Discussion document
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The document outlines a 4 phase planning process for managing a placement function: 1) Build relations internally and externally to understand the business and build collaboration. 2) Conduct an organizational analysis and provide placement and career advisory services. 3) Focus on functional excellence through learning and development activities. 4) Implement career pathing, monitoring performance, and consolidating success through alignment with business strategies and processes. The goal is to match job opportunities to individual interests while identifying talent and developing people.
Discussion document
- 1. DELIVERING VALUE • Inclusive Management •Timely decision making •Drive for results •Stakeholders & Constituencies Leadership Entrepreneurship •Interpersonal effectiveness •Managing Vision & Purpose •Build Career teams •Functional excellence •Advisor on Development •Strategic capability •Technology •Business acumen •Take ownership •Innovation Mauro “Mac” Calcano May 11, 2012
- 2. Overview Positive impact on the placement in For Profit businesses and Non-for- Profit (NFP) organizations and effectively manage the function by focusing on the integration of industry and business strategies and placement planning activities. Also, by providing transactional excellence and added value services with unique approach in terms of positive interactions, positions identification, sourcing strategies, industry and business knowledge as well as department process improvements. Functional Process Planning – Initially review the function in terms of the affect on commercialization prospects and overall business focus in order to develop meaningful professional opportunities. Determine how best to: 1. Continue solid working relationships with business leadership and stakeholders, college constituencies, and functional managers 2. Review deliverables and programmed activities and determine how best to continue to address needs and priorities 3. Align plans and actions to business strategies that have not been previously met – if any. Alignment of the function with top-down analysis of business staffing needs and offer unique, innovative and visionary programs to serve stakeholders.. 4. Continue to build trust in colleagues by facilitating and by respectfully managing the transition.. 5. Assess how team work together in order to identify individual‟s growth, learning and development priorities. Understand roles and responsibilities - Who does what? 6. Respect the organization in terms of process, systems and implementation – Listen & Learn
- 3. Vision & Purpose Understand and add value to organization with focus on the priorities Manage the development, retention and deployment of resources to achieve business objectives. Collaborate with Career teams and secure input as to the development of the function and the integration to the businesses. Encourage though leadership around the key placement areas in order to understand the unique art and design job market and requirements. Include specific technology that are utilized to assist in job identification in the placement process to be better engage in terms of assisting the teams. Perhaps consider an approach of bottom up direction that will align team actions in terms of short term objectives. A systematic review would permit a mutual understanding and would ascertain approximately 80% of the functional requirements. The approach will permit the team to not only provide input but to assist with the planning process and commit to actions required. The key to success, in my opinion, will be the ability to communicate, structure ,collaborate and consistently understand the art and design market and business direction. Therefore placement process must remain innovative by understanding future business and organization trends as well as be knowledgeable about current For Profit and NFP organizations (traditional reporting hierarchal charts, position titles, job description and projected budgets, if available). Furthermore analysis might be undertaken as a foundation to identify Current state Vs Desired business condition and understand future changes in position competencies in order to address the gap. To manage an integrated process, consideration might be initially given to focusing on tangible opportunities in forward planning in that beyond a defined business period it is a „guesstimate” of job openings due to the dynamic and flexible nature and changing market demands. My previous success and work accomplished in this area might assist to develop the platform for future placement enhancements. Also special attention needs to be given to redundant jobs or crossover/consolidated jobs that are now being considered and will take out in the next planning cycle.
- 4. Observations: •Organization structure and design are rooted in duties and responsibilities (position specifications) of current positions but more importantly in future roles needed by the business strategy. These new jobs will be developed and resources assigned n support of the business direction. • Business team engage in healthy “give and take‟ discussion in order to develop their functional areas, assign required resources and set forth clear metrics in order to justify any resource change. It is in this area of potential influence that skills can be identified early on through internship and contract assignments. •It is the “decision makers‟ that must be identified in terms of the placement process. Placement input could then be evaluated against established organization criteria and mutual agreed actions of a gap resource management process. • Through networking, relations build, influence and consultative skills discussion centered around how best to meet their resources objectives . Preparation: Step #1: Planning – Know the For Profit or NFP organizations with an ability to discuss the kind of job structure that could be ideal experience. Ability to have the knowledge base that can identify needed people resource support; i.e. number and types of positions that would be relevant to a new business direction. Ability to discuss ROI of a proposed structure or position justification in order to take on a new resource. Or, understand what management may require in order to replace a resource. Step #2: Due to the direct correlation between industry change/demand and job design; job description are assigned to position titles and respect internal equity comparison and determine possible impact to business. Therefore to assist in job definition can be an asset.. Step #3: Commence an engagement process by being aware of budget approval cycles (largely depended on fiscal year) and be prepare in terms of what people costs may be.
