Culture, Community, People and Leadership

Faculty and staff who feel connected and recognized for their contributions are more likely they are to stay and to continue to advance our missions.

CCP&L Outcome 1.1: Increase faculty participation in engagement surveys by 5% annually

CCP&L Outcome 1.2: Increase faculty reporting they are engaged by 10%

CCP&L Outcome 1.3: Increase faculty reporting alignment to the organizational mission by 10%

CCP&L Outcome 1.4: Increase SOM staff participation in the VCU Human Resources Two-minute survey and the Annual Employee survey by 5% annually

CCP&L Outcome 1.5: Increase the number of staff who affirm they have been shown appreciation as measured by the Two-minute Pulse survey from 60% to 75%.

CCP&L Outcome 1.6: Increase the number of staff who affirm their workgroup is a place of welcome and belonging as measured by the Two-minute Pulse survey from 80% to 85%.

CCP&L Tactic 1.1: Invest in infrastructure that supports faculty and staff engagement, recognition and well-being

CCP&L Tactic 1.2: Rework faculty development programs and academic communities to provide greater meaning and support for just in-time learning for faculty

CCP&L Tactic 1.3: Design and implement enhanced faculty and staff onboarding (including mentorship and mission alignment)

CCP&L Tactic 1.4: Develop and implement a school-wide recognition strategy for staff that builds upon the Annual Staff Awards.

CCP&L Tactic 1.5: Convene mid-level managers to provide community, training and support

CCP&L Tactic 1.6: Convene a workgroup to develop tools for managers to use to inspire, reward and retain staff

CCP&L Tactic 1.7: Perform stay interviews

CCP&L Tactic 1.8: Encourage staff participation in VCU’s Career Communities and the annual HR Staff Development Day

CCP&L Tactic 1.9: Work with SOM Comms to develop a communications plan to support sharing HR information and staff recognition

CCP&L Tactic 1.10: Design and implement comprehensive on-boarding program for staff

CCP&L Tactic 1.11: Convene division chiefs, program directors and mid-career faculty for leadership development and peer community

CCP&L Tactic 1.12: Establish transparent feedback loops showing how faculty input drives change

CCP&L Tactic 1.13: Enhance exit/interview processes to understand faculty attrition

CCP&L Tactic 1.14: Pilot initiatives to strengthen belonging, purpose and engagement

CCP&L Tactic 1.15: Expand structured opportunities for faculty–staff collaboration and recognition

CCP&L Tactic 1.16: Assess and refine faculty onboarding and integration processes

CCP&L Tactic 1.17: Create feedback loops showing how input (e.g., listening sessions, surveys and follow-up communications) leads to action

CCP&L Tactic 1.18: Update exit interview process to understand why people leave and address root causes

CCP&L Tactic 1.19: Pilot programs that support practices that advance belonging, mattering and purpose

• 1.19a. Celebrate postdoc, faculty and staff achievements through regular communications, awards and events
• 1.19b. Build respect between faculty and staff through 2-3 structured opportunities for shared communication, collaboration and recognition
• 1.19c. Assess and adjust staff on-boarding program

Leadership in academic medicine exists across roles—clinical, research, education and administration. Everyday leadership is relational and occurs at all levels, across titles and positions. Developing leadership capacity strengthens institutional impact and sustainability.

CCP&L Outcome 2.1: Offer Strengths training to all Dean’s Office units and departments to build a common language and way to understand colleagues.

