Enhancing Community Engagement: Skills for Mobilization and Sustaining Project Momentum

Presentation Transcript

1. Leading Cornell Service Project Presentation
2. BLG Integrated Model The Skills of Mobilization The Skills of Sustaining Momentum Anticipate Identify stakeholders Understand resistance Engage Manage teams for commitment and forward movement Create team cohesion Coalesce Get the buy in Mobilize a coalition Negotiate and persuade Enhance Listen, deliver, help set goals, and overcome blocks Political Competence Managerial Competence
3. PROJECT GOAL Staff excellence How best develop, engage, and retain staff? Role of senior leadership What is your role?
4. Project Recommendations Based on: Identified needs from the employee survey Principles from the Leading Cornell class Social science and organizational behavior research Empirical data collected by three teams
5. One Leading Cornell ProgramThree Teams Supervisory Feedback Stretch Opportunities Talent Management
6. Principles and Cross-cutting Themes Based on Employee Survey Leading Cornell experience Builds on momentum Research based Fosters a culture of staff development, retention, and engagement “One Cornell”
7. Supervisory Feedback Kim Babuka Rob Bandler Anita Brenner Susan Brown Glenn Evans Cindy Jefferson Todd Pfeiffer Celia Szczepura
8. Background 65% of respondents did not agree that they have the opportunity to provide feedback to their supervisor Employee Survey Team Subcommittee formed to research and recommend design, mechanisms and technology Leading Cornell charged with developing recommendations for implementation
9. Process Approach Employee Survey Results IvyPlus Institutions Industry Ford, Bank of America Cornell Leaders Discoveries It’s happening now It’s the right thing to do The opportunity to provide feedback is valued Some fear retaliation
10. What We Learned… Overwhelming support from Senior Leadership Guidance from current participants is “Keep it simple!” Focus on development, natural integration with performance will follow Communicate benefits and provide training
11. What We Learned (con’t)… Anonymity is preferred; especially in small work groups Supervisors need time to take action based on feedback One size doesn’t fit all Acting on feedback builds credibility
12. Future State Giving and Receiving (two-way) feedback  Will help enhance a culture: of openness of continuous improvement where employees do not fear retaliation where staff can be the best at what they do Is an expectation Is an ongoing process, not only during the performance dialogue Is an orientation activity introduced during onboarding Will provide multiple tools for training, harvesting, and delivering feedback to serve the Cornellcommunity
13. http//blogs.cornell.edu/leadingcornell Leading Cornell Project website Prototype for supervisory feedback resources on: Communication Training Tools
14. Make it SIMPLE! Make it positive, boost morale and productivity Priceless! Option of anonymous feedback; focused training on constructive communication Listen and respond communicate to staff hold individuals accountable Challenges & Countermeasures for a SuccessfulImplementation A skip-level feedback format or seek assistance from HR Lack of anonymity, especiallyin small departments Lack of Action, Discussion and Follow-up Retaliation, or a perception of retaliation Perceived High Cost Just one more thing to do… An overly complex process will discourage use
15. In your own words… Respect Effective Listening Behavioral, Not Personal Enhances Supervisor/Employee Relationship Promotes a High-Functioning Work Environment Flexibility in Implementation Enriched with Time Ongoing Communication Safety and Trust
16. Recommendations: What’s next? Communicate the benefits Offer training on how to give and receive constructive feedback Select the most appropriate tool Partner with HR Keep program flexible as needed Take advantage of “best practice” resources assembled on the Leading Cornell website
17. Take the plunge!

18. Staff Excellence Fostering Stretch Opportunitiesin a “Stretched Thin” Climate

    Nancy Abbott Lorraine Barry Miyoko Chu Jason Kahabka Joe Lyons Boaz Nadav-Manes Yasamin Miller
19. Stretch Opportunities Staff Excellence at Cornell Exemplary employer Job skills training Flexible workforce Retain staff
20. Interviews • 42 senior leaders • 12 “stretch” participants Stretch Opportunity Survey • 432 respondents (89% non-academic staff)
21. Job Shadowing Job Rotations Cross-Training Stretch Assignments

