Management Forum Conference

Training & Development Perspective

at

McGill University

Presented by Sophie F. Marcil & Robert Savoie

Tuesday, 12 November 2002

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Agenda (Conference period: 2:15 to 3:15)

1. Define the mission/purpose of T&D2. Major steps of T&D3. HR Specialist activity up-date4. Observations up to now5. Define roles & responsibilities for:

a) Specialist HR b) Managementc) Employee

6. Identify types of learning activities7. What is in it for me:

a) Employee b) Manager

8. HR Specialist priorities

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1.Define Training & Development

T&D efforts must lead to performance improvement by enhancing knowledge, skills, competencies and behaviors.

T&D provides tools and designs activities to ensure the improvement of skills, competencies, behaviors and to use learned knowledge.

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1.Define Training & Development (cont’d)

The mission & purpose are what T&D does; provide individual development focused on

performance related to the current job;

provide career development focused on performance improvement related to future job assignments;

provide team development to be better prepared to adopt new ways of doing things, which together improve the efficiency of the organization.

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1.Define Training & Development (cont’d)

There are 4 purposes for T&D: Inducting new employee

Performing new duties & responsibilitiesfor incumbents

To improve competencies and skills in current position

To prepare for upward mobility and personal growth

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2.Major steps of T&D

Needs analysis

Design & Development

Implementation

Evaluation

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Best in class

Exceed objectives

Meet objectives

Training investment Tactical

Basic

Knowledge & skills

Pro

du

cti

vit

y

Impact of implementation

Survival

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3.HR Specialist activity up-date

Met APOs/APRs & HR ManagersOctober November Next 2 weeksEnvironmental Safety Student Services Faculty of Music

Faculty of Medicine Research Faculty of Law

Faculty of Arts & Science

Library Payroll

Compensation Planning

Staffing & Placement Transition / Records &

Systems

Development & Alumni Relations

Staff Relations & Salary Administration

Faculty of Agricultural & Environmental sciences

Faculty of Management

Faculty of Engineering

Meet with APOs/APRs & HR Managers…

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4.Observations – up to now

T&D priorities Support Managers in their Leadership role

Leadership skills Conflict resolution process Performance assessment Change management

Development activities for future role Change management Time Management / Planning & Organizing

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4.Observations – up to now (cont’d)

Concerns

Work load

Management support

Limited budget

Timing (September & January)

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5.Define Roles & Responsibilities

HR Specialist Support Management in needs’ analysis

For core programs For specific needs

Propose training solutions Identify University resources Identify external resources Guide consultant in curriculum development Lead pilot projects Develop evaluation processes Ensure the availability of core training programs

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5.Define Roles & Responsibilities

(cont’d)

Management Assess & discuss needs with HR Specialist

and APO/APR Provide feedback on identified training

solution Communicate to employee reasons for

training and expectations Support employee in attendance Ensure employee can demonstrate new

skills/ behaviors following training Provide coaching to employees Assess impact of training

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5.Define Roles & Responsibilities

(cont’d)

Employee Initiate discussion with manager on

training needs Participate actively in the training session Demonstrate new behaviors/skills when

back to work Show engagement in personal and team

development Provide feedback regarding all aspects of

the training including the impact

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6.Types of learning activities Readings

McGill Libraries (17 libraries on campus) www.library.mcgill.ca McGill Bookstore (McTavish street) www.bkstore.com

Courses & workshops Public sessions or customized courses Courses leading to a certificate/diploma

• Continuing Education programs (ex.: Career & Management Studies)• Faculties also offer programs (ex.: Engineering, Management)

Courses for development purposes for current or future position

• International Executive Institute www.intranet.management.mcgill.ca

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6.Types of learning activities (cont’d)

Conferences Various professional associations

• Examples.: OIQ, ORHRI, etc. Management Forum Conferences

On-the-job-assignment(Provides valuable hands-on experience)

Project assignment Co-worker back-up Shadowing Day-to-day work to practice skills & display behavior Task forces committees

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6.Types of learning activities

(cont’d)

Web-based learning tools Self-learning tool are developed when

interactions are not required (CD-ROMs with self-assessment/test available)

Mentoring Mentoring is a developmental, caring,

sharing and helping relationship where one person invests time, know-how and effort in enhancing another person’s career growth and skills.

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6.Types of learning activities (cont’d)

Employee name: Victoria Royal Date: 12th November 2002 Supervisor name: James McGill

Areas to be developed

Activity(ex.: courses, coaching, project, etc)

Support required(ex.: financial, time, etc)

Timing

Leadership Project leader for “xyz” project

$$, for 4 months Starting Jan 03

Conflict resolution

Course “Managing conflicts” $1,500. 00 for a 2 day course

Dec. 5 & 6, 2002

Leadership /communication

Reading: How to deal with difficult personality+ course (TBD)

Career interest: Within 2-3 years, being promoted to a supervisory role within the Faculty of Medicine.

Individual development plan (example)

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7. What is in it for me!

Employee

Helps you do a better job

Helps you use better the working tools

Helps you in dealing with system & process changes

Helps you prepare for a future position

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7. What is in it for me! (cont’d)

Manager Allowing employees to progress

Helps in getting staff behaviors be aligned with key organizational strategies

Helps in getting team members be better prepared for changes

Helps me in preparing successors for my organization (Back up and promotions)

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8. HR Specialist priorities1. Meet with all faculties and departments

representatives / committees1. Understand McGill2. Understand the organizations3. Understand the challenges4. Take note of urgent T&D needs

2. Completing T&D needs analysis

3. Establishing T&D priorities & identify learning solutions

4. Identifying internal facilitators to develop and provide training programs

5. Determining processes for the implementation of developmental & exchange programs.

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In summary…

Prioritize our efforts;

Understand our roles vis-à-vis T&D;

T&D is more than events;

T&D must be part of our day-to-day;

T&D to improve performances now;

T&D allows us to be better prepared for the future.

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Questions???????