The Future: Succession Planning, Competencies and Staff Development. Session Objectives. Succession Planning
|
|
- Rebecca Carter
- 8 years ago
- Views:
Transcription
1 The Future: Succession Planning, Competencies and Staff Development Amy R. Hurd, Ph.D., CPRP Illinois State University Cindy A. Curtis, CPRP Director City of Virginia Beach Session Objectives Identify succession planning needs and processes to implement succession plans into your agency Understand and discuss competency progression from entry level practitioners to CEOs Examine your own agency and/or profession to determine the viability of successful staff development programs Walk away with 3 5 good ideas you can put to work Succession Planning Identifying and preparing suitable employees through training and mentoring to assume key positions within the organization. Systematically designed to ensure continued effective performance in the future Match current talent to future needed talent Right people in the right place at the right time to do the right things
2 Succession Planning Succession Plans Long term: months Focus on future leadership Develops leaders capable of filling multiple assignments Replacement Plans Short term: 0 12 months Focus on immediate needs Develops back up staff for key positions The Situation The Boomer Effect 82.8 million boomers , 78 million ready for retirement Doesn t account for death, illness, major life changes 60% of all companies don t know what they are going to do about this The Situation Why people leave? 53% seek better compensation and benefits. 35% cited dissatisfaction with potential career development. 32% said they were ready for a new experience.
3 Why Isn t Succession Planning More Common? Time consuming Important, but not urgent No immediate results Resistance from managers and directors (threatened) Political instability Mentality that employees are short term Why Succession Planning SHOULD be a Common Practice Leaders/potential leaders want to work for quality organizations basic systems theory Provides an opportunity to identify potential leaders and groom them for advancement Helps the organization prepare for the future Encourages employee satisfaction and retention Organization can effectively function during a search Assures continuity and a strong organization Succession Planning Steps Step 1 Understand Development Needs Step 2 Assess Job Demands & Performance Step 3 Build the Talent Pool Step 4 Facilitate Development Opportunities
4 Step 1- Understand Development Needs Map out competencies of organization Assess organizational & individual competency gap Develop workforce planning document Step 1- Understand Development Needs Competencies Skills abilities required to perform the position Knowledge information required for the position Characteristics attitudes, personality factors or mental traits needed Step 1- Understand Development Needs Model for Effective Performance The individual s competencies The job s demands Effective specific actions or behaviors The organizational environment BALANCE Boyatzis (1982)
5 Step 1- Understand Development Needs Understanding Competencies Will Provide For? Clarifying effective & efficient performance requirements now & in the future Align skills with strategic direction Help organization become lean & mean Hire right people Any bad hires? Why??? Predict success of employees Step 1- Understand Development Needs Common Competencies Communication skills Customer service Leadership & management principles Creativity & innovation Multi tasking & time management Flexible, adaptable, innovative, creative Solve problems & make decisions Networking Comprehensive knowledge of the field 25 common competencies Step 1- Understand Development Needs
6 Step 1- Understand Development Needs End result of step 1: Understanding of what competencies are Understanding of the competency gaps within the organization Understanding of the development needs of the organization Understanding of how employees develop by level Develop plans for all levels in the organization only 10% do Succession Planning Steps Step 1 Understand Development Needs Step 2 Assess Job Demands & Performance Step 3 Build the Talent Pool Step 4 Facilitate Development Opportunities Step 2- Assess Job Demands & Performance Know where you are before determining where you are going Identify: Key positions Competencies needed for each position How individual performance will be appraised
7 Step 2- Assess Job Demands & Performance Key positions how to identify them Consequences of not filling a position Tasks or decisions put on hold Change in service levels Reduction in efficiency/effectiveness Look at organizational chart What is the unique function of the job? Why is a position so important? Key skills? Can your organization operate without this position? Step 2- Assess Job Demands & Performance Identify competencies for each job Job analysis Outline essential functions, roles, responsibilities What people are expected to do What the person actually does & what others think they should do Results in a job description & task inventory Example. Step 2- Assess Job Demands & Performance List duties, responsibilities, activities, essential functions in order of importance Approximate % of time devoted to each 1. % 2. % 3. % 4. % 5. %
