Supporting Talent Development at Western

Dr. Peggy Roffey

Director, Learning and Development

The University of Western Ontario

March 21, 2006

Talent Development at Western - Objectives

Talent Development at Western - Objectives

To understand…

• How we make learning strategic

• How we assess needs

• What sorts of learning support we offer

• How we assess effectiveness

Talent Development at Western:

Making Learning Strategic Talent Development at Western:

Making Learning Strategic

Vision Mission Values Outcomes Processes Skills, Knowledge, Attributes Roles and Accountabilities (for outcomes)

Talent Development at Western:

Making Learning Strategic Talent Development at Western:

Making Learning Strategic

• recognize that change needs leadership• support the leaders• support the staff• support the teams• build the culture• incorporate this commitment into the Strategic Plan and align resources

See Staff as the “energy behind the vision”—”We’ll make it happen!”

Talent Development at Western:Assessing and Meeting Needs

Talent Development at Western:Assessing and Meeting Needs

• 2000: assess HR management challenges—conversations• 2000: assess leadership challenges--conversations• 2000: bring in a futurist to assess the corporate challenge • 2000: respond to local requests for leadership and team development; listen• 2000: Establish a Leadership Advisory Team (now called OD Team)

Talent Development at Western:Assessing and Meeting Needs

Talent Development at Western:Assessing and Meeting Needs

• 2000: Leadership Advisory Team establishes Vision, Values, and Accountabilities for Leaders• 2000: interacts with Employee Groups—hears issues and needs• 2001: establishes Leaders’ Forum to explore leadership in action—stories• 2001: conducts on-line survey of Academic and Administrative Leaders’needs• 2001: pilots “Foundational Leadership Skills”

Talent Development at Western:Assessing and Meeting Needs

Talent Development at Western:Assessing and Meeting Needs

• 2002: Leadership Advisory Team establishes a Staff Development Team• 2002: holds focus groups with leaders to hear their expectations of staff performance and supports required• 2003: SDT hosts first annual Staff Conference; evaluation form requests learning needs• 2003 LAT and SDT Conducts Organizational Culture Survey; shares results at Leaders Forum meetings

Talent Development at Western:Assessing Needs

Talent Development at Western:Assessing Needs

• 2004 SDT Establishes Career Exploration course, via WIL, for frontline staff• 2005 L&D and Western Leaders establish partnership with Western Continuing Studies to offer CIM program on site• 2006 L&D launches Staff Customer & Colleague Communications Skills series• L&D explores career and performance coaching for staff • Admin Portfolio makes Talent Development a Strategic Goal

Talent Development at Western:Assessing Needs

Talent Development at Western:Assessing Needs

• Western holds first Annual Staff Recogition Event: Western Awards of Excellence• 62 people/teams were nominated by colleagues; 6 individuals and one team of 7 received awards at a noon-hour gala ceremony attended by staff, faculty and the President/Vice-President team. Awards were presented by Dr. Paul Davenport, President and Vice-Chancellor, and Helen Connell, Chair of the Board of Governors

• Shared goals• Synergistic roles/interdependent

accountabilities• Making the other shine

Support Leaders:“Foundational Leadership”

Support Leaders:“Foundational Leadership”

Some notes on our first leadership development program:

“Leadership is Relationship”

-

Shared GoalsShared Goals

Meet their own needs:• security• inclusion• achievement

Meet organizational needs:• continuance• reputation• success

Synergistic Roles/InterdependentAccountabilities

Synergistic Roles/InterdependentAccountabilities

Leaders:• See the possibilities• Establish goals and

guidelines

• Define the resources• Establish and build

collaborative relation-ships and skills

• Keep information flowing

Staff:• Co-create the vision• Produce the results,

achieve the outcomes

• Use resources wisely• Contribute to positive

relationships; collaborate; grow

• Keep information flowing

Key Behaviours of Effective LeadersKey Behaviours of Effective Leaders

• Inspire Shared Vision

• Model the Way

• Challenge the Process

• Enable Others to Act

• Encourage the Heart

-Kouzes and Posner,The Leadership Challenge

Leadership DevelopmentLeadership Development

Foundational Leadership Skills

• Myers-Briggs or Team-Management Profile: Emotional Intelligence

• 360 degree feedback on 5 Leadership Practices

• Thomas Gordon “Leader Effectiveness” Communication Skills

Leadership Development and “CCC” for Staff

Leadership Development and “CCC” for Staff

Foundational Leadership Skills:

Thomas Gordon “Leader

Effectiveness” Communication Skills

• Active Listening

• Respectful Asserting

• Problem Solving

• Conflict Resolution

Assessing EffectivenessAssessing Effectiveness

• Leadership Program: I year repeat of 360 degree feedback and skills refresher

• 2006 Repeat of Organizational Culture Survey

• 2006 Research Survey on Leadership and Employee Commitment

• External Surveys of Student Experience• New Performance Review Form for

Leaders: Based on Leader Program