The SRA Symposium - College of Medicine

Papers
extremely distracting to have others pacing back and forth outside an office or meeting room for a
minor question that could be addressed at a later time. Interrupting a scheduled meeting for such
an occurrence sends the message to the individual who arranged a specific meeting that they or
their topic might not be as valuable or important, as another individual. Staff should be informed
not to interrupt scheduled meetings, unless there is a critical need or an emergency situation that
cannot be dealt with later. Having an “open door” policy is more than lip service. Staff must know
that management is approachable with any issue that arises. While interruptions to one’s own
work may not always be timely; if possible ask the staff member to take a seat, and then let the
staff know that you need to complete the immediate thought or action. Individuals should be able
to bring complex issues and problems forward to management without the concern of repercussion.
If the situation requires additional research, either provide the necessary information to the
individual or let them know that further investigation will be needed. Timely updates on the status
of the problem to staff is important. Remember, it was important enough for the individual to
bring the issue forward; follow through on the part of management is essential. Staff need to feel as
though management is ready and willing to assist with their concerns.
Brainstorming also builds a sense of team atmosphere. Involve staff whenever possible in organizational
problem resolution. Staff feel a sense of ownership when they are part of the discussion
and solution. More often than not, staff have the day-to-day working knowledge of the issue at
hand. Homework can be assigned to staff with direct knowledge of the topic at hand, with scheduled
time to reconvene for a resolution. Discussions can be held through email or small groups as
needed. There is nothing more detrimental than changing a policy or procedure without including
the input of all key players, who are responsible for the results. Having individuals with direct
knowledge participate in the brainstorming process can streamline the end result with a positive
outcome and acceptance of the change at hand. Encourage staff to explore ideas and concepts to
continually improve processes. Small monetary amounts or other tokens of appreciation, such as
gift cards, golf balls, or flowers picked from a home garden can be used to reward creativity and
innovation.
Unfortunately, technology has created an environment of performing tasks quicker and faster,
creating a “real time” environment for many in the research administration field. Learning and
teaching an acceptable form of “ADD” is almost a necessity in the field of research administration.
Management and staff need to be able to move from task to task and between tasks effectively.
Developing an organizational system for various ongoing issues that can refresh the memory easily
is key, whether one uses notes stored in the computer system, a manual filing system or a combination
of any organizational tools. Teaching staff good organizational skills will help aid in issues
of desk coverage and timely responses, in addition to good work habits.
Performance evaluations are a critical tool for motivating staff. Evaluations should be performed
frequently, but not less than every 12-18 months. Staff deserves to know how management perceives
their contribution to the work environment. Don’t wait until formal appraisals to give
feedback on performance. It is important to address concerns immediately with constructive
critiquing. Exemplary performance should be recognized immediately, whether in a face-to-face
discussion or through another means of recognition. Emails are often sent praising accomplishments
or tasks. These should be sincere and copy other management staff that should be aware
of the outstanding service the individual is providing for the organization. Instant recognition
is a motivational tool that is not used frequently enough. Likewise, addressing areas of concern
quickly may help to eliminate a larger problem in the future. Formal evaluations should include
documentation of instances that could be improved upon, as well as “praise” emails. Set goals for
each member of the staff that is reasonable and achievable during the next review cycle. Individuals
that have shortcomings need to be provided with firm and consistent feedback. Give concrete
examples of areas and issues that require improvement. Discuss in written form ways to achieve
2005 Symposium Proceedings Book 213