The Four Drivers of Successful Change Management

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "The Four Drivers of Successful Change Management"

Transcription

1 The Four Drivers of Successful Change Management Edwin T. Cornelius III, Ph.D. In this article, we outline a general model of the factors involved in successful planned change initiatives. We call our framework to implement a successful, planned change the U,S,E,M model. Implementing a Planned Change At the macro level, we believe there are four drivers of successful change management and we label these four drivers as Understand, Skills, Environment, and Motivation. IMPLEMENTING PLANNED CHANGE U, S, E, M Understand Skills Environment Motivation 2016 Cornelius & Associates 1

2 In order to have a successful planned change initiative, we need to incorporate these four critical factors into our plan. Each factor is described below. Factor 1: Understand The first ingredient for a successful change initiative is to ensure that stakeholders UNDERSTAND what the change is about and why it s being carried out. This means there must be an aggressive upfront and continual communication effort, including stakeholder focus groups, one-onone discussions, town hall sessions, campaigns, chat boards, printed brochures, committee meetings, and perhaps a Change Information Website that is accessible to stakeholders effected by the change. From a communication standpoint, it is critical that stakeholders learn the answers to questions such as: 1. What specifically are we going to change? 2. Why are we going to change? 3. What is the project plan? 4. When is the change going to take place? 5. How long is it going to take? 6. Who will be involved? On the more personal side, individual stakeholders will want to know: 1. How will I be involved in this change? 2. When will I be involved? 3. How will this change have an impact on my job/role on campus? 4. What new skills will I need to succeed in this change? If the change plan does not involve thorough, frequent, and honest answers to these questions, the likelihood of a successful change lessens. Communication is the first critical factor in any successful change implementation Cornelius & Associates 2

3 Factor 2: Skills The second ingredient for a successful change initiative is to ensure that stakeholders are given the SKILLS training that will be required to make a successful change. Of course, not all change initiatives will require new skills training. For example, many policy changes need only briefings and information sharing sessions to accommodate the change. More complex changes usually require more of an effort. For example, merging two functional departments within the organization would be a more complex change. This change would require more focus: a series of briefing sessions, role clarification sessions, policy changes, possibly some training sessions, and likely facilitated problem solving sessions involving logistics, such as moving to another building, etc. More complex kinds of changes could involve new business process changes that cut across more than one group, department, or function within the organization. These types of changes would likely involve training in new processes and possibly would involve training in new skillsets. For a complex change management intervention to be successful, training sessions on new processes and new skills are critical to a successful change implementation Cornelius & Associates 3

4 Factor 3: Environment The third ingredient for a successful change initiative is to remove the barriers in the ENVIRONMENT that might prevent a successful change. In a typical business environment, possible environmental barriers to success could entail such issues as: 1. Not enough resources to make the change 2. Lack of staffing to make the change 3. No overtime to work on the change initiative 4. Too many current projects, duties, and/or responsibilities 5. No clear priorities that have been communicated (i.e. everything is important ) 6. Politics in selected departments 7. Lack of teamwork across departments 8. Lack of support from the leadership team This list is not inclusive and many other barriers could present themselves. Also, many of these environmental barriers are beyond the control of any one particular change leader. Hence, success in removing barriers in the environment will require strong leadership. When many environmental barriers come into the change process, it is typically our recommendation that the company charter an Organization Change Management (OCM) Steering Committee to address those barriers and to assign a senior level leader to sponsor and champion the OCM Steering Committee. A strong OCM Steering Committee is going to be required to make the tough decisions to help remove the barriers to the change management intervention. Factor 4: Motivation The fourth ingredient for change is a group of stakeholders who are truly MOTIVATED to accomplish the goals of the change project! The organization will need a number of committed people who share the vision, passion, and the energy to help the transformation succeed. In some situations you will find certain stakeholders across the organization may not be particularly motivated about the change event. Fortunately, there are a number of conditions that help facilitate commitment to the change: 2016 Cornelius & Associates 4

