Senior Management Meeting 9 September 2019 2019

slide1. Senior Management Meeting
9 September 2019 2019 Climate Survey Action Teams Recommendations<br>
slide2. Climate Survey taken by 70% of Lab
Executive presentation identified areas of improvement opportunity
Seven areas were chosen for focus
Volunteers were called for across the lab
Lab-wide action teams were trained by NBRI
Recommendations were solicited from the entire lab
Many of the teams found they needed to encourage additional recommendations
The teams have short listed recommendations
The actions are concurrent with D/S/P plans
Role of senior management is to choose, prioritize, and implement recommendations Climate Survey Process Climate Survey Action Teams Recommendations 2 9/9/2019<br>
slide3. Kavin Ammigan, Yun He, Patrick Hurh, Amber Kenney, and
Stephany Unruh
Senior Management Meeting
9 September 2019 Fermilab Climate Survey: Communications Action Team Recommendations<br>
slide4. Climate Survey Action Teams Recommendations 4 Sr. Management Employees Division / Section / Project Strategic plans flow down
Execute / feedback Feedback Lab-level all-hands meeting
Format / Topics / Priorities
Impact on operations Lab-wide annual retreat
(Staff version of Annual Users’ Meeting)
Sharing information
Collaborate/mutual understanding Get out to survey lab’s culture Strategic plans Feedback Regular monthly meetings Skip-level small-group meetings
Supervisor-employee one-on-ones Engagement 9/9/2019<br>
slide5. Laboratory level all-hands meetings should have a changing theme or focus topic to allow for more in-depth discussions. Priorities should be addressed per realistic short-term goals and strategic plan changes for best outcomes Recommendation #1 – Lab-wide All-hands Meeting Climate Survey Action Teams Recommendations 5 9/9/2019<br>
slide6. More frequent (monthly) meetings in D/S/P level to provide directions, effective communications on executing strategic plans, achievements recognition and addressing feedbacks. Recommendation #2 – Management Climate Survey Action Teams Recommendations 6 9/9/2019<br>
slide7. Implementation of a Lab-wide All-hands Annual Retreat, with the style of Annual Users Meeting. This retreat would provide an opportunity for management and staff to collaborate and engage on various levels. Recommendation #3 – All-hands Annual Retreat Climate Survey Action Teams Recommendations 7 9/9/2019 Foster an environment which allows everyone to thrive as individuals
building a strong community and supporting lab’s mission<br>
slide8. Directorate:
Continued climate surveys on a regular schedule.
Ensure all lab level meetings don’t conflict with other all staff meetings.
Make better use of Fermilab Outlook internal activities calendar.
Management:
Invite all employees to scheduled all levels all-hands meetings.
Strongly encourage managers at all levels to improve their managerial skills by taking advantage of current training available, and lab to add more classes to availability.
All levels:
Implement an annual manager evaluation process by employees/direct reports.
Implement a “day-in-the-life-of” program to allow for Directorate / Managements / Employees to shadow and cross-train. Other Ideas: Climate Survey Action Teams Recommendations 8 9/9/2019<br>
slide9. Dave Baird, Lauri Loebel Carpenter, Farah Fahim, Rhonda Merchut,
Jamieson Olsen, Laurie Pederson, and Dave Pushka
Senior Management Meeting
9 September 2019 Fermilab Climate Survey: Engagement Action Team Recommendations<br>
slide10. Recommendation Short Lists to address key themes Lack of Communication up and down the managerial chain
Improve Upper Management Accessibility (more face to face)
Feedback
Announce suggestions under consideration in Fermi News
Create a lab policy on communication and feedback programs
Note: Mechanisms should include well-publicized:
Email address ("suggestions@fnal.gov")
Web pages that allow the possibility of anonymous feedback
Mail station to which people can send written feedback
Create Suggestion Drop boxes
Written
Electronic; Example (WDRS)
Organize periodic mid-level “neighborhood” meetings
Smaller targeted meetings on topics outside All-hands meetings
Send periodic D/S/P State-of-Nation emails; Example (FESS) 10 9/9/2019 Climate Survey Action Teams Recommendations<br>
slide11. Recommendation Short Lists to address key themes Respect/Recognition Awards are poorly communicated and underutilized
Create “Thank you” culture – Take time to say Thank you
Publicize the awards programs that are in place more often so that people are aware of what we have in place.