CCP&L Outcome 2.2: ≥90% of faculty report their growth is supported by supervisors as indicated by department chair evaluations

CCP&L Outcome 2.3: ≥80% of leadership roles have identified succession pipelines

CCP&L Outcome 2.4: Establish baseline and increase participation in faculty leadership development programs

CCP&L Outcome 2.5: Achieve full participation in core leadership training for faculty in formal leadership roles

CCP&L Outcome 2.6: Increases in the clinical faculty Press-Ganey / AMA surveys

CCP&L Outcome 2.7: Achieve 50% of staff develop a career development plan in Talent that reflects everyday leadership

CCP&L Outcome 2.8: Achieve 90% of staff reporting their personal and professional growth is supported at VCU in the VCU HR Two-minute survey

CCP&L Outcome 2.9: Achieve 80% of key roles identified with documented succession plans

CCP&L Outcome 2.10: Measure the rates of staff attendance at formal leadership development programs to gain a baseline

CCP&L Outcome 2.11: 100% participation in VCU HR manager training when it is implemented

CCP&L Tactic 2.1: Identify key faculty and staff roles that require succession plans

CCP&L Tactic 2.2: Define core leadership competencies for faculty roles (e.g., PI, educator, clinician leader)

CCP&L Tactic 2.3: Expand access to existing development programs (e.g., AAMC, internal academies)

CCP&L Tactic 2.4: Create project-based leadership opportunities (e.g., leading initiatives, committees)

CCP&L Tactic 2.5: Identify 5 key training topics necessary for every supervisor and design training plan

CCP&L Tactic 2.6: Invest in and expand access to existing programs (GEHLI, AAMC and other programs)

CCP&L Tactic 2.7: Offer project-based leadership development opportunities

CCP&L Tactic 2.8: Promote the VCU Career Development Communities and determine how many SOM staff participate

CCP&L Tactic 2.9: Provide Strengths training to at least 4 Dean’s Office units and 2 departments / divisions

CCP&L Tactic 2.10: Implement succession planning to identify and prepare future leaders

CCP&L Tactic 2.11: Design comprehensive leadership development program for staff

CCP&L Tactic 2.12: Design and pilot mentorship program for staff

CCP&L Tactic 2.13: Implement supervisor training plan

CCP&L Tactic 2.14: Provide Strengths training to at least 4 Dean’s Office units and 4 additional departments

Faculty and staff operate in complex, high-stakes environments. Clear expectations, aligned systems and institutional support are essential to uphold professionalism and enable success.

CCP&L Outcome 3.1: ≥90% of faculty report a culture of civility and respect

CCP&L Outcome 3.2: Establish and disseminate clear standards of professionalism across clinical, teaching and research settings

CCP&L Outcome 3.3: Integrate professionalism expectations into faculty onboarding and promotion & tenure processes

CCP&L Outcome 3.4: Review and align SOM faculty policies with university standards

CCP&L Outcome 3.5: Achieve 90% of staff reporting that their work place supports a culture of civility and respect on the VCU HR Two-minute survey

CCP&L Outcome 3.6: Establish service standards and train current and new staff on the standards

CCP&L Outcome 3.7: Incorporate professional expectations and service into staff on-boarding

CCP&L Tactic 3.1: Define and communicate clear expectations for professionalism across missions

CCP&L Tactic 3.2: Identify key faculty / staff policies requiring alignment or revision

CCP&L Tactic 3.3: Integrate expectations into faculty recruitment, onboarding and handbooks

CCP&L Tactic 3.4: Assess barriers in systems/workflows that hinder faculty effectiveness

CCP&L Tactic 3.5: Identify and design opportunities for staff recruitment/onboarding to acculturate people to SOM

CCP&L Tactic 3.6: Embed professionalism and accountability standards into onboarding, evaluation and promotion

CCP&L Tactic 3.7: Revise and align key faculty and staff policies

CCP&L Tactic 3.8: Launch structured mechanisms to improve interdisciplinary collaboration and efficiency

CCP&L Tactic 3.9: Implement systems and tools that reduce administrative burden and support faculty success

CCP&L Tactic 3.10: Incorporate professionalism and service standards into staff recruitment/onboarding to support each individual’s understanding of expectations

CCP&L Tactic 3.11: Update identified policies

CCP&L Tactic 3.12: Launch formal structures within the School of Medicine to improve teamwork and efficiency among staff