5 1. Visionary Leadership - In our experience, a Visionary Leader (hopefully the CEO, department head, or some respected senior leader) can help the cause of motivation for the change. The Visionary Leader can usually rally people together to get something done of great importance. This has been helpful in a number of change instances. 2. A history of successful change - A second condition for motivation is a history of successful past change projects. Success in the past makes it easier to rally employees around the goals of the current change event. 3. Involvement and engagement - Generally, people are more likely to accept change if they were involved in some way in either the decision making of the change or in the implementation of the change. For that reason, we often carry out focus groups and individual interviews to allow stakeholders to convey their suggestions about the change. 4. Modeling by middle management - Another vehicle for fostering motivation for the change project is when managers frequently model and support the goals of the change in both public and private venues. For example, if the managers of all facilities and functions seem to support the goals of the change, it is much easier to sell others on the change. 5. Modeling by organizational executives - Further, if senior level leaders, such as the President, the CEO, the CFO, the VP for Production, and other key executives support the change goals, then it helps in terms of commitment to the change by others. Strong support from executives bodes well for the eventual success of the change project. 6. Rewards. Another motivational factor is rewards. Although some organizations are willing and able to pay bonuses to key people who have worked hard to achieve the change goals, it is our recommendation that rewards should be more along the line of group celebrations (meals, parties, token presents, etc.) for milestones accomplished during the project timeline Cornelius & Associates 5

6 Two Last Thoughts Two last thoughts, or rather, two last rules to consider regarding the four drivers of successful change: 1. The Two-Thirds Rule. My experience as an organizational psychologist for the last 35 years is as follows: if you can get sixty percent (or about two-thirds) of the people to want to do something, then generally the rest will follow. 2. The U, S, E rule. In a large number of change situations, we have learned that if you do a good job of taking care of understand, skills, and environment, then typically, motivation takes care of itself and does not cause a problem. Summary In this article we examined the four drivers of successful change management, called the U, S, E, M model. The first driver of success, understand, ensures that stakeholders know what the change is about and why it s being carried out. The second driver of success, skills, states that employees should be given the skills training that will be required to make a successful change. The third driver, environment, is about removing barriers in the environment that might prevent a successful change. The fourth driver, motivation, helps stakeholders to become committed to the goals of the change project Cornelius & Associates 6

Advisory Council member responsibilities include:

Advisory Council member responsibilities include: GOVERNANCE AND OVERSIGHT OF THE KUALI PROJECT: The following provides a chart of the Governance and Oversight Structure for the Kuali Project. In addition to the below, is a Functional Council that includes

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

Words of Wisdom about Planning for Vital Communities

Words of Wisdom about Planning for Vital Communities www.vital-aging-network.org Words of Wisdom about Planning for Vital Communities The following words of wisdom about planning come in part from focus groups conducted by VAN with individuals who currently

More information

Is AmeriCorps VISTA Right for Your Organization?

Is AmeriCorps VISTA Right for Your Organization? Is AmeriCorps VISTA Right for Your Organization? A Guide to Becoming an AmeriCorps VISTA Project Sponsor Is AmeriCorps VISTA Right for Your Organization? Table of Contents About AmeriCorps VISTA 1 What

More information

Using Your PMO to Drive Successful Organizational Change Management

Using Your PMO to Drive Successful Organizational Change Management Using Your PMO to Drive Successful Organizational Change Management Joe Saliunas, Booz Allen Hamilton 11 November 2012 1 Agenda Organizational change management overview Case studies PMBOK Guide processes

More information

Core Competencies for Strategic Leaders In the BC Public Service

Core Competencies for Strategic Leaders In the BC Public Service Core Competencies for Strategic Leaders In the BC Public Service Brought to you by the BC Public Service Agency 1 Contents Core Competencies for All Strategic Leaders... 2 Core Competency Definitions...

More information

Component 4: Organizational Leadership & Governance

Component 4: Organizational Leadership & Governance Component 4: Organizational Leadership & Governance Scope: Lead your local United Way to successfully fulfill its mission, and in doing so, garner trust, legitimacy and support from the local community

More information

Mental Health at Work. Champion of Excellence for Mental Health at Work

Mental Health at Work. Champion of Excellence for Mental Health at Work Champion of Excellence for Mental Health at Work Introduction to Mental Health at Work Excellence Canada s Mental Health at Work program serves as a roadmap for organizations in any sector that wish to

More information

UCPath Change Management Strategy for UC San Diego. July 2013

UCPath Change Management Strategy for UC San Diego. July 2013 UCPath Change Management Strategy for UC San Diego July 2013 Overview Background Key Components Approach & Methodology Change Network Framework For Action Challenges Resources & Tools Summary Table of

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

Understanding Participant Roles in Enterprise System Implementation

Understanding Participant Roles in Enterprise System Implementation Piotr Soja Understanding Participant Roles in Enterprise System Implementation Piotr Soja, eisoja@cyf-kr.edu.pl Department of Computer Science Cracow University of Economics, Poland Piotr Soja, Cracow

More information

Strategic Plan. School of Electrical and Computer Engineering

Strategic Plan. School of Electrical and Computer Engineering Strategic Plan School of Electrical and Computer Engineering As the largest of nine schools and departments in the College of Engineering and the largest individual school at Georgia Tech, the School of

More information

Seven Steps in the ERP Process An Overview of the Higher Ed ERP Journey

Seven Steps in the ERP Process An Overview of the Higher Ed ERP Journey Seven Steps in the ERP Process An Overview of the Higher Ed ERP Journey Edwin T. Cornelius III, Ph.D. If you re thinking about replacing some or all of your existing campus administrative systems with

More information

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012)

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012) UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES Approved by SBA General Faculty (April 2012) Introduction In 1926, we embarked on a noble experiment the creation

More information

Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams.

Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams. Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams. Agile for Business www.agilefluent.com Summary The

More information

ENVIRONICS COMMUNICATIONS WHITEPAPER

ENVIRONICS COMMUNICATIONS WHITEPAPER ENVIRONICS COMMUNICATIONS WHITEPAPER Creating an Employee Centric Internal Communications Model April 2013 "The only irreplaceable capital an organization possesses is the knowledge and ability of its

More information

LEADS 360 Assessment Price List

LEADS 360 Assessment Price List LEADS 360 Assessment Price List April 2015 QUANTITY 1 LEVEL 2 LEVELS 3 LEVELS 4 LEVELS 10 2,041 2,124 2,206 2,248 25 4,763 4,886 4,969 5,216 50 9,111 9,276 9,441 9,771 100 17,078 17,408 17,738 18,398 250

More information

itrak - Change Management

itrak - Change Management itrak - Change Management An Agency Adapting to Change B&O Committee May 2015 Contents itrak Change Management Strategy Call To Action! Change Management, Communication and Training Activities Lessons

More information

Project. Communication Plan

Project. Communication Plan Project Communication Plan June 2010 Table of Contents Executive Brief 3 Stakeholder Audiences and Communication Goals 4-5 Communication Methods 6-7 Activity/Milestone Specific Communications 8 Creation

More information

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com

CORPORATE 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 information

IT STARTS WITH CHANGE MANAGEMENT

IT STARTS WITH CHANGE MANAGEMENT TRANSFORMING ORGANIZATIONS IT STARTS WITH CHANGE MANAGEMENT COMMUNICATIONS. HUMAN CAPITAL. LEARNING SOLUTIONS. In today s globalized and inter-connected economy, organizations deal with continually shifting

More information

ERP 101: A Primer for Busy Executives

ERP 101: A Primer for Busy Executives ERP 101: A Primer for Busy Executives Arthur J. Herbert, III, PMP Edwin T. Cornelius, III, Ph.D. When considering an ERP implementation, busy institution executives need a crash course. The purpose of

More information

LECTURE NOTES ON STRATEGIC PLANNING

LECTURE NOTES ON STRATEGIC PLANNING Dr. Moshe ben Asher SOC 426, Social Legislation and Social Policy CSUN, Department of Sociology LECTURE NOTES ON STRATEGIC PLANNING WHAT IS STRATEGIC PLANNING OR, PUT ANOTHER WAY, WHAT ARE THE ELEMENTS

More information

Clinical Study Project Plans

Clinical Study Project Plans Vol. 6, No. 9, September 2010 Can You Handle the Truth? Clinical Study Project Plans By Laurie Halloran Every project should start with a plan. Project plans are most effective when they are revisited

More information

Functional Title Classification FLSA Status Reports To Team Purpose

Functional Title Classification FLSA Status Reports To Team Purpose Functional Title Classification FLSA Status Reports To Team Purpose Vice President of Marketing and Engagement Director, Marketing & Communications UWW 400 N Exempt President & CEO Marketing & Engagement

More information

Office of Undergraduate Education Strategic Plan

Office of Undergraduate Education Strategic Plan 1 Office of Undergraduate Education Strategic Plan Letter from the Dean The Office of Undergraduate Education (UE) at The Ohio State University is located in the Office of Academic Affairs, and assumes

More information

Qualities of Leadership Excellence at Sodexo. Competencies of a Sales Executive or Sales Vice President

Qualities of Leadership Excellence at Sodexo. Competencies of a Sales Executive or Sales Vice President Qualities of Leadership Excellence at Sodexo Competencies of a Sales Executive or Sales Vice President Helping You Reach Your Full Potential! This brochure is for you, the Sodexo sales executive or sales

More information

More Information About Coaching, Leadership Development and Andrea Gallien

More Information About Coaching, Leadership Development and Andrea Gallien More Information About Coaching, Leadership Development and Andrea Gallien Document provided for discussion purposes only Professional Certified Coach (PCC) EQ-in-Action Certified in EQ Assessment Introduction