8 Step 2- Assess Job Demands & Performance Example of competency based performance criteria Essential function Management Core Requirements = Communication Supervision Leadership Conflict Resolution Specific Responsibilities: CIP and Operating Budget Development Financial Analysis/Budget Monitoring Procurement Personnel Management Policy Development Virginia Beach Parks & Recreation Dept. Succession Planning Steps Step 1 Understand Development Needs Step 2 Assess Job Demands & Performance Step 3 Build the Talent Pool Step 4 Facilitate Development Opportunities Step 3- Build the Talent Pool Focus on all levels within organizations Laborers through CEO FT and PT Find your HiPos (High potentials) Capable of advancing 2 3 more levels Haven t reached a career plateau Exceed minimum job expectations Self actualizing ; committed to personal and professional improvement
9 Step 3- Build the Talent Pool Assess your HiPos Supervisor assessment based on competencies Self assessment 360 degree evaluation An example. Conflict Management Has high level of skill resolving differences & reaching agreement by maintaining a problem solving attitude Has adequate skill resolving differences & reaching agreement by maintaining a problem solving attitude Has little skill resolving differences & reaching agreement by maintaining a problem solving attitude Communication Skills Always asks & answers questions clearly; displays good understanding of questions; demeanor is highly professional & friendly Asks & answers most questions clearly; displays adequate understanding of questions; demeanor is generally professional Questions & answers not clearly stated; often does not understand questions; demeanor is often unprofessional & unfriendly Step 3- Build the Talent Pool Individual Development Plans Step 1: Identify potential job(s)/job level(s) ee wants Step 2: Discuss timeline Step 3: Discuss the competency gap Step 4: Set measurable learning objectives Step 5: Set strategies & ID resources to achieve objectives Resources: People, $, time, equipment Step 6: Est. how evidence of accomplishment is tracked
10 Programs that Work E-Map = Employee Mobility Achievement Program Step 3- Build the Talent Pool Advantages of growing your own Morale boosting Known quantity Retain institutional knowledge Cautions on growing your own No heir apparent Talent pools are built to hire from with no guarantees for promotion Monitor internal competition among staff Heavy load on training & development
11 Succession Planning Steps Step 1 Understand Development Needs Step 2 Assess Job Demands & Performance Step 3 Build the Talent Pool Step 4 Facilitate Development Opportunities Step 4 - Facilitate Development Opportunities Think about learning styles Generation Ages Attributes Learning Styles Silent Born before 1946 (62+) Baby Boomers (44-62) Generation X (31-43) Generation Y (18-30) Like hierarchy and order Comfortable with direct leadership Willing to climb the ladder patiently Difficult to adjust to change Believe in value of hard work Value democratic work environment View work groups as social groups Seek to change institutions Want to be cutting edge Willing to break the rules Adaptive to change and new technology Instant Generation Tech Savvy Limited employee loyalty Upward mobility- no wait High performance & high maintenance Value input, feedback and mentoring Auditory Data Monologue Visual Metaphors Dialogue Kinesthetic Sensory Stories Kinesthetic Sensory Stories Training Style Classroom Formal Quite Roundtable Relaxed Planned Unplanned Spontaneous Interactive Unplanned Interactive Fast Technology Management Style Control Authority Thinkers Cooperation Competency Doers Consensus Creativity Feelers Question others Collaborators Change agents Virtual problem solvers
12 Golf Coast Leadership Development Institute Program Mission To provide young and emerging professionals the knowledge, skills, and abilities necessary to grow and develop to embrace future challenges and leadership positions. Key Elements High quality speakers/education Low price $125 All inclusive (food, lodging and sessions) Local Intensive experience Small size Retreat like atmosphere Step 4 - Facilitate Development Opportunities Lunch and Learn Offered to all employees Leadership Topics Job Interview Skills Book discussions Good to Great (Collins) Getting to Yes (Fischer & Ury) P&R Mgmt University (M NCPPC) Immerse staff in operational issues Don t have to have P&R backgrounds Mentoring Programs Step 4 - Facilitate Development Opportunities Old Product Oriented Model Transfer of knowledge from senior to junior staff member I will teach what I know Setting up a mentoring program New Process Oriented Model Knowledge acquisition, application & critical reflection You will learn what you need to learn Supporting mentoring efforts
13 Types of mentoring One on One mentoring Traditional relationship Reverse mentoring Jack Welch (GE) Peer mentoring Often same level, experience & age IPRA Young Professionals Supervisory mentoring Often informal relationship Problems??? Types of mentoring Group mentoring Group of employees learn from 1 mentor Learning groups Mentor is the facilitator Group drives the learning agenda Distance mentoring Utilize technology to communicate E mail, chat room, IM PC/Web camera Discussion boards Transitional Leadership Igniting the Fire Within Rigorous application process Exceptional current job performance Completion of a basic leadership concepts course 3 references Memorandum of Understanding Purpose, commitment, intent to stay 12 months Classes 10 days intensive instruction 4 month experiential job assignment Stipend for completing the training
14 Thank you!!!! Amy R. Hurd, Ph.D., CPRP Cindy A. Curtis, CPRP Associate Professor Director Illinois State University City of Virginia Beach P&R McCormick Hall Courthouse Drive Normal, IL Building Virginia Beach, VA
OBJECTIVES. To discuss what succession planning is. To discuss what succession planning is NOT. To discuss why is succession planning needed?