Publicize the "winners" of awards (perhaps as a regular feature of Fermilab Today, perhaps as part of the "state of the nation" email communications).
The Spot award should either be transformed into some sort of "choose-your-own" gift card (from a selection that includes a variety of vendors such as Amazon, local restaurants, local stores, Fermi gear, Science Store etc.), OR the monetary portion should be eliminated completely and the award should just be a "Thank you" (published) and the Spot pin. Not a forced Frontier Pub gift card. 11 9/9/2019 Climate Survey Action Teams Recommendations<br>
slide12. Recommendation Short Lists to address key themes Management skill sets are underdeveloped
Institute a 360-degree review process as part of the annual performance reviews.
Develop additional and refresher managerial training requirements that address the skills required to be an effective manager, not just the legal requirements to safeguard FRA.
Create separate but equal technical and managerial career paths.
not all employees want to be (or have the skills to be) an effective manager
hire/promote managers with the desire and skills to be in line management
line management should manage people, not projects; and when promoted from within a technical organization, their technical workload should be minimized when they move into management. 12 9/9/2019 Climate Survey Action Teams Recommendations<br>
slide13. Bridget Iverson, Brendan Kiburg, Luke Martin, Ann Marie Matthei, and
Valery Stanley
Senior Management Meeting
9 September 2019 Fermilab Climate Survey: Trust
Action Team Recommendations<br>
slide14. Charge: How can we increase trust between employees and management?
Solicited feedback through Fermi news, 24 written responses. Several recurring themes related to trust:
Strong link identified between open communication and trust
Some employees perceive “ongoing need to keep things secret”
Employees identified isolation from management (inaccessible)
Employees observe bad* behavior by some managers without actions being taken to address the issues (*unprofessional, inadequacy, verbally abusive, dishonest, sexual harassment)
A power dynamic exists between staff and supervisors, which can lead to a fear of reprisal
Take people's complaints about abusive managers seriously Trust Action Team: “Trust begins with honesty and truth” 9/9/2019 Climate Survey Action Teams Recommendations 14<br>
slide15. All employees review their supervisors. These annual reviews should be analyzed by the supervisor’s manager (skip-a-level review).
Implementation: FermiWorks (like Employee Performance Reviews and Goal Setting)
Goals
This develops a channel for employees to provide regular feedback on their supervisor
Increases accountability of managers
Highlights leaders that are well-respected and meeting lab goals
Identify managers that are violating lab goals and aggravating the trust issues
Quote from survey: “If a manager gets consistent negative feedback or complaints from employees - listen and fix, don't simply move them around to abuse another group. If "everyone" knows a manager is inadequate and abusive, people don't just mistrust that manager but the whole managerial structure.” Recommendation 1: Employees Review Supervisors 9/9/2019 Climate Survey Action Teams Recommendations 15<br>
slide16. Develop and publicize existing tools for submitting concerns or complaints. Managers’ skills can be reviewed annually, but significant conflicts may require immediate attention.
Implementation: Review in all-hands meeting or email memo
Goals
Continue development of Employee Concerns Program
Improve awareness of existing channels (HR Partner, Line Management, Employee Concerns Program)
Encourage employees to utilize these tools without fear of reprisal, require managers to respond to employee concerns
Build trust by ensuring employees that the lab will take people’s concerns about abusive managers seriously Recommendation 2: Publicize Existing Reporting Tools 9/9/2019 Climate Survey Action Teams Recommendations 16<br>
slide17. Evaluate the managerial training system and determine if the training is adequate and appropriate.