More information

5 Steps To Healthcare Change Management: A Roadmap For Success

5 Steps To Healthcare Change Management: A Roadmap For Success Optimizing the business of healthcare 5 Steps To Healthcare Change Management: Table of Contents Overview 1 1. Establishing Change Goals 2 The Change Driver 2 The Importance of Clear Goals and Objectives

More information

Program Charter. Your Organizational Logo here. Author(s) Date. Put your organization name here. Put your logo here

Program Charter. Your Organizational Logo here. Author(s) Date. Put your organization name here. Put your logo here Program Charter Your Organizational Logo here Author(s) Date Name of Program: Name of Program Manager: Template Source: http://www.cvr-it.com Page 1 of 5 Program Charter Use this document to help in the

More information

How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation

How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation January Paulk Director of Client Services Organizational Change and Business Process Management Services Agenda

More information

Develop «D» Execution & Change Management

Develop «D» Execution & Change Management Develop «D» Execution & Change Management Dr. Abdurrahman Baş Fall 2013 www.abdurrahmanbas.com Contents Three Core Processes of Execution Forces for Change Principles of Change Five Activities Contributing

More information

The Change Leader s Roadmap Methodology

The Change Leader s Roadmap Methodology World Leaders in Transformation The Change Leader s Roadmap Methodology Article (Task I.D.4) A good change consultant s primary job is to catalyze insight and clear thinking in their clients so they are

More information

Approaches to Successfully Implementing Statewide ERP

Approaches to Successfully Implementing Statewide ERP Approaches to Successfully Implementing Statewide ERP August 24, 2015 NASACT Clark Partridge, State of Arizona Michael J. Smarik, State of Arizona Daniel Keene, CGI James Colbert, CGI Agenda Statewide

More information

A Strategic Approach to Embracing Diversity and Inclusion in Academic Health Care

A Strategic Approach to Embracing Diversity and Inclusion in Academic Health Care A Strategic Approach to Embracing Diversity and Inclusion in Academic Health Care Lisa Montgomery, MHA, Executive Vice President Willette Burnham-Williams, Ph.D., Chief Diversity Officer MUSC Background

More information

How to Offer a CRM Certificate at Your University - Including Curriculum Overview, Job Placement and Program Process

How to Offer a CRM Certificate at Your University - Including Curriculum Overview, Job Placement and Program Process How to Offer a CRM Certificate at Your University - Including Curriculum Overview, Job Placement and Program Process Pamela McGee Department of Technology Minnesota State University, Moorhead 1104 Seventh

More information

ALIGNING PROJECTS WITH STRATEGIC DIRECTION

ALIGNING PROJECTS WITH STRATEGIC DIRECTION ALIGNING PROJECTS WITH STRATEGIC DIRECTION Edwin T. Cornelius III, Ph.D. Having a clear strategic direction is vital to keep an organization on track and focused on its important goals and will enable

More information

www.sportsjobboard.com THE OFFICIAL SPORTS INDUSTRY JOB BOARD August 19, 2011

www.sportsjobboard.com THE OFFICIAL SPORTS INDUSTRY JOB BOARD August 19, 2011 St. Thomas University Sports Administration August 31, 2011 CATEGORY: Athlete Representation Firm JOB TITLE: Social Media Coordinator www.sportsjobboard.com August 19, 2011 Create a comprehensive social

More information

Mott Community College Job Description

Mott Community College Job Description Title: Department: Academic Affairs Reports To: Vice President for Academic Affairs Date: July 5, 2007/Revised October, 2010 Purpose, Scope & Dimension of Job: The Dean is a front-line learning leader

More information

5. Case Studies: Implementation of Performance Improvement Strategies

5. Case Studies: Implementation of Performance Improvement Strategies 5. Case Studies: Implementation of Performance Improvement Strategies Case Study #1: Best Practices for Call Center Operations, Consumer- Focused Staff, and Sharing Effective Solutions The Case of Blue

More information

The UC Information Center

The UC Information Center The UC Information Center How We Did It INSTITUTIONAL RESEARCH & ACADEMIC PLANNING (IRAP) UNIVERSITY OF CALIFORNIA OFFICE OF THE PRESIDENT 2015 CAIR CONFERENCE Introduction Planned Outcome A Little History

More information

Job description - Business Improvement Manager

Job description - Business Improvement Manager Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for

More information

Touch Points Touch Points Step 1 Spend Areas Step 2 Creating and Developing a Sourcing Team Executive Sponsorship

Touch Points Touch Points Step 1 Spend Areas Step 2 Creating and Developing a Sourcing Team Executive Sponsorship Strategic Sourcing: A Step-By-Step Practical Model Robert J. Engel, Vice President-Project Services The Procurement Centre 713-623-0111 Ext. 224; bengel@tpc-usa.com 89 th Annual International Supply Management