SUCCESSION PLANNING OBJECTIVES To discuss what succession planning is To discuss what succession planning is NOT To discuss why is succession planning needed? To discuss the basics of succession planning
More informationContinuing the Possibilities: Succession Planning for Library Leadership. pmsinger@singergrp.com www.singergrp.com
Continuing the Possibilities: Succession Planning for Library Leadership Paula M. Singer, PhD pmsinger@singergrp.com www.singergrp.com The Singer Group, Inc. } Succession Planning: What & Why? } Business
More informationLibraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation
Libraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation Name Job Title Personal Information Division: Libraries & Educational Technologies Performance
More informationWould I Follow Me? An Introduction to Management Leadership in the Workplace
Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.
More informationHow To Understand Organizational Power And Politics
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
More informationConflict of Interest. Objectives. Nursing Profile. Nursing Profile 11/8/2013
Conflict of Interest Mardy Chizek, RN, FNP, BSN, MBA, AAS Charism Eldercare Services Phone: 630.515.9223 E-mail: charism@charism.net Web site: www.charism.net Margaret Chizek has no: Financial relationship
More informationMentoring: A Professional Development and Succession Planning Strategy
Mentoring: A Professional Development and Succession Planning Strategy Presented by: Ruby H. Greene, MPA RHG Consulting Services Liza L. Long, RN Cobble Hill Health Center RHG Consulting Services 1 Mentoring
More informationComprehensive Leadership Development Program. Human Resources - Learning & Development
Comprehensive Leadership Development Program Human Resources - Learning & Development City of Greensboro Human Resources Development Program Highlights of Development Program How it Works Next Steps Comprehensive
More informationHR Technology Trends By Wilson Ten wilson@sandfil.com. SandFil International Right Talents, Right Results
HR Technology Trends By Wilson Ten wilson@sandfil.com TM Right Talents, Right Results What are the new challenges in HR? They Don t Understand We Can Deliver Deloitte's Aligned at the Top study says: "there
More informationVd.11ETS. Supervisor Guide to Onboarding Veterans and Military Service Members. U.S. Department ofveterans Affairs YOUR GATEWAY TO VA CAREERS
Vd.11ETS YOUR GATEWAY TO VA CAREERS Supervisor Guide to Onboarding Veterans and Military Service Members I U.S. Department ofveterans Affairs Message from the Veteran Employment Services Office (VESO)
More informationBlack Hawk County Employee Performance Evaluation
Black Hawk County Employee Performance Evaluation Employee : Supervisor: Title: Program Manager School Nursing Dept: Health Dept Title: Evaluation Period: From: To Due Date: Black Hawk County Governing
More informationCharlton College of Business UMass Dartmouth
Charlton College of Business UMass Dartmouth INTERNSHIP BEST PRACTICES Good internships don t just happen. Quality internships are excellent learning experiences facilitated by supervisors/mentors that
More informationAgenda. Strategic Succession Planning: Building Your Bench Strength. The Numbers say. SP Defined* The Art of Choosing Positions
Agenda Strategic Succession Planning: Building Your Bench Strength The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership Development Top 10 Ideas for Building Your
More informationThe relatively recent combination of
Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have
More informationSuccession Planning: Developing Your Bench Strength. Presented By: Michelle McCall, Managing Principal, IMG
Succession Planning: Developing Your Bench Strength Presented By: Michelle McCall, Managing Principal, IMG Agenda The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership
More informationPrepared by: Kate Tarrant Prepared February 3, 2015
STATE POLICY TO PROMOTE EFFECTIVE TEACHING AND LEARNING Discussion Guide: In What Ways do Teaching Condition Support Effective Teachers? Prepared by: Kate Tarrant Prepared February 3, 2015 Please note
More informationGuide to Building a Student Internship Program
Guide to Building a Student Internship Program 1 Table of Contents Table of Contents... 2 Preface... 3 Legal Disclaimer... 3 Overview... 4 Planning... 5 Compensating Interns... 5 Developing Detailed Job
