All Supervisor Meeting
Fall 2014
High Performing Organization:
Focus on Workforce and
Individual Development
Planning
Thursday
November 20th, 2014
Leadership at Ithaca College
Everyone who works at IC is invited into leadership as defined here.
Having leaders with these traits advances IC as a high performing
organization.
Those who take this perspective will tend to be given professional
development opportunities.
Effective leadership at IC means:
– Understanding & appreciating the mission, values, history, and
challenges – passion in the mission creates a transformative
educational experience.
– Understanding the market and how IC is perceived as compared to
our competitors.
– Demonstrating the courage to make the right decisions for the
right reasons.
– Holding self and others accountable – identifying potential in
people and processes, and taking responsibility for actualizing that
potential.
– Understanding strategic partnerships across the college that
strengthen individual and institutional performance.
Agenda
Introduction and “framing” of the session
Connections to previous All Supervisor Meetings
Ithaca College Workforce Analysis:
– Where we are now
– Where we need to go
Individual development planning:
– Connections to IC “core competencies” – “Blue Sheet”
– Focus for supervisors and administrative leaders
– Connection to performance reviews
IDP examples:
– Completing for yourself
– Preparing a plan for your group in 2015
Wrap-up and next steps
Ithaca College as a
High Performing Organization
We expect and recognize innovative/creative thinking,
stretch goals/targets, and impact players.
In high performing cultures, employees are expected to
be engaged, accountable, and committed to acquiring
leading edge knowledge, delivering exceptional services
and meeting new challenges head on.
We will look to continuously improve and measure our
effectiveness.
We aspire to be a learning organization with a culture
where attention to the learning process is as important
as the learning and learning initiatives must be linked
to organizational goals.
Our supervisors are key to leading this strategic and
focused transformation.
Connections to previous All
Supervisor Meetings
Policies/practices/training are an integral
aspect of a High Performing Organization.
High performing organizations:
– Definitions and language
– Actions
– Outcomes
Focus on employee development:
– Ithaca College competencies: the “Blue Sheet”
– Individual development planning as a tool/process
for development
Ithaca College workforce analysis
Fall of 2013 – Spring of 2014 HR worked with the President’s
Council to analyze the Ithaca College staff workforce.
Analysis is an extension of the Huron Education review and
subsequent campus community reactions/input to the summary
report.
The analysis looked at all areas and all staff positions:
– Positions that are currently filled with incumbents
– Positions that are currently being searched
– Positions that are open – but are not currently being searched
– Temporary positions:
Analysis of staff was used to identify possible reduction/savings
opportunities as a result of missing the freshman class goal.
Accurate staffing table to categorize all staff employment
situations.
8/18/14: (27) vacant/open positions eliminated for savings of app.
$1,170,000 million in salary and $419,000 in benefit costs.
Ithaca College workforce analysis (cont.)
• The analysis identified that it is necessary for a more disciplined
and consistent approach to workforce management:
Decrease exceptions to policy/practice
Utilize existing policies and practices effectively and
consistently.
• Additional workforce actions identified that need to be
communicated to the campus:
Staff severance policy due to position elimination
Process to analyze an open role after a separation – before
ANY action:
HR to work with area leadership (app. 10-30 days)
Analysis of “work absorption” opportunity to capture a
position for elimination through attrition
Posting if it connects to plan and is strategic for the College
Ithaca College workforce analysis (cont.)
Current staffing “snapshot/view” as of 9/19/14:
– 969 ongoing funded positions with a current salary budget of
$50,449,828 (app. $20 million in benefit costs)
– 904 currently working in funded positions
– 65 ongoing funded positions in state of “transition”:
• 37 posted at some level in the search process
• 28 positions vacant and NOT posted
• 60 temporary positions filled
This leads us to a multi-year strategy to “reduce the Ithaca College
staff workforce by 2017.”
This can be accomplished through attrition and workforce planning:
– We will not fill some positions when an opening occurs.
– We will utilize reorganization efforts to identify opportunities for
new work and possible openings.
– A disciplined approach to work, expectations, staffing plans, and
all workforce actions.
Individual development planning
What is an IDP?
– It is NOT a performance improvement plan.
– It should be “connected” to annual goals set for an
area or an individual.
Table Activity: what did you think about the
articles distributed before the meeting?
– “If You’re Not Helping People Develop, You/re Not
Management Material” – Monique Valcour
– “Why Employee Development is Important,
Neglected And Can Cost You Talent” – Victor Lipman
Individual development planning
Competencies are:
– The skills I need
– The knowledge/information I need
– The attributes/behaviors I need to display/model
Key questions:
– What do I need to learn more about – develop to
be “better”?
– How does this help the College meet its needs?
– What steps will I take to achieve this goal?
– What resources/support will I need meet this
plan?
– What will “success” look like – specifically/results?
– Target completion date?
Individual development planning (cont.)
IDPs are already a part of the IC performance review
process:
– “Areas for Growth, Development, Improvement”
The idea is to be more “INTENTIONAL” and “PLANNED”
about conversations with our direct reports.
IDPs can be short or more detailed.
The key steps:
– The conversation with the individual
– Looking for connections to IC outcomes
– Looking for connections to individual growth goals
– Making a commitment for the time and resources to
meet the IDP
– Having an overall area/department annual plan
IDP examples
Completed examples are on the table to help your thinking.
Think about the “IDP” you would develop for yourself.
Think about your IDP conversation with your supervisor.
Start to think about all of your direct reports:
– What are areas you discussed during last summer’s
performance review (the last “box” on the review)?
– What are skills/knowledge/behaviors you need developed
in the upcoming year?
Share your thoughts with a partner or at your table:
– What gaps might you have regarding resources ($$)?
– Do your folks know about your intentions for them to
develop these areas?
– Time frame to do this?
– Other considerations?
Wrap up and next steps
Develop a plan to manage the IDP process in your area:
– The plan should identify how an IDP conversation is included as
part of the 2014-15 performance review process.
– All supervisors who review “next level up” should make sure
there are plans identified in the development “box”.
– Identify the barriers to an overall plan for your
department/area:
• Resources
• Process
• Time
• Etc.
Meet with Talent Management staff in HR during spring 2015 to go
through the plan:
– Identify resource gaps
– College to look for commonality for development
– College wide plans and approach compiled and rolled up for
2015-16 for resource allocation