JOB FAMILY COMPASS INITIATIVE

Presentation to the President’s Staff

January 17, 2005

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Staff Employment Value Strategy (SEVS)

20072006

Implemented Staff Compensation Program (1/1/05)

Develop Job Family Accountability and Skill Guides

Establish Job Family Career Development Resource Guides

Begin comprehensive benefits review

January Equity Adjustments

Performance Management

Complete alignment of training and staff development with SEVS

2005

Finalized compensation program

2004

January Equity Adjustments

Develop Job Family Accountability and Skill Guides

Establish Job Family Career Development Resource Guides

Complete comprehensive benefits review

Begin alignment of training and staff development with SEVS

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What is the Job Family Compass Initiative*?

Lehigh’s Job Family Compass initiative will:Clarify the key accountabilities** and skills for positions within each job

family

Present clear development and career paths for positions within each job family

Create development resources and activities that support growth within a job and/or progression from one grade to another

The Job Family Compass will be documented in two distinct parts including:

Accountability and Skill Guide: Describes key accountabilities, skills and success factors for positions within each grade of a job family

Staff Development Resource Guide: Describes the key development activities individuals can pursue to develop within a job or to progress from one grade to another

*Research Scientists, Research Engineers, Research Associates and Research Interns are not included in this project.**See Appendix A.

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Job Family Compass Initiative Goals

Describe and clarify key job accountabilities and skills

Describe and clarify success factors

Establish the concept of self- managed career development

Enable managers to assist in staff development

Focus on the development of behaviors that drive excellence in performance

Short-Term Goals

Create the foundation for career paths within job families

Create a culture where:

– Staff take ownership of their career development

– Managers guide the development of staff Align individual development to the needs of the

stem/department and the institution Build the foundation for establishing a learning and

development architecture for staff Create the foundation for an integrated

compensation and performance management program

Translate institutional strategy into behavioral terms

Long-Term Goals

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The Job Family Compass Establishes the Link Between Elements of SEVS

Describes how jobs have been assigned to job

families and salary grades

Describes what it takes to grow within your position or to advance to another grade

Articulates success factors that support institutional values and objectives

Clarifies work expectations, job requirements

Performance Management and Career Development will tie these components together.Performance Management and Career Development will tie these components together.

Compensation

Affiliation

Performance Management

Benefits Career and Staff

Development

Tuition benefits enable growth, advancement,

and learning

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What are the Components of an Accountability and Skill Guide?

Core Success Factors

Skills and Knowledge

Work Experience and Education

Key Accountabilities

To be defined during the process

Communication—Provides and exchanges information; Drafts correspondence, other routine written materials

Computer Skills —Word processing, basic spreadsheets, and presentation development; Creates and manipulates databases

Equipment Operation—Uses common office equipment (PCs, faxes, copiers); Identifies operational problems with common equipment and determines resolution

Management/Supervision—Delegates work assignments and responsibilities; Identifies and implements improvements in processes, procedures, and practices

Analytical—Collects and researches readily available data; reviews and quality checks data; Uses intuition and experience to complement data

Required: High School Diploma or GED Preferred: Associate Degree or vocational or technical school degree Experience: 5 to 8 Years

Provides administrative support to the executive leader Coordinates the activities of the department or unit Maintains executive’s appointments and calendar Arranges complex and detailed travel plans and itineraries Tracks and maintains budget accounts Arranges meetings, conferences, and other events Prepares memoranda, correspondence, reports, graphs, and charts

COMPONENTS EXECUTIVE SECRETARY ILLUSTRATIVE EXAMPLE

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What are Success Factors?

