Unlocking Business Potential

Everything is possible

Know how to sell the value of a career that contributes to the advancement of higher education and its teaching, learning, and research missions.
Develop a list of the non monetary benefits of working for the institution and share that list with staff.
Hire staff not just for their fit for the job but also for their emotional intelligence and fit with the values and culture of the IT organization and the institution. At the same time, remember that the strongest teams are those that are most diverse, so strive for a heterogeneous workforce that shares a common set of core values.
Work with staff to select appropriate training. Funding and facilitating time for training and travel is only part of the process. Establish some deliverables and accountability for the training so that employees return to the office with the anticipated insights and skill set.
Work with HR to develop career paths for the major divisions of or roles in central and distributed IT units. Careers paths don't have to stay within the IT organization; consider lateral paths that can broaden someone's institutional or business experience. Develop paths that reward knowledge work as well as managerial talent, and understand that not every staff member need aspire to leadership.
Create a talent plan for the IT organization itself. Identify the skill sets and roles the organization will need to acquire and retire in the next one to three years. Create a road map to where the organization needs to head and begin working with HR now to implement the road map with as little disruption as possible for individual staff and operations.

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