NMC On-Boarding Initiative (One part of a four-part project)

NMC On-Boarding NMC On-Boarding InitiativeInitiative

(One part of a four-part project)(One part of a four-part project)

AQIP Accreditation AQIP Accreditation ProcessProcess

NMC is accredited by the Higher Learning NMC is accredited by the Higher Learning Commission. NMC was re-accredited in 2000. Commission. NMC was re-accredited in 2000. After a comprehensive self-assessment After a comprehensive self-assessment process, NMC submitted its application to process, NMC submitted its application to join the Academic Quality Improvement join the Academic Quality Improvement Program (Program (AQIP) on October 29th, 2005. The ) on October 29th, 2005. The timeline of continuous improvement will take timeline of continuous improvement will take NMC through several overlapping cycles. NMC through several overlapping cycles.

NMC Mission, NMC Mission, Values, VisionValues, Vision

We We value all peoplevalue all people and will and will invest in their personal and invest in their personal and professional growth and professional growth and development.development.

Strategic Direction Strategic Direction Statements Statements

Deliver learning through an Deliver learning through an integrated workforceintegrated workforceThis statement includes the Talent ProjectClassification and Compensation

Drivers for the Drivers for the projectproject

AQIP Accreditation process identified AQIP Accreditation process identified an opportunity for improvement an opportunity for improvement

Desire to tie our AQIP projects to our Desire to tie our AQIP projects to our Mission, Values, Vision and our Mission, Values, Vision and our Strategic Direction StatementsStrategic Direction Statements

AQIP Action PlanAQIP Action Plan“Talent” (ADRT) “Talent” (ADRT)

For successful economic growth and For successful economic growth and development, attracting and retaining talent is a development, attracting and retaining talent is a key issue for all organizations including NMC. key issue for all organizations including NMC. This multi-year project proposes a new model and This multi-year project proposes a new model and expanded content for attracting, orienting, expanded content for attracting, orienting, training and developing employees that aligns training and developing employees that aligns with core values, core competencies, regulatory with core values, core competencies, regulatory compliance, and skills unique to specific compliance, and skills unique to specific functions. functions.

ADRT PROJECTADRT PROJECT

Attract:Attract:

Attract highly qualified talent committed to Attract highly qualified talent committed to NMC’s mission and values of innovation, NMC’s mission and values of innovation, agility, thoughtful risk-taking, integrity, agility, thoughtful risk-taking, integrity, exceeding expectations, etc.exceeding expectations, etc.

Build a diverse workforce with a global Build a diverse workforce with a global orientationorientation

ADRT PROJECTADRT PROJECTAttract:Attract:

Includes:Includes:1.1.Marketing processesMarketing processes2.2.Where/how we hireWhere/how we hire3.3.Includes hiring processIncludes hiring process

1.1. Cross-functional search committee (begins Cross-functional search committee (begins building first network)building first network)

2.2. Search committee member mentoring of Search committee member mentoring of new employeenew employee

NMC Human Resources, along NMC Human Resources, along with our Training and Research with our Training and Research team applies Lean concept to team applies Lean concept to NMC hiring processes.NMC hiring processes.

Key responsibilities are put back Key responsibilities are put back in HRin HR (determining qualified candidates, (determining qualified candidates, input on position required components, input on position required components, reference checks, etc.)reference checks, etc.)

Attracting TalentAttracting Talent

November 2008, NMC goes November 2008, NMC goes “live” with PeopleAdmin on-“live” with PeopleAdmin on-line applicationsline applications

Attracting TalentAttracting Talent

ADRT PROJECTADRT PROJECT

Retain: Retain:

On-going Unit Level, Affinity On-going Unit Level, Affinity Group TrainingGroup Training

Goals: Goals: 1.1.Ensure on-going skill development of Ensure on-going skill development of employeesemployees

2.2.Enhance motivationEnhance motivation

3.3.Provide flexible workforce to adapt to Provide flexible workforce to adapt to changing environmentchanging environment

ADRT PROJECTADRT PROJECT

DEVELOP:DEVELOP:NMC Development PathsNMC Development Paths

Performance reviewPerformance reviewa. Core Competency developmenta. Core Competency developmentb. Professional developmentb. Professional development

Identify Path to DevelopmentIdentify Path to Development

NMC Development NMC Development PathsPaths

Teaching/Training/Coaching Teaching/Training/Coaching PathPath

Center for Instructional Excellence, Center for Instructional Excellence, Active Learning Model, Classroom Active Learning Model, Classroom leadership, Coachingleadership, Coaching

NMC Development NMC Development PathsPaths

Leadership PathLeadership Path

Supervisory skills, Leadership Supervisory skills, Leadership Development, communication, Development, communication, planning/Project mgt, succession planning/Project mgt, succession planningplanning

ADRT PROJECTADRT PROJECT

Quality PathQuality Path

Accreditation/Institutional Accreditation/Institutional Effectiveness, Plan-Do-Check-Effectiveness, Plan-Do-Check-Adjust, Lean, Facilitation, Adjust, Lean, Facilitation, Project managementProject management

Talent Project Phases Talent Project Phases

Phase I: Addresses the Phase I: Addresses the developmentdevelopment aspect of Talent (ADRT) beginning with the aspect of Talent (ADRT) beginning with the initial orientation of ALL employees as well initial orientation of ALL employees as well as the next step in developing employees as the next step in developing employees targeted for delivering instruction: those targeted for delivering instruction: those on the Teaching/Training/Coaching Path. on the Teaching/Training/Coaching Path.