More informationSuccession Planning Developing Georgia s Future Leaders
Workforce Services Succession Planning Developing Georgia s Future Leaders Objectives Today s session will provide foundational information related to a basic succession planning model. At the end of the
More informationSelf Assessment Tool for Principals and Vice-Principals
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
More informationIntegrating Newcomers into The Workplace. 6-17-2015 Presented by Tonya Syvitski
Integrating Newcomers into The Workplace 6-17-2015 Presented by Tonya Syvitski Mixing what employers already know with the perspective of integrating new comers into their Canadian workforce Objective
More informationCERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE
CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business
More informationThe Business Case for Succession Planning. University of Florida Executive Education
The Business Case for Succession Planning University of Florida Executive Education Succession Planning A continuous process of identification, assessment, and development of talented individuals as they
More informationTHE CORPORATION OF THE CITY OF WINDSOR POLICY
THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the City Clerk Policy No.: HRDEV POL - 0001 Department: Human Resources Approval Date: March 23, 2015 Division: Organizational Development
More informationSUCCESSION PLANNING. Susan A. Henry May 2012
SUCCESSION PLANNING Susan A. Henry May 2012 Introductions Who we are What are your expectations for the day Naming of a Scribe for the Day Workshop Objectives To understand your role in succession planning.
More informationu Field Experience Handbook for Supervising Library Media Teacher or Teacher Librarian
u Field Experience Handbook for Supervising Library Media Teacher or Teacher Librarian Revised 2010 Dear Supervising Teacher Librarian: Thank you for your willingness to have a student perform fieldwork
More informationCORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
More informationCareer Development and Succession Planning. Changing Landscape of HR 2012 Conference
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
More informationINTERVIEW QUESTIONS GUIDE
INTERVIEW QUESTIONS GUIDE Prepared by MBA Career Services USC Marshall School of Business March 2016 1 Table of Contents GENERAL QUESTIONS3 TOP TEN MOST ASKED QUESTIONS... 3 CAREER DIRECTION... 3 CORPORATE
More informationImplementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice. Authors:
Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice Authors: Karen Pallansch General Manager Alexandria Sanitation Authority 1500 Eisenhower
More information*This is a sample only actual evaluations must completed and submitted in PeopleSoft*
*This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today
More informationA Qualitative Investigation of the Human Resource Management Practices in Small Businesses
Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 4-1-2004 A Qualitative Investigation of the Human Resource Management Practices
More informationChapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES
Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES What is employee satisfaction? Employee satisfaction is the individual employee s general attitude towards the job. It is also an employee
More informationLeadership Competency Self Assessment
USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:
More informationThe 5 Forces that are Changing Employee www.namely.com Performance Reviews
REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews 1 REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews Summary This
More informationPRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001
Management Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators Project PRO-NET April 2001
More informationDisclosure. Today s Goals. March 23, 2015. A ReimbursementHow to Source and Groom Today's Talent for Tomorrow's Leaders
A Reimbursement Department Career Ladder How to Source and Groom Presented by Richard Davis, SHRM SCP, SPHR McClain Group, LLC Disclosure Richard Davis is an employee of the McClain Group, LLC. Clinical
More informationOCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.
OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder
More informationThe Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR
The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your
More informationStrategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University
Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University INTRODUCTION Emerging Importance Of Employee Management A ccording to the Herman
More informationLeadership Development Catalogue
The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills
More informationCertified Nonprofit Consultant (CNC)
Certified Nonprofit Consultant (CNC) WHY DO EXECUTIVES SECURE THE CNC CREDENTIAL?...to validate their professional achievements and personal commitment to advance the common good. Certified Fundraising
More informationHow to Catch em, How to Keep em
How to Catch em, How to Keep em IPMAAC Conference 2000 Rich Moonblatt AMG/RecruitCom Chevy Chase, MD Recruiters and Retention Should recruiters be involved in retention? Should recruiters focus on bringing
More informationControlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President
Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern
More informationTalent Plan: Succession and Leadership Planning
Ottawa Public Library s Talent Plan: Succession and Leadership Planning Barbara Clubb City Librarian & CEO, Ottawa Public Library Barbara.Clubb@BiblioOttawaLibrary.ca 1 Ottawa Public Library: an amalgamated
More informationWorkforce Diversity: The Fresh Face of Employment in Canada
Workforce Diversity: The Fresh Face of Employment in Canada Workforce diversity and you Why a diverse workforce is important Canadian employers are making significant strides in inclusive hiring and improving
More informationPrinciples of Supervision MGT 2220 Chapter 8 The Supervisor as Leader
Principles of Supervision MGT 2220 Chapter 8 The Supervisor as Leader If people see you looking out only for your own best interests, they will not follow you. - Carlos Gutierrez, U.S. Secretary of Commerce
More informationSPA PERFORMANCE MANAGEMENT PROGRAM GENERAL COMPARISON OF EXPECTATION LEVELS FOR ORGANIZATIONAL VALUES
(N) (M) (E) Performance consistently does not meet documented expectations and measurements in this area. Performance consistently meets documented expectations and measurements in this area. Performance
More informationGuide on Developing a HRM Plan
Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in
More informationNational Center for Healthcare Leadership SUMMARY. Health Leadership Competency Model
National Center for Healthcare Leadership Health Leadership Competency Model SUMMARY The NCHL Health Leadership Competency Model was created through research by the Hay Group with practicing health leaders
More informationSuccession Planning Process
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
More informationDEFINITION OF MENTORSHIP
1 College of Nursing Mentorship Program The College of Nursing is committed to the career development of members of the faculty. To this end, the College provides mentorship for members of the faculty
More informationOCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.
OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder
More informationWorkforce Planning Toolkit
Workforce Planning Toolkit A Guide To Developing Your Agency s Succession Plan 2007 NASPE SUCCESSION PLANNING IN A MERIT SYSTEM Introduction The nation s estimated 78 million baby boomers began turning
More informationSuccession Planning and Career Development
Succession Planning and Career Development Succession Planning and Career Development All trademarks are the property of their respective owners. IAAP claims no ownership interest in the trademarks. Table
More information1. for assessment to determine eligibility and rehabilitation needs; or, 2. for a Trial Work Experience (vocational rehabilitation only); or,
2800 REHABILITATION SERVICES. West Virginia Department of Education and the Arts 2801 Requirements for Rehabilitation Service Provision. Rehabilitation services will be provided as follows: A. Services
More informationMulti Business WAT Grant Training Courses at. NTC s Center for Business and Industry in Wausau (September 2015 August 2016)
Multi Business WAT Grant Training Courses at NTC s Center for Business and Industry in Wausau (September 2015 August 2016) To register, please email Maggie Coakley: coakley@ntc.edu Email Subject Line:
More informationMSLA Course Descriptions 2013-2014
MSLA Office 303.871.6308 www.law.du.edu/msla msla@law.du.edu MSLA Course Descriptions 2013-2014 L 4420 Legal Practice Seminar Law as a Business This course provides an overview of the business functions
More informationResource Article Talent Management: Seven Keys to Success
Resource Article Talent Management: Seven Keys to Success Talent management: seven keys to success. Lee Iacocca is quoted as saying In the end, all business operations can be reduced to three words: people,
More informationHUMAN RESOURCE DEVELOPMENT
PROGRAMS in HUMAN RESOURCE DEVELOPMENT The Human Resource Development (HRD) Program offers courses of study leading to both undergraduate and graduate degrees in Human Resource Development, as well as
More informationHOW TO RETAIN HIGH-PERFORMANCE EMPLOYEES
HOW TO RETAIN HIGH-PERFORMANCE EMPLOYEES Beverly Kaye and Sharon Jordan-Evans Abstract: Keeping high-performing employees has become a top priority for today s organizations. A two-year study by the authors
More informationPerformance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
More informationMichael E. Shultz Assistant Administrator Director Of Loss Control & Training Michigan County Road Commission Self-Insurance Pool
Michael E. Shultz Assistant Administrator Director Of Loss Control & Training Michigan County Road Commission Self-Insurance Pool M.C.R.C.S.I.P The Mission of the Michigan County Road Commission Self-Insurance
More informationCEO and Board Succession Planning
CEO and Board Succession Planning Director s Institute Southeast Leadership Development Conference November 4, 2015 Who has been involved with recruiting a new CEO at your credit union? 2 1 Format of Presentation
More informationSt Petersburg College. Office of Professional Development. Business Skills. Finance and Accounting. Administrative Support.
