Transcript PRESENTERS Shannon Siebler – Director of Testing Services M. Ed. Higher Ed Administration I’ve been in educations for 20 years, 3 years in.

PRESENTERS
Shannon Siebler – Director of Testing Services
M. Ed. Higher Ed Administration
I’ve been in educations for 20 years, 3 years in elementary ed,10 years in
secondary, and the last 7 have been in higher ed.
Jamie Boyd- Coordinator for Testing Services
Just 18 hours away from B.S. in Human Resource Management with an
emphasis on organizational communications
I have been in student services and higher ed for four years and worked as
a legal assistant for private firms and the state for 10 years prior to
working in higher ed.
FOUR PRIMARY AREAS OF FOCUS
Hiring – planning, KSA’s, job analysis
Initial Training – talent development
Ongoing Training- professional
development, personality types,
Retention-keeping good employees,
knowing your staff, leading vs.
managing
NWACC HISTORY
NWACC open in 1989 as the college without walls with about 1200
students.
Currently, we serve over 8,000 students and have 6 locations.
We are a two-year community college serving NorthWest Arkansas,
primarily Benton and Washington county.
We were considered one of the fastest growing community
colleges in the country until Arkansas started a lottery
scholarship and we lost many students to four year colleges.
TESTING CENTER HISTORY
This testing center opened in 1999.
I started in testing as the only staff person in 2005 with an advisor who
worked two evenings a week. The year I started we gave approximately
5,800 tests for that academic year.
This center had 12computers, 12 paper/pencil seats, and 3
accommodations rooms. We gave COMPASS, make-up, a few distance
learning , a few accommodations, and the occasional CLEP.
ORGANIZATIONAL CHART 2005
Shannon
CURRENT TESTING
Now I have two full-time staff, five part-time, and three workstudies. The
last two years, we have overseen the administration of over 20,000
tests. We have two labs, one is an academic testing lab with 38
computers and 18 paper/pencil stations and the other is a corporate
certification lab with a 22 computers/ paper stations.
CURRENT TESTING SERVICES
The academic lab administers make-up, distance learning,
accommodations, COMPASS, and WorkKeys for Career Pathways.
A second lab offers, proctor services, CLEP, DSST, KRYTERION,
Pearson Vue, Prometric, ASE, NALA, TEAS, CRC for AR Dept. of
Workforce Services, and Certiport. We plan to add a few more of
these type of tests to this lab.
In the next year, we will be taking over testing at our Adult Education
center where we will be take over GED testing and offer
COMPASS.
We will also at some point be adding A Washington County testing
center for student taking classes at our southern branches.
ORGANIZATIONAL CHART 2012
Jamie
Shannon
Juan
Cindy
Enrique
Derrick
Gulshad
Angela
Ana
Brian
Heather
One of the most costly mistakes a company
can make is employing the wrong person.
According to a survey by career builder,
69% of companies reported that bad hires
lowered their company’s productivity,
affected the worker morale and even
resulted in legal issues.
STAFFING
Staffing is the process of acquiring,
developing, and retaining a
workforce of sufficient quantity and
quality to create positive impacts
on the organization’s effectiveness.
~Herbert G. Heneman III,
& Timothy A. Judge~
HUMAN RESOURCES
PLANNING
Legal Issues
External Selection
Human Resource
Planning
Staffing Planning
KSA’S OR KSAO’S
Knowledge
Skills
Abilities
Other Characteristics
JOB ANALYSIS AND REWARDS
Job Requirement Matrix
Collecting Job Requirements Information
Job Rewards
PLANNING
Legal Compliance
EEO/AA Laws
General
Title VII of the Civil Rights Acts
Age Discrimination in Employment Act
Americans with Disabilities Act
Staffing
Mix motives
Bona Fide Occupation Qualification (BFOQ)
Immigration Form Act and Control Act
Employment Verification Systems
Interview Questions you should “NOT ASK” to stay in Legal Compliance.
