1. DESIRED STATES
1.1. 1.Diversity exists at all levels of OHR, including our leadership
1.2. 2.Diversity is recognized as additive and productive, enhancing creativity, problem-solving, and decision making
1.3. 3. OHR staff feel valued as contributing members of the team, work group, and organization
1.4. 4. OHR staff find personal meaning in and connection to their work and thus are able to give their personal best
1.5. 5. OHR staff maintain positive reciprocal relationships which include trust and empowerment
1.6. 6. Negative biases and barriers to contribution are eliminated, so OHR staff are able to bring their best selves to work
2. OHR EID Priorities
2.1. INTRA-OHR COMMUNICATION Promote greater intra-office communication and knowledge-sharing across units
2.1.1. Coffee with Bob
2.1.1.1. EID benefit
2.1.1.1.1. UNDERSTAND OTHERS Offer a venue for our employees to provide input on individual career growth and opportunities
2.1.1.1.2. Bob and EID receive timely feedback for current issues that are affecting all OHR employees
2.1.1.1.3. SHARE KNOWLEDGE By inviting OHR employees from across departments knowledge is shared across units
2.1.1.1.4. Discussions are held without the presence of immediate supervisors encouraging candid discussions
2.1.1.2. How Measured
2.1.1.2.1. Business
2.1.1.2.2. Behavior
2.1.1.2.3. Activity
2.1.2. OHR Buzz newsletter
2.1.2.1. EID benefit
2.1.2.1.1. SHARE KNOWLEDGE Invites employees to combine their personal and professional self (How: Birthdays, family news, general interest)
2.1.2.1.2. UNDERSTAND ORGANIZATION Sharing organizational information (How: Bob’s column, unit contributions)
2.1.2.1.3. PRIDE IN WORK Recognition (How: Kudos specific to individuals or units)
2.1.2.1.4. UNDERSTAND SELF Resources for professional and personal development (How: book recommendations and class opportunities)
2.1.2.2. How Measured
2.1.2.2.1. Business
2.1.2.2.2. Behavior
2.1.2.2.3. Activity
2.1.3. All OHR meeting
2.1.3.1. EID benefit
2.1.3.2. How Measured
2.2. STAFF INPUT Institute routine opportunities for staff input on decisions that affect their jobs and workplace
2.2.1. Suggestion Boxes
2.2.2. VCFA EID Listening Sessions
2.2.3. Candidate Interview Participation
2.3. Onboarding A series of coordinated activities and training for employees during their first year with OHR
2.3.1. Employee Onboarding Program
2.4. Performance Feedback The cultural expectation of regular, effective performance reviews
2.4.1. Support for Managers and Supervisors
2.4.2. Support for Employees
2.5. Career Growth Nurture individuals’ career growth and professional development
2.5.1. Supervisor Training
2.5.2. Employee Training
2.6. Recognition Promote a culture that includes recognition of employees at every level
2.6.1. Performance Management Check-ins
2.6.2. ABCD Board
2.7. Core EID Competencies & Accountability Promote a culture that embraces and is committed to engagement, inclusion, and diversity
2.7.1. Assess and Develop
2.7.2. OHR EID Committee
2.8. OHR Mission & Vision Create and promote our shared purpose
2.8.1. Cross Campus Initiatives
2.9. EID Awareness (Promote Iinclusion & Diversity) Recruit for and leverage diversity within the organization
2.9.1. Recruitment
2.9.2. Inclusion Training
2.9.3. Economic Dev & Diversity Summit
2.9.4. Diversity Calendar