URLeading FAQs. Why leadership development pilot programs?
|
|
- Donna Pope
- 8 years ago
- Views:
Transcription
1 The University is implementing two leadership development pilot programs. The first, URLeading 1 is aimed at faculty and staff who have been in leading positions for less than 2 years and/or are aspiring to a leadership position. The second, URLeading 2 is designed to support the development of faculty and staff who have been in their positions for more than 2 years, and encourage their success in roles such as department head, Associate Dean, Director, Program Head, and/or Dean. The University s strategic plan, encourages us to be stronger together, and these comprehensive, interactive pilot programs called URLeading assume that through connection, collaboration and community, faculty and staff can build their capacities for leading the institution. The following is a list of Frequently Asked Questions (FAQs) you may have about the pilot programs. If your question is not covered on this list please do not hesitate to contact us at UR.Leading@uregina.ca. Why leadership development pilot programs? The University aims to support the development of aspiring or current leaders with our faculty and staff community. The pilot programs are designed to provide a comprehensive, peer to peer leadership development experience over three semesters where participants have the opportunity to: Develop a self awareness of their individual leadership style Apply this leadership style to building team and community relationships Learn and practice leading strategic change Adapt their leadership style to complex organizational issues Develop a supportive network of colleagues Be coached and mentored throughout the pilot These pilot programs are the result of interviews, focus groups and Advisory Committee consultations, research of best practices for leadership development in post secondary institutions. Who sponsors URLeading? The University Executive Team (UET) has approved the implementation of the leadership development pilot programs and is an active sponsor of the pilot programs. A Leadership Development Advisory Committee has and continues to guide the development, implementation and evaluation of the pilot programs. Members of the committee are: Dr. Thomas Chase, Provost and Vice-President, Academic (Co-Chair) Dave Button, Vice-President, Administration (Co-Chair) Dr. Gina Grandy, Faculty of Business Administration Dr. Harvey King, Executive Director, Centre for Continuing Education Dr. Jennifer Tupper, Dean, Faculty of Education, Dr. David demontigny, Associate Dean, Faculty of Engineering and Applied Science Dr. Alec Couros, Faculty of Education Teri Phillips, Manager, Centre for Student Accessibility 1
2 What leadership principles support URLeading? Five principles align with the University s values of mutual respect, integrity, honesty, inclusivity, diversity, accountability, wellbeing, community, social responsibility and pursuit of knowledge. The principles support the leadership capacities expected for leading at the University. The principles anchor all aspects of the pilot program design. Ethical and reflexive practices are at the core of leadership at the University of Regina. As such, a commitment to positive relationships built on trust, compassion, integrity, fairness, honesty and reciprocity is an overarching area of emphasis in each of the named principles of leadership. We aspire to a practice of leading aligned to the values of the UofR and that is Relational. Leading is based on a foundation of trust and develops in relations to others so that it is shared, distributed and collaborative. We model honesty, respect, openness, tolerance and humility. Adaptive. Leading involves an ability to seek, anticipate and recognize the opportunities that emerge from trends, a willingness to experiment and courage to inspire change. Strategic. Leading requires an appreciation for complexity that can both foster and bind decision-making. It involves forward thinking while also taking into account present needs, resources, and trends. Inspiring. Leading empowers others and is marked by transparent and clearly communicated intentions. Legacy is built through inclusiveness and development of leadership capacities in all. Responsible. Leading involves an ability to recognize interdependence among our diverse stakeholders and that inclusion fosters better decision making. Accountability, transparency and responsiveness ground this. There are two leadership development pilot programs; who can apply to these programs? 1. URLeading 1 is open to UofR faculty and staff who are currently in a leading position for less than 2 years and/or any University employee who aspires to a leadership position at the University of Regina. 2. URLeading 2 is open to UofR faculty and staff who have more than 2 years experience in a leading role at the University of Regina. Examples of being in leadership positions include Supervisor, Manager, Director, Executive Director, Dean, Associate Dean, Department Head, etc. What do I need to do if I m interested in applying? Follow these 5 easy steps to complete your application form: 2