Success Factors

Translate institutional strategy into behavioral terms

Define institutional expectations for how work should be accomplished

Help the institution meet its operational and strategic objectives

Define a shared mindset and personal ownership for career development

Lead to superior performance and success at Lehigh

Three types of Success Factors will be defined:

TYPE APPLIES TO… PURPOSE

Core All Staff Reflect institutional values

Articulate institution’s expectations for staff

Managerial Managers of people Reflect institutional expectations for managers

Define what it takes to be an effective manager

Functional (Grade

specific)

Incumbents in positions within each job family

Reflect specific behaviors unique to the position, grade, or job family

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A Sample Success Factor

Results Orientation

Focuses on planning and achieving goals and results

1. Sets personal goals that are challenging but achievable

2. Takes responsibility for seeing things through to completion

3. Pitches in and works with others when necessary to get the job done

4. Keeps focused on goals, despite adversities

5. Sets clear goals and objectives for meetings and projects

6. Is proactive and perseveres in obtaining resources needed to achieve results

7. Supports others in achieving their goals and work results

8. Establishes measurement standards for achievement and tracks progress against them

9. Works through setbacks and recovers from disappointments

Name of success factor

Thumbnail definition

Specific, observable behaviors that describe how this success factor is demonstrated at Lehigh: Clarifies what is

expected Facilitates performance

discussions Facilitates selection and

recruitment Contributes to shared

mindset and reinforces personal ownership of work responsibilities

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Linking Core Success Factors to Lehigh Values

Intellectual Growth

Innovation

Integrity

Community

Collaboration

Leadership

Lehigh Values*

Here is what we heard from you:

Highly Skilled

Innovative

Accountable

Cooperative

Potential Core Success Factors **

* Lehigh Values are from a discussion document created by the VP of University Relations in Summer 2002. See Appendix B.** Potential Core Success Factors come from Fall 2003 consultant individual interviews with President’s Staff and Provost’s Council.

We will conduct Leadership Team focus groups to confirm the core and managerial success factors. We will conduct Leadership Team focus groups to confirm the core and managerial success factors.

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Defining Managerial Success Factors

We will be conducting Leadership Council focus groupsto confirm the core and managerial success factors.

We will be conducting Leadership Council focus groupsto confirm the core and managerial success factors.

Here is what we heard from you:

All Core Success Factors plus:

Strategic Orientation

Proactive

Achievement Orientation

Excellent Management

Inspirational Leadership

Potential Managerial Success Factors*

*Potential Managerial Success Factors come from Fall 2003 consultant individual interviews with President’s Staff and Provost’s Council.

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How Will the Accountability and Skill Guides be Developed?

PROCESS FOR CREATING THE ACCOUNTABILITY AND SKILL GUIDES

At the end of the development process, Lehigh will have an Accountability and Skill Guide for each of the job families at Lehigh University.

At the end of the development process, Lehigh will have an Accountability and Skill Guide for each of the job families at Lehigh University.

Present to President’s Staff and

Solicit Approval

Present to President’s Staff and

Solicit Approval

Conduct Focus Groups of

Senior Administrators, Managers, and

Department Chairs

Conduct Focus Groups of

Senior Administrators, Managers, and

Department Chairs

Validate Guide with Job Family Leadership and Modify Models

Validate Guide with Job Family Leadership and Modify Models

Conduct Validation

Focus Groups with

Designated Individuals

Conduct Validation

Focus Groups with

Designated Individuals

Introduce Accountability and Skill Guide at Job Family Orientation*

Introduce Accountability and Skill Guide at Job Family Orientation*

Project Team Work

* The project team will review Accountability and Skill Guides on an on-going basis and make changes as necessary.

Creating draft accountability and skill guides, modifying guides based on input and feedback and finalizing guides

President’s Leadership Team and Staff Interactions

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How Will the Staff Development Resource Guides be Developed?

The process will run in tandem with the Accountability and Skill Guide as each job family is developed.

The process will run in tandem with the Accountability and Skill Guide as each job family is developed.

