excellence through leadership: "strengthening the business of
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Excellence Through Leadership:“Strengthening the Business of
Higher Education”
Presented by:
Wanda J. Hayes, Ph.D.
Director, Learning Services
Emory University
Emory University
Emory University is an inquiry-driven, ethically engaged, and diverse community whose members work collaboratively for positive transformation in the world through courageous leadership in teaching, research, scholarship, health care, and social action.
Emory College was established in 1836 at the Oxford Campus.
2009 Rankings17th -- US News & World Report9th – Kiplinger’s Personal Finance for best value among private universitiesProfessional Schools ranked in the Top 30
Rollins School of Public Health (7th)Medical School (22nd)Goizueta Business School (22nd)Law School (20th)Nursing School (26th)
Students (Fall 2009)Enrollment: 12,930Undergraduate: 6,980Graduate and professional: 5,950
Employees23,408 (University and Hospital, and @ 3,700 faculty)
Emory is the largest private employer in metro Atlanta.
Operating budget$3.0 billion (2009-2010)
Endowment and trust funds$4.5 billion, as of August 31, 2009
Sponsored research Received $484.2 million (FY09)
Strategic Goals
Strengthen leadership performance across the university
Establish a leadership pipeline for succession planning
Measures Of Success
Develop a larger cadre of high-quality leaders who drive exceptional business results
Develop a unique leadership brand used for the attraction, selection, and retention of key talent
Develop a process that continues to produce a steady stream of the best leaders in academia
Excellence Through Leadership
This program supports Emory’s vision to:
Be a destination university by fostering lifelong learning among all constituents.
Be inquiry-driven by excelling at discovery.
Be distinctive for its ethical commitment by fostering openness and diversity of thought, experience and culture.
Work for positive transformation by setting standards followed by others.
Through leadership development activities that:
Provide competency based learning experiences and on-going development activities.
Guide self-discovery and facilitate awareness of leadership strengths and development areas.
Provide a forum for the exchange of ideas and the opportunity to build collaborative networks.
Create leaders that serve as role models to others.
Excellence Through Leadership
Framework for Learning and Development Activities
Leadership Effectiveness
Results Focus• Results Orientation
Business Focus• Strategic Thinking• Business Excellence
People Focus• Interpersonal Skills•People Management
Personal Focus• Personal Effectiveness & Integrity
Retain the Leaders We Have
Promote and Rotate More from Within
Ensure Success at Key Transitions
Addressing Talent Planning
Resu
lts
Focu
s
Personal Focus
Peop
le F
ocu
s
Business Focus
Strategy in Action
Efficiency
Capability/Building Bench Strength
Leadership Bench Strength
University Integration
Turnover Rate
Severance Costs
Opportunity
Confidence
Competency
AssessmentsWorkshops
Action LearningCoaching
Perspective
Relationships
Retention
Cost Savings
Cost Avoidance
Revenue/Funding
Impact of ETL
Disconnected from our long-term strategy
Owned by HR
Focused on only one aspect of leadership
An “event” or a “class”
Hand-holding experience
A core vehicle to move our strategy forward through our leadership
Owned by senior leadership
A way to build a total leadership skill set (people, business, and organization, personal mastery)
A specific sequence of workshops, coaching, and projects over time designed to accelerate leadership development
Personally–motivated development
What It Is Not What It Is
Excellence Through Leadership
Program Kickoff
LeadershipStrategy
& Finance
Marketing &
Operations
Project Management
Presentation Skills
Coaching
Action Learning
Application
Project Presentations &
Graduation
The ETL Experience
EVP Panel:The Business of
Higher Education /
Emory’s History
Crucial Conversations
Building Capability
Assessments used in ETL
Birkman
Measures internal needs, motivations, occupational preference, and strengths Provides feedback related to how we lead, learn, think, make decisions and relate to others
360-degree feedback
Provides participants with information about their perceived leadership effectiveness related to specific leadership competencies
Allows participants to understand how they are perceived by various groups (i.e., manager, peers, direct reports, others)
Allows participants to compare their self-perceptions to those of others
How are assessment results shared?