3 1. Go to the Human Resources website, and you will find the application form under Leadership Development Program. 2. You should ensure that you can make all the dates for your program cohort; these can be checked on the HR Website, Schedule page under Leadership Development Program. 3. Complete the application form; some personal reflection on the aspects of your leadership role that you would like to develop is also helpful. 4. Get your supervisor s approval for your application; discuss the reasons for your interest in the program with your supervisor and explore what they and you personally would like you to get out of the pilot. 5. your completed application to UR.Leading@uregina.ca. **Deadline for all applications is October 30, What does the program cost? All costs for the program are covered by the University of Regina. Participants contribution to the program is their commitment to and participation in the URLeading Program modules. Who selects the program participants? The Leadership Advisory Committee will select the participants for both leadership development pilot programs. When will participants be selected for the pilot programs? Participants for the programs will be selected by the end of November What are the expectations for program participants? The intended outcomes can be divided into three areas (Self, Others and Organization). Through a supportive cohort of peers, the pilot programs are designed to allow you to reflect on your current leading capacities and determine where you can improve; build your narrative for leading and use this narrative to identify how to lead and support others; address complex change from the perspective of your capacities to lead; use the increased awareness of your leadership strengths to solve a current challenge you face or which the University faces. Being involved with a peer cohort and taking time out to intentionally focus on leading in a university environment will result in a deeper, more capable, and more confident pool of employees making contributions to leadership and governance. More specifically, relating to the modules and events, a commitment is sought to full engagement with your cohort, including the work-based elements outside of the modules, and to implement and advocate practical actions that you think could be beneficial in your current and future leadership roles. 3
4 More information for each Program s modules can be found on Schedule page under Leadership Development Program and an outline of events will be circulated in advance of each module. The fundamental components of each module are via inputs and provocations, conversations, facilitated sessions, group dynamics, leadership dilemmas, reflective spaces, and experiential and action-based work. What is the schedule for the program modules? Both programs begin with a 90-minute orientation session. The orientation session is meant to be a welcoming and casual way to introduce participant cohorts to each other; provide an overview of the program by sharing a final schedule of program modules; and provide instruction to complete a 360 degree leadership assessment tool prior to the beginning of the programs. Both leadership development pilot programs begin in mid January The pilot program modules are delivered from January June Each pilot program is comprised of Core and Elective modules. Descriptions for the core modules for each pilot can be found on the HR Website under Leadership Development Program. Because elective modules are responsive to the cohort s learning needs, flexibility has been built in; i.e. once a cohort s common learning needs are identified through the 360 degree leadership assessment, electives will be finalised. Detailed agendas for elective modules will be circulated prior to an event. Each pilot ends with a 2 hour closing event. Additionally, one month following the completion of the pilots, all participants will attend an evaluation session. Will there be pre-work, assessments during the program? Participants may be asked to read a short article, look at a video clip or complete short self assessments/checklists prior to some of the modules to prepare for discussions and activities which will take place in the workshops. These should take no longer than 1 hour. Supplemental online resources will be made available to all participants in the leadership development program pilots. Who will be facilitating the various modules in URLeading? The pilots will benefit from content delivery by both internal and external experts. Throughout the pilots, core and elective content will be supplemented by on-line resources and mentoring/coaching. How is the impact of URLeading measured? As these are pilot programs, evaluation and input from the first cohorts will help to measure the success of the programs. 4
5 Where can I get more information about URLeading? If you have any unanswered questions please send your queries to UR.Leading@uregina.ca or contact Sue Mitten from Human Resources at / Sue.Mitten@uregina.ca. 5
Management Fundamentals in Healthcare Organizations
Management Fundamentals in Healthcare Organizations University of Minnesota School of Public Health LEARNING MODEL The learning model underlying the Management Fundamentals Certificate is an application
More informationPRO-NET 2000. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2002
Professional Development Coordinator Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators
More informationEngaging Community FACULTY AND STAFF PROFESSIONAL DEVELOPMENT TASK FORCE
Engaging Community FACULTY AND STAFF PROFESSIONAL DEVELOPMENT TASK FORCE Content Process... 1 Scope... 1 Definition... 1 Vision... 2 Identified Goals... 2 Prioritized Recommendations... 2 Proposed Tasks
More informationThe University of Mississippi School of Education
The University of Mississippi School of Education Master s Degree in Literacy Education Department of Teacher Education Educators as Reflective Professionals Graduate Handbook Revised Fall 2012 1 Table
More informationSection Three: Ohio Standards for Principals
Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process
More informationThe Johns Hopkins University Human Resources Competency Dictionary
The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision
More informationFAO Competency Framework
FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from
More informationLeadership Development Handbook
Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help
More informationOur Code of Ethical Behavior
Our Code of Ethical Behavior GMAC Origin and Purpose The Graduate Management Admission Council GMAC traces its origins to 1953, when a group of nine business schools recognized the need for an assessment
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 informationCandidates will demonstrate ethical attitudes and behaviors.
