Staff Selection and Training: Ways to Get Good People and Keep Them October 6, 2006 NACAC Conference...
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Staff Selection and Training:Ways to Get Good People and Keep ThemOctober 6, 2006NACAC ConferencePittsburgh, PA
OverviewWhy Do Staff/Team Training and Development and when does it startCase Studies in HiringSample Training Topics & SchedulesNoteworthy ObservationsRecommendations
Why Do Staff/Team Training?Learn how to do your job Skills, Systems, Protocols, Rules, Laws, etc.Understanding goals, roles and expectations The profession in terms of ethics, career tracks, etc Build a better understanding of the work environment/culture and the opportunitiesRetain staff longer and provide a break from day to day schedulesEstablish a commitment, a link and loyalty to the institution and unit.
When Does Training Start?When a job description is writtenAt the beginning of the interviewFirst day of workThe first few days of workThe first 6 months through a mentorshipDuring the summer months when office activities are slower and there is more access to other departmentsIt never stops year round. It is built into the regular operational schedule like a recruiting planAll of the above are correct!
Case Study AAlpha University is searching for three Admissions Representatives. The search attracted 150 qualified applicants. The resumes showed a wide variety of experiences and educational backgrounds. It took two weeks just to complete the pre-screening reviews of the applications.
What went wrong with this search?How Can it be fixed?
Case Study BBeta University hires an individual as an Admissions Counselor. During the first week of working the individual asks the Director how the university will provide her with transportation, schedule her visits and move materials for her. The Admissions Director discovers the new Counselor cannot drive, will not carry heavy materials, and feels secretarial work is beneath her. What went wrong?How can it be fixed?
Standard Training During the Interview
Be honest and detailed on the front end from the job advertisement to the interview. Start every interview with a 15 minute overview of the positions activities, the mission and the expectations for the position.General travel schedule (6-10 weeks in fall, 5-7 weeks in spring, etc)The schools mission, the offices mission, your vision, service standards and the culture you want to exist and the expectations you have for an individual in the position.Convey Expectations, culture, work style and desired mindset in the interviewExplain Admissions as a lifestyle type careerDevelop an outline; share and promote the career track
We exist to help and serve students the best we canAdmissions is a Lifestyle Career if you are looking for an Mon Thurs, 8 to 5 job, leave now. It is a great career, you will never get rich, but it is very rewarding and enables you to help many people better their lives.We look for individuals who do, not people who wait to be asked to do.Be honest and positive at all times. Never feel pressure to make things up or answer questions you do not know the answers to. Feel free to say, I dont know,but I will find out and get back to you.You are the University everything you say, how you look and act will be the guests vision and image of the university. Take your role and the responsibility that goes with it very seriously.The Core Expectations:Admission Counselors
Treat each guest like they are a guest in your home essentially they are, the campus is your home for four to six years!!Be honest and positive at all times. Never feel pressure to make things up or answer questions you do not know the answers to. Feel free to say, I dont know,but lets make sure to ask the admissions office or I will find out and get back to you.You are the University everything you say, how you look and act will be the guests vision and image of the university. Take your role and the responsibility that goes with it very seriously.The Core Expectations:Student Ambassadors
Understanding the ProfessionProfessional Organizations JournalsResearchWebColleagues
Write Your Own Job Description
Where is it that you want to go?What is it that you want to be?What do the job advertisements require for this position?What skills do you need?How can you get these skills?
EthicsUnderstand the ethical dilemmas of AdmissionsAccess your personal values and compare with those around youHave faith that good things happen to good people
A Hidden Employee Benefit: Campus ResourcesExplore advanced degree opportunities and tuition benefitsPropose creative ways to complete an advanced degree (Educational Leaves)Participate in Campus Mentoring programs or Young Professional GroupsPromote Guest Speakers as Professional DevelopmentIf your campus is lacking these activities, start them!!
Advanced DegreesGet one, Get twojust get it!A Masters Degree in Admissions?Seek additional professional training opportunities and workshops to enhance skills in new areas
Seek OpportunitiesIn Office, On Campus and in your CommunityGo outside your comfort zoneVolunteer. Tell someone youre interested!
InitiativeDemonstrate that you are interestedFollow through on things, even the simplest of tasksBe appropriate and follow proper protocolShow drive and passion towards your work
Skill DevelopmentWriting/GrammarTechnical BudgetingQuantitative/Qualitative ResearchPersonnel Management
GROUP THINK TIME
Develop two top 5 lists of most important training/knowledge topics for:A. New EmployeesB. Current StaffC. Feel free to develop separate lists for support and professional staff if appropriate.
New EmployeesOne-on-one Evaluations: Aug, Jan & April Summer TrainingRetreats Summer & WinterDivision/unit/office meetingsProfessional DevelopmentHow do you start a year-round training schedule?Training Schedules
New Employee TrainingFirst three days: intensiveFirst two weeks: general Assign an in-office mentor for the first 6 months
One-on-one Supervisor Training and EvaluationsOne-on-one meetings with supervisor: August: Establish goals for recruitment cycleJanuary: Review goal status and strategizeApril: Annual evaluation
Summer TrainingTwo hour sessions once or twice a week for 6 to 8 weeks.focus on departments, buildings, programs, legal issues etc.Ask or survey your staff what they want to learn about, or what information could best help them in their daily activities.
Retreats2-3 day in Summer (June/July set goals)1 day Winter (January check progress on goals)
NOTE: Have an Agenda that always includes a review of:University and Office MissionAdmission Goals and how they support the Strategic PlanReview Key Data Sets (KPIs)
At least three training sessions per semester Kick-off in August to review goals and schedules
Professional DevelopmentAt least one off-campus professional development opportunity per yearAt least one technical training session per yearonline or Xtreme learning can increase the # of training opps
Lets Build a Year-Round Training Schedule!
Training is hard and takes time away from tasksThe New Age Manager does not threatenRecruit for recruiters all the timeBe known as a good place to workWrite it down training manuals should be updated each summer.Be complimented when others try to steal your team members, it builds your units culture as a good place to work.Grow your own, but do not be afraid of foreigners.
Observations and Recommendations
Be ready to live and out perform your expectationsDo whatever you ask others to doMake evaluations part of the training scheduleAsk team members to do the training you learn a topic much better when you have to teach itA regular training schedule will create a culture of accountability and consistencyHave staff research and write their own job description.Promote advanced degrees helps with retention and developing stronger team members.
Observations and Recommendations
Staff Selection and Training:Ways to Get Good People and Keep ThemNACAC 2006Jay W. GoffDean of Enrollment ManagementUniversity of Missouri Rollagoffjw@umr.eduhttp://campus.umr.edu/enrolmgt/index.html
Shani Lenore Director of AdmissionsMaryville Universityslenore@maryville.edu