Leadership Training in Higher Education: Supervisory Enhancement to Drive Employee Engagement...

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Leadership Training in Higher Education: Supervisory Enhancement to Drive Employee Engagement Barbara Packer-Muti, EdD Meline Kevorkian, EdD Slide 2 Expected Outcomes: To describe the components of a successful leadership training program in higher education To identify the components of an effective assessment plan To correlate improvements of employee engagement & enhanced leadership skills for supervisors in higher education To identify collaborative partners within a higher education institution to effect cultural change To consider unexpected positive outcomes of leadership training across diverse constituent groups Nova Southeastern University Slide 3 NOVA SOUTHEASTERN UNIVERSITY 18 centers, colleges and schools and 16 administrative units Slide 4 18 Centers, Colleges and Schools 1.Farquhar College of Arts and Science 2.H. Wayne Huizenga School of Business and Entrepreneurship 3.Graduate School of Computer and Information Sciences 4.Oceanographic Center 5.Shepard Broad Law Center 6.College of Osteopathic Medicine 7.College of Pharmacy 8.College of Optometry 9.College of Nursing 10.College of Health Care Sciences 11.College of Medical Sciences 12.College of Dental Medicine 13.Abraham S. Fischler School of Education 14.Center for Psychological Studies 15.Graduate School of Humanities and Social Sciences 16.Mailman Segal Center for Human Development 17.Institute for the Study of Human Service, Health and Justice 18.University School Nova Southeastern University +16 Administrative Units Slide 5 NOVA SOUTHEASTERN UNIVERSITY Full Time: 4015 Adjuncts: 857 Supervisors: 600 Slide 6 NOVA SOUTHEASTERN UNIVERSITY Vision Statement Adopted by Board Vision Statement Adopted by Board March 28, 2011 By 2020, through excellence and innovations in teaching, research, service and learning, Nova Southeastern University will be recognized by accrediting agencies, the academic community, and the general public, as a premier private not- for-profit university of quality and distinction that engages all students and produces alumni who serve with integrity in their lives, fields of study, and resulting careers. Nova Southeastern University Slide 7 NOVA SOUTHEASTERN UNIVERSITY Mission Statement Adopted by Board March 28, 2011 The Mission of Nova Southeastern University, a private, not- for-profit institution, is to offer a diverse array of innovative academic programs that complement on-campus educational opportunities and resources with accessible distance learning programs to foster academic excellence, intellectual inquiry, leadership, research, and commitment to community through engagement of students and faculty members in a dynamic, life-long learning environment. Slide 8 NOVA SOUTHEASTERN UNIVERSITY Core Values Adopted by Board March 28, 2011 Academic Excellence Student Centered Integrity Innovation Opportunity Scholarship/Research Diversity Community Slide 9 NOVA SOUTHEASTERN UNIVERSITY HISTORICAL/CULTURAL BACKGROUND INFORMATION Why go to the trouble of designing & implementing leadership training? Slide 10 NOVA SOUTHEASTERN UNIVERSITY 10 Engaged employees are more than satisfied and more than committed; they are emotionally connected. They go out of their way to over-achieve. They actively promote your business. They stay with you during good times and bad. Put simply, engaged employees are more productive and more profitable. Engagement Advocacy Discretionary Effort Intent to Stay ` ` ` What is Engagement? Slide 11 NOVA SOUTHEASTERN UNIVERSITY Assessment Data Employee Engagement Studies (07 09) 070809 Supervisor Cares about Me4.034.064.04 Opinions Count3.553.603.57 Open Communication2.692.892.86 Share Views3.023.173.20 Trusting/Open Environment3.723.663.69 Co-workers well-informed3.323.403.34 Recognition3.033.273.21 Slide 12 NOVA SOUTHEASTERN UNIVERSITY 73.6% In 2011, we invited 4,383 staff to provide feedback on the workplace experience. A total of 3,228 did. A 73.6% response rate represents a strong effort. Response Rate Slide 13 NOVA SOUTHEASTERN UNIVERSITY Employees Surveyed (N=4383) Administration Dates September 12 - October 3, 2011 Content 47 Items across 15 Categories -27 "Best Places" Benchmarks -4 Open-Ended Comments Demographics Age [6] Tenure [6] Center [43] Full-Time/Part-Time [2] Gender [2] Supervisor [260] Analytics Response Distribution Engagement Drivers Benchmarking Analysis Survey Snapshot 2011 Slide 14 NOVA SOUTHEASTERN UNIVERSITY # of Meetings Approximate # of Attendees 2009542001 2010592011 362365 TOTAL: Town Hall Meetings Slide 15 NOVA SOUTHEASTERN UNIVERSITY HR/ TRAINING POLICIES/ BENEFITS FACILITY & SAFETY STUDENT RECRUITMENT & RETENTION COMMUNICATIONTECHNOLOGYOTHER FACULTY/ STAFF DEVELOPM ENT RECOGNITION & SATISFACTION COLLABORATION Mailman Segal Center 450101001 Shepard Broad Law 110333300 Health Care Sciences 332122210 FSE 16114242320 GSCIS 100010011 Optometry 