Keys to Staff Development Presentation
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Transcript of Keys to Staff Development Presentation
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7/31/2019 Keys to Staff Development Presentation
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Talent Managem ent
Keys t o St af f Development
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Learning Obj ect ives
Ident i f y and m anage t he t alent in yourorganizat ion
Develop and appl y st rat egies f ordeveloping your st af f
Ident i f y and develop h igh pot ent ia l /
h igh perf orm ance st af fDevelop ef f ect i ve succession plans
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Overview
A Gl im pse at t he Fut ure
Talent Managem ent
Talent Invent ory
Com pet encies Succession Planning
Development Planning
Developm ent Plans
Leader ship Devel opm ent
Per f or m ance Managem ent
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Getting Started.
Share your name, your r ole and yourorganizat ion.
What are some st af f developm ent
chal l enges you re f acing? Do you cur rent l y have a succession
pl an in place?
What w ould you l ike t o t ake aw ayf rom t oday s session?
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Fut ure of Non-prof i t Leadership
75% of EDs leaving in 4-5 year s 1 in 3 EDs f i r ed
29% of EDs have a succession plan 12 of 15 in NPF st udy had no p lan
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NPF St udy Recom m endat ions
Welcom e succession p lanning asopport uni t y f or st rat egic developm ent
Init iat e em ergency succession pl anning
Develop st af f
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Component s t o Talent Managem ent
St rat egic Plan Com pet encies Requi red
Talent Invent ory Succession Plan
Recrui t m ent Plan
Developm ent Plan
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Successf ul Talent Managem ent
Senior m anagem ent s suppor t Readiness
Abi l i t y t o l i nk people and processes Underst andab le
Value-added
Evaluat ion and review
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Talent Managem ent
Phase 1
Talent Inventor y
Ident i f y neededcompetencies
Ident i fy keyposit ions
Ident i f y h ighpotent ia l empl oyees
Phase 2
Succession
Planning
Ident if y successorst o key posi t ions
Ident i fycompetency gaps
Developrecru i tment p lans
Phase 3
Development
Planning
Job Rot at ion
Developmentassignments
Formal t ra in ing
Mentor ing
LeadershipDevelopment
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Talent Invent ory
Compet encies
Know ledge, ski l l s, abi l i t ies,at t i t udes and at t r ibut es
Role-specif ic compet encies Core com pet encies
Linked t o st rat egic goals Gaps = developm ent oppor t uni t ies
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Competencies
Know ledge of General l y
Accepted AccountingPrinciples
At t ent ion t o Det ai l Analyt ical Thinking Deduct ive Reasoning Exceptional Mathematical
Skills Exper ience w it h XYZ
Account ing Sof t w are
Adaptab i l i ty
Cl ien t Focus Wri t t en and Verbal
Communicat ion Organizational
Awareness Probl em Solving and
Judgment Results Orientation Teamwork
Role-SpecificCompetencies
CoreCompetencies
Account ant
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Competencies
Bui ld and m aint ainrelat ionships
Except ional communicat ionski l ls
Act ive List ening In i t ia t ive
Bui ld al l iances w it h ot herorganizations.
Exper ience m anaging f inancialresources
Exper ience m anaging capit alcampaigns
Grant -wr i t ing Publ ic speaki ng Abi l i t y t o persuade ot hers Innovat ion
Increase f undr aisingabi l i t ies.
Related CompetencySt rategic Goals
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Trio Exercise
Discuss t he t op t w o st rat egic goals ofyour organizat ion. Ident i f y t he core
com pet encies necessary t oaccom pl ish t hose goals.
Ident i f y and di scuss t he rol e-speci f i ccompet encies associat ed w it h your
j ob.
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Talent Invent oryKey Posit ions
Cr it i cal Role
Special ized Ski l l s
Fut ure Proj ect s
Inf luence
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Pair Exercise
Wi t h a par t ner , ident i f y t he keyposi t ions in your organizat ion? Discuss
w hy are t hey are considered key?
Complete the Key Position Assessment
f orm f or one of t he posi t ions youident i f i ed as key f or yourorganizat ion.
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Talent Invent oryIndividual Talent Assessment
High Per f orm ing Em ployees
High Pot ent ial Em ployees
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Talent Invent oryIndividual Talent Assessment
Work hist ory
Special Cont r ibut ions / Maj or
Accompl ishments Key At t r ibut es / St rengt hs / Special
Skills
Aspirat ions
Mot ivat ors / De-m ot ivat ors
Development
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Individual Exercise
Ident i f y a h igh pot ent ial employee
in your organizat ion.
Complet e t he Em ployee TalentAssessm ent f orm f or t hatemployee.
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Succession Planning
Ident i f ies key posit ions
Identifies possible successors High pot ent ial emp loyees
Hi gh per f orm ers
Developm ent plans Needed compet encies
Deve lopment exper iences 3 t o 5 year out l ook
Recrui t m ent st rat egies
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Em er gency Succession Planning
Sudden departure Unp lanned leave
Ex it f r om organizat ion
Int er im m anagement
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Individual Exercise
Choose one of t he key posi t ions youident i f ied on t he Key Posi t ion
Assessm ent f orm .
Add t hat posit ion t o t he Succession
Planning f orm . Compl et e al l sect ions,including Possibl e Successors f or t heposit ion.
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Developm ent Planning
DevelopmentPlanning
Mentoring
PerformanceManagement
FormalTraining
LeadershipDevelopment
DevelopmentalAssignments
JobRotat ion
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Ef f ect ive Development
70% Jobs and Assignm ent s
20% Feedback
10% Form al Training / Independent St udy
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Developm ent Plans
Developm ent goals Competencies
Talent invent ory
Organizat ion goals
Succession plan
Per f orm ance m anagem ent
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Em ployee s Role
Col l aborat e w i t h manager Assess own competencies and
development needs
Set developm ent goals t hat w i l l a l sobenef i t organizat ion
Evaluat e pr ogress; com m unicat e w it hmanager
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Managers Role
Col laborat e w i t h em ployee Ident i f y com pet encies needed t o f u l f i l l
t he organizat ion s m ission
Ensure goals are clear
Advocat e f or em ployee
Provide development opport uni t ies
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Development Experiences
Developm ent Assignment s Job ro t at ion
Form al Traini ng
Mentor ing
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Individual Exercise
Ref er t o t he Em ployee TalentAssessm ent f orm you creat ed ear l ier .
Creat e a developm ent pl an using t he
Development Plan f orm .
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Leadership Development
Perspect ive br oadening exper iences Sel f -d i r ect ed l earn ing al t ernat ives
Var ious on-t he- j ob opport uni t ies f orleadership
Educat ion/ t ra ining event s
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Performance Appraisals
Provides f eedback and coaching Com pet encies necessary t o m eet
organizat ional goals and obj ect ives
Ident i f ies st rengt hs
Ident i f ies areas f or developm ent
Det erm ines appr oach f or enhancingf u t ure per f orm ance
Est abl ishes per f orm ance obj ect ives
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360 Degree Feedback
Based on behavior ot her s can see Mul t i - ra t er f eedback
Peers, repor t ing st af f , cow orkers,
supervisor
Com pet encies necessary t o m eet
organizat ional goals and obj ect ives Enhances st af f developm ent pr ogram
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Group Discussion
What now . ?
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Quest ions / Com m ent s