EDET 628 Apply instructional design principles to create a unit of instruction which integrates technology and enhances student understanding Demonstrate purposeful alignment of state competencies and
More information2013 CAREER DEVELOPMENT PROGRAM PROSPECTUS. Centre for Career Development Human Resources Division
2013 CAREER DEVELOPMENT PROGRAM PROSPECTUS Centre for Career Development Human Resources Division It is through the outstanding contributions of our people that we will achieve our aims... To create true
More informationBoard Leadership Development Strategy- Feb 2012
Board Leadership Development Strategy- Feb 2012 Superior-Greenstone District School Board believes both leadership and excellence are important at all levels within the organization and contributes to
More informationApproved by the Virginia Board of Education on September 27, 2012. Virginia Department of Education P. O. Box 2120 Richmond, Virginia 23218-2120
Advancing Virginia's Leadership Agenda Guidance Document: Standards and Indicators for School Leaders and Documentation for the Principal of Distinction (Level II) Administration and Supervision Endorsement
More informationOFFICE OF QUALITY PROFESSIONALS AND SPECIAL SCHOOLS Summary of State Board of Education Items February 16-17, 2012
OFFICE OF QUALITY PROFESSIONALS AND SPECIAL SCHOOLS Summary of State Board of Education Items February 16-17, 2012 EDUCATOR LICENSURE 16. Approval of Request from the Mississippi University for Women for
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 informationLeadership in Action Briefing Pack: Cohorts 15 & 16
Leadership in Action Briefing Pack: Cohorts 15 & 16 Introduction 2 1 Context of leadership development at the University of York 3 2 Principles of the core leadership programmes 5 3 Methodology and principles
More informationStrategic Development of Internal Leaders Competency Based Development Goals and Activities
General Leadership Competencies Strategic Development of Internal Leaders Competency Based Development Goals and Activities - SAMPLE - Sample Specific Development Goal Sample Development Action (s) (the
More informationJULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN
DEPARTMENT OF HUMAN RESOURCES JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN Introduction Human resource strategies are institutional efforts to support people (leaders, faculty and staff) to contribute to
More informationLeadership Program Outcomes
Leadership Program Outcomes Over the past year the Leadership Learning Community has been actively trying to learn more about the leadership outcomes that programs are seeking for individuals, organizations,
More informationEducation Leadership (ISLLC) Standards Comparison of Old (2007) and New Standards (2015)
Education Leadership (ISLLC) Standards Comparison of Old (2007) and New Standards (2015) 2007 Standards 2015 Standards Standard 1: Vision and Mission Standard 1: Vision and Mission An education leader
More informationPerformance Evaluation Senior Leadership
Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the
More information[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy
2016 Beaumont Health Physician Leadership Academy [BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Engagement. Entrepreneurialism. Effectiveness. Better Care. Improved Partnerships. Enhanced Organizational
More informationUniversity of Regina Strategic Planning Project Charter
University of Regina Strategic Planning Project Charter Project Principles & Objectives The University s 2009-2014 Strategic Plan mâmawohkamâtowin, Our Work, Our People, Our Communities has served us well,
More informationOUR MISSION. The mission of the USC Rossier School of Education is to improve learning in urban education locally, nationally and globally.
STRATEGIC PLAN 2012-2017 OUR MISSION The mission of the USC Rossier School of Education is to improve learning in urban education locally, nationally and globally. Urban education takes place within many
More informationPrincipal has shared the school vision and goals with the staff. A process for developing a school vision and goals is not evident.