More information

HIRING OF ACCOUNTING PROFESSIONALS: EMPLOYEE AND EMPLOYER PERSPECTIVES

HIRING OF ACCOUNTING PROFESSIONALS: EMPLOYEE AND EMPLOYER PERSPECTIVES HIRING OF ACCOUNTING PROFESSIONALS: EMPLOYEE AND EMPLOYER PERSPECTIVES BY Don Miller Professor of Management School of Business Emporia State University Emporia, Kansas 66801 millerdo@emporia.edu and Nitham

More information

Recruitment and Selection: A Top-Down Approach. Presented by: Gregory P. Jacobson Chief Executive Officer

Recruitment and Selection: A Top-Down Approach. Presented by: Gregory P. Jacobson Chief Executive Officer Recruitment and Selection: A Top-Down Approach Presented by: Gregory P. Jacobson Chief Executive Officer PIAA Technology, Human Resources and Finance Workshop September 16, 2010 Hiring: The Fire Drill

More information

PPS Initiative Changing the Way We Work*

PPS Initiative Changing the Way We Work* PPS Initiative Changing the Way We Work* Anthony Tony Lo Project Director Personnel Payroll Initiative Office of the President November 2011 * Includes Information developed by Aon Hewitt Project Consultant

More information

Integrated Marketing, Communications and Engagement. February 13, 2013

Integrated Marketing, Communications and Engagement. February 13, 2013 Integrated Marketing, Communications and Engagement February 13, 2013 What is integrated marketing and communications and why is it important? An integrated marketing and communications plan is: -- comprehensive,

More information

Are Supply Managers Just Gold Diggers? Robert A. Kemp, Ph.D., C.P.M., President Kemp Enterprises 515-221-2503; <kempr@mchsi.com>

Are Supply Managers Just Gold Diggers? Robert A. Kemp, Ph.D., C.P.M., President Kemp Enterprises 515-221-2503; <kempr@mchsi.com> Are Supply Managers Just Gold Diggers? Robert A. Kemp, Ph.D., C.P.M., President Kemp Enterprises 515-221-2503; 89 th Annual International Supply Management Conference, April 2004 Abstract.

More information

Project Managing Business Process Improvement Initiatives

Project Managing Business Process Improvement Initiatives Overview Project Managing Business Process Improvement Initiatives Gina Abudi Business process improvement initiatives prove to be some of the more challenging projects for project managers. This is for

More information

6/11/2012 SUCCESSFUL PROJECT IMPLEMENTATION A CASE STUDY OF IMPLEMENTING SUCCESSION PLANNING AT LUCILE PACKARD CHILDREN S HOSPITAL

6/11/2012 SUCCESSFUL PROJECT IMPLEMENTATION A CASE STUDY OF IMPLEMENTING SUCCESSION PLANNING AT LUCILE PACKARD CHILDREN S HOSPITAL SUCCESSFUL PROJECT IMPLEMENTATION A CASE STUDY OF IMPLEMENTING SUCCESSION PLANNING AT LUCILE PACKARD CHILDREN S HOSPITAL 1 PRESENTING TODAY Cecile Kwok HR Project Manager Stanford Hospital and Clinics

More information

IT SERVICES AWARDS PROGRAM

IT SERVICES AWARDS PROGRAM IT SERVICES AWARDS PROGRAM Table of Contents Introduction Page 2 Overview of Awards Page 3 Overview of Nomination and Selection Process Page 5 Page 1 Introduction The University of Windsor IT Services

More information

Driving Project Success with Organizational Change Management

Driving Project Success with Organizational Change Management Driving Project Success with Organizational Change Management Agenda Introductions & Objectives OCM Defined Driving Project Success with OCM Building an OCM Capability Case Study: OPRS ERM Program Speakers

More information

My ISHN contributions (October and November) addressed the advantages of

My ISHN contributions (October and November) addressed the advantages of 1 The Stages of Teamwork My ISHN contributions (October and November) addressed the advantages of using teams to get the best out of behavior-based safety. In October I discussed paradigm shifts needed

More information

STRATEGY FORMULATION HISTORY STRATEGY FORMULATION

STRATEGY FORMULATION HISTORY STRATEGY FORMULATION STRATEGY FORMULATION Stated simply, strategy is a road map or guide by which an organization moves from a current state of affairs to a future desired state. It is not only a template by which daily decisions

More information

Interviews management and executive level candidates; serves as interviewer for position finalists.