Many important topics are already addressed via training courses at the laboratory. Several employees recommended specific training for managers
Implementation: Lab management team determines whether the existing training program is successful
Goals
Evaluate concerns of current managerial training procedure
Are managers taking the training seriously? (on laptops instead)
Are managers taking the training in a timely manner? (>1 year)
Are classes available often enough? (many think not)
Are managers held accountable for the training they receive?
Do courses identify the traits the lab wants managers to exhibit? Recommendation 3: Review Managerial Training System 9/9/2019 Climate Survey Action Teams Recommendations 17<br>
slide18. This action team encourages the lab to implement recommendations of the Communication team
Improving top-down communication will lead to improved trust of management.
Goals and policy changes at the directorate level should be communicated in a consistent manner, with sensitivity to the impact on employees
Regular updates on the state of the divisions, departments, sections will help improve employee engagement and awareness of challenges

Quote From Survey: “Be transparent! Send out regular updates on the state of the Lab/Dept/Group (not just through time consuming all hands), both successes and challenges. Explain reasoning behind decisions.” Interplay between Communication and Trust 9/9/2019 Climate Survey Action Teams Recommendations 18<br>
slide19. Lisa Vega, Bob Zwaska, Kathy Vuletich, and Tom Strauss
Senior Management Meeting
9 September 2019 Fermilab Climate Survey: Diversity
Action Team Recommendations<br>
slide20. Recommendations: 1. Create better career paths
Fill manager positions through an open job search
Develop career path options
 
2. Advertise our diversity, and our diverse leadership
Highlight and advertise our diverse leadership & employees
Advertise how diversity issues are being addressed
Encourage & support employee participation in URM focused conferences
Keep the diversity training program going 9/9/2019 20 Climate Survey Action Teams Recommendations<br>
slide21. 3. Improve recruitment and outreach
Mandate for external contractor hires to provide diverse candidates
Have HR review job advertisements to improve language of announcement
Have HR recruiters provide diverse advertising channels to hiring managers
For every joint position with non-URM school, strive to establish another program with a historically URM school.
Increase summer intern possibilities for URMs, at no cost to interested parties at the lab to increase potential job pool in the upcoming years. 9/9/2019 21 Climate Survey Action Teams Recommendations<br>
slide22. 4. Improve the hiring process.
Increase transparency of job application process, what stage the job search at, and improve communication with candidates.
Shorten the time to hire from 6-10 months in some positions to industry standard (tech, admin ~1-2weeks, engineer ~1month)
Anonymize cover letters, CVs, & other material if possible.
Enforce hiring manager to stay in touch with candidates instead of black box 9/9/2019 22 Climate Survey Action Teams Recommendations<br>
slide23. Cindy Joe, Chris Kelly, Luciano Elementi, Mike Bonkalski, and
Kerry Aschenbach
Senior Management Meeting
9 September 2019 Fermilab Climate Survey: Inclusion
Action Team Recommendations<br>
slide24. 24 The Inclusion Team feels that Diversity and Inclusion are closely related aspects and that and bettering one dimension improves both.
We weighed all the feedback received for which we are compelled to provide the following answers:
We recommend the adoption of providing bathrooms with feminine hygiene products
“Pride month and pride parades and festivals are about providing acceptance and safety for LGBTQ+ people who need it. It is not about excluding straight people or saying that it is bad to be straight, it is about lifting others up to the level of pride that straight people are never stripped of in the first place.” - Baylie Clevenger, Affinity Magazine
Subject to competing lab-mandated constraints, the suggestion is to extend all inclusion and treatments to all levels and contracts, and to include all users Summary: 9/9/2019 Climate Survey Action Teams Recommendations<br>
slide25. 25 The Inclusion Team also considered the suggestions of:
Ease reporting and transparency for discrimination and harassment issues
Nominate coworkers for D&I and 360 review
The ‘ultimate goal’ of inclusion is to provide every employee equal opportunity and be appreciated for their own accomplishments.