Ohio Principal Evaluation System Ohio Principal Performance Rating Rubric Principal Performance Rubric The Principal Performance Rating Rubric is intended to be scored holistically. This means that evaluators
More informationOpen Minds Submission Family and Community Development Committee Inquiry into Workforce Participation by People with a Mental Illness November 2011
Open Minds Submission Family and Community Development Committee Inquiry into Workforce Participation by People with a Mental Illness November 2011 Prepared by Sally Gibson Maria Katsonis Co-convenors
More informationDiploma In Coaching For High Performance & Business Improvement
THE HOUSTON EXCHANGE POWERFUL, PROFITABLE CONVERSATIONS Diploma In Coaching For High Performance & Business Improvement A professional coaching qualification for Leaders, Managers and HR professionals
More informationDepartment of Human Resources FY 2009-2013 Strategic Plan
Department of Human Resources FY 2009-2013 Strategic Plan OUR MISSION, VISION, PHILOSOPHY OUR MISSION In partnership with the University of Arizona community, we attract and engage the world-class human
More informationKorn Ferry Senior Executive Sponsor. Building a stronger organization through sponsorship.
Korn Ferry Senior Executive Sponsor Building a stronger organization through sponsorship. Is leadership development the end of the story? It s well understood that the participants of leadership development
More informationHANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF
HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section
More informationWHEELOCK COLLEGE FACULTY DEVELOPMENT AND EVALUATION PROGRAM
WHEELOCK COLLEGE FACULTY DEVELOPMENT AND EVALUATION PROGRAM REVISED SPRING 2011 TABLE OF CONTENTS Development And Evaluation Process: Tenure Track Faculty... 4 Overview Of Mentoring And Evaluation Process
More informationGrowing Tomorrow s Leaders Today Preparing Effective School Leaders in New York State
The New York State Board of Regents and The New York State Education Department Growing Tomorrow s Leaders Today Preparing Effective School Leaders in New York State "The factor that empowers the people
More informationBUSINESS, MANAGEMENT, ACCOUNTANCY AND FINANCE
Inclusive curriculum design in higher education BUSINESS, MANAGEMENT, ACCOUNTANCY AND FINANCE Introduction Principles of inclusive curriculum design Anticipatory Flexible Accountable Collaborative Transparent
More informationRevisioning Graduate Teacher Education in North Carolina Master of Arts in Elementary Education Appalachian State University
Revisioning Graduate Teacher Education in North Carolina Master of Arts in Elementary Education Appalachian State University A. A description of how the proposed program has been revisioned to reflect
More information1. Build core capability at all levels to improve organisational and individual performance;
Graduate Development Program Australian Bureau of Statistics Workshop on Human Resources Management and Training Budapest 5-7 September 2012 Day 1 Session 4(a) Recruitment and training of new staff members
More informationOntario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum
Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?
More informationMaking Diversity Work for You
Making Diversity Work for You Shelby Scales Executive Director Airport Minority Advisory Council & Eric L. Mercado, C.M., ACE Managing Director Aviation Career Services AMAC s Five Year Strategic Plan
More informationDirector of Facilities Management
Office of Human Resources Director of Facilities Management Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs the Facilities Management Division of the Department of General Services including developing
More informationMACRO CONCENTRATION Student Integrative Learning Contract
MACRO CONCENTRATION Student Integrative Learning Contract Student Name Home Phone Work Phone Cell Phone Email (Please Check) Full-time Part-time Field Instructor Work Phone Cell Phone Email Agency Site
More informationOverview of Performance Management
Overview of Performance Management Individual Performance Plan Performance Review & Evaluation 1 Performance Management: Why Me? Why Now? 2 Purpose To Provide an Overview of: The Who, What, and Why of
More informationhttp://agency.governmentjobs.com/cityofboulder/job_bulletin.cfm?jobid=1321220
Page 1 of 5 CITY OF BOULDER invites applications for the position of: Deputy City Manager An Equal Opportunity Employer POSTING START DATE: 01/04/16 12:00 AM POSTING END DATE: 02/01/16 05:00 PM SALARY:
More informationEmployee Management and Development Kit
Employee Management and Development Kit The voice for parents and service providers CONTENTS INTRODUCTION OVERVIEW: EMPLOYEE MANAGEMENT & DEVELOPMENT What is EM&D?... 1 Why use EM&D?... 1 What are the
More informationGENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)
ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets
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 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 informationBUDGET ADMINISTRATOR JOB DESCRIPTION
BUDGET ADMINISTRATOR JOB DESCRIPTION I. Most Frequently Cited Tasks and Role Expectations The following information represents the most frequently cited critical tasks expected by school, college or unit
More information» Kienbaum 360 Degree Feedback
» Kienbaum 360 Degree Feedback Develop leaders. Improve leadership quality. What we offer 2» The Challenge 3 Self-reflected, authentic, confident Why leadership quality is so important good leaders make
More informationKorn Ferry Leadership Principles. Strengthening your organization's leadership base.