Interviews management and executive level candidates; serves as interviewer for position finalists. Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,

More information

Mentor Handbook Updated September 2015

Mentor Handbook Updated September 2015 Mentor Handbook Updated September 2015 AACSB International Mentor Handbook PREFACE This handbook focuses on the mentor relationship and responsibilities with a School through the initial accreditation

More information

Chapter XX Performance Management: What Are The Best Practices?

Chapter XX Performance Management: What Are The Best Practices? Chapter XX Performance Management: What Are The Best Practices? Thomas B. Wilson Susan Malanowski Wilson Group, Inc. Concord, MA www.wilsongroup.com In order to remain competitive, achieve strategic objectives

More information

Personal Health Services Manager. Allegan County

Personal Health Services Manager. Allegan County REPORTS TO: HEALTH OFFICER SUPERVISES: PERSONAL HEALTH STAFF STATUS: SALARIED EXEMPT COMPENSATION: HN15 BARGAINING GROUP: NON BARGAINING POSITION SUMMARY Under the supervision of the Health Officer, plans,

More information

Periodic QA Evaluation Report For the Month of December, 2012 Deliverable: Radio.C.2

Periodic QA Evaluation Report For the Month of December, 2012 Deliverable: Radio.C.2 City of Portland Public Safety Systems Revitalization Program For the Month of December, 2012 Deliverable: Radio.C.2 V2.0 FINAL 1/10/2013 Prepared By: CASE Associates Incorporated Clifford Smith, PMP,

More information

Part 2: Establish and Sustain Your Veterans Business Resource Group

Part 2: Establish and Sustain Your Veterans Business Resource Group jobsmission.com Friday, December 12, 2014 Leading Practice Business Resource Groups Your Force Multiplier Part 2: Establish and Sustain Your Veterans Business Resource Group In this section of the Veterans

More information

Change Management. Objectives. 8 Steps of Change. Change Management: How To Achieve A Culture Of Safety. TeamSTEPPS 06.1 Change Management

Change Management. Objectives. 8 Steps of Change. Change Management: How To Achieve A Culture Of Safety. TeamSTEPPS 06.1 Change Management : How To Achieve A Culture Of Safety Objectives Identify and discuss the Eight Steps of Describe the actions required to set the stage for organizational change Identify ways to empower team members to

More information

Delivering Energy Projects Predictably

Delivering Energy Projects Predictably Delivering Energy Projects Predictably Pete Luan & John Wray, Westney Consulting Group Knut Eriksen and Greg Dodson, NATCO Group 1 Introduction Project delivery systems are those business processes that

More information

Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development

Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development Position Title: Business Development Manager (BDM) Department: Business Development Reports to: Vice President, Business Development Overall Responsibilities The Business Development Manager is responsible

More information

Innovation Leadership Study

Innovation Leadership Study Innovation Leadership Study Managing Innovation: An Insider Perspective April 2012 Transform to the power of digital Table of Contents Introduction Results Implications 2 This Innovation Leadership Study

More information

The Best and the Rest in Leadership. An interactive experience from

The Best and the Rest in Leadership. An interactive experience from The Best and the Rest in Leadership An interactive experience from & Facts and figures about Hay Group 84 2600 8000 $500M Offices in 48 countries Employees worldwide International clients Revenue Hay Group

More information

OCDE New Employee Onboarding Manual

OCDE New Employee Onboarding Manual OCDE New Employee Onboarding Manual Prepared by: OCDE Academy October 1, 2007 1 Introduction Onboarding is the process of interviewing, hiring, orienting and successfully integrating new employees into

More information

Project Manager Job Descriptions

Project Manager Job Descriptions Promotion Criteria Position Overview Statement Principal Duties and Responsibilities PROJECT MANAGER Admin Level 4 Typically >8 years in increasing responsible IT leadership role; typically managed one

More information

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the

More information

2.1 Initiation Phase Overview

2.1 Initiation Phase Overview 2.1 Initiation Phase Overview The is the conceptualization of the project. This section describes the basic processes that must be performed to get a project started. Accordingly, the purpose of the is

More information

Senior Director of Development

Senior Director of Development Idaho Humane Society Job Description Senior Director of Development The Idaho Humane Society is a community-supported open-door facility that provides shelter, medical care, adoption services, humane law

More information

Reaffirmation Basics at Florida State College at Jacksonville (FSCJ)

Reaffirmation Basics at Florida State College at Jacksonville (FSCJ) Hosting a Successful Site Visit: Harnessing the Energy of your Institution to Maximize Impact SACSCOC Annual Meeting December, 2015 Presented by Dr. Lynne S. Crosby Reaffirmation Basics at Florida State