St Petersburg College Office of Professional Development Business Skills Finance and Accounting Finance and Accounting for Non financial Professionals Principles of Accounting and Finance Cash Flow Management
More informationP R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP
P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP INSPIRING LEADERSHIP Who Should Enroll The Inspiring Leadership Program is designed for: New supervisors, managers,
More informationCareer Map for HR Specialist Position Classification
Career Map for HR Specialist Position Classification General Information This document provides the recommendations within each of the career models for each of the identified HR functions. This includes
More informationPeter Cappelli Professor and Director Center for Human Resources The Wharton School
Peter Cappelli Professor and Director Center for Human Resources The Wharton School What is Talent Management? Why should we care about it? The supply chain analogy - At the Individual Level: The Financial
More informationHow Smaller Organizations Can Use Talent Management to Accelerate Organizational Growth and Productivity
How Smaller Organizations Can Use Talent Management to Accelerate Organizational Growth and Productivity Small to mid-sized organizations, whether for profit or not, need a means to manage their talent
More informationCrosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the
Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)
More informationMANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS
Overview MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Building on research and work with literally thousands of managers over the past thirty years, Management Systems has developed
More informationCareer Management. Succession Planning. Dr. Oyewole O. Sarumi
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
More informationWhat Board Members Need to know about SUCCESSION PLANNING
2012 Annual Meeting Maryland Library Trustees and Citizens for Maryland Libraries What Board Members Need to know about SUCCESSION PLANNING for the Library Director and Staff November 3, 2012 Presented
More informationSocial Media Strategies for Learning & Development and Talent Acquisition
Social Media Strategies for Learning & Development and Talent Acquisition Valerie Collado, Director of Corporate Communications & Karen Clay Toren, Director of Talent Management Agenda VWR Business Overview
More informationTalent Management Leadership in Professional Services Firms
Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3
More informationCAREER OPPORTUNITIES IN HUMAN RESOURCES TRAINING AND DEVELOPMENT
CAREER OPPORTUNITIES IN HUMAN RESOURCES TRAINING AND DEVELOPMENT Description of the Field Attracting the most qualified employees and matching them to the jobs for which they are best suited is important
More informationCertificate Series. Front-Line Supervisor Level 1 Supervisory Level 2: Management
ASSOCIATED INDUSTRIES OF MASSACHUSETTS Certificate Series Front-Line Supervisor Level 1 Supervisory Level 2: Management Ten half-day modules, over five weeks. Take one course or take all ten. Workforce
More informationHuman Resources Training
Human Resources Training Performance Management Training Module 2: Managing Employee Performance March 2010 Objectives By the end of this module participants will be able to: Describe the elements of a
More informationInternship Guide. Get Started
Internship Guide This guide provides a roadmap for any company, no matter the size of the business or the industry. Whether you re just getting started or already have an internship program that you want
More informationPERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC)
PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) NAME: JOB TITLE: This worksheet should be given to the employee prior to the scheduled performance review. The employee should complete
More informationThe Role of Human Resource Management in Risk Management
The Role of Human Resource Management in Risk Management Bernard L. Erven Department of Agricultural, Environmental and Development Economics Ohio State University Human resources have two roles in risk
More information509 467-0062 208 664-8958 humanix.com
Connecting businesses to people who bring the valuable talents, skills and advanced know-how to make sure any level job temporary or permanent gets done right. 509 467-0062 208 664-8958 humanix.com Onboarding
More informationACI-NA 2010 Spring Conference Integrated Talent Management
ACI-NA 2010 Spring Conference Integrated Talent Management Michelle A. Hebert Talent Management Administrator Hartsfield-Jackson Atlanta International Airport April 16, 2010 1 Hartsfield-Jackson Atlanta
More informationSometimes there is confusion over what mentoring is, and what it is not.