•
•
•
•
•
Private Organizations (s)he may belong to
Lineage, ancestry, national origin, descent, parentage, or nationality
Names and addresses of relatives other than a spouse and dependent children
Sex or marital status, of if they have children
Height or weight (this is only acceptable if it is a BFOQ –Bonafide Occupational
Qualification- please verify with HR prior to asking this question)
• Physical or mental disabilities
PLANNING
External Influences
Economic conditions
Labor Markets
Technology
Labor Unions
Human Resource Planning
Process and Example
Initial Decisions
Forecasting HR Requirements
Forecasting HR Availabilities
Reconciliation and Gaps
Action Planning
Staffing Planning
Staffing Planning Process
Core Workforce
Flexible Workforce
Outsourcing
PLANNING
Staffing Model
Person Job Match
Organization match
Organizational
Values
Job
Person
Requirements
Rewards
KSA’S
Motivation
Person
KSA’S
Motivation
New Job
Duties
Job
Requirements
Rewards
Future
Multiple
Jobs
Jobs
It is estimated that 50% to 60% of new hires quit within the first seven months
of their employment. Evidence suggests a mismatch between expectations and
actual job responsibilities played a significant role in early overturn, job
satisfaction and low morel.
KSA’S OR KSAO’S
1. Definition of KSA
KSA model is a competency model of individual.
KSA include Knowledge, Skills and Abilities (also called KSAs model)
that an applicant must have to perform successfully in the position.
2. Components of KSA:
Knowledge, Skills, Ability
• A body of information needed to perform a task.
• For example, Human Resources Knowledge include knowledge of personnel
recruitment, selection, training, compensation and benefits, labor relations and
negotiation, and personnel information systems.
KSA’S AND KSAO’S
Example
Knowledge of Banner Database.
Ability to make students and clients welcome.
Skill of prioritizing job duties.
Interview Question
Tell me about a situation in which you had to deal with a very upset
customer or co-worker.
KSA’S Answer
Ability to handle conflict
Skills to Communicate
Knowledge of Procedures
JOB ANALYSIS AND REWARDS
Job Requirements Matrix
TASKS
Specific
Tasks
KSA’s
Task
Dimensions
Importance
Time Spent
1. Arrange schedules with
office assistants\volunteer to A. Supervision
Ensure that the office will be
staffed during prescribed hours.
2. Assign office has to office
assistants\volunteers to
ensure coordination of
activities.
3.Type\transcribe letters,
memos, and reports from
hand written materials or
dictate copy to produce
file copy, using word
processor.
4. Preparing graphs and
other visual materials to
supplement reports, using
word processing.
30%
A. Supervision
B. Word processing
B. Word processing
20%
Nature
(1-5)
Rating
1.Knowledge of office
operations and policies.
4.9
2. Ability to match people
to tasks according to
their skills and hours
of availability.
4.6
3. Scale and interaction
with diverse people.
2.9
4.Skill and determining
types and priorities of task.
4.0
1.Knowledge of typing formats.
3.1
2.Knowledge of spelling and
punctuation.
5.0
3.Knowledge of graphs display
software.
2.0
4.Skill in use of WordPerfect.
4.3
5.Ability to correct work.
3.4
JOB ANALYSIS AND REWARDS
Collecting Job Requirements Information
Observation
Interviews
Task Questionnaire
Job Rewards
Compensation
•Base Salary
•Variable Pay
•Job Evaluation
•Performance Management
•Paid Time Off
Development and
Learning
•Training
•Career Development
•Learning Experiences
•Succession Planning
Benefits
•Health Care
•Retirement
•Savings
•Other Insurance
Work Environment
•Work/Life Balance
•Leadership
•Performance Support
•Organizational Climate
HUMAN RESOURCES
The Staffing Organizations Model
Organization
Mission
Goals and Objectives
Organization
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Legal Compliance
Planning
Job analysis and rewards
Core Staffing Activities
Recruitment: external, internal
Selection: measurement, external, internal
Employment: decision making, final match
Staffing System and Retention Management
Studies show that the new arrival's primary
concerns are three things--my job, my boss, and my
coworkers. Dealing with new employee jitters and
uncertainties is a high priority in orientation
programs. How long this mental mayhem lasts may
depend a great deal on employee orientation. Until
the anxiety level goes down, the corporate message
won't stick and turnover is at risk.
