leads:

Kathy Gallucci
Vice President and Chief Human Resources Officer
Stephanie VonBacho
Senior Director, Learning and Development
Kyan Lynch
Associate Vice President, Education and Digital Innovation

Key collaborators

President’s senior leadership group
University Cabinet
Senior leadership, University of Rochester Medical Center

Core beliefs: Reputation; DEIAJ

Prepare managers to act as career coaches as a part of their leadership role that drive manager-led discussions on performance, career advancement, ongoing learning and skill building opportunities.

Leads:

Kathy Gallucci
Vice President and Chief Human Resources Officer
Stephanie VonBacho
Senior Director, Learning and Development
Kyan Lynch
Associate Vice President, Education and Digital Innovation

Key collaborators:

President’s senior leadership group
University Cabinet
Senior leadership, University of Rochester Medical Center

Core beliefs: Reputation; DEIAJ

Improve orientation, planning, and communication tools that support individual leadership learning plans and distinguish key topics of leadership responsibilities.

Leads:

Associate Vice President, HR and Leadership Education (open)
Stephanie VonBacho
Senior Director, Learning and Development
Kyan Lynch
Associate Vice President, Education and Digital Innovation

Key collaborators:

President’s senior leadership group
University Cabinet
Senior leadership, University of Rochester Medical Center

Core beliefs: Reputation; DEIAJ

Develop a #LivetheSix toolkit to communicate our one University values and disseminate regular communication tools for leaders and employees.

Lead:

Adrienne Morgan
Vice President, Institutional Office for Equity and Inclusion, and Chief Diversity Officer

Key collaborators:

President’s senior leadership group
University Cabinet
Senior leadership, University of Rochester Medical Center
Office of University Communications

Core beliefs: Reputation; DEIAJ

Develop and enhance systems and programs that focus on staff and faculty well-being and wellness.

tactics

Build an infrastructure and leadership capacity that values a human centric approach to leadership and a culture of mattering.

Leads:

Associate Vice President, HR and Leadership Education (open)
Stephanie VonBacho
Senior Director, Learning and Development
Kyan Lynch
Associate Vice President, Education and Digital Innovation

Key collaborators:

President’s senior leadership group
University Cabinet
Senior leadership, University of Rochester Medical Center
Chief Wellness Officer, University of Rochester Medical Center

Core beliefs: Reputation; DEIAJ

Systematically explore ways to reduce unnecessary stress and flexibility to support unique needs in the work environment to promote an appropriate work-life balance.

Lead:

Michelle Hill
Senior Director, UR Benefits

Key collaborators:

President’s senior leadership group
University Cabinet
Senior leadership, University of Rochester Medical Center
Chief Wellness Officer, University of Rochester Medical Center

Core beliefs: Reputation; DEIAJ

Reinforce employee wellness services and availability systemwide to advance an environment that supports physical health, mental health and overall wellness.

Lead:

Michelle Hill
Senior Director, UR Benefits

Key collaborators:

President’s senior leadership group
University Cabinet
Senior leadership, University of Rochester Medical Center
Chief Wellness Officer, University of Rochester Medical Center

Core beliefs: DEIAJ

Improve effectiveness of two-way communication between University leadership and University employees through a comprehensive communication strategy that connects employees’ work to the strategic plan.

tactics

Optimize current communication strategies and develop innovative multimedia communication channels and methods to share information and collect regular feedback from key stakeholder groups.

Leads:

Jane Knickerbocker
Director of HR Communication
Norma Holland
Interim Chief of Staff, Institutional Office of Equity and Inclusion

Key collaborators:

Office of University Communications
URMC Communications
Unit communications directors

Core beliefs: Reputation; DEIAJ

Create standardized tools and methods for leadership messaging that align with key organizational messages that are consistent and high quality.

Leads:

Jane Knickerbocker
Director of HR Communication
Norma Holland
Interim Chief of Staff, Institutional Office of Equity and Inclusion
Stephanie VonBacho
Senior Director, UR Learning and Development

Key collaborators:

Office of University Communications
URMC Communications
Unit communications directors

Core beliefs: Reputation; DEIAJ

Actively engage in partnerships with internal and external communities that enrich the University of Rochester’s commitment to equity and inclusion.

tactics

Enhance the Office of Equity and Inclusion presence throughout the University campus network utilizing various engagement mechanisms.

Leads:

Adrienne Morgan
Vice President, Institutional Office for Equity and Inclusion, and Chief Diversity Officer
Norma Holland
Interim Chief of Staff, Institutional Office of Equity and Inclusion

Key collaborators:

Office of University Communications
URMC Communications
Unit communications directors
Unit Diversity, Equity, and Inclusion directors

Core beliefs: Reputation; DEIAJ

Partner with local community-based organizations and internal partners to co-host engaging, DEIAJ-focused community and outreach events that reflect the diversity and vibrancy of our university and populations we serve.

Lead:

Kathy Gallucci
Vice President and Chief Human Resources Officer

Key collaborators:

Office of University Communications
URMC Communications
Unit communications directors
Unit Diversity, Equity, and Inclusion directors

Core beliefs: Reputation; Rochester; DEIAJ

Progress on additional goals

Each goal has objectives and tactics that will lead the University into a future with Boundless Possibility.

Explore the rest of the progress we’re making

Boundless Possibility: 2030 Strategic Plan

Boundless Possibility: 2030 Strategic Plan

Progress

tactics

Create an innovative recognition and reward program to foster employee retention and build an environment where people feel the University values their engagement and contributions to achieving the goals of the University.

Develop strong partnerships with internal departments, community agencies and workforce preparation organizations to support local employment, career development and professional growth at the University.

Reinforce equity in access to all opportunities with a continued focus on strategically increasing the diversity of leadership positions and leverage data insights to track progress among marginalized populations.

Review policies and deliver meaningful strategies that incorporate a DEIAJ lens and employee feedback to reinforce positive outcomes and enable all employees to thrive.

tactics

Create a leadership development program that includes strategically aligned learning objectives to key principles and expectations for leading and engaging employees at the University of Rochester.

Prepare managers to act as career coaches as a part of their leadership role that drive manager-led discussions on performance, career advancement, ongoing learning and skill building opportunities.

Improve orientation, planning, and communication tools that support individual leadership learning plans and distinguish key topics of leadership responsibilities.

Develop a #LivetheSix toolkit to communicate our one University values and disseminate regular communication tools for leaders and employees.

tactics

Build an infrastructure and leadership capacity that values a human centric approach to leadership and a culture of mattering.

Systematically explore ways to reduce unnecessary stress and flexibility to support unique needs in the work environment to promote an appropriate work-life balance.

Reinforce employee wellness services and availability systemwide to advance an environment that supports physical health, mental health and overall wellness.

tactics

Optimize current communication strategies and develop innovative multimedia communication channels and methods to share information and collect regular feedback from key stakeholder groups.

Create standardized tools and methods for leadership messaging that align with key organizational messages that are consistent and high quality.

tactics

Enhance the Office of Equity and Inclusion presence throughout the University campus network utilizing various engagement mechanisms.

Partner with local community-based organizations and internal partners to co-host engaging, DEIAJ-focused community and outreach events that reflect the diversity and vibrancy of our university and populations we serve.

Progress on additional goals