Creating a Better Workplace Advisory Council Report from BW Information-Sharing Working Group For Discussion/Consultation October 16, 2012 Working Group Members: Robert Everett, Laura Isabella, Iris An, Carolyn Cannon, Luana Jursza, Marc Wilchesky, March Powell, Rod Thornton, Allan Hutchinson (Co-Chair), Renata Faverin (Co-Chair)

Background In March 2011, the BW Information-Sharing Working Group was established to investigate how relevant information can be shared (horizontally and vertically) in order to promote a better working environment based on trust, value and empowerment. In May 2012, the Creating a Better Workplace Advisory Council was established to replace the BW Management Committee. In July 2012, WG submitted its report to the BW Executive Sponsors: Toward Creating a Better Workplace: The Communications and Information Sharing Dimension.

Working Group Report Focussed on the need for an internal coordinated communication and information-sharing strategy to: Ensure clear and consistent communication about institutional and organizational goals and objectives; Where information is provided to the right people, at the right time and in the right format; and Where information is easily accessible in a timely, open and relevant manner providing the “why” as well as the “what”. A strategy to allow York employees an opportunity to be aware of, and engaged in supporting the University in achieving its academic mission.

Current State There is no clear institutional ownership or accountability for internal communications. To a large degree, responsibility for internal communications at York is left to the discretion of individual departments and managers. This has led to an inconsistent and irregular information sharing process with employees. As a result, employee surveys point to frustration and a disparate sense of identification and disconnect with the University.

Community Feedback Following from the listening and fashioning solutions phases of BW, the WG identified these information-sharing elements as critical for a more engaged and engaging workplace: Complement and support institutional and organizational values and priorities Provide clear roles and responsibilities for both people managers and employees Ensure coordination of communication and information Provide consistency and clarity of message(s) Deliver information in a consistent manner Help develop and support a culture where all employees feel more engaged and connected to York and a climate of trust and respect

Overarching Principle York University is committed to creating and maintaining an internal communication and information sharing framework that provides the means to communicate effectively with all employees, providing useful relevant information that is inclusive, open, transparent, honest, and complete. All relevant, pertinent information will be shared fully and in a timely manner, with internal audiences, unless there is a conscious decision made not to do so. Recommendation: Develop and implement an internal strategic, coordinated communications and information sharing plan - one that is sensitive to the unique nature of the University, is respectful of its organizational diversity, and where creating a better workplace is a priority.

Communication Cascade To effectively communicate timely and relevant information, the WG recommended a cascade approach for both institutional and organizational communications: Institutional – information that impacts the institution, all employees, its governance and reputation: major institutional/academic announcements, leadership changes, labour relations, institutional updates Organizational – information that impacts on employees within their units, department and divisions. More active approach at the local unit/department level involving day to day activities, developments, etc.

Institutional Cascade Institutional Communications (Led by Communications and Public Affairs) President Group 1 PVP Group 2 VP Academic to Deans, Secretariat to Board, VP Finance & Admin to SAGE (includes AVPs, EDs, Directors, SEOs, EOs) Group 3 CPM Employees

Organizational Cascade Organizational Communication s initiated by Management or Human Resources Group 1 All front line managers and supervisors Group 2 Employees immediately affected by the communication Group 3 Other affected employee groups Group 4 Groups who work closely with affected employees Employees

Measures of Success - University A successful internal communications and information sharing plan will help York: Cascade institutional and organizational messages on a timely consistent basis Generate awareness and understanding of York’s institutional priorities and organizational management issues. Help employees make the link between York’s strategic operational tasks. Build trust with employees

Measures of Success - Employees A successful internal communications and information sharing plan will help employees to: Understand how York’s academic strategy influences institutional decisions and actions Better connect daily operations to York’s “big picture” Enable employees to feel more comfortable approaching managers with questions and take advantage of opportunities to discuss topics one-on-one Enable employees to be informed about issues that impact their jobs Provide feedback and demonstrate an openness to share information To collaborate within teams and across functional lines

Role of Advisory Council Did we get it right? What is missing? What can we do to ensure the report is supported by all levels of the organization (e.g. administration, union leaders, all employees)? Thoughts on how the recommendation can be implemented?