developing a talent toolkit to meet the higher ed needs of the future (262895489)
DESCRIPTION
"IT staffing models" is a top 10 IT issue. Stanford IT Services, like many central IT organizations, staffs mostly with internal full-time IT employees. This is challenging in a world where the pace of technology change is constantly increasing and/or organizational capacity and resilience must adapt to meet the evolving expectations of faculty and students, while Silicon Valley aims to lure our best employees away. We believe talent is how we maximize the strategic contribution of IT. Our Talent Development Toolkit works to increase competence, commitment, and connection, leading to greater productivity and catalyzing change that supports Stanford's mission.OUTCOMES: Obtain lessons learned from the Stanford ITS experience, including tips and strategies * Develop adaptable tools and approaches from our Talent Development Toolkit * Investigate the utility of an interactive coaching practice http://www.educause.edu/events/educause-connect-san-antonio/2015/developing-talent-toolkit-meet-higher-ed-needs-futureTRANSCRIPT
Developing a Talent Toolkit to Meet the Higher Ed IT Needs of the Future
SUPPORTING MATERIAL EDUCAUSE Connect San Antonio Dani Aivazian Stanford University
TALENT AND DEVELPMENT TRACK
Copyright StatementThis presentation leaves copyright of the content to the presenter. Unless otherwise noted in the materials, uploaded content carries the Creative Commons Attribution-NonCommercial ShareAlike license, which grants usage to the general public, with the stipulated criteria.
TALENT AND DEVELPMENT TRACK
RECRUIT
Hiring Process
Orientation Program
Posting and Promotions
Job Descriptions/Job Classifications REVIEW
Goal-Setting
Performance Management
Skills/Competency Assessments
360 Feedback Process
REWARD Rewards and Recognition
Employee Survey Feedback
Client Survey Feedback
RENEWLeadership Programs
Mentoring and Coaching
Talent Portfolio Management
and Succession Planning
Stanford IT Services Talent Management Toolkit
RECRUIT
Hiring Process
Orientation Program
Posting and Promotions
Job Descriptions/ Job Classifications
Stanford IT Services partners with central University Human Resources to recruit and hire staff in the highly competitive Silicon Valley market. We leverage University HR’s Taleo application in our hiring process. Staff at Stanford are also able to use Taleo to search for jobs within the University.
RECRUIT
Hiring Process
Orientation Program
Posting and Promotions
Job Descriptions/ Job Classifications
All new faculty and staff at Stanford attend a two-day University orientation program. In addition, Stanford IT Services offers two orientation programs for new ITS staff. The first is a 15-minute long web-based organizational overview (depicted above), narrated by ITS senior leaders. The second is a technology overview, designed to orient new staff to the applications and systems they can expect to use on a daily basis. Stanford ITS managers follow an on-boarding checklist to ensure introductions, clarify context, and set expectations for an efficient and productive new-staff experience.
RECRUIT
Hiring Process
Orientation Program
Posting and PromotionsJob Descriptions/
Job Classifications
In 2011, Stanford IT Services adopted a new job posting and promotions policy, designed to increase transparency and openness in the organization around hiring and recruiting practices.
RECRUIT
Hiring Process
Orientation Program
Posting and Promotions
Job Descriptions/Job Classifications
In 2014/5, Stanford University adopted a new staff career and job classification system. Stanford IT Services leverages this system to align and document expectations for IT jobs.
RECRUIT
Hiring Process
Orientation Program
Posting and Promotions
Job Descriptions/Job Classifications
More information about job descriptions, job classifications, and job advancement is available to all Stanford employees on the Stanford University Human Resources website:
REVIEW
Goal-SettingPerformance Management
Skills/Competency Assessments
360 Feedback Process
Stanford IT Services expects managers and staff to connect individual goal-setting with annual strategic organizational and workgroup/project goals, in addition to technology roadmaps (where appropriate).
REVIEW
Goal-SettingPerformance Management
Skills/Competency Assessments
360 Feedback Process The Stanford Competency Model (and its Competencies Definitions) is included in the Stanford University Performance Evaluation Form as part of
.
© Copyright Stanford University 2011
REVIEW
Stanford supports performance measurement and evaluation with the process flow depicted above. The online Simple Eval performance evaluation form is part of a University HR program called
Goal-SettingPerformance Management
Skills/Competency Assessments
360 Feedback Process
REVIEW
Stanford IT Services supports active performance management with Performance Improvement Plan (PIP) and Development Plan forms. • Managers are required to fill out and report against a
PIP when they are working to improve an employee’s performance.
• Managers are required to fill out and report against a Development Plan when they identify an employee as “high potential” and list them on their succession plan.
Goal-SettingPerformance Management
Skills/Competency Assessments
360 Feedback Process
REVIEW
Goal-Setting
Performance Management
Skills/Competency Assessments
360 Feedback Process
Facilitated skills/competency assessments for workgroups in Stanford IT Services are handled on a case-by-case basis, as they are usually part of longer term resource planning efforts.
REVIEW
Goal-Setting
Performance Management
Skills/Competency Assessments
360 Feedback Process
DEVELOPTeam Leadership Self Awareness Talent Management
DELIVERBias for Action
Plan and Delegate Accountability
CHALLENGE
Solutions Focused Business Focus Innovation
INSPIRE
Impact and Influence Excellence
Integrity
Stanford IT Services’ 360 Feedback Process is based on the IT Leadership Competency Model (depicted above), which was developed and evolved in partnership with an external consultant, 3DGroup.