PROCESS FOR CREATING THE STAFF DEVELOPMENT RESOURCE GUIDES

Conduct Focus Groups of Designated

Individuals to Brainstorm

Development Plans and Activities

Conduct Focus Groups of Designated

Individuals to Brainstorm

Development Plans and Activities

Project Team Work

Determining career development philosophy, creating career development assessment tool, defining job family-specific

development activities and resource guides

Conduct Validation

Focus Groups

Conduct Validation

Focus Groups

Introduce Staff Development

Resource Guide at Job

Family Orientation

Introduce Staff Development

Resource Guide at Job

Family Orientation

Management and Staff Interactions

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Timeline

The entire Job Family Compass project will be complete by December 2006:

An Accountability and Skill Guide and Staff Development Resource Guide will be completed for each job family

Once the Accountability and Skill Guide is complete for one job family, the project team will begin working on the Staff Development Resource Guide and begin the Accountability and Skill Guide of a different job family

Accountability and Skill Guide

Staff Development

Resource Guide

Time

Job Family 1

Job Family 2

Job Family 3

Accountability and Skill Guide

Staff Development

Resource Guide

Accountability and Skill Guide

Staff Development

Resource Guide

DEVELOPMENT PROCESS

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What Can You Begin to do Today to Reinforce this Process?

Although the completed Job Family Compass Program will not be fully implemented until December, 2006, there are several ways you can begin using the program today:

During the performance appraisal period, begin to focus on:

– Not only what work was done, but how the work was done

– Development and growth plans for the individual

Recognize PDs are an evolving and changing document

What You Can Do/Say Now

Confirm and finalize the Core and Managerial Success Factors

Communicate Job Family Compass information to direct reports

Champion the initiative across your stem and the institution

How We Will Involve You Going Forward*

* The Project Team will create specific speaking points to assist you as you begin to communicate this initiative.

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What We Would Like From You

Confirm the Job Family Compass purpose, objective, and creation process

Gain commitment for establishing core and managerial success factors

Obtain commitment for thinking and talking about development opportunities for your staff

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Appendix A

GlossaryThe new project will introduce new terms from time to time. Here are some important ones to start:

Key Accountabilities – The major broad responsibilities of your position. An example is “Arrange conferences and other events for the department.”

Skills – A proficiency, trade or technique acquired through training that is required to handle the positions accountabilities.

Success Factors—Behavioral indicators that define how work is to be accomplished and results achieved. When success factors are demonstrated proficiently and consistently they lead to high levels of performance and help establish a work culture that supports the University’s strategy. • Core Success Factors – these are factors that will enable Lehigh to achieve its strategic plan and are

expected to be demonstrated by everyone at Lehigh

• Managerial Success Factors – these are factors that describe Lehigh’s expectations for managers and are expected to be demonstrated by anyone who is responsible for managing staff at Lehigh

• Functional Success Factors – these are factors that describe expectations within a job family and are expected to be demonstrated by individuals in the job family

Job Family – A group of jobs in which the work performed is of a similar nature. For example, the Finance/ Accounting job family includes positions that perform work related to finance and accounting while the Information Technology job family includes jobs that work with computers, networks, systems and programming. The positions may reside in any functional area of the University, such as Athletics, the Controller’s Office, a Dean’s office, or Library and Technology Services. The primary consideration is the nature of the work— not the department or stem in which the work is done.

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Appendix B

Lehigh University Values*

Lehigh University is committed to promoting student success and ensuring they are prepared upon graduation to enter the global community as productive citizens. This commitment is central to our institutional values that express the character and nature of our university and guide our behaviors.

Intellectual growth – Members of the Lehigh community are actively engaged in the creation of knowledge and a deeper understanding of existing knowledge to support professional and personal development.

Innovation – Our approach to learning, teaching, and research, individual and group performance is focused on promoting innovative exploration and creative discovery and expression, a value equally fundamental to academic and administrative areas.

Integrity – Faculty, students, and staff are expected to demonstrate the highest levels of integrity in their behaviors, exhibiting honesty, personal and collective responsibility, respectfulness and fairness in their dealings with others.

Community – Lehigh is defined as a vibrant learning community that emphasizes a caring, involving and personal approach. Members of the community foster a respectful environment that is inclusive, tolerant and supportive of all members.

Collaboration – Lehigh promotes working together across traditional boundaries to improve results, maximize available resources, encourage partnerships and develop the most effective solutions.

Leadership – Lehigh seeks to be a leader in all areas in which we compete and to instill leadership as a quality in students, faculty and staff.

*Lehigh values are from a discussion document created by the VP of University Relations in Summer 2002.