The Michigan Ross DEI Strategic Plan 2.0
The Stephen M. Ross School of Business at the University of Michigan is committed to advancing diversity, equity, inclusion, justice, belonging, and accessibility in all that we do. These values enrich the learning and working environment, produce excellence and innovation, and help achieve our mission to build a better world through business. As a community of faculty, staff, students, alumni, and business partners, we are committed to fighting discrimination, racism, bias, prejudice, and all forms of oppression, and creating a community rooted in justice and equity.
We maintain an unwavering commitment to act on our vision for a more diverse, equitable, and inclusive community.
Our DEI Strategic Plan, which supports and aligns with the University of Michigan’s DEI Strategic Plan 2.0, is grounded in the principles of equity and justice to enhance the experiences of our students, staff, and faculty and their contributions to the greater community. We are committed to nurturing a sense of belongingness that enables every member of the Michigan Ross community to thrive. In pursuit of this objective, our DEI Strategic Plan outlines critical initiatives, projects and processes that aim to incorporate equity, justice and inclusion into the core of our school, and the programs we offer and the work we do. The results of these efforts will be shared with our community through annual program reports.
The Michigan Ross DEI Strategic Plan focuses on three primary pillars.
1. Cultivating Authentic Belongingness
We will create and uphold a culture rooted in compassion, empathy, respect, and care.
2. Promoting Excellence in DEI Scholarship and Education
Through thought leadership, curricular and co-curricular offerings, and teaching skills, we will center this work around equity-centered knowledge, empathy and compassion, and global and intercultural perspectives.
3. Improving Representation and Outcomes of Community Members with Minoritized Identities
We will improve support systems for community members with minoritized identities by elevating and centering their lived experiences.
We continue to support and advance our strategic objectives through our policies and procedures, organizational structure, and curriculum and research.
1. Cultivating Authentic Belongingness
| Strategic Objective | Metrics |
| Create and uphold a culture of authentic belonging for faculty, staff, and students, rooted in compassion and empathy, respect and care |
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| Fundraise private support for the Ross School of Business to: 1) increase economic opportunity and representation of historically minoritized faculty, staff, and students; and 2) promote excellence in equity-centered research and teaching |
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| Develop curricular integrations and supplemental co-curricular offerings focused on improving students’ DEI competencies (equity-centered knowledge, empathy and compassion, and global/intercultural perspectives) |
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| Develop equity-centered leadership capacity of students focusing on three DEI competencies (equity-centered knowledge, empathy and compassion, and global/intercultural perspectives) |
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| Develop equity-centered leadership capacity of faculty through development of three DEI competencies (equity-centered knowledge, empathy and compassion, and global/ intercultural perspectives) |
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2. Promoting Excellence in Equity-Centered DEI Scholarship and Education
| Strategic Objective | Metrics |
| Establish thought leadership in topics of diversity, equity, justice, and inclusion in academia, business, and society |
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| Improve equity-based teaching skills among faculty |
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3. Improving Representation and Outcomes of
Community Members with Minoritized Identities
| Strategic Objective | Metrics |
| Increase representation and retention outcomes while improving support of students with minoritized identities and international students |
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| Elevate Ross to be an employer of choice for faculty and staff by increasing representational diversity in all phases of the recruitment process and centering equity as a framework for improving the work culture and overall cultural health |
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