~Dr. Susan Strauss~
INITIAL TRAINING
ELEMENTS OF TRAINING
Introduction Elements
Myths in Training
Training Objectives
TYPES OF TRAINING
On the Job Training
Off the Job Training
Transfer of Training
TREND IN TRAINING
Onboarding
M-learning
Social Media
ELEMENTS OF TRAINING
Induction training must include the following elements:
•
General training relating to the organization, including values and
philosophy as well as structure and history, etc.
•
Mandatory training relating to health and safety and other essential or
legal areas.
•
Job training relating to the role that the new starter will be performing.
•
Training evaluation, entailing confirmation of understanding, and
feedback about the quality and response to the training.
TRAINING
Objectives
•
Clear State Objective
•
Learning Objective
•
Transfer of Training Objectives
•
Organization Outcome Objectives
A question we can ask our self to help ensure the
Objectives is
Upon completion of training the trainee?
ELEMENTS OF TRAINING
The Myth: “It is estimated that while American industries annually
spend up to $100 billion on training and development, not more than
10% of these expenditures actually result in transfer to the job” or
“Not more than 10% of training expenditures actually result in
transfer to the job.” We read this on the web, in training magazines (Chief
Learning Officer, The Low-Hanging Fruit is Tasty, March 2006 Issue),
books (The Learning Alliance by Robert Brinkerhoff and Stephen Gill),
and even research papers (Baldwin & Ford, 1988).
Myth: “Training has little effect on the bottom line. Clients are wasting
their money by investing in it.” However, as reported by
ASTD (ASTD 2004 State of the Industry Report): “Organizations are
linking learning to performance and the bottom line, and they understand
the relationship between creating a skilled workforce and achieving
enterprise-wide success.”
TYPES OF TRAINING
Types of Training
On the Job Training
Demonstration / instruction
Coaching
Job rotation
Projects
Off-the-job training
Day release
Distance learning / evening classes
Self-study, computer-based training
TRANSFER OF TRAINING
Steps for Relapse Prevention
1. Chose a skill to retain
2. Set goals
3. Commit to retain the skill
4. Learn coping strategies
5. Identify likely circumstances for the relapse
6. Practice
7. Learn to monitor target skill
TRAINING TRENDS
Onboarding
Is helping new employee step though social awkward first days of
personal indemnifying themselves in the organization. Onboarding
provides a individual ,social interaction, though paper materials, lectures
and computer bases to provide new employees with direction on job
expectations.
Onboarding — easing a new hire into his or her job as quickly and efficiently
as possible — is a technique that a growing number of businesses are
adopting. But while onboarding programs are becoming increasingly
popular, it's also true that many businesses fail to exploit the process to its
full potential. That's a shame, because a little time and energy spent
helping a worker at the beginning of his or her employment can pay big
benefits in terms of job performance and loyalty for many years to come.
~John Edwards~
TRAINING TRENDS
M-LEARNING
Mobile Learning
SOCIAL MEDIA
Facebook
Twitter
Blog
List Serve
PROFESSIONAL DEVELOPMENT
It needs to be interesting.
It needs to be meaningful.
It needs to apply to all positions.
The following are my favorites:
True Colors
FISH! Philosophy
You Tube!?
Magna Publications
Testing staff only meeting (with food)
Quote:
“Leadership is the art of
getting someone else to
do something you want
done because he wants to
do it.”
Dwight D. Eisenhower
TRUE COLORS
True Colors is a model of personality identification that is
easy to understand, remember, and apply. With the colors
of Blue, Gold, Green and Orange. True Colors distills the
elaborate concepts of personality theory into a userfriendly, practical tool used to foster healthy productive
relationships.
http://true-colors.com
MBTI
Kiersey
Astrology and Greek philosophy
TRUE COLORS
The strength and power of True Colors is that it takes the elaborate method of
understanding personality theory and distills it into a user-friendly,
practical tool that is fun to use and easy to apply.
•It's highly interactive and engaging
•It's easy to understand *** PEOPLE GET IT!!!...at all levels of an organization
(Top to Bottom)…absolutely critical for any major shift.
