Minutes 10/14/2008

• Strategic management of new and existing talent
• Purposeful
• By design
• Open to all employees
• Not entitlement
• Build a pipeline of internal leaders
• ONE Maricopa philosophy
• Leaders will develop talent

CEC 7 out of 15 employees 47%
MAT 177 out of 827 employees 21%
Faculty 416 our of 1388 employees 30%
PSA 197 our of 1343 employees 15%
Total 797 our or 3573 employees 22%

Prior to her comments, Dr. Hesse had the audience view a pre-employment video that is shown to prospective employees at Chandler-Gilbert Community College. There is a checklist for employees to make sure they cover all point. College values are emphasized on the college’s culture and climate. Upon reporting for duty, new employees are provided a welcome card and a coffee mug. They are also given a book gift based on their employment category (Delivering Knock Your Socks Off Service for PSA; Leadership Challenge for Manager; and Integrating Civic Responsibility into the Curriculum for Faculty)

Raul began his career in 1985 as a one year only employee. He had originally wanted to be a high school counselor, however a call from Phoenix College resulted in him becoming the Director of Student Activities and Services Outreach at the City Colleges Center. He is now the Associate Dean of Student Services at South Mountain Community College. He has also worked for the City of Tempe in their Employee Development Division. He mentioned that his philosophy has been that each position helps build the tapestry of your career. While at Phoenix College he had some really important political moves and worked with great powerbrokers. It is important to take risks and be in tough with leadership and stay or their radar. During the course of his career, he was told to get a doctorate, that this was important if you were going to rise within the organization. Lastly, it is important to know your strengths and weaknesses; however it more important to focus on strengths.

• Crucial Confrontations
• Team Building
• Decision Making
• Performance Appraisals
• MOSAIC

• Communication
• Dealing with Difficult Employees
• Delegation

• Primal Leadership: Learning to Lead with Emotional Intelligence
• Leadership and Self-Deception: Getting out of the box

Patti described their Student Affairs Leadership Development Initiative which was put together to identify strategies that would
establish a cohesive Student Affairs team

• Re-recruit Student Affairs leaders
• Understand collectively what effective leadership meant to the group
• Create leadership development opportunities for participants, and
• Apply leadership concepts within SA and MCC

Results of their initiative included:

• Built trust
• Encouraged uninhibited communication
• Cultivated human capital
• Developed positive environment and attitudes
• Expanded these skills to other projects
• Opened doors for building relationships and cooperation
• Learned new skills
• Re-engaged individuals

Testimonials

Spencer Peterson, Director of Enrollment Services and Red Mountain Campus

Spencer emphasized that it was important to be around the best as you strive to be the best. Put aside purpose and be collaborative. Spirit is very important.

Chris Nash, Supervisor, Children’s Center, MCC
Chris indicated she came to MCC as a grade 7 and has had wonderful
mentors. She has been collaborative with others which is very important.

Chancellor Glasper thanked everyone for their stories. He stated that we have
opportunities to define who we are and help the organizations. He stated we have to change in these times. How will we handle that change? We need to learn new skills and have mentors. In order to move within our organization it is very difficult because many people do not value you. Time to think about what it means to be One Maricopa. We must have a view of the whole. Can a position that we want be on the other side of town because that college is not the same as ours? We will be tested because we will have to make some of those choices. Talent Management is about filling that potential void. All VP”s and Presidents will be asked to provide that help. Two years ago the book Good to Great was about getting on the right seat or off the bus. We have been changing and will continue to change. What is it like to be a system? The biggest opportunity is that we will have a wealth of talent. Talent Management Initiative is about building talent. Each day our job is different. Hope that we can look at this opportunity with an open lens. Change ourselves to make tough decisions. Build trust among one another. Need to be in a position to build that next step and build trust. Good opportunity to have dialogue. Prudent use of resources. There is fear in change but when you have people around you it makes change easier.

• Valuing employees
• Nurturing and growing our own employees
• Building a pipeline for the future – talent pools
• Beginning at the system level
• Employee group equity
• Commitment to diversity
• Building on existing systems and processes
• Inclusive