Supervisory Leadership Certificate Program€¦ · Supervisory Leadership Certificate Program GET...

Rocky Mountain Section AWWA/WEA

Supervisory Leadership Certificate Program

Richard Gerstberger

President

TAP Resource

Development Group

CA/NV Section AWWA2013 Annual Fall Conference

Sacramento, CAOctober 2, 2013


Water and wastewater treatment plant and system operator jobs are expected to grow by 14 percent between 2006 and 2016

Expected range of retirees in the next 5-10 years ranges from 25%-35%.

More than 1 million retirees in the next two decades.

Lack of qualified applicants.

A CRISIS IN THE INDUSTRY

Supervisory Leadership Certificate ProgramSupervisory Leadership Certificate Program

THE NATIONAL NEED…25% of operators eligible to retire between 2009-2014

Source: AWWA 2009 State of the

Industry Report


THE NATIONAL NEED

Work for Water Campaign (AWWA, WEF)


GET INTO WATER!

Mission: The water and wastewater industry will sufficiently recruit, train and retain personnel to ensure mission-critical positions are filled with qualified, trained & technically skilled employees

◦ Drinking Water Treatment Operators

◦ Wastewater Treatment Plant operators

◦ Wastewater Collection Operators

◦ Water Distribution Operators

◦ SCADA/Instrumentation Control Operators


GET INTO WATER!

Funding by Colorado Department of Labor and Employment

“Sector Grant”

Total funding $575,000, plus in-kind and cash provided by utilities, associations


• Partners–Colorado Department of

Labor and Employment–Workforce Centers–AWWA, WEF–RMSAWWA, RMWEA– Industry Representatives

GET INTO WATER!


GET INTO WATER! GOAL #1: Training

◦ Conduct and promote training programs to ensure mission critical positions are filled with qualified, trained and technically skilled personnel.

GOAL #2: Outreach and Recruitment◦ Conduct adequate outreach and recruitment

efforts to ensure interest in, and attraction to, mission-critical positions.


GET INTO WATER!

GOAL # 3: HR/Operations Collaboration◦ Enhance collaboration, education and

communication between operations staff and human resource professionals to create a positive culture for workforce development.

GOAL #4: Knowledge Management◦ Conduct knowledge management and employee

retention efforts to ensure mission critical personnel have the knowledge and skills to operate effectively.


GET INTO WATER! GOAL #1: Training

RMSAWWA/RMWEA Supervisory Certificate Program◦ There are increasing opportunities for qualified

candidates to fill supervisor positions that are being vacated

Soft Skills Only-Classroom, Web, Conference

Supervisory Leadership Certificate ProgramSupervisory Leadership Certificate Program

Source: Get Into Water Project


Eight-month cohort program

60 contact hours

Focused on soft-skill

development

Executive Coaching


Curriculum developed using grant funding

20 participants for the

first year in Denver


1. Self-Awareness: From Insight to Impact

2. The RMSAWWA/WEA Annual Conference: A

Learning Laboratory

3. Communications and the Role of the

Supervisor – Part 1

4. The Role of the Supervisor – Part 2

The Employee Cycler

Curriculum


5. The Role of the Supervisor – Part 3: When

Things Go South

6. Organizational Culture & Leadership Styles:

Your Secret to Success

7. A Virtual Forum: Meet the Executives

8. Presentations & Graduation

Curriculum


Understand self personality

characteristics

Understand personality characteristics

of others

Apply information through interactive

activity

Identify learning opportunities at joint

conference

Session 1: From Insight to Impact


Four Development Filters

Organization

Role

Situation

Individual

From Management Research Group


Explain the importance of clear

& concise communication

Organize thoughts, ideas & key points into an effective presentation

Apply presentation skills to other types of

communication

Differentiate between effective and less-effective

public presentations

Session 2: A Learning Laboratory


Deliver an effective presentation

Give – and receive - constructive feedback

Understand the core responsibilities and roles associated with supervision

Strategize around making the transition from “peer” to “boss”

Analyze the role of clear communication, commitment

and inclusion when supervising others

Session 3: The Role of the Supervisor


Learn the employee cycle – from hire to promotion

Learn how to coach and develop staff using core communication principles

Articulate the importance of rewarding employees in non-monetary ways

Identify examples of non-monetary recognition and reward systems

Developed questions for panel.

Session 4: The Employee Cycle


Pre-Hire

Hire

Bring “on board”

Train & Grow in the job

Reward! Recognize!

Develop potential

Promote – horizontal movement - release

Stages:


Participants were able to:

Interacted with top utility managers.

Develop a broader understanding of the utility industry.

Have the questions developed in Session 4 answered.

Obtain more detail on the industry’s future and the issues driving the industry.

Session 5: Executive Panel


Explore & understand the nature of conflict

Identify your own “Conflict Style” preference

Learn a model for assessing the source of performance problems

Learn how to conduct a difficult conversation with staff

Submit abstract for graduation presentation

Session 6: When Things Go South


Assess your conflict style

Cooperation

Ass

ert

iven

ess

Avoiding

Competing Collaborating

Compromising

Accommodating


Understand principals of organizational change

Understand organizational strategy and culture

Discuss alignment strategy, culture & leadership

Session 7: Culture and Leadership Style


Define personal leadership style

Understand performance management & organizational goal attainment

Finalized abstracts for graduation presentation

Session 7: Culture and Leadership Style


Participants:

Delivered a Graduation presentation before a live audience.

Session 8: Participant Presentations & Graduation


QUESTIONS?

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Richard Gerstberger, PE

TAP Resource Development Group, Inc

(303) 561- 3788

[email protected]

Creating Effective Organizations Through People


Organizing & scheduling work

1. Assigning work

2. Assessing performance outcomes

3. Giving direction

Through Feedback

Accolades for a job well done!

Coaching or instruction to improve

Regular feedback (can be informal)

Annual feedback (formal review)

Core responsibilities


Managing people and resources

◦ Handling conflict

◦ Following up and following through

◦ Keeping records that can be understood by others

NOTE: not “accessed” by others, but “understood” by

others

It is your responsibility to document what goes on “ON

BEHALF OF” the organization

Core responsibilities

Supervisory Leadership Certificate Program€¦ · Supervisory Leadership Certificate Program GET...

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