CULTURE OF COLLABORATION AND INNOVATION
UC Riverside has grown exponentially in the past 10 years. We are in an era of change–and these changes highlight the need for collaboration to drive and create innovation throughout our university and community to thrive and grow.
Innovation is more likely to occur in an environment where collaboration is permitted and encouraged at every level of the organization. In a culture where feedback and teamwork is not only encouraged but demanded; new ideas will naturally come to light.
During the initial Organization Excellence series in 2015 faculty and staff identified issues with the current culture and the barriers to reach our 2020 goals. With this information in hand the Lean Thinking methodology was initiated and workgroups were formed to make recommendations to standardizing and improving business processes. With changes to how we do business a culture shift is necessary to realize the improvements. Culture is built through everyday actions. It doesn’t shift in a day–it shifts, just slightly every time people take an extra step towards working together to improve and standardize our processes. A collaborative culture will allow us to focus on our strategy and will bring UCR to new heights.
TOOLS FOR CHANGE
Change management is the discipline that guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success and outcomes. Using the change management approach helps individuals impacted by “the change” be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change. The bottom line of change management is to ensure benefit realization and value creation by addressing the people side of change and by driving required adoption and usage of change solutions.
UCR ideas and solutions:
An internal site where employees can identify areas of suggested improvement. Projects could be launched from the suggestions and employees could also offer up their expertise for a robust interdepartmental or intercampus involvement. Related to job sharing, job shadowing, mentoring.
A repository of UC employee resumes and skills. Content is user-generated and similar to LinkedIn where employees can search for expertise for their projects. Departments looking for expertise outside of the skill sets in their own department could leverage an employee’s skills from a department outside of their own. Related to job sharing, job shadowing, mentoring and team building.
Talent acquisition and management
- Employee training/skills building, team building, job shadowing, mentorship/mentee opportunities
- Evaluations and Rewards: Measureable evaluations on an ongoing basis. Develop rewards in addition to the traditional raise. Suggestions: Promotions, comp time, free classes, spot awards
- Management 360’s: – active training is begun within a month of results. Assess and address improvements after training
- Peer reviews:
- Project based: at the completion of the project
- Department based: annually
Collaborative spaces and forums
Host small and large group meetings across campus encouraging collaboration. Encourage walking meetings. Meet in other spaces such as the Barn or in free Hub rooms. Design outside spaces conducive to small meeting groups weather permitting. Add tables and benches to existing areas.