8133314200 Osteopathic Medicine 055141300 Dental Medicine 43133 511480 Medical Science 921331010 University School 1057120101 SBE 315538911 FCAS 4134023400 Pharmacy 7725911110 Nursing 020402100 Total: 10981364239 43154 Town Hall Meeting Themes (Qualitative Analysis) Slide 16 NOVA SOUTHEASTERN UNIVERSITY DOCUMENTATION/SAMPLES OF EMPLOYEE ENGAGEMENT Surveys and Town Hall Meetings Slide 17 NOVA SOUTHEASTERN UNIVERSITY 17 Leadership role in staff's daily life is critical to engagement. Elements of recognition drive engagement. Fulfillment of individual strengths as mentored by supervisors drive engagement. Slide 18 NOVA SOUTHEASTERN UNIVERSITY Communication presents a general opportunity at NSU. One's own unit's is perceived to perform better than others. Unfettered communication with the administration is among the most polarized items on the survey. This may represented unequal access or exposure to leadership. Information flowing from leadership is perceived favorably by some and unfavorably by others. This item sets "a high bar for agreement". Still, one-third agreed while one-fourth disagreed. Communication Slide 19 NOVA SOUTHEASTERN UNIVERSITY COMMUNICATION: Any issue related to the exchange of information (regardless of modality). Communication issues range from (a) a lack thereof to (b) an overload of to (c) miscommunications. Communication issues are within units, across units, and from top down and bottom up. Sub-Categories fear of reprisal for providing opinion/input communication delay communication overload lack of information inconsistent information response time regular updates from President/Provost/Deans suggestion boxes directory Examples: Faculty and staff feel that communication is inconsistent. They report only receiving information when there is an issue that needs to be resolved. Employees report being afraid to express their opinions for fear of reprimand or reprisal, therefore they would like to have meetings where supervisors are not present. Staff would like meetings to be more frequent so that they can communicate in a face-to-face venue. Slide 20 NOVA SOUTHEASTERN UNIVERSITY Respondents who left at least one comment 2,290 (71%) 482 respondents left one, 1595 left two, 177 left three, 36 left four. Respondents who left no comments 938 (29%) Three recognition forms. Desire to stay? Manager does well. Manager could improve. Total number of comments 4,347 1242002,0881,935 Average words per comment 20.5 22.6317.7717.3523.98 Total word count 88,970 2,8063,55336,21746,394 About 356 Pages Comments at a Glance Slide 21 NOVA SOUTHEASTERN UNIVERSITY STEPS IN DESIGNING CURRICULUM Collaboration and Teamwork! Slide 22 NOVA SOUTHEASTERN UNIVERSITY Institutional Effectiveness & Academic Affairs Task Force Appointed by President Syllabi Review (internal) External Trainers & Materials Qualitative Analysis of Themes Decisions about Learning Outcomes Grouped into Five (5) Modules Preliminary Facilitators Chosen Leadership Curriculum Committee Meetings Assessment Decisions Slide 23 NOVA SOUTHEASTERN UNIVERSITY BUDGET AND TIMELINES How much does this training cost? When did it start and when will it end? Slide 24 NOVA SOUTHEASTERN UNIVERSITY Module Title Average attendees per session Facilitator Fee per session Cost of Materials per session Cost of Catering per sessionRoom Set-up cost Number of sessions needed Total costs per session Total costs for all supervisors to attend Cost per Attendee Managing Conflict/Change50 600.00 100.00 900.00 200.0014 1,800.00 $25,200.00 36.00 Communication50 600.00 100.00 900.00 200.0014 1,800.00 $25,200.00 36.00 Performance Management and Legal Issues for Supervisors50 600.00 100.00 900.00 200.0014 1,800.00 $25,200.00 36.00 Leadership Visioning & Planning50 600.00 100.00 900.00 200.0014 1,800.00 $25,200.00 36.00 Measurement/Project Management50 600.00 100.00 900.00 200.0014 1,800.00 $25,200.00 36.00 Totals 3,000.00 500.00 4,500.00 1,000.0070 9,000.00 $126,000.00 180.00 Annual Budget Slide 25 NOVA SOUTHEASTERN UNIVERSITY ' 09 Mar 2009 JulNov Mar 2010 JulNov Mar 2011 JulNov Mar 2012 Jul ' 12 Program began Assignment of Facilitators Pilot program Further design Curriculum Development Meeting with Leadership & Appointment of task force Slide 26 NOVA SOUTHEASTERN UNIVERSITY FIVE CONTENT MODULES So, what are we teaching? Slide 27 NOVA SOUTHEASTERN UNIVERSITY M ANAGING C ONFLICT & C HANGE F ACILITATORS : F ROM C ONFLICT M EDIATION P ROGRAM Identify components of an effective change plan Develop strategies for overcoming obstacles to change Describe motivation strategies to help employees adjust to change Develop an assessment tool to measure the effectiveness of a change plan Describe ethical considerations when managing conflict or change in the work place Slide 28 NOVA SOUTHEASTERN UNIVERSITY Slide 29 F ACILITATORS : F ROM S PEECH -L ANGUAGE, L IBERAL A RTS, & E DUCATION C OMMUNICATION S KILLS F ACILITATORS : F ROM S PEECH -L ANGUAGE, L IBERAL A RTS, & E DUCATION Demonstrate the technique of ac