Korn Ferry Leadership Principles Strengthening your organization's leadership base. How secure is your leadership base? Moving from being an individual contributor to a first leadership role is one of
More informationthe Defence Leadership framework
the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in
More informationI. MISSION STATEMENT
Marriage and Family Therapy Internship Manual 2014-2015 1 I. MISSION STATEMENT The Marriage and Family Therapy (MFT) program s mission is to foster highly qualified professionals who possess the knowledge,
More informationNURSE FACULTY LEADERSHIP ACADEMY APPLICATION PACKET. 2016-2017 Cohort
NURSE FACULTY LEADERSHIP ACADEMY APPLICATION PACKET 2016-2017 Cohort Academy Purpose and Overview The Sigma Theta Tau International Nurse Faculty Leadership Academy (NFLA) presented in partnership with
More informationPosition Title: ID #: Evaluation Type: Annual Bi-Annual Other PERFORMANCE RATINGS:
Mission To conduct education, research and clinical services in the context of community engagement to train health professionals who promote wellness, provide care with excellence and compassion, and
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 informationThe School Leadership Collaborative Intern and Administrative Mentor Guide
Gonzaga University School of Education The School Leadership Collaborative Intern and Administrative Mentor Guide Principal Certification Program Administrator Certification Department of Educational Leadership
More informationAyers Institute Leadership Resources: PSEL Alignment
Professional Standards for al Leaders Standard 1: Mission, Vision, and Core Values Effective educational leaders develop, advocate, and enact a shared mission, vision, and core values of high-quality education
More informationHow To Learn To Learn
International Assembly for Collegiate Business Education Outcomes Assessment Plan Institution: Academic Business Unit: Saint Peter s University Business Programs of the College of Arts and Sciences/School
More informationEngineer/Architect Director
Office of Human Resources Engineer/Architect Director Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational professional areas that include developing annual and multi-year
More informationHumber College SCHool of HealtH SCienCeS StrategiC Plan 2014 2019
Humber College School of Health Sciences Strategic Plan 2014 2019 Vision and Strategy Overview Vision To prepare graduates who are skilled, adaptable, compassionate, global citizens. To ensure graduates
More informationSchool Counselor Preparation: A Guide for On- Site Supervisors
LEADERSHIP DIVERSITY CARING EXCELLENCE School Counselor Preparation: A Guide for On- Site Supervisors SUMMER 2015 Master of Science, Educational Counseling Pupil Personnel Services Credential UNIVERSITY
More informationPostgraduate Certificate Coproducing Health
Centre for Innovation in Health Management LEEDS UNIVERSITY BUSINESS SCHOOL POSTGRADUATE DEGREES 2015 Postgraduate Certificate Coproducing Health Delivered by: Centre for Innovation in Health Management
More informationPROCEDURES MANUAL. retained in the Professor s personnel file in Human Resources.
