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  1. 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 •InnovationMauro “Mac” Calcano May 11, 2012
  2. 2. OverviewPositive impact on the placement in For Profit businesses and Non-for-Profit (NFP) organizations and effectively manage the function byfocusing on the integration of industry and business strategies andplacement planning activities. Also, by providing transactionalexcellence and added value services with unique approach in terms ofpositive interactions, positions identification, sourcing strategies,industry and business knowledge as well as department processimprovements.Functional Process Planning –Initially review the function in terms of the affect on commercializationprospects and overall business focus in order to develop meaningfulprofessional 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. 3. Vision & PurposeUnderstand and add value to organization with focus on the prioritiesManage the development, retention and deployment of resources toachieve business objectives. Collaborate with Career teams and secureinput as to the development of the function and the integration to thebusinesses. Encourage though leadership around the key placementareas in order to understand the unique art and design job market andrequirements. Include specific technology that are utilized to assist in jobidentification in the placement process to be better engage in terms ofassisting the teams. Perhaps consider an approach of bottom up directionthat will align team actions in terms of short term objectives. A systematicreview would permit a mutual understanding and would ascertainapproximately 80% of the functional requirements. The approach willpermit the team to not only provide input but to assist with the planningprocess 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 designmarket and business direction. Therefore placement process must remaininnovative by understanding future business and organization trends aswell as be knowledgeable about current For Profit and NFP organizations(traditional reporting hierarchal charts, position titles, job description andprojected budgets, if available). Furthermore analysis might beundertaken as a foundation to identify Current state Vs Desired businesscondition and understand future changes in position competencies inorder to address the gap. To manage an integrated process,consideration might be initially given to focusing on tangible opportunitiesin forward planning in that beyond a defined business period it is a„guesstimate” of job openings due to the dynamic and flexible nature andchanging market demands. My previous success and work accomplishedin this area might assist to develop the platform for future placementenhancements. Also special attention needs to be given to redundant jobsor crossover/consolidated jobs that are now being considered and willtake out in the next planning cycle.
  4. 4. Observations:•Organization structure and design are rooted in duties andresponsibilities (position specifications) of current positions but moreimportantly in future roles needed by the business strategy. These newjobs will be developed and resources assigned n support of the businessdirection.• Business team engage in healthy “give and take‟ discussion in order todevelop their functional areas, assign required resources and set forthclear metrics in order to justify any resource change. It is in this area ofpotential influence that skills can be identified early on through internshipand contract assignments.•It is the “decision makers‟ that must be identified in terms of theplacement process. Placement input could then be evaluated againstestablished organization criteria and mutual agreed actions of a gapresource management process.• Through networking, relations build, influence and consultative skillsdiscussion centered around how best to meet their resources objectives . Preparation: Step #1: Planning – Know the For Profit or NFP organizations with anability to discuss the kind of job structure that could be ideal experience.Ability to have the knowledge base that can identify needed peopleresource support; i.e. number and types of positions that would berelevant to a new business direction. Ability to discuss ROI of a proposedstructure 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/demandand job design; job description are assigned to position titles and respectinternal 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 budgetapproval cycles (largely depended on fiscal year) and be prepare in termsof what people costs may be.
  5. 5. Planning Process Phase One – Build RelationsInternal & External Phase Two - Organizational Analysis Placement & Career Advisory Phase Three - Functional Excellence Learning & Development Phase Four – Career Pathing, Monitoring Consolidating Success
  6. 6. Phase One –Understand Build Relations Internal & ExternalThe first three months are critical to success in terms of the transitionto an academic environment and to focus on understanding howbusiness is conducted.. Also to build team consensus andcollaboration and establish an external presence with employmentdecision makers of key interest. The need to be proactively assist inexchange ideas and enhance the reputation of the system andprocesses. During this period, in my opinion, the develop teampriorities and personal objectives and manage operating plans underthe direction and counsel. Frequent interaction and collaborate withstaff member s to agree on procedure improvements and assistwith job identification and placement. This is also the time to agree onexpectations and create a timeline for deliverables. Reach out andconnect with For Profit and NFP organizations that have enjoyedstrong working relationships and begin a personal integrationinitiative. In addition, conduct research to identify possibleuntapped job market opportunities. Phase One would include : 1.) toproactively establish early on working relations with functional teams,2.) to manage ongoing placement initiatives . 3.) to understand thebusiness process and add value. This phase will provide context andorientation and allow him/her to get a sense for the operation andteam member‟s work agenda and style. Also from different businessperspectives and have an opportunity to meet in person with collegeconstituencies within the first month, thereby providing an interactive/ learning /communication platform.
  7. 7. Phase Two - Organizational Analysis Placement & Career AdvisoryDuring the functional analysis and career interaction phase,should solicit feedback and develop trust and personal credibility inorder to address issues that might provide useful insights on theplacement process. During this period, build on opportunitiespreviously identified and also on his/her perception and encourageideas that will improve deliverables. In this transition period, providean atmosphere to share ideas, make suggestions , provideconstructive input and be mindful of opportunities for integration.Discussion topics/areas might cover:•Communications plan on how best to connect on a daily basis andhave update meetings• Discussion of agenda that are relevant to the placement process• How to fit into the culture – Visible and present for discussionand guidance• Managing constituent relationship - Continue to developing highperformance 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 neededto have meaningful deliverables and results•Workforce planning, job design and position descriptionsknowledge in order to assist in position evaluations and careerdevelopment
  8. 8. Phase Three - Functional ExcellenceLearning & DevelopmentContinue to build functional competencies through skillsdevelopmental activities in order to insure a performanceculture 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 receivebuy-in•Evaluation and guidance
  9. 9. Phase Four – Career Pathing, MonitoringConsolidating 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. 10. Career Framework Leader CAPABILITY Function Manager Business Partner Professional Individual Contributor RESPONSIBILITYTraditional
  11. 11. Traditional Career Pathing Career Ambition Matching Job- to-Individual interests Placement People Planning Identifying TalentProfessional Entry Level
  12. 12. Career Ladder LeaderCAPABILITY Career Ambition Function Manager 5 or more Team Leader 4-5 years Entry level 2- 3 years RESPONSIBILITY
  13. 13. New Career Path The Lattice Quality Career of Life Ambition CareerJob OptionsEnrichmentCareer MatchingFocus Job To interests Bridging Competency Gaps
  14. 14. Career and Job discussions:With decision makers in preparing and developing a placementstrategy: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 becounted, 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 issues4. 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?