More information

Black Hawk County Employee Performance Evaluation

Black 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 information

Finance Division. Strategic Plan 2014-2019

Finance Division. Strategic Plan 2014-2019 Finance Division Strategic Plan 2014-2019 Introduction Finance Division The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support

More information

Ariba Network Seller Enablement is a PROGRAM, not a project

Ariba Network Seller Enablement is a PROGRAM, not a project Ariba Network Seller Enablement is a PROGRAM, not a project Session 2 Elements for consideration in a successful Supplier Enablement Program Resources Stakeholder Management Program Cadence 2 Resources:

More information

TOWN OF GREENWICH MANAGEMENT GOAL SETTING AND PERFORMANCE EVALUATION UNREPRESENTED MANAGEMENT EMPLOYEE SELF- EVALUATION FORM

TOWN OF GREENWICH MANAGEMENT GOAL SETTING AND PERFORMANCE EVALUATION UNREPRESENTED MANAGEMENT EMPLOYEE SELF- EVALUATION FORM Employee Name: Position: Supervisor Conducting Evaluation: Evaluation Period: through PART I - PERFORMANCE PLANNING Both Section A and Section B are to be completed at the beginning of the annual performance

More information

ACRL Public Relations Award Submission Narrative. Milner Library Illinois State University. October, 2004

ACRL Public Relations Award Submission Narrative. Milner Library Illinois State University. October, 2004 ACRL Public Relations Award Submission Narrative October, 2004 Milner Library serves the students, faculty and staff of Illinois State University as well as the surrounding community of Bloomington-Normal,

More information

Campus Network Planning and Technical Assistance Overview

Campus Network Planning and Technical Assistance Overview Campus Network Planning and Technical Assistance Overview WHAT IS THE PURPOSE OF A NETWORK? Networks are part of the California College Pathways (CCP) Initiative s strategy to expand college and career

More information

Lean and Six Sigma Healthcare Fad or Reality. Vince D Mello President

Lean and Six Sigma Healthcare Fad or Reality. Vince D Mello President Lean and Six Sigma Healthcare Fad or Reality Vince D Mello President TODAY S DISCUSSION About Lean Methodologies Application benefits and outcomes About Six Sigma Key learning's QUALITY FUNDAMENTALS Function

More information

Driving Change through Clinical Informatics Dorothy DuSold, MA 1

Driving Change through Clinical Informatics Dorothy DuSold, MA 1 Driving Change through Clinical Informatics Dorothy DuSold, MA 1 Conflict of Interest Disclosure Dorothy DuSold, Master of Arts Has no real or apparent conflicts of interest to report. 2 Session Objectives

More information

Texas Collegiate FFA Association Strategic Plan

Texas Collegiate FFA Association Strategic Plan Texas Collegiate FFA Association Strategic Plan Original Prepared By Collegiate Officer Team 2004-2005 Revised By Collegiate Officer Teams: 05-06; 06-07; 07-08; 08-09 Texas Collegiate FFA Association 2004

More information

Sample CEO Evaluation Form

Sample CEO Evaluation Form Sample CEO Evaluation Form Objective 1. This evaluation form was prepared to evaluate the performance of the highest-ranking officer, president of the company, managing director, or a position equivalent

More information

a higher education presidential thought leadership series 2009/2010 SERIES: LEADERSHIP IN THE GREAT RECESSION TRANSFORMING

a higher education presidential thought leadership series 2009/2010 SERIES: LEADERSHIP IN THE GREAT RECESSION TRANSFORMING a higher education presidential thought leadership series 2009/2010 SERIES: LEADERSHIP IN THE GREAT RECESSION CHAPTER THREE TRANSFORMING A COLLEGE INTO A UNIVERSITY PRESIDENTIAL 3.1 Transforming a College

More information

PERFORMANCE MANAGEMENT SYSTEM

PERFORMANCE MANAGEMENT SYSTEM WHITE PAPER BY PATRICIA DAVIS LEADER, PERFORMANCE MANAGEMENT ROBERT W. ROGERS PRESIDENT, DDI WHITE PAPER GETTING THE MOST FROM YOUR 1 GETTING THE MOST FROM YOUR PERFORMANCE MANAGEMENT SYSTEM Is your organization

More information

Principal Selection Process. Office of Human Resources. October 2015

Principal Selection Process. Office of Human Resources. October 2015 Principal Selection Process Office of Human Resources October 2015 1 Strategic Goals 2 Principal Selection Process Overview Tier 4 Entry Plan Case Study Superintendent, Deputy Superintendent, Chief Schools