PA-12 CANADORE COLLEGE PROCEDURES MANUAL FACULTY PERFORMANCE REVIEW Procedures 1. Introduction 1.1. The Vice President Academic implements the Faculty Performance Review process by providing leadership,
More informationVA NEW YORK HARBOR HEALTHCARE SYSTEM CLINICAL PASTORAL EDUCATION. Student Handbook
Student Handbook Welcome to the VA New York Harbor Healthcare System Clinical Pastoral Education (CPE) Center. This Student Handbook will serve as your guide during your experience in our CPE Center. The
More informationLeadership Development
Leadership Development Leadership Development The ultimate test of a firm s leadership strength comes from its overall capacity to produce leadership that delivers stakeholder confidence in future results.
More informationA new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019
A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,
More informationBachelor of Arts in Leadership
Bachelor of Arts in Leadership LEAD ON A NEW LEVEL You work hard, but now you re ready for something more. A promotion, a new way to approach your work, or a new career altogether. You re ready to take
More informationPerformance Evaluation
Competency Exceptional Above Meets Partially Meets Overview of Ratings TRANSFORMATIVE work. In addition to exceeding performance goals, the organization (department, unit or program) is fundamentally better
More informationPostgraduate Coaching Awards Leeds Business School. www.leedsmet.ac.uk/fbl. leeds business school
Postgraduate Coaching Awards Leeds Business School leeds business school Having undertaken the programme I firmly believe that my choice was the right one. I have developed my skills and knowledge and
More informationNine Probation Officer Competencies. Alberta Justice & Solicitor General
Nine Probation Officer Competencies 2014 Officer 1. Managing Information & People The ability to interact with others to access, retrieve, input analyze, apply, interpret and process information for investigative
More informationLEAD-1559 Assessment: Certificate in Applied Leadership
LEAD-1559 Assessment: Certificate in Applied Leadership The Assessment: Certificate in Applied Leadership is a mail-in assessment. Enroll in this assessment when you have completed all required courses
More informationIC Performance Standards
IC Performance Standards Final Version 1 23 April 2009 1 TABLE OF CONTENTS BACKGROUND... 3 OCCUPATIONAL STRUCTURE... 4 PERFORMANCE ELEMENT CONTENT MODELS... 7 Professional and Technician/Administrative
More informationCompetency-Based Education Programs
Competency-Based Education Programs Charla Long, Dean, College of Professional Studies Competency-Based Education Programs CORE (Customized, Outcome-Based Relevant Evaluation) Lipscomb University has launched
More informationTavistock Consulting - Executive coaching programme
Tavistock Consulting - Executive coaching programme Professional Qualification & Clinical Training 13th May 2015 Course Type On site Course Length 1 year Study Attendance Part - time Course Overview If
More informationcommunity within Head Start that supports continual training and development. The committee highlighted the following principles:
Ongoing Staff Training and Development Including Head Start's Family Service Worker Training and Credentialing Initiative Jennifer Pecot, Family & Community Partnership Specialist Staff development is
More informationLEAD-1559 Assessment: Certificate in Applied Leadership (CAL)
LEAD-1559 Assessment: Certificate in Applied Leadership (CAL) The Assessment: Certificate in Applied Leadership is an electronic assessment to be emailed in to leadership@jibc.ca. Enroll in this assessment
More informationNAVSEA Leadership Development Continuum
NAVSEA Leadership Development Continuum The Continuum allows employees to focus on leadership development through various stages of their careers, in preparation for future opportunities with the organization.
