The Rebirth of Higher Education s Historical Reliance on Human Resources

Transcription

1 The Rebirth of Higher Education s Historical Reliance on Human Resources Presented By: Ron Klinger, M.S. Assistant Director Organizational Development University of Houston-Clear Lake Texas Higher Education Human Resource Association 2010 Summer Conference June 6-8, 2010 Fredericksburg, Texas

2 Gaining Awareness Talent Management Overview Identifying and Recruiting Talent Developing and Engaging Talent Retaining Talent

3 What s in it for you today? (WIIFY?) What do you hope to learn?

4 I am able to control only that which I am aware of. That which I am unaware of controls me. AWARENESS empowers me. John Whitmore, Coaching for Performance

5 Remember with awareness comes RESPONSIBILITY responsibility to ACT. ACT -212 The Extra Degree Sam Parker & Marc Anderson

6 The Rebirth of Higher Education s Historical Reliance on Human Resources Texas Higher Education Human Resource Association 2010 Summer Conference June 6-8, 2010 Fredericksburg, Texas

7 Personnel Department Payroll Benefits Business Function Payroll Systems Strategic HR Recruiting L&D Org Design Total Compensation Communications Business Partner Recruiting HR Portals Compensation Learning Management Talent Management Competency Management Performance Management Succession Planning Business Integration Performance Management Succession Planning Competency Management Systems Integration Leadership Development

8 What is Talent Management? Who present has a Talent Management Plan in place?

9 is a strategic approach and process to managing human capital throughout the career cycle.

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11 Retaining Talent Identify & Recruit Develop & Engage

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13 The Rebirth of Higher Education s Historical Reliance on Human Resources Texas Higher Education Human Resource Association 2010 Summer Conference June 6-8, 2010 Fredericksburg, Texas

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15 On a more serious note Write down the names of the first 5 employees within your organization that come to mind. We will refer to your list of 5 employees

16 Utilize strengths based assessment in a formalized fashion for identifying talent on campus, sharing with colleagues, and training on all 34 talents for use in talent selection. Knowing your team, their strengths, and discuss as a team the talents you are looking for in your candidate pool.

17 Personality matters Insights Discovery Jungian Based Psychometric Tool Easy to use and apply For the Fit Factor

18 Ask specific, targeted questions to help identify candidate passions, and what makes them want to get up on the morning. What do they LOVE doing? Indentify your gaps: Gap Analysis Define who you are so that your organizational mission, vision and valued can be communicated.

19 Do you have any hiring superstars? What actions do they take to hire talent? Are there any best practices that you can share with the group?

20 Talent Markets Business Strategies Talent Strategies Product/Service Markets Talent Strategy Alignment

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22 What do we know about the market for talent? What changes have occurred that impact the market?

23 Traditionalist: born before 1946 and are about 27 million strong. Baby Boomers: born between 1946 and 1964 and are about 76 million people strong. Gen Xers: born between 1965 and 1980 and are about 60 million people strong. Millennials sometimes called Gen-Yers or Generation Next: born between 1981 and 1999 and are about 74 million strong and just starting to enter the workforce.

24 22% 32% 38% 45% blogs.harvardbusiness.org/.../five-gens-cs.jpg

25 Video here

26 The Rebirth of Higher Education s Historical Reliance on Human Resources Texas Higher Education Human Resource Association 2010 Summer Conference June 6-8, 2010 Fredericksburg, Texas

27 What is it? is about creating a culture where people do not feel misused, overused, underused, or abused. correlates to individual, group, and organizational performance in the areas of productivity, retention, turnover, customer service and loyalty. Ketter, P. (January 2008) The Big Deal about Employee Engagement Training and Development Magazine.

28 High Level of Satisfaction Low Career Timeline

29 Company Practices Rank Importance Rate Satisfaction Comments Opportunities People Quality of Life Competitive Rewards Work

30 Engaged: employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion, and they have a visceral connection to their company, and they drive innovation and move their organization forward.

31 Disengaged: aren't necessarily negative or positive about their company. They take a wait-and-see attitude toward their job, their employer, and their co-workers.

32 Actively Disengaged: employees are the "cave dwellers." They're "Consistently Against Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness. Every day, actively disengaged workers undermine what their engaged coworkers accomplish.

33 Engaged 29% Disengaged 55% Actively Disengaged 16%

34 What is the annual cost in the United States of employee disengagement? $250 Billion!!!

35 Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. (

36 Job Duties/Roles Complete Annual Performance Assessment Establish Expectations & Performance Standards Have Performance Discussions Document & Measure Performance

37 Fred dies and meets St. Peter who tells him, "Look, you've lived a good life, we do things a little differently than what you'd expect. I'm going to let you choose where you'd like to spend eternity. Hear me out, spend a day or two in heaven and in hell and then decide for yourself." The guy chooses heaven first and finds it beautiful and pleasant, the choirs of heaven singing, animals getting along, streets paved with gold. Nice, he thinks.

38 "OK," St. Peter says. "Now spend a few days in hell." There the guy enjoys endless beach volleyball games, parties that last forever, many of his friends are there (naturally), beautiful people everywhere all laughing at his jokes, front row NBA finals tickets, you name it. Fred rushes back to St. Peter and says, "I can't believe I'm saying this but I choose to live the eternities in hell."

39 Fred is dispatched back to Hades where he finds brimstone and burning lakes, miserable people chained to each other, and endless whippings from Satan. "Heyyy, what gives?" he yells at Lucifer, "Last week I was here and it was all fun and games and pretty women and partying!" "Last week you were a recruit," Satan responds. "This week you're an employee!"

40 June 2007 When we first heard of Gen X and Gen Y, they were slackers who needed to be whipped into shape. But soon, the boomers will begin to exit stage right, and Xers and Yers are no longer the young whippersnappers to be managed. They re moving into positions of management and responsibility, and a company s success in the years ahead will depend partially on its ability to attract or keep them. -Holly Dolezalek

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42 What can you do better to develop the talent across your organization? What programs or services can you provide? What resources are needed?

43 The Rebirth of Higher Education s Historical Reliance on Human Resources Texas Higher Education Human Resource Association 2010 Summer Conference June 6-8, 2010 Fredericksburg, Texas

44 Retaining employees is an extension of how well you identify and develop your talent. Conduct a Recognition Survey Conduct a Stay Interview Create, share and inspire with vision

45 If you don t know what to do, it s harder to do it. -Malcolm J. Forbes

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47 Ron Klinger, M.S. Asst. Dir. Organizational Development (Phone)