•It's easy to integrate into your training initiatives
•It's easy to remember
LINES UP WITH OUR KNOWN TYPES
Hippocrates
Astrology
Keirsey
Myers-Briggs
True Colors
Artisan
Says what it is,
Does what works
Rationalist
Says what’s possible
Does what works
Guardian
Says what is,
Does what’s right
Idealist
Says what’s possible
Does what’s right
Sanguine
Fire
Artisan
SP-Sensing-Perceiving
Orange-Adventurous
Phlegmatic
Earth
Guardian
SJ-Sensing-Judging
Gold-Responsible
Melancholic
Air
Rational
NT-Intuition-Thinking
Green-Curious
Choleric
Earth
Idealist
NF-Intuition-Feeling
Blue Harmonious
TRUE COLORS
Being able to recognize your True Colors and the True
Colors of others improves the overall effectiveness and
efficiency of your team by revealing the motivation behind
behaviors and directing the focus and energy of team
members on your mission instead of organizational
conflicts, territorialism or personality conflicts.
TRUE COLORS
Gold- 3
Blue-3
Orange-2
Green-1
True Colors teaches us how to focus on the strengths of
each color type.
Gold- organizers-efficient-rule-oriented
Blue- feelers-harmonious-motherly
Orange- spontaneous-creative
Green- logical-fixer
TRUE COLORS
Oranges have the ideas
Green figure out how to make it work
Gold organizes everything
Blue makes sure everyone is included and works together
APPLICATIONS
Instead of this: “Why is Shannon being so particular about
this?”
They think: “Shannon is gold, so she likes things to be
precise and efficient.”
Instead of this: “Why does Angela care if we agree or not?
It’s okay to disagree.”
They think: “You know Angela is blue, so she likes
harmony.”
Instead of : “Does Juan think he can just change everything
all the time?”
They think: “Juan is orange, he like to try new things and
that is his way of helping.”
Instead of this: Why doesn’t Jamie just call IT?
They think: You know Jamie is green and likes to figure
things out and fix them herself.
FISH! PHILOSOPHY
What is The FISH! Philosophy?
Through The FISH! Philosophy, we build stronger
relationships with the team members we work with, the
customers we serve, the students we teach and the people
we love.
http://www.charthouse.com/content.aspx?name=home2
The FISH! Philosophy includes four simple, interconnected
practices:
FISH!
Be there!
Be There is being emotionally present for people. It’s a powerful message of
respect that improves communication and strengthens relationships.
Choose your attitude!
Choose Your Attitude means taking responsibility for how you respond to
what life throws at you. Once you are aware that your choice impacts
everyone around you, you can ask yourself, “Is my attitude helping my
team or my customers? Is it helping me to be the person I want to be?”
Make their day!
Make Their Day is finding simple ways to serve or delight people in a
meaningful, memorable way. It’s about contributing to someone else’s life,
not because you want something out of it, but because that’s the person
you want to be.
Play! Play taps into your natural way of being creative, enthusiastic and having
fun. Play is the spirit that drives the curious mind, as in “Let’s play with
that idea!” It’s a mindset you can bring to everything you do.
CHEATING
YouTube videos on how to cheat
Go through and find good ones and have them ready.
Magna Online SeminarsScott Howell
The New (And Old) Ways Students Cheat: What You Can Do About It
Others available on Magna Publications website
MEETINGS
Food is helpful
Tell them what a good job they are doing at the beginning.
No rank in the room!
Talk to everyone and try to get them to talk. Try to mention something each
person does well.
Discuss processes- ask for input-find out what is working and what is not.
Make sure responsibilities are clear to all.
Thank them at the end.
Focus On Teamwork- use teambuilding activities (you can find them online)
Times of increased stress make teamwork even more crucial than ever. This is
the time when you should clarify your institution's goals and missions, and
how your particular team--and members within it--contribute to that
vision. As a manager, highlight likely opportunities for the future, and
explain how your team will be part of those projects (while being
transparent, of course).
ONGOING TRAINING
“The first responsibility of a
leader is to define reality.
The last is to say thank you.
In between, the leader
is a servant.”
Max DePree
Selffullfilment;selfesteem; peer
esteem
Status, recognition
Sense of belonging
Job security, good health
Basic food, warmth, shelter, rest
“
Leaders do the right thing, managers do things
right.”
Peter Drucker
What’s the difference? Discuss
Are we managers ?Leaders? Both?
Do better leaders/managers attract and maintain
better staff/talent?