More information

History of Brevard Youth Thrive

History of Brevard Youth Thrive Brevard 1 History of Brevard Youth Thrive Began in Oct. 2012 with the establishment of a cross sector steering committee inclusive of young adults to explore and begin dialogue around the concept that,

More information

Project Human Resource Management. Overview of PMBOK Basics

Project Human Resource Management. Overview of PMBOK Basics Human Resource Management Overview of PMBOK Basics Michael R. Williams Ph.D. Professor - College of Business Administration Director Professional Sales Institute Illinois State University Campus Box 5590

More information

ST. CLOUD STATE UNIVERSITY MARKETING SERVICES ADDENDUM NO. ONE

ST. CLOUD STATE UNIVERSITY MARKETING SERVICES ADDENDUM NO. ONE ST. CLOUD STATE UNIVERSITY MARKETING SERVICES ADDENDUM NO. ONE The Proposal Opening date of March 1, 20011 WILL NOT change as a result of This Addendum No. One. CLARIFICATION: 1. How does MnSCU branding

More information

INVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT

INVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT INVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT for Bedford Citizens Housing Association Page: 1 of 13 Key Information Assessment Type Investors in People Specialist Assessment Jeannette Stanley Visit Date

More information

A New Approach to Needs Assessment and Communication to Connect and Collaborate with Faculty

A New Approach to Needs Assessment and Communication to Connect and Collaborate with Faculty A New Approach to Needs Assessment and Communication to Connect and Collaborate with Faculty Cindy Elliott Assistant Librarian, Research Services Team The University of Arizona Libraries Jim Martin Associate

More information

Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco, CA: Jossey-Bass.

Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco, CA: Jossey-Bass. Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco, CA: Jossey-Bass. Reviewed by Chelsea Truesdell Introduction The Leadership Challenge serves as a resource for any

More information

Minister of Youth and Family Discipleship Resurrection Lutheran Church Portland, Oregon

Minister of Youth and Family Discipleship Resurrection Lutheran Church Portland, Oregon Resurrection Lutheran Church Portland, Oregon Purpose of Position: To effectively carry out the mission of this congregation, the position of is an essential member of the leadership team of RLC. The is

More information

Organization and Job Profile

Organization and Job Profile Organization and Job Profile New Orleans, Louisiana Position: Reports to: Location: System Vice President for Research New Orleans, Louisiana CORPORATE BACKGROUND is a non-profit, academic, multi-specialty,

More information

The AICPA s Enterprise Risk Management Initiative

The AICPA s Enterprise Risk Management Initiative The AICPA s Enterprise Risk Management Initiative For more information and resources on ERM, visit aicpa.org/erm Table of Contents Introduction... 1 A New Endeavor... 2 Cross-Functional Collaboration...

More information

Writing an Effective Meeting Management RFP Set Yourself Up for Success!

Writing an Effective Meeting Management RFP Set Yourself Up for Success! Writing an Effective Meeting Management RFP Set Yourself Up for Success! Including Sample Template By Lisa Burton, CMP Vice President Meeting Expectations 3525 Piedmont Road Building 5, Suite 300 Atlanta,

More information

FBISD Performance Management Playbook

FBISD Performance Management Playbook FBISD Performance Management Playbook Table of Contents Table of Contents. 2 Introduction... 3 Layers of Performance 3 The FBISD Performance Cycle... 4 Components of the FBISD Performance Cycle.. 4 Performance

More information

The Development Plan Matrix

The Development Plan Matrix The Development Plan Matrix Mission, Vision, Results Marketing: Branding, Messaging Organizational Infrastructure Development Plan Successful fundraising campaigns are built on four important elements

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

Departmental & School Wide Professional Developments (Facilitator / Developer)

Departmental & School Wide Professional Developments (Facilitator / Developer) Departmental & School Wide Professional Developments (Facilitator / Developer) Fieldwork Plan (2010 2011) Major Activities Description Timeline CPSEL Standards Collaborate with teachers and administrators

More information

WLUSA/OSSTF Annual Performance Review Guide

WLUSA/OSSTF Annual Performance Review Guide WLUSA/OSSTF Annual Performance Review Guide November 2015 Table of Contents OVERVIEW...3 s are Integral to Laurier's Success... 3 Key Components... 3 Role of the Manager(s) (direct and dotted line)...

More information

BEFORE YOU PLAN STRATEGIC PLANNING ADVICE FOR NONPROFITS

BEFORE YOU PLAN STRATEGIC PLANNING ADVICE FOR NONPROFITS BEFORE YOU PLAN STRATEGIC PLANNING ADVICE FOR NONPROFITS A publication of Starboard Leadership Consulting, LLC Page 1 Introduction For years we ve been telling anyone who will listen that, Not having a

More information