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Leadership Development at Emory University: Strengthening the Business of Higher Education

Leadership Development at Emory University: Strengthening the Business of Higher Education. Peter Barnes Vice President, Human Resources Emory University. Framework for Learning and Development Activities. People Focus Interpersonal Skills People Management. Results Focus

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Leadership Development at Emory University: Strengthening the Business of Higher Education

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  1. Leadership Development at Emory University: Strengthening the Business of Higher Education Peter Barnes Vice President, Human Resources Emory University

  2. Framework for Learning and Development Activities • People Focus • Interpersonal Skills • People Management • Results Focus • Results Orientation Leadership Effectiveness • Personal Focus • Personal Effectiveness • & Integrity • Business Focus • Strategic Thinking • Business Excellence

  3. Learning Services Excellence Through Leadership Academic Leadership Program Manager Development Program Team Effectiveness Services Supervisor Development Program Learning Services General Enrollment Courses Administrative Professionals Program Mentor Emory HR Rep Certification Program

  4. A Leadership Pipeline Model

  5. Transitional ChallengesInformal & Emerging Leader to People Leader (SDP & MDP) • Supervisor Development Programs (SDP) • and Manager Development Programs (MDP) • Lead former peers • Work through others • Engage, empower, and motivate others • Learn the language of leading • Advocate the University’s values and strategy • Set a development pathway • Grow the base of competent managers

  6. Manager & Supervisor Programs Kickoff Continuous Learning PreAssessment Graduation Development for Managers & Supervisors Cohort Learning Sessions Post Assessment Development Planning Project Presentations Action Learning Projects

  7. Manager Development Program Workshop Topics Essentials of Leadership Situational Leadership Birkman & Capstone Project Review Building and Environment of Trust & Ethics Crucial Conversations (2-day) Managing a Diverse Team/EOP & Legal Issues Coaching for Success & Coaching for Improvement Managing Performance Problems Essential Interviewing Skills Retaining Talent Innovations and Change/360 Feedback Presentation Skills Supervisor Development Program Workshop Topics Getting Started as a New Leader Situational Leadership Essentials of Leadership & Birkman & Capstone Project Review Building an Environment of Trust & Ethics Crucial Conversations (2-days) Delegating for Results Leading a Diverse Team/EOP & Legal Issues Setting Performance Expectations Coaching for Success & Coaching for Improvement Managing Performance Problems Leading Change/360 Feedback Presentation Skills Manager & Supervisor Programs

  8. Transitional ChallengesOperational Leader to Strategic Leader (ETL & ALP) • Excellence Through Leadership Program (ETL) and • Academic Leadership Program (ALP) • Exponentially broadened scope of competence in University business • Shift focus from current to long-term strategy and leading change • Enhance participant’s utility across the University • Increased visibility and accountability • Leading a senior leadership team • Navigate internal politics; manage potential obstacles • Learn consensus, cooperation, and teamwork • Setting a career trajectory

  9. Strategic Goals Strengthen leadership performance across the university Establish a leadership pipeline for succession planning Measures Of Success Develop a larger cadre of high-quality leaders who drive exceptional business results Develop a unique leadership brand used for the attraction, selection, and retention of key talent Develop a process that continues to produce a steady stream of the best leaders in academia Excellence Through Leadership (ETL) and Academic Leadership Program (ALP) The two programs share the same business case, strategic goals and measures of success.

  10. The ETL Experience Program Kickoff EVP Panel: The Business of Higher Education / Emory’s History Leadership Strategy & Finance Marketing & Operations Coaching Action Learning Application Project Management Project Presentations & Graduation Presentation Skills Building Capability Crucial Conversations The program utilizes the Birkman Method and 360-Degree Feedback for developmental assessment. The program is taught in partnership with the Emory’ s Goizueta Business School.

  11. ETL Impact Data: Based on 69 Participants (06/01/06 – 04/28/09) • Retention Rate: 84% 12 (16%) employees terminated • 3 resigned • 7 relocated for advancement opportunity • 2 changed careers/professions Note: One of these employees has since returned to Emory Healthcare • Percentage Promotions: 19% • Employees that have Changed Job Titles: 26% • Employees that Changed Divisions: 6% Note: Merit raises were not given in FY10

  12. ETL Impact Data: Based on 69 Participants (06/01/06 – 04/28/09) • Retention Rate: 84% 11 (16%) employees terminated • 3 resigned • 6 relocated for advancement opportunity • 2 changed careers/professions Note: One of these employees has since returned to Emory Healthcare. • Percentage Promotions: 19% • Employees that have Changed Job Titles: 26% • Employees that Changed Divisions: 6% Note: Merit raises were not given in FY10

  13. Program Kickoff Leadership Crucial Conversations Project Management Strategy & Finance Faculty Toolbox Oral Presentation Skills Integrated Leadership Promotion & Tenure Recruitment & Retention of Faculty Academic Leadership Program (Faculty) Project Presentations & Graduation Coaching Action Learning Project Application Initiated in 2008; sponsored by the Provost Office. The program utilizes the Birkman Method and 360-Degree Feedback for developmental assessment.

