Talent Development
Abstract
Abstract
Corporations as well as other universities are facing this same crisis. In the age of growing capital and technical advancements, gains will be made by those who find ways to attract engage and gains will be made by those who find ways to attract, engage, and retain the top talent within their respective organizations. Succession management is a concept that has not been practiced in many universities. Virginia Tech, therefore, is in a unique in many universities. Virginia Tech, therefore, is in a unique positions to become a leader in the field as we work to build, implement, and integrate, a formal succession management program.
Abstract
(Continued)Abstract
(Continued)Our leaders and managers of today need to be better equipped to face the workforce challenges that lay ahead of them. As changes occur within our organizational structure, our new leader’s challenges will be greater, the speed will be faster, there will be greater competition, and a call for greater accountability. To meet this challenge Virginia Tech has created a succession planning
d ill h l l d i th i l t ti f th program and will share lessons learned in the implementation of the program.
Virginia Tech’s Leadership Pipeline
Virginia Tech’s Leadership Pipeline
Virginia Tech s Leadership Pipeline
Virginia Tech s Leadership Pipeline
With retirements at Virginia Tech projected at a higher Tech projected at a higher percentage over the next six years than in the past, the recruitment of new employees recruitment of new employees and the development of current employees will be critical. Through the Office of Universityg y Organizational and Professional Development (UOPD), the university has developed a talent management program that will serve the university.
Description of
Executive Development Institute
Description of
Executive Development Institute
Executive Development Institute
Executive Development Institute
The Executive Development Institute (EDI) is a seven (7) month The Executive Development Institute (EDI) is a seven (7) month intensive development program designed to foster a culture that nurtures the next generation of leadership at Virginia Tech. It creates a common leadership culture, enhances diversity and sustains a positive momentum toward the institution’s strategic initiatives.
Executive Development Institute Executive Development Institute
Twenty two scholars were accepted into the cohort with representation from all departments and colleges. Scholars titles ranged from assistant/associate vice president , director, assistant director, to assistant/associate dean, assistant/associate department chair and department chair
Program Objectives
Program Objectives
•
Develop a clear vision of leadership strengths and
Develop a clear vision of leadership strengths and
developmental needs
P
id
l
i
t
iti
t
ll l
l
f th
•
Provide learning opportunities at all levels of the
university
in
a
structured,
comprehensive
and
deliberate manner
•
Plan for the succession of our management team,
focusing
initially
on
those
identified
as
critical
focusing
initially
on
those
identified
as
critical
positions with potential for turnover within two years
Program Objectives
(continued)Program Objectives
g
g
j
j
(continued)(( ))•
Develop bench strength internally to prepare future
Develop bench strength internally to prepare future
leaders
H
ifi
kill i k
•
Hone specific skills in key areas
•
Build a network of colleagues and support
•
Improve the quality of leadership within specific units
and at Virginia Tech
Program pre-work September 2009
Pre-readings Online 360 feedback forms Program onsite November 2009
Two (2) days of course work focused on Leadership and the Individual Program distance education December 2009 – January 2010
P it F b 2010
Action Learning Case Study Individual Development Plan
Program onsite February 2010
Program distance education March – April 2010 Two (2) days of course work focused on the Organization Program distance education March April 2010
Program onsite April 2010
Individual Development Plan Action Learning Case Study
g p
Action Learning Case Study Teams
Action Learning Case Study Teams
g
g
y
y
Action Learning Teams are composed of four to five current scholars in the Executive Development Institute. The goal is to allow the participants an opportunity to grapple with important challenges and participants an opportunity to grapple with important challenges and opportunities specific to Higher Education and the various issues faced. They learned to apply analytical tools and formal knowledge to specific challenges associated with human resources, specific challenges associated with human resources, communications, or finances by focusing on a recent issue and developing a case study.
Mentoring Phase
Mentoring Phase
This mentoring process is designed to This mentoring process is designed to foster this interaction of professional development and provide the accountability of intentionally identifying mentors for the scholar. The mentoring
phase will extend over the course of
seven (7) months or 20 hours beginning in August 2010. The focus should be to achieve the goals that the scholars identify with their supervisor.
Challenges to Developing EDI
Challenges to Developing EDI
Buy in at all Limited funds Intensive on-site Course work Buy in at all Levels of the University to build program Course work
Several Challenges had to be addressed to create an
effective and rewarding
Ongoing Coaching & Judging the
Appropriate effective and rewarding experience for the scholars.
Coaching & Feedback pp p workload Creating Functioning Inorganic Significant Distance Inorganic Teams Learning Required
Lessons Learned
Lessons Learned
Lesson 1: It is possible to create a significant, multifaceted learning experience for a diverse group of executive leaders. learning experience for a diverse group of executive leaders. Lesson 2: In an academic environment the term succession planning must be defined and the term talent development is
f d preferred.
Lesson 3: Distance learning can be a significant tool to capitalize on learning using very cost effective strategies. capitalize on learning using very cost effective strategies. Lesson 4: Program dates need to be spread out more. Three days for two onsite can be intense for full time employees.
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