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Action Project: Employee Development (Archive)

Employee Development

A. Give a short identifying title (under 10 words) to this Lean Project.

Employee Development Action Project Team

B. Describe the Purpose/Charge of this project (100 words or less).

    The charge of this project includes the following:
  1. define Succession Planning, New Employee Orientation, and the Creation of a Career Ladder System;
  2. investigate and evaluate current CNM practices and policies for these employee development processes;
  3. develop criteria for evaluation of current practices;
  4. review comparable practices and policies at selected community colleges;
  5. recommend an implementation plan and timeline, evaluation plan, including evaluation for sustainability associated with the initiatives above;
  6. evaluate options for the implementation of the approved recommendations, including pilot projects;
  7. develop outcome measures, including benchmarks and metrics, for Succession Planning, New Employee Orientation, and Career Ladder System to determine whether this Action Project has been a success or failure in achieving its goals;
  8. research and recommend how the three initiatives above can incorporate a strengths-based perspective;
  9. apply APIEI tools to execute these tasks.

C. Describe the goals/outcomes of this project.

  1. Enhanced New Employee Orientation that incorporates appropriate elements for different employee populations, for example, part-time faculty. Employees experience on-boarding that is systematic, thorough, timely, and relevant.
  2. Employees have access to Career Ladders that create opportunities for employees to learn about and experience upward movement career opportunities. This includes ability of employees and supervisors, where qualified, to establish Career Ladder plans.
  3. Supervisors will establish Succession Plans for work units that are systematically reviewed and circulated.
  4. Strengths of employees are embedded in the approach developed for these initiatives.

D. List the organizational areas (or institutional departments and division) most affected.

  • Human Resources
  • Employee Training Office
  • Cooperative for Teaching and Learning
  • Divisional Areas
  • Labor Relations

E. Briefly name and describe the key organizational process(es) that you expect this project to change or improve.

  • New Employee Orientation
  • New Faculty Institute
  • Performance Management & Annual Employee Evaluation
  • Organizational Strategic Plan
  • Business Operational Plans
  • Job Development
  • Rewards Management
  • Learning & Development (training & education)

F. Describe the current Performance Baseline (What is your starting point?)

To our knowledge limited performance baseline data exists for these initiatives.

The New Faculty Institute, initiated in the 2011-2012 academic year, conducted an evaluation of the project; we have solicited the evaluation results (e-mail, 28 August 2012).

In addition, the 2010 Campus Quality Survey showed the following.

  • Satisfaction with employment: 68% of employees reported satisfied or very satisfied, in contrast to 78% for the 2007 Campus Quality Survey.
  • Areas with the lowest satisfaction by CNM employee groups in the 2010 Campus Quality Survey include:
    • Support/classified staff—personnel/human resources services;
    • Faculty—recruitment & orientation of new employees;
    • Department chairs—career information & planning services.

G. Describe the overall "outcome" measures or indicators that will tell you whether this Action Project has been a success or failure in achieving its goals. (Include your new or improved baseline goal.)

To be determined: As outlined in the charge statement, the team will develop outcome measures, including benchmarks and metrics, for Succession Planning, New Employee Orientation, and Career Ladder System to determine whether this Action Project has been a success or failure in achieving its goals.

H. Evaluation: How do you plan to evaluate and analyze this initiative? This evaluation and analysis help you verify that your initiative is achieving the intended/desired results. Evaluation may include Focus Groups, Surveys, and or Audits. Analysis includes identifying whether or not this initiative should continue or if alterations are needed.

Evaluation Method(s)

To be determined: Because we cannot anticipate what the recommendations and implementation requirements for these initiatives will encompass, we also cannot project the evaluation methods. Notably, evaluation is built into the charge for the Action Project.

I. Timeline:

Date Targets

11 September 2012

Kick-off

2nd meeting

Establish meeting schedule, team ground rules, assignments

We anticipate meeting at two-week intervals in fall semester 2012.

 

Complete ASSESS step in APIEI, specifically:

  • establish working definitions for Succession Planning, New Employee Orientation, and Career Ladder System;
  • collect data on current CNM practices and policies for these initiatives;
  • collect data on practices and policies for these initiatives at comparable community colleges;
  • research and review the strengths-based perspective and its application to these initiatives;
  • develop criteria for evaluation of current CNM practices and policies.

 

Date Quantitative and Qualitative Stretch Targets

 

 

 

 

 

 

Membership:

Role

Name/ Role

Responsibilities

Team Sponsor

Kathy Ulibarri, Vice President for Planning & Budget

Guide and support efforts of the team. Provide needed resources. Meets regularly with Team Leader to monitor team progress.

Team Co-Facilitator(s)

Paul Lucero, BIT FT faculty, interim assignment in Human Resources
Rose Orozco-Monroy, Interim Director, Human Resources
Pat Seitz, CHSS FT faculty

Sets agenda, identifies deliverables and due dates, facilitates meeting, and completes end-of-term and project reports when applicable.

Team Member(s)

 

Greta Berry
Donna Diller
Julie Fisher
Audrey Gramstad
Elsie Hall
Gerald Leister
Denise Montoya
Myra Morris
Cynthia Mortensen
Steven Piatetsky
Joseph Ryan
Glenys Thompson

Support team activities

Lead Sub Teams

Team Guidelines: (Add or change as appropriate for your team)
  • Maintain confidentiality as appropriate
  • Participate candidly
  • Be on time
  • Contribute your fair share when working on teams/in subcommittees
  • Use facts to support your views
  • Decisions will be made by vote
  • Recommendations presented from the Team must include training needs and must include an evaluation plan.
Project Scope:

IN SCOPE: Recommend how to define, monitor, and improve …….

OUT OF SCOPE: (Describe team boundaries, i.e., who approves)

Team Contract:

We have read and understand this Team Charter, understand our roles, and have come to agreement with the Team Leader as to the purpose of this team, actions to be taken, rules and regulations, and expected outcomes.

 

 

 

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