On-Boarding/Orientation On-Boarding/Orientation Process Goals: Process Goals:

1.1. Allow Allow allall new employees to adapt to/connect new employees to adapt to/connect with/be an active part of the NMC culture.with/be an active part of the NMC culture.

2.2. Equip every new employee with the information Equip every new employee with the information they need to leverage organizational resources to they need to leverage organizational resources to be successful in their rolebe successful in their role

3.3. Ensure Ensure allall employees, no matter who they are (full- employees, no matter who they are (full-time, part-time, supplemental, adjunct, etc.) time, part-time, supplemental, adjunct, etc.) receive consistent information and trainingreceive consistent information and training

4.4. Allow both the new employee and NMC to explore, Allow both the new employee and NMC to explore, “Did I/we make the right choice?” and provide a no-“Did I/we make the right choice?” and provide a no-fault opportunity to go separate ways if fault opportunity to go separate ways if appropriate. appropriate.

Phase I: On-BoardingPhase I: On-BoardingIncludes:Includes:

First days: First days: NMC culture overview, regulatory NMC culture overview, regulatory training, basic technology training, and network training, basic technology training, and network buildingbuilding

First weeks: First weeks: Job and Unit-specific orientation Job and Unit-specific orientation and trainingand training

First months: First months: NMC systems and process NMC systems and process training—PDCA, shared governance, etc.training—PDCA, shared governance, etc.

Essential Questions to Essential Questions to Guide Module Guide Module Development:Development:

1.1. What do I want each employee to know, learn What do I want each employee to know, learn and be able to do?and be able to do? (Ideas for Active Learning (Ideas for Active Learning Tasks/Activities)Tasks/Activities) ((Purpose/Outcomes/Goals)Purpose/Outcomes/Goals)

2.2. How will I know when they know/learn/can do How will I know when they know/learn/can do this?this? (Measurable Objectives)(Measurable Objectives)

3.3. How will they know when they know/ How will they know when they know/ learn/can do this? learn/can do this? (Feedback and (Feedback and Assessment Loop)Assessment Loop)

History of innovation and unique attributes.

11stst 50 years (Video of the 1 50 years (Video of the 1stst 50 years and 50 years and interaction with orientation team leader, interaction with orientation team leader, Books: 1Books: 1stst 20 Years and 2 20 Years and 2ndnd 20 Years) 20 Years)

History of shared governance, limited History of shared governance, limited unionization (one group of 40 service unionization (one group of 40 service employees)employees)

Current Culture and how to thrive

Mission, Vision and Values (Purposes, “Keep Mission, Vision and Values (Purposes, “Keep Learning at the Center”)Learning at the Center”)

Institutional Effectiveness: Accreditation (AQIP) Institutional Effectiveness: Accreditation (AQIP) and our Quality Culture; P-D-C-Aand our Quality Culture; P-D-C-A

Org. Chart and hierarchyOrg. Chart and hierarchy Councils/Committees and Shared GovernanceCouncils/Committees and Shared Governance Department functions, services and Department functions, services and

interdependenceinterdependence

Emerging Culture: Continue building a culture of innovation

and quality. Continuous Improvement

Strategic positioning statementsStrategic positioning statements Current Institutional Effectiveness Current Institutional Effectiveness

projectsprojects Talent ManagementTalent Management Service standardsService standards

A3 thinking/planning metricsA3 thinking/planning metrics

Protect Self and Protect Self and OthersOthers

The employees will understand NMC policies, The employees will understand NMC policies, procedures, and state and federal laws to procedures, and state and federal laws to protect self, others and the institution. protect self, others and the institution.

Protect Self and Protect Self and OthersOthers

Sexual Harassment PolicySexual Harassment Policy

Substance Abuse “Alcohol and Illicit drugs”Substance Abuse “Alcohol and Illicit drugs”

FERPAFERPA

Know/understand laws and NMC policies to comply with the Know/understand laws and NMC policies to comply with the law (FERPA laws as related to student privacy)law (FERPA laws as related to student privacy)

OTHERS OTHERS as they apply to the employee (BBP, etc.)

NMC PEER GUIDE NMC PEER GUIDE SYSTEMSYSTEM

Employees have a resource person to contact Employees have a resource person to contact for information that is outside of the for information that is outside of the department and supervisory positions.department and supervisory positions.

Employees develop a relationship with Employees develop a relationship with someone outside their department.someone outside their department.

Employees gain more insight about the college Employees gain more insight about the college by forming a mentor/mentee relationship with by forming a mentor/mentee relationship with someone outside one’s own work environmentsomeone outside one’s own work environment

E-LEARNING E-LEARNING SYSTEMSYSTEM