developing a talent toolkit to meet the higher ed needs of the future (262890484)
DESCRIPTION
"IT staffing models" is a top 10 IT issue. Stanford IT Services, like many central IT organizations, staffs mostly with internal full-time IT employees. This is challenging in a world where the pace of technology change is constantly increasing and/or organizational capacity and resilience must adapt to meet the evolving expectations of faculty and students, while Silicon Valley aims to lure our best employees away. We believe talent is how we maximize the strategic contribution of IT. Our Talent Development Toolkit works to increase competence, commitment, and connection, leading to greater productivity and catalyzing change that supports Stanford's mission.OUTCOMES: Obtain lessons learned from the Stanford ITS experience, including tips and strategies * Develop adaptable tools and approaches from our Talent Development Toolkit * Investigate the utility of an interactive coaching practice http://www.educause.edu/events/educause-connect-san-antonio/2015/developing-talent-toolkit-meet-higher-ed-needs-futureTRANSCRIPT
Developing a Talent Toolkit to Meet the Higher Ed IT Needs of the Future EDUCAUSE Connect San Antonio Dani Aivazian Stanford University
TALENT AND DEVELPMENT TRACK
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TALENT AND DEVELPMENT TRACK
How does your institution do
COMPETENCEAble to do the work
COMMITMENTWilling to do the work
CONNECTIONFinding meaning in doing the work
x
x
=PRODUCTIVITY
Ulrich’s Stages of Employee Connection
¨ Low employee satisfaction
¨ Low customer satisfaction
¨ Not-optimal organization and reorg fatigue (several reorganizations in succession)
¨ Inconsistent relationships between central University IT and distributed IT in schools and departments
¨ No focus on service portfolio management
¨ Little focus on strategic planning
¨ Divergent and/or lack of technology focus
WHERE WE STARTED FROM COMPETENCE
Able to do the work
COMMITMENTWilling to do the work
CONNECTIONFinding meaning in doing the work
x
x
=PRODUCTIVITY
Ulrich’s Stages of Employee Connection
WHERE WE STARTED FROM
Core Values and Priorities
Organizational Vision
Core Services and Processes
Performance Knowledge
and Skills
Individual Goals and Career
Aspirations
Technical Knowledge and Job Skills
Leadership Competencies
Functional Competencies
Behavioral Competencies
COMPETENCEAble to do the work
Behavioral Competencies
Basic, core competencies required and essential for all staff regardless of role
Essential for technical roles; based on job or occupation requirements
Functional (Technical)
Competencies
Essential competencies for managers and technical leaders Leadership
Competencies
Stanford IT Services Competency Model 2004
COMPETENCEAble to do the work
Stanford IT Services Competency Model Today
IT Services leaders must:
Inspire others to achieve outstanding results
Challenge IT Services to improve business success and better meet client needs
Develop professionally to create a sustainable business through continually improving talent
Deliver results on time and exceed client expectations
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
Think about your own area/organization/institution. What are the abilities and competencies that you need to recruit or develop to meet the
COMMITMENTWilling to do the work
COMPETENCEAble to do the work
CONNECTIONFinding meaning in doing the work
x
x
=PRODUCTIVITY
IT Services begins formal client survey process
2004 2005 2006 2007 2008 YEAR
Financial markets collapse
June 2007 Apple introduces
the iPhone
IT Services realigns and restructures
360 Developmental Assessment for Directors and Managers
Behavioral Competencies
Functional (Technical)
Competencies
Leadership Competencies
Stanford IT Services introduces a new Competency Model and revised Performance Management Tools
IT Leaders Program (ITLP) begins
IT Services Mentoring Program
Action planning informs IT Services formal strategic planning
Rewards and Recognition Program + Annual Service Awards + Stanford Wellness Program
2003 GPTW Employee Survey
2009 2010 2011 2012 2013 2014
Leaders @ Stanford (L@S) begins
Stanford Technical Leaders Program (STLP) begins
Stanford IT Services introduces a Talent Portfolio Management (9Block Assessment) and Succession Planning Tools
Barack Obama is elected the 44th US President
Apple debuts the iPad
Mar 11 2011 Tōhuko earthquake and tsunami and nuclear meltdown
Stem cell research advances
July 2013 Stanford Security Breach
NSA data leak
1st Annual Stanford IT Unconference
2010 Contract Negotiation
Global average Internet connection is broadband
Google Glass
IT Services begins Orientation and
Onboarding discussions
IT Services engages in focused strategic planning and strategic alignment efforts
IT Services revises job posting and
promotions policy
Stanford Research
Computing Facility (SRCF) opens 8/30/14
WHERE WE ARE TODAY
2015
2014-15 Stanford Job Classification Initiative (JCI) and Career Planning Tools
First self-regulating artificial heart
gets real
Leadership Programs
(ITLP/STLP/L@S)
Mentoring and Coaching
Talent Portfolio
Management and Succession Planning
Rewards and Recognition Employee Survey Feedback Client Survey Feedback
Goal-Setting Performance Management Skills/Competency Assessments 360 Feedback Process
Hiring Process
Orientation Program
Posting and Promotions
Job Descriptions/
Job Classifications Stanford IT Talent
Toolkit
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
CONNECTIONFinding meaning in doing the work
COMMITMENTWilling to do the work
COMPETENCEAble to do the work
x
x
=PRODUCTIVITY
Developing a Talent Toolkit to Meet the IT Needs of the Future Lessons Learned
01 Find a common
languageLanguage bridges
gaps and breaks down silos and
stereotypes. Shared language and models are the underpinnings of culture. Start here.
02 Find a champion
You need a senior-level leader to
commit to investing in people. They
should lead, advise, support, and most
of all own this work.
03 Find partners
Partner with central HR. Reach out to
peers and others in your network.
Leverage their work, and let them
leverage yours.
04 Talk about it
Communicate early and often to create
motivation and pave the road for implementation.
Enlist managers to lead the change.
05 Be realistic
Expect resistance to change. Consider the
readiness and resources of your staff
and organization as much as their needs. Pick your moments.
07 Connect the dots
Context is critical. Help employees
understand the “big picture” and how the pieces fit together to support their growth
and the organization.
08 Coach forward
Be a coach. Coach to engage others. Coach for
competence, commitment, and
connection. Coach to catalyze change.
06 Advocate evolution
Be agile and adaptive. Integrate feedback to iterate
the work. Be willing to pilot, revise, or even kill pieces of
your toolkit.
A Super Quick Guide to Coaching
Ask open ended questions
Listen actively
Avoid giving advice
!
What takeaways will you bring back to your organization/university? What obstacles might you encounter? In pairs, practice coaching to help each other plan your next steps.
37% 2003
89%2014
Stanford IT Services is a great place to work. (Employee Survey)
68% response rate
99% response rate
2014 results correlate to Satisfaction 88%Engagement 92%
76% 2005
97%2012
Stanford IT Services keeps the IT systems it provides up and running. (Client Survey)
Participants in Leadership Programs (ITLP, STLP, L@S) 1/3 of these are clients and/or distributed Stanford IT staff
200+as of 2015
and counting!
Open Questions and Discussion
Dani AivazianOrganizational Effectiveness Specialist University IT – IT Services Stanford University 243 Panama Street, Stanford, CA 94305 650-796-5025 [email protected]
Presentation materials and notes from this session will be posted at https://www.educause.edu/members/daniela-aivazian