Supervisory Leadership Certificate Program

Transcription

1 Supervisory Leadership Certificate Program Rocky Mountain Section AWWA/WEA Richard Gerstberger President TAP Resource Development Group CA/NV Section AWWA 2013 Annual Fall Conference Sacramento, CA October 2, 2013

2 A CRISIS IN THE INDUSTRY Water and wastewater treatment plant and system operator jobs are expected to grow by 14 percent between 2006 and 2016 Expected range of retirees in the next 5-10 years ranges from 25%-35%. More than 1 million retirees in the next two decades. Lack of qualified applicants.

3 Source: AWWA 2009 State of the Industry Report Supervisory Leadership Certificate Program THE NATIONAL NEED 25% of operators eligible to retire between

4 THE NATIONAL NEED Work for Water Campaign (AWWA, WEF)

5 GET INTO WATER! Mission: The water and wastewater industry will sufficiently recruit, train and retain personnel to ensure mission-critical positions are filled with qualified, trained & technically skilled employees Drinking Water Treatment Operators Wastewater Treatment Plant operators Wastewater Collection Operators Water Distribution Operators SCADA/Instrumentation Control Operators

6 GET INTO WATER! Funding by Colorado Department of Labor and Employment Sector Grant Total funding $575,000, plus in-kind and cash provided by utilities, associations

7 GET INTO WATER! Partners Colorado Department of Labor and Employment Workforce Centers AWWA, WEF RMSAWWA, RMWEA Industry Representatives

8 GET INTO WATER! GOAL #1: Training Conduct and promote training programs to ensure mission critical positions are filled with qualified, trained and technically skilled personnel. GOAL #2: Outreach and Recruitment Conduct adequate outreach and recruitment efforts to ensure interest in, and attraction to, mission-critical positions.

9 GET INTO WATER! GOAL # 3: HR/Operations Collaboration Enhance collaboration, education and communication between operations staff and human resource professionals to create a positive culture for workforce development. GOAL #4: Knowledge Management Conduct knowledge management and employee retention efforts to ensure mission critical personnel have the knowledge and skills to operate effectively.

10 GET INTO WATER! GOAL #1: Training RMSAWWA/RMWEA Supervisory Certificate Program There are increasing opportunities for qualified candidates to fill supervisor positions that are being vacated Soft Skills Only-Classroom, Web, Conference

11 Source: Get Into Water Project

12 Eight-month cohort program 60 contact hours Focused on soft-skill development Executive Coaching

13 Curriculum developed using grant funding 20 participants for the first year in Denver

14 Curriculum 1. Self-Awareness: From Insight to Impact 2. The RMSAWWA/WEA Annual Conference: A Learning Laboratory 3. Communications and the Role of the Supervisor Part 1 4. The Role of the Supervisor Part 2 The Employee Cycler

15 Curriculum 5. The Role of the Supervisor Part 3: When Things Go South 6. Organizational Culture & Leadership Styles: Your Secret to Success 7. A Virtual Forum: Meet the Executives 8. Presentations & Graduation

16 Session 1: From Insight to Impact Understand self personality characteristics Understand personality characteristics of others Apply information through interactive activity Identify learning opportunities at joint conference

17 Four Development Filters Individual Situation Role Organization From Management Research Group

18 Session 2: A Learning Laboratory Explain the importance of clear & concise communication Organize thoughts, ideas & key points into an effective presentation Apply presentation skills to other types of communication Differentiate between effective and less-effective public presentations

19 Session 3: The Role of the Supervisor Deliver an effective presentation Give and receive - constructive feedback Understand the core responsibilities and roles associated with supervision Strategize around making the transition from peer to boss Analyze the role of clear communication, commitment and inclusion when supervising others

20 Session 4: The Employee Cycle Learn the employee cycle from hire to promotion Learn how to coach and develop staff using core communication principles Articulate the importance of rewarding employees in non-monetary ways Identify examples of non-monetary recognition and reward systems Developed questions for panel.

21 Stages: Pre-Hire Hire Bring on board Train & Grow in the job Reward! Recognize! Develop potential Promote horizontal movement - release

22 Session 5: Executive Panel Participants were able to: Interacted with top utility managers. Develop a broader understanding of the utility industry. Have the questions developed in Session 4 answered. Obtain more detail on the industry s future and the issues driving the industry.

23 Session 6: When Things Go South Explore & understand the nature of conflict Identify your own Conflict Style preference Learn a model for assessing the source of performance problems Learn how to conduct a difficult conversation with staff Submit abstract for graduation presentation

24 Assertiveness Supervisory Leadership Certificate Program Assess your conflict style Competing Collaborating Compromising Avoiding Accommodating Cooperation

25 Session 7: Culture and Leadership Style Understand principals of organizational change Understand organizational strategy and culture Discuss alignment strategy, culture & leadership

26 Session 7: Culture and Leadership Style Define personal leadership style Understand performance management & organizational goal attainment Finalized abstracts for graduation presentation

27 Session 8: Participant Presentations & Graduation Participants: Delivered a Graduation presentation before a live audience.

28 ?????? QUESTIONS Richard Gerstberger, PE TAP Resource Development Group, Inc (303) Creating Effective Organizations Through People

29 Core responsibilities Organizing & scheduling work 1. Assigning work 2. Assessing performance outcomes 3. Giving direction Through Feedback Accolades for a job well done! Coaching or instruction to improve Regular feedback (can be informal) Annual feedback (formal review)

30 Core responsibilities Managing people and resources Handling conflict Following up and following through Keeping records that can be understood by others NOTE: not accessed by others, but understood by others It is your responsibility to document what goes on ON BEHALF OF the organization

31 Culture Strategic Focus Leadership Process TAP Resource Development Group Inc.