    Stretch Opportunity Spectrum

    38% 28% 6% 6% 86% of managers willing to consider job rotations Skills, knowledge; workforce flexibility, synergy
22. Job Rotation in Action “It’s huge that Cornell offers these opportunities, showing a willingness to put effort forward and invest in current employees.” Joshua Whitmore Apprentice Senior Electrical Designer Six-month rotation
23. Job Rotations in Action “They felt a stronger stewardship to the university. They had the opportunity to get to know people. It increased a sense of pride in their work and they came back with better energy.” Lori Barry Zone Facilities Director, Student & Academic Services >15 staff, 7 units in job shadowing & rotations
24. Job Rotations in Action

25. Managers See Benefits

26. Managers See Benefits

    “An awesome networking opportunity and efficiency builder for the university...The staff member came back invigorated. It was like having a new eager employee in the office.”
27. Managers See Benefits for Cornell
28. “You have to have the concept that it’s good for Cornell, that the worst thing is people leave the university, not that they leave the group.”
29. Perceived Barriers
30. Perceived Barriers “These sound like great opportunities, but given the significant decrease in staffing and resources, everyone is simply ‘stretched’ beyond what they can do in a day, week, or month.”
31. “While all of these are barriers, none of them should prevent us from moving forward…”
32. Better Information Online posting system (89%) Network for managers (80%) HR support (77%) How to get started: best practices & processes (76%) Less than half of respondents were aware that employees may be able to participate in growth opportunities such as job shadowing or rotations.
33. Support from the Top Encourage managers Be willing to adjust expectations Recognize value in dialogues, awards, and stories
34. Flexible Opportunities for Strategic Purposes
35. Talent Management Shorna Allred Kathi Dantley-Warren DavinaDesnoes Erik Eshelman Tammy Gardner Sara Xayarath Hernández Sheri Notaro Elisa Springer
36. Talent Management “Talent Management is simply a matter of anticipating the need for human capital and then setting out a plan to meet it.” (Harvard Business Review, Talent Management for the Twenty-First Century by Peter Cappelli)
37. The Case for Talent Management
38. Balanced Approach to Talent Management Fresh Perspective Diversity External Time Cost Career Pathing Internal Effort Institutional knowledge ??????
39. The Talent Gap In FY12, Career Development and Succession Management had evaluated 17% (1,005) Unit positions 25% (251) positions were designated “critical” Only 10% (26) positions had potential successors identified Pools of successors are confined to individual units
40. Cornell Talent Management Model
41. Talent Management Matrix Potential Performance
42. Cornell Talent Management Model
43. Talent Management Tools Benefits Current HR System Highly Flexible Integration of Performance and Planning Data Conducted at Every Level
44. Talent Management Tools Risks Potential for Poaching Concern for Rating Manipulation Cultural Acceptance
45. University -Wide Succession Plan Forum Risk Assessment College/Division Confidential Succession Plan Opportunity Focused Talent Management Maintains Unit Identity within “One Cornell”
46. “One Cornell” College of Agriculture and Life Sciences Facilities Services CALS Facilities Director Facilities Engineering Department Manager Successor A Successor C “Balanced Talent Management Approach – Internal Mobility, Cross Unit Mobility, External Hiring” Successor B External Hire
47. Facilitating Organizational Culture Change
48. Implementation Plan Year 2 Year 1 Year 3 Capacity Building Build awareness Identify interested stakeholders Develop and refine model Tool Development Piloting Pilot implementation Evaluate Communicate and celebrate success Implementing Adapt to University scale University roll-out
49. Our Recommendation What? Senior leaders should explore an Opportunity-Based Talent Management Strategy Why? Address the impending Talent Gap and findings from the employee survey How? Implement pilot with at least 2 job families using the Workday tools

50. Closing

51. Summary Staff excellence is a strategic imperative Key role of Senior leaders at Cornell in leading change and taking active role Staff development is worth investment and requires a two-way dialogue between managers and employees Staff cannot develop if they are not given new and challenging opportunities Managers will have difficulty identifying opportunities for career growth if there is not communication and information sharing
52. Recommendation #1 Promote an environment of two-way communication between supervisors and employees
53. Recommendation #2 Encourage managers to offer stretch opportunities for employees that are tailored to the specific needs of the unit and the employee
54. Recommendation #3 Adopt an Opportunity-Based Talent Management Strategy through Workday that promotes a safe and balanced approach to Talent Management

55. THANK YOU!

56. We welcome your questions