We incorporated these suggestions into our recommendations. We distilled a ‘Long List’ which includes suggestions such as:
“Share the air” meeting guidelines in more (all) meeting rooms
More “One-Minute-With…”
Avoid multi-hat managers which exposes conflict of interest and causes employees have same manager on multiple levels
Hire more contractor employees full time
Training to include contractors
To the following Five (5) Recommendations: Summary: 9/9/2019 Climate Survey Action Teams Recommendations<br>
slide26. Recommendations: 26 Managerial Core Competency should be rated / graded by subordinates.
D&I related awards, akin to Employee Reward & Recognition, for community D&I enhancement: this shows how much we value D&I.
Establish available funds for time to develop peers’ network, for mentoring, and for positive supervisor interaction: “safe-spaces.” This is to confidentially and openly address any employee topic, including D&I issues, and to build trust.
Ease reporting steps, increase transparency and sanction perpetrators, provide support and protection.
Compulsory training for managers/supervisors on team building and inclusive communication. Establishment of workshop by nominated managers. 9/9/2019 Climate Survey Action Teams Recommendations<br>
slide27. Pete Cholewinski, Omar Al Atassi, Andrew McDaniel, Jemila Adetunji, and
Vitaly Pronskikh
Senior Management Meeting
9 September 2019 Fermilab Climate Survey: Career Opportunities Action Team Recommendations<br>
slide28. Require all newly opened and newly created positions to be posted for internal applicants for a set period before opening them up to outside applicants.
These opportunities should be proactively communicated to the Lab community and efforts made to recruit qualified internal staff. Recommendation 1 9/9/2019 Climate Survey Action Teams Recommendations 28<br>
slide29. Define, document and clearly communicate/promote formal process(es) to facilitate horizontal movement (i.e., between job families and/or between projects/divisions). Possible tactics include:
Define and communicate career paths beyond movement within a job family (e.g., Engineer to Staff Engineer).
Increase the number of positions in job families, with matrix alignment between job families.
Implement two separate career paths, one for individual contributors and one for managers.
Job shadowing program. Recommendation 2 9/9/2019 Climate Survey Action Teams Recommendations 29<br>
slide30. Increase transparency of the promotion processes and requirements.
Visibly communicate new hires and promotions to Lab community.
Create promotion committees, such as those for Engineers and Scientists, for other job families as feasible.
Justify promotions based on achievement and ability, not on tenure or degrees only. Recommendation 3 9/9/2019 Climate Survey Action Teams Recommendations 30<br>
slide31. Train managers uniformly across the Lab to be more proactive in advocating for their employees’ career path.
Empower employees to manage their own career by requiring population and regular updating of the employee skills database in Workday, including their career path interests.
Require utilization of the database by managers and recruiters for filling open positions and exploring internal resources/candidates. Recommendation 4 9/9/2019 Climate Survey Action Teams Recommendations 31<br>
slide32. Chris Ader, Cara Brown, Eric McHugh, Dawn McWha and Steve Timm
Senior Management Meeting
9 September 2019 Fermilab Climate Survey: Individual Goals & Priorities Action Team Recommendations<br>
slide33. Recommendation: Cascading Goals
Utilize a cascading goal system that is dependent upon, and supports, the layer above to set goals. The goal system would start with lab priorities and overall lab goals (S. M. A. R. T. Goals) The directorate would then create goals to support the overarching goals. The chiefs would then create goals to support the lab and directorate’s goals. The Divisions would then create goals that support the Chief’s goals, so on and so forth down to the line supervisors. 9/9/2019 33 Climate Survey Action Teams Recommendations<br>
slide34. The panel feels that this cascading goal approach will give a continuity and sense of team to the overarching lab goals similar to the NASA janitor anecdote; paraphrased, the NASA janitor, when asked “what is your job here,” the janitor replies with “I am putting someone on the moon.” This cascading goal setting will have a direct connection to the overall lab goals, which will increase the significance and clarify roles and responsibilities for meeting those goals. Everyone will gain a keen sense of priorities and their role/practice in completing them. 9/9/2019 34 Climate Survey Action Teams Recommendations<br>