The participant is the only person who receives the assessment results, as the assessments are intended as developmental.
Written reports for the Birkman and the 360 feedback
Detailed information on how to interpret the feedback in the Leadership module
Opportunity to discuss results with an executive coach
Time Investment Over 8 Months
3% 1% 1%
43%
53%
Workshop Prework
Coaching
Assessment
Workshop Attendance
Action Learning Projects
ETL Participation will require approximately 14% of time on average
Assessment
Workshop Sessions
Workshop Prework
Action Learning Projects
Coaching
Total Time
1.5 hrs
124.5 hrs
8 hrs
154 hrs
2 hrs
290 hrs = 36+ days
1.How are participants selected for the Excellence through Leadership Program?
2.Does this mean that they are being considered for promotion?
3.What if the individual chooses not to participate in the Excellence through Leadership Program?
Frequently Asked Questions
Focus the participant on developing capabilities that are critical to their personal success and the success of Emory
Help the participant focus on additional ways to apply the learning
Provide ongoing development support and feedback
Remove barriers to participation in ETL.
Have meetings to discuss the applications of principles and the participant’s ongoing development after each module of ETL
How can supervisors support the participants?
Review what the participant learned in the workshop and how they can apply it to the job
Review their development plan
Action Learning Project
Other support and coaching
Outline for meeting discussions after each ETL session
ETL Impact Data: Based on 56 Participants(06/01/06 – 03/28/08)
Retention Rate: 91%
Percentage Promotions: 16% 9 of 56 employees were promoted, one from each of the following areas:
Campus Life ActivitiesEmory CollegeHuman ResourcesDevelopment and Alumni RelationsInformation TechnologyOxford CollegeSchool of LawSchool of MedicineSchool of Nursing
Total Employees that Changed Divisions: 5%
Total Employees that have Changed Job Titles: 25%
ETL Impact Data: Based on 56 Participants(06/01/06 – 03/28/08)Average Pay Merit Increase for ETL compared to non-ETL
participants:
Average Pay Merit Increase
5.12% 5.05%4.77%
4.11%4.46%
4.23%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
FY07 FY08 FY09
Per
cent
Incr
ease
ETL
Non-ETL
2007-08 ETL Participants’ Comments“ETL provided a broader perspective on the University.”
“The assessments gave me a new level of self-awareness.”
“The experience gave me a deeper respect for, and love of, Emory and the Business School.”
“The Operations Excellence module was great. I used the concepts from that class
to reorganize my department, and now we are much more efficient and
effective. Our customer satisfaction scores have increased, and
decision-making has been moved to the lowest level possible.”
“Using the information from the Strategy workshop, I was able to revamp the
strategy for a program we were designing and save over $100,000 as a result.”
“I loved this program! It took me out of my comfort zone and made me a
much better leader.”
ETL Alumni (2007-08) Interview Data
Improvements in Relationships
2.85 2.73
3.23
0
1
2
3
4
5
Leader Peer Direct Reports
Ave
rage
ratin
g
Based on your experiences from ETL, how much has your relationship improved with each of the following groups, where 1=“No change” and 5=“Greatly Improved”?
ETL Alumni (2007-08) Interview Data1) Based on your overall involvement in the ETL Program, how would rate your agreement
with the statement, “This program was a good investment of my time?” Where 1=Strongly Disagree, 3 = Neither Agree nor Disagree, and 5=Strongly Agree.
2) Based on your involvement in the ETL Program, how would you rate the improvement in your leadership skills, where 1=“No change” and 5=“Great Deal More Effective”?
ETL Alumni Reactions5
3.96
1
1.5
2
2.5
3
3.5
4
4.5
5
Time Investment Improved Leadership
What’s Next?
For More Information
Wanda J. Hayes, Ph.D., Director, Learning Services
Human Resources – Learning Services404-727-0413
www.hr.emory.edu/learningservices