- 5. Planning Process Phase One – Build Relations Internal & External Phase Two - Organizational Analysis Placement & Career Advisory Phase Three - Functional Excellence Learning & Development Phase Four – Career Pathing, Monitoring Consolidating Success
- 6. Phase One –Understand Build Relations Internal & External The first three months are critical to success in terms of the transition to an academic environment and to focus on understanding how business is conducted.. Also to build team consensus and collaboration and establish an external presence with employment decision makers of key interest. The need to be proactively assist in exchange ideas and enhance the reputation of the system and processes. During this period, in my opinion, the develop team priorities and personal objectives and manage operating plans under the direction and counsel. Frequent interaction and collaborate with staff member s to agree on procedure improvements and assist with job identification and placement. This is also the time to agree on expectations and create a timeline for deliverables. Reach out and connect with For Profit and NFP organizations that have enjoyed strong working relationships and begin a personal integration initiative. In addition, conduct research to identify possible untapped job market opportunities. Phase One would include : 1.) to proactively establish early on working relations with functional teams, 2.) to manage ongoing placement initiatives . 3.) to understand the business process and add value. This phase will provide context and orientation and allow him/her to get a sense for the operation and team member‟s work agenda and style. Also from different business perspectives and have an opportunity to meet in person with college constituencies within the first month, thereby providing an interactive / learning /communication platform.
- 7. Phase Two - Organizational Analysis Placement & Career Advisory During the functional analysis and career interaction phase, should solicit feedback and develop trust and personal credibility in order to address issues that might provide useful insights on the placement process. During this period, build on opportunities previously identified and also on his/her perception and encourage ideas that will improve deliverables. In this transition period, provide an atmosphere to share ideas, make suggestions , provide constructive input and be mindful of opportunities for integration. Discussion topics/areas might cover: •Communications plan on how best to connect on a daily basis and have update meetings • Discussion of agenda that are relevant to the placement process • How to fit into the culture – Visible and present for discussion and guidance • Managing constituent relationship - Continue to developing high performance teams – coach and mentoring process • Negotiating Win/Win Outcomes with diverse population. •Implement staff recommendations' to improve procedures •Introducing Change, if and when needed • Measurements – impact of the role and the amount of time needed to have meaningful deliverables and results •Workforce planning, job design and position descriptions knowledge in order to assist in position evaluations and career development
- 8. Phase Three - Functional Excellence Learning & Development Continue to build functional competencies through skills developmental activities in order to insure a performance culture and results driven organization – some examples: •Leadership - inspire/motivate people toward common goals •Make & Meet Commitments – stay on plan •Team building – cooperation , collaboration & consensus •Practices Continuous Improvement - look for better ways •For Profit and NFP focus – responsive to business needs •Industry savvy – know what is going on - external markets Provide knowledge base The power of networking - fish were the fish are … Understands job responsibilities, job design and organization structure Job analysis 1.Identify skills needed 2.Identify tasks and assignments 3.Prepare resume and curriculum 4.Develop portfolio presentation skills 5.Behavior interviewing skills 6.Assessment of placement process 7.Transition and careers in For Profit and NFP •Implementation and methodology: communicate and receive buy-in •Evaluation and guidance
- 9. Phase Four – Career Pathing, Monitoring Consolidating Success Bound to commercial strategy, business or NFP culture and organization Bound to business processes 1. Define organization structure in terms of the business strategy and commercialization priorities 2. Define organization structure in terms business strategy 3. Explain job roles and responsibilities, as well as skills needed, deliverables and placement process expectations Understand and buy-in to an organization, its culture, assessments process and the business context of assessment discussion? Build from the onset in order to recognize the business requirements, while implementing the assessment feedback and outcomes in order to invest in skills developmental activities.
- 10. Career Framework Leader CAPABILITY Function Manager Business Partner Professional Individual Contributor RESPONSIBILITY Traditional
- 11. Traditional Career Pathing Career Ambition Matching Job- to-Individual interests Placement People Planning Identifying Talent Professional Entry Level
- 12. Career Ladder Leader CAPABILITY Career Ambition Function Manager 5 or more Team Leader 4-5 years Entry level 2- 3 years RESPONSIBILITY
- 13. New Career Path The Lattice Quality Career of Life Ambition Career Job Options Enrichment Career Matching Focus Job To interests Bridging Competency Gaps
- 14. Career and Job discussions: With decision makers in preparing and developing a placement strategy: 1. What will candidates need to posses in terms of specific qualifications or skills and how can they demonstrate overall above standard performance potential? 2. What is required by candidates to illustrate that they will achieve their specific goals and objectives? 3. What accomplishments have the most impact on the securing a position ? What skills may not be relevant? 4. What skills will be needed in the future as identified in a gap resource analysis? Identify leaders that „get it‟ and are willing to step up and be counted, engage and commit . 1. What is the best methodology to secure consensus on the development of competencies needed in your industry? 2. Explain how development will be address through coaching and training. 3. Develop SWOT analysis in support of placement actions of direction is not clear on outstanding issues 4. Focus on how to grow or impact their business and /or organization placements (and how fast ). 5. What is the benefit in the placement of outstanding talent? – ROI, cost savings?