Workplace Culture Progress Report

Updates and action

In 2021, Boston University engaged Korn Ferry to conduct organization-wide assessments to advance and improve BU’s workplace culture and effectiveness goals. The findings created a blueprint for BU Human Resources (HR) to incorporate into our strategic priorities that will guide our operations into 2025.

Below is a list of our strategic priorities incorporating University-wide findings from Korn Ferry’s assessments. Please regularly visit this page to view progress updates for the HR goals below.

I want to sincerely thank you for your input. With your participation and feedback, we will be able to develop Boston University’s workforce policies, programs, events, and services, helping us make BU a more excellent place for professional and personal opportunities.

With gratitude,

Amanda Bailey
Vice President for Human Resources and
Co-Chair, Task Force on Workplace Culture

Updated September 13, 2023

1.1	Diversity Recruitment Services	Status: Completed
1.1.1	Partnered with diverse member associations to connect with underrepresented group professionals and veterans. Virtual and in-person job fairs include the National Urban League, Boston While Black 2023 Summit, and other affinity group associations.	Status: Completed
1.1.2	Expand partnership with LinkedIn to include sourcing diverse applicants passively; continue to promote key jobs and increase our social media presence on LinkedIn.	Status: Ongoing
1.1.3	Establish a partnership with a job board website to advertise jobs at more than 200 sites focused to attract diversity professionals in higher ed.	Status: Completed
1.2	Deploy inclusive hiring learning programs for hiring managers.	Status: In Discovery
1.3	Expand candidate qualifications by standardizing all jobs to offer education and/or experience, including gender-neutral language.	Status: In Progress

2.1	Increase programs and events to improve an inclusive work environment, for professional and personal purposes.	Status: In Progress
2.2	Reinforce respectful workplace program through organizational structure, programs, and feedback channels.	Status: In Progress
2.3	Publish resources on HR services, programs, and events.	Status: Ongoing

3.1	Professional development to support succession.	Status: Ongoing
3.2	Deploy learning programs for inclusive excellence	Status: In Progress
3.3	Design a mentorship program.	Status: In Discovery
3.4	Establish an onboarding program.	Status: Completed
3.5	Deploy inclusive leader assessment and development program for University leaders (contracted by Korn Ferry).	Status: Not Started
3.6	Create an Executive Leadership Institute.	Status: Completed
3.7	Professional and career development for people managers	Status: Ongoing

4.1	Staff engagement and culture.	Status: Ongoing
4.2	Review and redesign HR structure and processes: talent acquisition.	Status: In-Progress
4.2.1	Review and redesign HR structure and processes: onboarding.	Status: Completed
4.2.2	Review and redesign HR structure and processes: performance management.	Status: In Progress
4.2.3	Review and redesign HR structure and processes: promotions and transfers.	Status: In Progress
4.2.4	Review and redesign HR structure and processes: succession programs.	Status: Not Started
4.2.5	Review and redesign HR structure and processes: exit processes and practices.	Status: Completed
4.2.6	Build workplace planning capabilities.	Status: Completed
4.2.7	Build HR data analytics capabilities.	Status: Completed
4.2.8	LMS for staff, students, and faculty	Status: Ongoing
4.3	Conduct regrettable loss analysis.	Status: Completed
4.4	Define HR resource model with a balance of centralized and decentralized HR services.	Status: In Progress
4.5	Define a DEI strategy aligned to talent strategy.	Status: Ongoing
4.6	Deploy a faculty survey, interviews, and focus groups.	Status: Not Started

Workplace Culture Progress Report

Updates and action

HR Strategic Priority 1: Attract Talent

HR Strategic Priority 2: Retaining Talent—Engagement

HR Strategic Priority 3: Retaining Talent—Development

HR Strategic Priority 4: Operational Excellence