Roudebush Hall
Roudebush Hall, home of Miami's administrative offices

Division of Finance and Business

Foundational Goal 2: Promote a diverse culture of inclusion, integrity, and collaboration that deepens understanding and embraces intercultural and global experiences.

Objective 1: Attract and retain a diverse community of students, faculty, staff, and administrators.

Metric 18: Grow the diversity of our students, faculty, and staff.

The overarching goal of FBS will be to increase the diversity of its staff to better align with the university community.


  • Target diverse communities in the Dayton, Hamilton, Cincinnati, and Middletown areas for staff requirement, and use partnerships with WorkForce One in these communities to diversify applicant pools.
  • Develop affordable transportation options to make job opportunities more attractive and accessible.
  • Work with the Office of Human Resources and OEEO to develop new recruitment strategies aimed at expanding the number of diverse candidates for job searches.
  • Draw on the resources of professional associations to increase the number of diverse candidates applying for vacant positions.
  • Use the current online recruiting tool to better target diverse communities and candidates.

Objective 2: Create an environment where our people live, learn, and work cooperatively with those of widely varied backgrounds, beliefs, abilities, and lifestyles, moving beyond boundaries to welcome, seek, and understand diverse peoples and perspectives.

Metric 19: 75% of Miami students will report that they feel welcome and have had significant and meaningful interactions with diverse groups.

FBS will provide services that better support and align with the goals described in Objective 2.  We will measure progress through a faculty and staff engagement survey and the National Survey of Student Engagement.


  • Through the Office of Human Resources, develop and execute a faculty and staff engagement survey, with the goal of using the findings to develop University programs to improve employee engagement.
  • Add diversity programming to on-boarding and orientation programs for new employees.
  • Encourage staff to participate in the University’s micro-inequities course to gain insights into cultural differences. Require this diversity program as part of the Supervisory Development Program and the Lean Leader Certification Program.
  • Ask the Procurement Office to actively work with diverse vendors in Ohio to increase by at least 10% the number of diverse suppliers doing business with the University.
  • Expand by 10% the number of international students the Payroll Office assists each year with specialized tax issues and state and federal reporting requirements.
  • Offer dining options that recognize the increased diversity of the Oxford community.
  • Use dining events to assist students, faculty, and staff in learning about cultural differences. 
  • Ensure that future housing options better reflect the living requirements of a more diverse community.
  • Enhance transportation services to better meet the needs of a more diverse undergraduate student population residing much of the year in Oxford.

Challenges and Opportunities:

  • Keeping abreast of the changing dynamics associated with a more diverse community
  • Providing affordable services that meet the needs of small diverse populations.

Objective 3: Achieve cultural competency among members of the Miami community by immersing them in domestically and globally relevant learning experiences.

Metric 20: By the time of graduation, 60% of Miami students will have studied abroad or studied away.

This metric is not applicable to FBS.

Metric 21: All Miami students will have a curricular or co-curricular cultural learning experience, (e.g., intensive community engagement, service learning experience, intercultural or global learning requirement) by the time they graduate.

This metric is not applicable to FBS.

Objective 4: Expand, virtually and physically, Miami's global involvement.

Metric 22: All faculty and staff will engage in meaningful, globally diverse cultural activities (e.g., volunteer or community engagement, course or workshops on global and intercultural topics, professional training on diversity issues, regular interaction with diverse groups, participation in cultural events) within the past 24 months.


  • Encourage and provide staff with incentives to participate in diversity training through the Office of Staff Development. 
  • Particularly, encourage participation in the micro-inequities course, and require it for Lean certification and the supervisor training cohorts.  In addition to the micro-inequities course.
  • Add a second course with a diversity focus (in addition to the micro-inequities course) to the leadership development series.
  • Use “HRAnnounce” to promote the availability of multicultural experiences to the Miami community, e.g., global awareness fairs, coursework, etc.
  • Foster an appreciation of diversity during employee orientation.

Metric 23: Miami will expand, virtually and physically, by 50%, its international partnerships to increase its impact on the global stage.

This metric is not applicable to FBS.