  14. Administrative Professional Program (APP) Program Components • Introduction to the Certificate & Interaction Skills for Success • Increasing Personal Effectiveness (2 days) • Crucial Conversations (2 days) • Appreciating “Conversity” • Improving Work Processes/Managing Your Workload • Project Management • Help Me to Help You (Customer Service) • Basics of Emory Accounting and Account Administration • Better Business Writing • Presentation Skills • Process Improvement Presentations

  15. Program # Classes # Classroom Days Total Hours/Days* Project 360 Feedback Executive Coach Birkman DiSC ETL 9 14.5 290/36+ Team Yes Yes (External) Yes No ALP 10 13.5 157.5/22+ Team Yes Yes (External) Yes No MDP 12 13 140/17+ Individual Yes Yes(Internal) Yes No SDP 12 13 140/17+ Individual Yes Yes (Internal) Yes No APP 11 10 114/14+ Individual No No No Yes Participant Commitments for Certificate Programs Note: “Total Hours/Days” includes assessments, pre-work, classroom instruction, project work, orientation, graduation.

  16. Participation in Programs to Date Program (Year Implemented)# Graduates# Currently Enrolled Excellence Through Leadership (2005) 69 14 Academic Leadership Program (2009) 21 0 Manager Development Program (2008) 68 13 Supervisor Development Program (2008) 76 14 Administrative Professionals Program (2008) 116 13 Mentor Emory (mentors + mentees) (2009)* 60 30 Total 410 84 Note: * Mentor Emory was originally initiated in 2002 as a women’s mentoring program. The numbers represented above show the participation since the program was revised and included both men and women.

  17. Certificate Programs: Nomination/application selection process Structured curriculum with mandatory attendance Assessments incorporated Applied learning Move through in cohorts 8-12 month commitment Graduation and certificate Cost based on program Learning Tracks: General enrollment open to everyone Select only what is needed Do not have to take everything within a track Can select courses across tracks Not set up with cohorts No long-term commitment No completion certificates Cost based on course selection Certificate Programs vs. Learning Tracks

  18. Contact: Peter Barnes Vice President, Human resources Emory University 404-727-0419 peter.barnes@emory.edu

  19. Disconnected from our long-term strategy Owned by HR Focused on only one aspect of leadership An “event” or a “class” Hand-holding experience A core vehicle to move our strategy forward through our leadership Owned by senior leadership; supported institutionally A way to build a total leadership skill set (people, business, and organization, personal mastery) A specific sequence of workshops, modules, coaching, and projects designed to accelerate leadership development, and changing as we see the need Personally–motivated development Management and Leadership Development at Emory What It Is Not What It Is

  20. This program supports Emory’s vision to: Be a destination university by fostering lifelong learning among all constituents. Beinquiry-drivenby excelling at discovery. Be distinctive for its ethical commitment by fostering openness and diversity of thought, experience and culture. Work for positive transformation by setting standards followed by others. Through leadership development activities that: Provide competency basedlearning experiences and on-going development activities. Guide self-discoveryand facilitateawarenessof leadership strengths and development areas. Provide a forum for the exchange of ideasand the opportunity to build collaborative networks. Create leaders that serve as role models to others. Aligning Mission & Development

  21. Aspiring Leaders Achieving Your Leadership Potential Business of Higher Education Improving Personal Productivity Influential Leadership Networking for Enhanced Collaboration Taking Charge of Your Development (web-based course) Coaching & Feedback Crucial Conversations Feedback Essentials Launching a Successful Team Leading a Multi-Generational Workforce Managing Performance Problems Reviewing Performance Progress Setting Performance Expectations Situational Leadership Learning Tracks

  22. Customer Service Creating a Service Culture: The Leader’s Role Help Me to Help You Service Plus Taking Action to Solve Problems Interpersonal Skills Better Business Writing Building Trust Communicating with Impact Crucial Conversations Embracing Change Increasing Personal Effectiveness Leading a Multi-Generational Workforce Navigating Beyond Conflict Networking for Enhanced Collaboration Oral Presentation Skills Professional Grammar Learning Tracks

  23. Project Management Business of Higher Education Crucial Conversations Improving Personal Productivity Influential Leadership Making Meetings Work (web-based course) Oral Presentations Skills Partnerships for Improvement Project Management Time Management Business of Higher Education Business of Higher Education Overview Campus Life Human Resources Emory College Oxford College Finance Administration Campus Services Planning & Design Center for International Programs Abroad Faculty & Academic Affairs Internal Audit Learning Tracks

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