Beckman Research Institute leaders recently announced initiatives to better the organization based on results of the 2008 City of Hope organizational survey.

Improvement plans at the institute mirror those within City of Hope as a whole. But they also address issues specific to Beckman Research Institute scientists.

Researchers’ creativity makes Beckman Research Institute of City of Hope an innovative scientific workplace. (Photo by Walter Urie)

Among other goals, the survey aimed to measure how well people understand and support City of Hope’s strategy and whether the institution’s systems adequately support that strategy, and to identify ways to improve the organization.

“We deeply want to understand how staff, faculty and fellows believe we can build on our strengths as an institution,” said Richard Jove, Ph.D., Beckman Research Institute director. “They told us, firsthand, that they believe in our institution’s mission, and what we can do as an institution to invest in them and their work.”

Jove shared results of the survey with institute staff, faculty and fellows in special sessions from Jan. 5 to 7. Results were broken down into three groups: members of the research staff organization (basic science faculty), postdoctoral fellows and other staff. Each presentation focused on the unique needs of each group.

Kristine Justus, Ph.D., vice president of basic research operations, presented a fourth session Jan. 20 for business managers.

According to employee feedback in the survey, Beckman Research Institute has several strengths: Respondents are committed to and have confidence in City of Hope’s values and strategic direction, enjoy their work, feel a sense of organizational pride, intend to stay with the institution, believe the institution promotes safety in the laboratory and believe their supervisor cares about their development. In addition, faculty strongly believe they have the academic freedom to conduct innovative research.

The survey also highlighted opportunities for improvement. Leaders should implement recognition and reward programs, focus on the needs of their staff and improve administrative processes. These strengths and opportunities were consistent across all of City of Hope.

Within the institute itself, respondents saw a need to improve the tools, equipment and space to do their work, as well as to enhance regulatory processes to review and approve their studies. Postdoctoral fellows, in particular, indicated they wanted an environment where they felt more comfortable suggesting new ideas.

The institute’s action plan includes communicating successes through City of Hope media and documenting these successes in personnel files. The Department of Human Resources is planning a new program to create incentives for performance; it also will improve City of Hope’s performance appraisal system.

“It’s important for us to call attention to scientists, staff and fellows who contribute to our overall mission,” Jove said. “Our people come up with the great ideas that are tested in our labs, published in journals and eventually translated to the world of medicine — we need to recognize their achievements.”

Jove also cited plans to improve regulatory processes, including speeding up turn-around time for committees that review laboratory studies. The institute also will better its technology transfer and sponsored research administration, expediting collaborative research agreements and improving grants management.

Additionally, the institute is looking to initiate specific actions for the postdoctoral fellows and faculty. For fellows, the institute will establish a formal postdoctoral office to provide a more structured training program and supportive environment. For faculty, the institute is close to implementing an academic appointment and promotions policy that will lay out clear criteria for faculty career advancement.