What is Mentoring? Mentoring is not new. On the contrary, the term mentor originates from Greek Mythology. The practice of mentoring even dates back to earlier times. In recent years there has been a remarkable
More informationState of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time
State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3
More informationPERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE
PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE Module 2 Coaching and Performance with the GPC Strategic Plan Agenda 1. Performance Management Process The Next Plateau 2. Aspects
More informationIllinois Professional Teaching Standards
Illinois Professional Teaching Standards Preamble: We believe that all students have the potential to learn rigorous content and achieve high standards. A well-educated citizenry is essential for maintaining
More informationGetting The Most Out of the Performance Management System. Human Resources 2015
Getting The Most Out of the Performance Management System Human Resources 2015 Purpose of Today s Training Help employees prepare to write and participate in a high quality performance appraisal. Agenda
More informationHRBP Human Resource business professional HRBP SM
certification in human resources» HRBP Human Resource business professional HRBP SM body OF KNOWLEGE HR certification institute hrci.org HR Certification Institute 1 HRBP BODY OF KNOWLEDGE AT-A-GLANCE
More informationPERFORMANCE APPRAISAL
Aligns employee performance plans with organizational goals Focuses employees on achieving results Requires employee performance plans to include clear performance elements (expectations) with measurable
More informationOCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.
OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder
More informationCertificate IV in Frontline Management
MARCH 2011 Certificate IV in Frontline Management Ai Group is pleased to provide you with information regarding the Certificate IV in Frontline Management - BSB40807. BENEFITS OF TRAINING Effective training
More informationBetter Onboarding to Enable Organizational Agility
RTM Consulting Better Onboarding to Enable Organizational Agility A Guide for the Support Services Executive Randy Mysliviec President & CEO RTM Consulting 2 2012-2014 All rights reserved. Better Onboarding
More informationPerformance Evaluation Workshop February/March 2015
February/March 2015 Overview Core Curriculum 2 Preparing Meaningful Performance Evaluations 3 1 February/March 2015 Training Topics: Conducting Performance Evaluations What is the purpose of performance
More informationPassing the Torch Corporate Succession Planning
Passing the Torch Corporate Succession Planning AUTHORS: Carroll Thatcher, CFM, IFMA Fellow Meredith Thatcher, CFM, IFMA Fellow, LEED AP The successful passage of the leadership role is one of the most
More informationecruiting, Retaining & Rewarding Your Supply Chain Workforce
R ecruiting, Retaining & Rewarding Your Supply Chain Workforce Management Strategies for a Changing Labor Landscape TZA Labor Performance Series Having a Lean workforce has a downside as the economy moves
More informationecruiting, Retaining & Rewarding Your Supply Chain Workforce
R ecruiting, Retaining & Rewarding Your Supply Chain Workforce Management Strategies for a Changing Labor Landscape TZA Labor Performance Series Meeting the Challenges of Attracting and Retaining a Skilled
More informationHuman Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014
Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area
More informationTHE TWIN COMPONENTS OF SUCCESSION MANAGEMENT: SUCCESSION PLANNING AND LEADERSHIP DEVELOPMENT
THE TWIN COMPONENTS OF SUCCESSION MANAGEMENT: SUCCESSION PLANNING AND LEADERSHIP DEVELOPMENT Presented at the International Public Management Association for Human Resources (IPMA-HR) Conference Frenchman
More informationTechnical Review Coversheet
Status: Submitted Last Updated: 8/6/1 4:17 PM Technical Review Coversheet Applicant: Seattle Public Schools -- Strategic Planning and Alliances, (S385A1135) Reader #1: ********** Questions Evaluation Criteria
More informationcompensation and employee motivation
compensation and employee motivation compensation and employee motivation 2 Introduction If your employees report that they are unhappy with their pay, should you pay them more? If they say that total
More information