LEADERSHIP STYLES
NEW STYLES
OLDER STYLES
•Charismatic
Leadership
• Authoritarian
•Participative
Leadership
• Laissez Faire
•Situational
Leadership
•Transformational
Leadership
• Democratic
LEADERSHIP STYLES
Situational
The Situational Leadership® model is a powerful, yet flexible tool
that enables leaders to diagnose the variables of any given
situation and adapt their management styles to the behavioral
needs of the individual or group they are trying to influence.
MBWA
MBWA, or Management by Walking Around, is a leadership style
used by managers who want their employees to complete a task on
their own, but are available to handle challenging situations as
they come up. With this leadership style, managers listen to the
concerns and suggestions of employees and act as a coach or a
counselor.
RETENTION
Encourage Work-Life Balance
How do you make them feel?
Small things add up. Many decisions are made, at least partly, based
on how an individual feels. Being proactive about giving
compliments to employees and pointing out what they are doing
right can help increase positive vibes at your workplace. Looking
for win-win solutions in conflict situations also helps promote
positive feelings. Take the time to form meaningful relationships
and connect with others.
Ask questions
Know your staff’s preferred style of appreciation.
(verbal affirmation, small gifts, quality time, or acts of service)
RETENTION
This is a high stress environment.
I listen for stress. I listen for tones from either
students or staff that may seem out of the norm.
The ability to summon positive emotions during
periods of intense stress lies at the heart of
effective leadership."
— Jim Loeh
"Leadership is not magnetic personality, that can
just as well be a glib tongue. It is not "making
friends and influencing people", that is flattery.
Leadership is lifting a person's vision to higher
sights, the raising of a person's performance to a
higher standard, the building of a personality
beyond its normal limitations."
— Peter F. Drucker
RETENTION
•The
quality of the supervision an employee receives is critical
to employee retention. People leave managers and
supervisors more often than they leave companies or jobs. It
is not enough that the supervisor is well-liked or a nice
person, starting with clear expectations of the employee, the
supervisor has a critical role to play in retention. Anything
the supervisor does to make an employee feel unvalued will
contribute to turnover.
RETENTION
Frequent employee complaints center on these areas.
--lack of clarity about expectations,
--lack of clarity about earning potential,
--lack of feedback about performance,
--failure to hold scheduled meetings, and
--failure to provide a framework within which the employee
perceives he can succeed.
“Leadership is the ability to
establish standards and
manage a creative climate
where people are selfmotivated toward the mastery
of long term constructive goals,
in a participatory environment
of mutual respect, compatible
with personal values.”
MikeVance
RESOURCES
McCaffrey, Peter. The Higher Education Manager’s Handbook,2004.
Miscisin, Mary. Showing Our True Colors, third edition, 2010.
1.3 and 1.4 Heneman, H., and Judge, T. (2009). Staffing organizations. (6th),Middleton,W I, McGraw-Hill
humanresources.about.com/od/retention
http://www.humanresources.hrvinet.com/what-is-knowledge-skills-and-abilities-ksa-model
Alan Chapman 1995-2010. (n.d.). Induction Training and Induction Checklist . Retrieved June 29, 2012, from Businessballs.com:
http://www.businessballs.com/inductiontrainingchecklist.htm
NorthWest Arkansas Community College. (n.d.). Mission-Welcome to NWACC. Retrieved 7 2012, January, from NorthWest Arkansas
Community College: http://www.nwacc.edu/web/presidentsoffice/mission.php
Tutor2u. (n.d.). Induction Training. Retrieved July 1, 2012, from Tutor2u: http://tutor2u.net/business/gcse/people_training_types.htm
Clark, D. R. (2004). Learning and Training: Statistics and Myths:How Effective is Training?
. Retrieved July 2, 2011 from http://nwlink.com/~donclark/leader/leader.html
Blanchard, P., & Thacker, J. (2010). Effective training: Systems, strategies, and practices. Boston, MA: Prentice Hall. ISBN: 978-0-13-607836-4.
Edwards, J. (2008, July 31). A Checklist for Successful Onboarding. Retrieved June 17, 2012, from HRWorld:
http://www.hrworld.com/features/onboarding-checklist-73108/
http://www.charthouse.com/content.aspx?name=home2