Developing a Talent Toolkit to Meet the Higher Ed Needs of the Future (262895489)

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

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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


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


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


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


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



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



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




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.




REVIEW

Goal-Setting




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




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




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



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




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




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


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)

!

Leadership programs designed and facilitated by

Leadership Programs



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



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



RENEWBelow are screenshots of the coaching “tip sheets” given to all ITS managers:

Leadership Programs



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



Succession Planning

RENEW

Leadership Programs



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.”

Stanford IT Services Talent Management Toolkit

REVIEWRECRUIT

REWARDRENEW

Developing a Talent Toolkit to Meet the Higher Ed Needs of the Future (262895489)

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