| dc.description.abstract | FoodCorps’ goal is for every child to have access to food education and nourishing food in school by 2030. FoodCorps leaders have acknowledged that they have not been exempt from issues rooted in race and equity (FoodCorps, 2023). For the past three years they have started to unpack and dismantle systems and norms of white supremacy that work within and throughout their practices. FoodCorps utilizes an outdated performance measurement process that is not aligned to new organizational core competencies which are rooted in liberation and anti-racist pedagogy. Because the current tools and resources being used to support and hold employees accountable do not reflect the current anti-racist priorities of the organization, FoodCorps is concerned that employees are not going to be motivated to change.
The project design included a mixed methods approach using quantitative and qualitative data through surveys and monthly meetings with FoodCorps national team members over the course of a year. Our correspondence was situated around what the company wanted to measure and how the responses would provide insight to current performance measuring tactics, understanding of the core competencies and a space for employees to reflect on the experiences they have in their roles and on their teams.
The data found:
1. FoodCorps staff have an understanding of the mission and vision of the company but do not yet have a comprehensive understanding of the new direction of the company or how the new core competencies impact that change on a large scale and at the individual level
2. FoodCorps staff are on board for change toward a more justice oriented organization. However, FoodCorps staff cannot articulate how the competencies are facilitators of the change. They also need concrete examples about how the competencies and performance framework will be connected to their individual roles and how they will be objectively assessed.
3. FoodCorps staff enjoy working at the company and feel successful about their roles on their teams. Foodcorps staff are having a hard time making space for new initiatives that impact their individual work and performance. FoodCorps staff are on their way to believing that FoodCorps will provide the tools they need to make space for the initiatives.
There is not yet enough information to determine if FoodCorps employees are receptive to performance reviews based on the core competencies because the employees are still learning foundational basics about the implementation of the competencies. | |
