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 daivaz@stanford.edu

Presentation materials and notes from this session will be posted at https://www.educause.edu/members/daniela-aivazian