TRANSFORMING PROFESSIONAL DEVELOPMENT
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1 TRANSFORMING PROFESSIONAL DEVELOPMENT Human Resources & Organizational Effectiveness October 31, 2018
2 Needs Assessment
3 Current State
4 2017 / 18 Delivery Technical 251 Total Soft-skills 345 Total 25 Special Requests 75% Custom 226 Planned 47 Special Requests ~ 40 custom 298 Planned
5 Where We Are The needs assessment findings indicated there is an opportunity to: Revamp competency development practices so they better meet the University s needs Align the University s competency development practices which were not in line with recommended and benchmark practices in the Learning and Organization Development field. This includes programs, products, services, operations, and organization design.
6 Where We Are (Continued) Content and programs are available No clear development process or link to career path Process is driven by employees Adapted from Bersin & Associates Enterprise Learning Framework and High Impact Learning Maturity Model Core competencies used campus-wide Well-defined development curriculum and path Focused on developing individuals as leaders Championed and lived by executives Integrated with talent management systems Intentionally connecting organizational culture and development Future-focused Holistic approach to developing the organization
7 Where We Are (Continued) Incidental Someone trains people on how to do their job Typically informal, unstructured, and developed by groups to fill a gap unfilled by L&OD L&OD Excellence Small group of L&OD who deliver formal training programs, tools, etc. Standardized ISD, media, tools, assessments, etc. Talent & Performance Improvement Learning aligned and organized by functional role Learning integrated into workforce planning and career progression Capability Development L&OD function looks at organization capability as a whole what is needed to help improve performance at the individual and organization level Adapted from Bersin & Associates Enterprise Learning Framework and High Impact Learning Maturity Model
8 Future Direction
9 Transforming how we develop Texas A&M University employees
10 Less focused on software training, certificate programs, and TrainTraq support across the System.
11 Our Future Direction More focused on a holistic, systems thinking approach with: Programs and services aligned to key functions and roles of the University Helping people learn and practice what they need to know and do for their job Longer-term outlook and progressive development Expanding Learning Technology (elearning), Evaluation and Organization Development efforts
12 Key High Level Design Components Orientation / on-boarding which is: Longer cycle More integrated with the colleges & divisions and functional development Functional role-specific, competency-based curriculum and development paths Progressive leadership development comprised of: Role-specific, competency-based curriculum Assessments Mentoring Coaching Working and networking across the colleges & divisions Evaluation validating quality, learning, application, and impact
13 Functional Development
14 Progressive Leadership Development Leading Self Leading Others Leading the Function Leading the Organization
15 Overall Shaping Plan FY19 Form Decision Review Board Define Values across Leader Levels Develop and Pilot: - Leading Others - Workday - Orientation / On-boarding - Leading Self - A&M Innovates Conference Implement: - Leading Others - Workday Website & Evaluation FY20 Run: - Leading Others - Workday - Website - Evaluation Implement: - Orientation/On-boarding - Leading Self - A&M Innovates Conference Develop and Pilot: - Business - HR Liaison - Leading the Function - Supervisor Network FY21 Run: - Leading Others - Workday - Orientation / On-boarding - Leading Self - Supervisor Network - A&M Innovates Conference - Website - Evaluation Implement: - HR Liaison - Faculty - Leading the Function Develop and Pilot: - Advisor - Admin - Faculty - Research - Leading the Organization
16 Workday Sub-shaping Plan Sep 19 Feb 19 Develop & Pilot HR Liaison - Essentials - Security - Time & Absence - Reports - Position Management - Compensation - Recruiting - Hire & Onboarding - Benefits - Job Changes - Separation Employee - *Working in Workday - Essentials Mar 19 Develop & Implement Performance Mgmt - HR Liaison - Employee - Manager - HROE Partner May 19 Implement HR Liaison - Essentials - Security - Time & Absence - Reports - Position Management - Compensation - Recruiting - Hire & Onboarding - Benefits - Job Changes - Separation Employee - *Working in Workday - Essentials Develop & Pilot HR Liaison/Manager - Merit Jul 19 Implement HR Liaison/Manager -Merit Develop & Pilot Manager - Essentials - Recruiting - Hire & Onboarding - Benefits - Position Management - Job Changes - Time & Absence - Reports - Talent Management Employee - Talent Management Implement Manager - Essentials - Recruiting - Hire & Onboarding - Benefits - Position Management - Job Changes - Time & Absence - Reports - Talent Management Employee - Talent Management Develop & Pilot HR Liaison - Projects HROE Partner - Specialized
17 Volunteers Thus Far Melissa Easley (Admissions) Neal Ellis (College of Engineering and TEES) David Brown (UES) John McCall (Assoc VP and Controller) Brandy Kosh (Exec Dir, Academic Affairs) Brynn Fitzpatrick Pinto (College of Liberal Arts) Belinda Hale (Asst Dean, Vet Med) Debbie Thomas (Dean, College of Geosciences) Alicia Dorsey ((Asst Provost, Office of Institutional Effectiveness and Evaluation) Martin Scholtz (Exec Assoc VP, Research) Annette Shenkir (Assoc VP, Research) John O Neill (Asst Dean, HSC Public Health Decision Review Board (DRB) Values and Leading Others Deborah Wright (Assoc VP, Finance) Tom Owen (Research) Peggy Zapalac (Assoc VP, Univ Risk & Compliance) Kelley Ervin (Transportation) Darla Guerra (Transportation) Suprena Bennett (College of Ed) Jia Wang (College of Ed) Jared Scoggins (College of Engineering) Jingqiu Ren (Academic Affairs) Brandi Plunkett (Mays Ctr for Exec Dev) Cody Holland (College of Vet Med) Eric Bowman (A&M Foundation) Sarah Tobola Kim Zemanek (HSC) Workday TBD (AABS) Lauren Milano (Vet Med) Angela Mayorga (Liberal Arts) Brooklyn Smith (Psychology) Crystal King (Science) Megan Hoelscher (Transportation) Renee Weidermann (Research) Shelly Janac (Finance) Joe Corn (Payroll) Rita Bowden Evelyn Castaneda Mary Schubert Laura Dohnalik Melanie Upton Scott Bauer Laura Ellis Functional SMEs may change with each scope of work
18 Schedule Thus Far
19 Our Mission and Vision Mission Our purpose or what we do We develop and deliver high quality learning and organization development for high quality leadership and impact. Vision Where we want to be or what we want to be known for in 3 5+ years We are admired, sought out, and valued for: Our learning, leadership, OD, and change products, services, and expertise Our people, values, and results Enabling improved learning, leadership, organizations, and impact
20 FINAL THOUGHTS 1. Transforming how we develop competencies 2. It is going to take a village for success Need support, flexibility and patience during the transition 3. Much appreciation and kudos to those involved
21 Tara D. Gray Director, Professional Development employees.tamu.edu HROE CORE VALUES: Integrity Diversity & Inclusion Excellence Respect Innovation Engagement
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