More informationHow To Be A Team Member
The following rating descriptions are examples of the behaviors employees would be demonstrating at each of the four levels of performance. These examples should assist the supervisor and employee during
More informationOffice of Human Resources. Financial Manager
Office of Human Resources Financial Manager Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Manages financial functional and/or operational area(s) that include implementing work plans based on annual goals
More informationSocial Work Program Outcomes
1 Social Work Program Outcomes 2009 2010 2 The 2008 Educational Policy and Accreditation Standards (EPAS) identified by the Council on Social Work Education (CSWE) include a provision for assessment of
More informationEngineer/Architect Executive
Office of Human Resources Engineer/Architect Executive Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational areas that include establishing a multi-year vision and strategic
More informationPERFORMANCE MANAGEMENT ROADMAP
PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize
More informationAttribute 1: COMMUNICATION
The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level
More informationPima Community College District. Vice Chancellor of Human Resources
Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima
More informationThe Standards for Leadership and Management: supporting leadership and management development December 2012
DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership
More informationHUMAN SERVICES MANAGEMENT COMPETENCIES
HUMAN SERVICES MANAGEMENT COMPETENCIES A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions Prepared by: Anthony Hassan, MSW, Ed.D. William Waldman, MSW Shelly Wimpfheimer,
More informationUniversity Students Council of the University of Western Ontario Position Description SEXUAL HEALTH & CONSENT EDUCATION COORDINATOR
EFFECTIVE: February 20, 2015 AUTHORITY: Executive RATIFIED BY: Executive PAGE 1 of 5 1.00 POSITION TITLE: SEXUAL HEALTH & CONSENT EDUCATION COORDINATOR 2.00 POSITION OVERVIEW: (1) The Sexual Health & Consent
More informationPerformance Management Review Process Draft for Management Consultation Review
Draft for Management Consultation Review Policy 505: Performance Management Review Process Policy Category: Professional Development Who Is Covered: All employees whose position is designated to be in
More informationTeam- and Patient-Centered Medical Home Communication for the Patient Medical Home
IHC Patient-Centered Communication Series: Team- and Patient-Centered Medical Home Communication for the Patient Medical Home Workshop Overview Communication underlies successful healthcare. Until recently,
More informationCardiff Metropolitan University Cardiff School of Management. Department of Business and Management. MSc Human Resource Management
Cardiff Metropolitan University Cardiff School of Management Department of Business and Management [full-time Programme] Academic Year 2015/2016 Induction and Joining Pack 1 Contents Welcome from the Dean
More informationMETROPOLITAN COLLEGE. Goals and Student Assessment Outcomes Measures. Graduate Degree Programs
METROPOLITAN COLLEGE Goals and Student Assessment Outcomes Measures for Graduate Degree Programs TABLE OF CONTENTS Overview... 3 Degrees Master of Arts in Human Resource Management. 4-10 Human Resource
More informationPerformance Appraisal Review for Exempt Employees
Client Company Performance Appraisal Review for Exempt Employees Employee Name Department Title Date Started Current Position Date of Review Current Supervisor Instructions Review employee s performance
More informationManhattan College Policy on Internships MBAE 601 MBA Program Information and Instructions for Students and Sponsoring Faculty
Manhattan College Policy on Internships MBAE 601 MBA Program Information and Instructions for Students and Sponsoring Faculty Aligned closely with the mission of Manhattan College, the mission of the Internship
More informationUCC CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION
UCC CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION Evaluation Period:* to Evaluation Meeting Date: SECTION 1 Employee: Job Title: Employee ID: Department: Immediate Supervisor/Administrator: Title: TYPE OF
More informationRatings Exceeds Expectations Meets Expectations Improvement Needed
The staff appraisal process is an on-going communications process that begins with the identification of performance goals by the supervisor in the fall. During the spring semester, a formal appraisal
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 informationFITNESS FOR THE PROFESSION OF COUNSELING
FITNESS FOR THE PROFESSION OF COUNSELING A Policy Statement from the Faculty and Staff of the Department of Counseling and Human Services, College of Professional Studies, University of Scranton. PROFESSIONAL
More informationTHE FOUR NON NEGOTIABLES
THE FOUR NON NEGOTIABLES ACADEMIC EXCELLENCE COLLEGE AND CAREER READINESS SAFE AND SUPPORTIVE LEARNING ENVIRONMENT PURPOSEFUL, TIMELY TWO WAY COMMUNICATION ECISD STRATEGIC PLAN 2015 2016 1 Beliefs Definition:
More informationSubmitted for Review and Approval Florida Department of Education 5/1/2012
2012 INSERT DISTRICT NAME HERE SCHOOL LEADER EVALUATION SYSTEM Observation and Evaluation Forms and Procedures for Leadership Practice Effective July 1, 2012 A Comprehensive System for Professional Development
More informationGOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY
GOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY DEVELOPING THE RIGHT PEOPLE, IN THE RIGHT POSITION, AT THE RIGHT TIME 2015-2018 Part I New Brunswick Public Service TABLE OF CONTENTS Message
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 information