The document outlines a 4 phase planning process for managing a placement function: 1) Build relations internally and externally to understand the business and build collaboration. 2) Conduct an organizational analysis and provide placement and career advisory services. 3) Focus on functional excellence through learning and development activities. 4) Implement career pathing, monitoring performance, and consolidating success through alignment with business strategies and processes. The goal is to match job opportunities to individual interests while identifying talent and developing people.

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 •Innovation
Mauro “Mac” Calcano
May 11, 2012

2. Overview
Positive impact on the placement in For Profit businesses and Non-for-
Profit (NFP) organizations and effectively manage the function by
focusing on the integration of industry and business strategies and
placement planning activities. Also, by providing transactional
excellence and added value services with unique approach in terms of
positive interactions, positions identification, sourcing strategies,
industry and business knowledge as well as department process
improvements.
Functional Process Planning –
Initially review the function in terms of the affect on commercialization
prospects and overall business focus in order to develop meaningful
professional 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. Vision & Purpose
Understand and add value to organization with focus on the priorities
Manage the development, retention and deployment of resources to
achieve business objectives. Collaborate with Career teams and secure
input as to the development of the function and the integration to the
businesses. Encourage though leadership around the key placement
areas in order to understand the unique art and design job market and
requirements. Include specific technology that are utilized to assist in job
identification in the placement process to be better engage in terms of
assisting the teams. Perhaps consider an approach of bottom up direction
that will align team actions in terms of short term objectives. A systematic
review would permit a mutual understanding and would ascertain
approximately 80% of the functional requirements. The approach will
permit the team to not only provide input but to assist with the planning
process 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 design
market and business direction. Therefore placement process must remain
innovative by understanding future business and organization trends as
well as be knowledgeable about current For Profit and NFP organizations
(traditional reporting hierarchal charts, position titles, job description and
projected budgets, if available). Furthermore analysis might be
undertaken as a foundation to identify Current state Vs Desired business
condition and understand future changes in position competencies in
order to address the gap. To manage an integrated process,
consideration might be initially given to focusing on tangible opportunities
in forward planning in that beyond a defined business period it is a
„guesstimate” of job openings due to the dynamic and flexible nature and
changing market demands. My previous success and work accomplished
in this area might assist to develop the platform for future placement
enhancements. Also special attention needs to be given to redundant jobs
or crossover/consolidated jobs that are now being considered and will
take out in the next planning cycle.

4. Observations:
•Organization structure and design are rooted in duties and
responsibilities (position specifications) of current positions but more
importantly in future roles needed by the business strategy. These new
jobs will be developed and resources assigned n support of the business
direction.
• Business team engage in healthy “give and take‟ discussion in order to
develop their functional areas, assign required resources and set forth
clear metrics in order to justify any resource change. It is in this area of
potential influence that skills can be identified early on through internship
and contract assignments.
•It is the “decision makers‟ that must be identified in terms of the
placement process. Placement input could then be evaluated against
established organization criteria and mutual agreed actions of a gap
resource management process.
• Through networking, relations build, influence and consultative skills
discussion centered around how best to meet their resources objectives .
Preparation:
Step #1: Planning – Know the For Profit or NFP organizations with an
ability to discuss the kind of job structure that could be ideal experience.
Ability to have the knowledge base that can identify needed people
resource support; i.e. number and types of positions that would be
relevant to a new business direction. Ability to discuss ROI of a proposed
structure 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/demand
and job design; job description are assigned to position titles and respect
internal 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 budget
approval cycles (largely depended on fiscal year) and be prepare in terms
of what people costs may be.

5. Planning Process
Phase One –
Build Relations
Internal & External
Phase Two -
Organizational Analysis
Placement & Career
Advisory
Phase Three -
Functional Excellence
Learning & Development
Phase Four –
Career Pathing,
Monitoring
Consolidating Success

6. Phase One –Understand
Build Relations
Internal & External
The first three months are critical to success in terms of the transition
to an academic environment and to focus on understanding how
business is conducted.. Also to build team consensus and
collaboration and establish an external presence with employment
decision makers of key interest. The need to be proactively assist in
exchange ideas and enhance the reputation of the system and
processes. During this period, in my opinion, the develop team
priorities and personal objectives and manage operating plans under
the direction and counsel. Frequent interaction and collaborate with
staff member s to agree on procedure improvements and assist
with job identification and placement. This is also the time to agree on
expectations and create a timeline for deliverables. Reach out and
connect with For Profit and NFP organizations that have enjoyed
strong working relationships and begin a personal integration
initiative. In addition, conduct research to identify possible
untapped job market opportunities. Phase One would include : 1.) to
proactively establish early on working relations with functional teams,
2.) to manage ongoing placement initiatives . 3.) to understand the
business process and add value. This phase will provide context and
orientation and allow him/her to get a sense for the operation and
team member‟s work agenda and style. Also from different business
perspectives and have an opportunity to meet in person with college
constituencies within the first month, thereby providing an interactive
/ learning /communication platform.

7. Phase Two -
Organizational Analysis
Placement & Career
Advisory
During the functional analysis and career interaction phase,
should solicit feedback and develop trust and personal credibility in
order to address issues that might provide useful insights on the
placement process. During this period, build on opportunities
previously identified and also on his/her perception and encourage
ideas that will improve deliverables. In this transition period, provide
an atmosphere to share ideas, make suggestions , provide
constructive input and be mindful of opportunities for integration.
Discussion topics/areas might cover:
•Communications plan on how best to connect on a daily basis and
have update meetings
• Discussion of agenda that are relevant to the placement process
• How to fit into the culture – Visible and present for discussion
and guidance
• Managing constituent relationship - Continue to developing high
performance 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 needed
to have meaningful deliverables and results
•Workforce planning, job design and position descriptions
knowledge in order to assist in position evaluations and career
development

8. Phase Three -
Functional Excellence
Learning & Development
Continue to build functional competencies through skills
developmental activities in order to insure a performance
culture 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 receive
buy-in
•Evaluation and guidance

9. Phase Four –
Career Pathing,
Monitoring
Consolidating 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. Career Framework
Leader
CAPABILITY
Function
Manager
Business
Partner
Professional
Individual
Contributor
RESPONSIBILITY
Traditional

11. Traditional Career Pathing Career
Ambition
Matching Job- to-Individual interests
Placement
People
Planning
Identifying Talent
Professional
Entry
Level

12. Career Ladder
Leader
CAPABILITY Career Ambition
Function
Manager
5 or more
Team
Leader
4-5 years
Entry level
2- 3 years
RESPONSIBILITY

13. New Career Path
The Lattice
Quality Career
of Life Ambition
Career
Job Options
Enrichment
Career Matching
Focus Job
To
interests
Bridging Competency Gaps

14. Career and Job discussions:
With decision makers in preparing and developing a placement
strategy:
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 be
counted, 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 issues
4. 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?