REVIEW
Goal-Setting
Performance Management
Skills/Competency Assessments
360 Feedback Process
Stanford IT Services partners with an external consultant/vendor, 3DGroup, to administer the 360 feedback process to ITS managers and directors on an alternating biannual schedule. The assessment tool is 49 online survey questions based on the IT Leadership Competency Model (depicted on previous page). 3DGroup assures feedback confidentiality and provides data analysis and reporting, as well as coaching on the results.
REWARD
Rewards and Recognition
Employee Survey Feedback
Client Survey Feedback
Stanford IT Services managers are expected to recognize their employees often and frequently. Monetary bonuses and rewards are typically tied to the annual performance management cycle and the completion of significant goals. To support positive recognition conversations, IT Services provides the following “tip sheet” for managers:
REWARD
Rewards and Recognition
Employee Survey Feedback
Client Survey Feedback
Stanford IT Services continuously seeks ways to improve employee satisfaction and to make IT Services a better place to work. We rely on direct and regular feedback from employees to better understand what works well, as well as where to improve, in order to guide our ongoing improvement. We have conducted employee satisfaction surveys every two years since 2003.
In October 2014, IT Services contracted with 3DGroup, an independent third-party organization, to administer our most recent confidential and anonymous survey. IT Services managers document and pursue action plans developed with their workgroups in response to survey results.
REWARD
Rewards and Recognition
Employee Survey Feedback
Client Survey Feedback
Since 2005, Stanford IT Services has conducted client satisfaction surveys. The most recent survey was completed in November 2012. The survey’s purpose is to: • Find out how clients rate services and support provided
by IT Services; • Ascertain factors that contribute to client satisfaction or
dissatisfaction; and • Give clients a voice to influence IT Services priorities
and potential initiatives. Our ultimate goal is to provide an excellent client experience that supports the teaching, learning, research, and business needs of the Stanford community. The survey is distributed to approximately 1200 members of the Stanford community, including faculty, students, and staff, but excluding staff from IT Services. The survey spans a range of topics, including customer service, help desk, telecommunications, networking, email and webmail, security, remote access, data storage and other technical services. We contract with an external firm to conduct the survey in order to ensure objectivity and confidentiality. IT Services managers document and pursue action plans developed with their workgroups in response to survey results.
Leadership Programs
Mentoring and Coaching
Talent Portfolio Management and
Succession Planning
RENEWBuilding common vocabululary and culture • Started in 2004 • 5-8 annual participants • Focused on IT Services directors; added school
and departmental participants in 2008 • Off-site program
IT LEADERS PROGRAM (ITLP)
Program for all University leaders; modeled on ITLP • University-wide program focused on executive
leaders (executive director level and above across Stanford)
• On-campus program
LEADERSHIP AT STANFORD PROGRAM (L@S)
Broadening common strategy and vocabululary across Stanford IT • Program for technical leaders and individual
contributors • 25 annual participants divided across local and
central IT units • On-campus program
STANFORD TECHNICAL LEADERSHIP PROGRAM (STLP)
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Leadership programs designed and facilitated by
Leadership Programs
Mentoring and Coaching
Talent Portfolio Management and
Succession Planning
RENEWIn 2015, Stanford University Human Resources introduced a new set of tools to support career development, which includes a link to other leadership programs at Stanford. These resources are available to staff across the University on the new Cardinal at Work website:
Leadership Programs
Mentoring and CoachingTalent Portfolio
Management and Succession Planning
RENEWIn Stanford IT Services, mentoring and coaching are typically integrated into leadership programs. For example, all participants in the ITLP and STLP programs are assigned a coach with whom they meet to throughout (and often after) the program.
Until 2013, ITS also had a formal mentoring program for high potential staff members. This program evolved over time and is currently being redesigned.
Leadership Programs
Mentoring and CoachingTalent Portfolio
Management and Succession Planning
RENEW
Ask open ended questions
Listen actively
Avoid giving advice
Coaching is more than a skill: it is a mindset, a way of engaging others that embodies competence, commitment, and connection, leading to productivity while catalyzing change.
Stanford IT Services trains all managers in basic coaching skills, and encourages a coaching mindset across the organization.
This is the “Super Quick Guide to Coaching” included in the keynote presentation slides:
!
Leadership Programs
Mentoring and CoachingTalent Portfolio
Management and Succession Planning
RENEWBelow are screenshots of the coaching “tip sheets” given to all ITS managers:
Leadership Programs
Mentoring and Coaching
Talent Portfolio Management and
Succession Planning
RENEW
Pote
ntia
l
Results
PROPEL ADVANCE
LEVERAGE
IMPROVE
TRANSFORM
TRANSITION
GROW
DEVELOP
SUSTAIN
Stanford IT Services has implemented Talent Portfolio Management using a 9Block Tool that is intended to support staff renewal across the organization. This self-help tool helps managers think about their staff resources before assigning development activities and work tasks. The end goal of the 9Block process is to have a purposeful discussion about staff development that leads to development actions. A “menu” of possible actions is included on the following page.
Leadership Programs
Mentoring and Coaching
Talent Portfolio Management and
Succession Planning
RENEW
Leadership Programs
Mentoring and Coaching
Talent Portfolio Management and
Succession Planning
RENEWEmployees who are identified as high potential and likely successors are included in succession plans. A “succession readiness grid” (an excerpt is depicted below) is required of all directors and executive directors in Stanford IT Services.
Note that full succession readiness grid asks for possible successor who are “ready now,” “ready within 18 months,” and “ready in 3 years.”