MARICOPA COUNTY COMMUNITY COLLEGE DISTRICT
OCTOBER 14, 2008
A retreat was scheduled to be held at 8:00 a.m. in the Rio Conference Center at Rio Salado College in Tempe, Arizona, pursuant to A.R.S. §38-431.02, notice having been duly given.
Don Campbell, President
Colleen Clark, Secretary
Linda Rosenthal, Member
Jerry Walker, Member
ABSENT: Scott Crowley, Member
Chris Bustamante for Linda Thor
Attendance: 70 people (including Board & CEC)
(4:00 p.m. through 6:18 p.m.)
Vice Chancellor for ITS Darrel Huish welcomed everyone present. He then recognized members of the Governing Board who were in attendance. The evening’s agenda would include stories reflecting talent management by various individuals within the MCCCD organization, as well as individual and table reflections on talent management.
Mr. Huish provided professional background information on the evening’s facilitators, Dr. Josh Mackey and Dr. Dorothy Sisneros prior to them coming forward.
Dr. Josh Mackey, Special Assistant to the Vice Chancellor for Human Resources, Talent Management, stated that striving to the best as the theme for the evening reflected starts with who you have in the organization. How you handle recruiting and retaining talent in the organization is very important. The definition of talent management at the Maricopa Community College District is “a deliberate and conscious process of preparing, developing and retaining employees to meet the needs of MCCCD now and in the future. It is a system-wide initiative that builds a pipeline of talent so that when opportunities become available, current and potential employees are recruited and selected to fit the needs of MCCCD. The vision for Talent Management includes the following components:
- Strategic management of new and existing talent
- By design
- Open to all employees
- Not entitlement
- Build a pipeline of internal leaders
- ONE Maricopa philosophy
- Leaders will develop talent
Dr. Mackey reviewed data that reflected retirement eligibility at MCCCD. These numbers included:
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%
Stories That Reflect Talent Management:
“Onboarding” by Dr. Maria Hesse, President, Chandler-Gilbert Community College
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)
“Right Seat/Right Talent” by Raul Sandoval, South Mountain Community College
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.
“Leadership Pipeline” by Sharon Koberna and Aaron Hinkle, Rio Salado College
Sharon highlighted their two-year leadership program titled “Leaders Managing The Rio Way” which is a two year program that initially focuses on learning sessions, practical application and mentoring, while the second year focuses on mentoring and practical application. Components include the following:
- Crucial Confrontations
- Team Building
- Decision Making
- Performance Appraisals
- Dealing with Difficult Employees
- Primal Leadership: Learning to Lead with Emotional Intelligence
- Leadership and Self-Deception: Getting out of the box
Aaron provided his story in that he initially was a proud geek who advanced based on his technical skills as he had no people skills. He started out as a grade 8 and now supervises a team of 7 as a grade 15. After all of this he is still a geek! He mentioned that during the two year leadership program, each person on the leadership team spent a lot of time talking to mentees. He stated that it was important to spend time with people who really care and mean what they say. Aaron stated that it was important to concentrate on strengths and grab hold of what others know before they retire.
“Re-Recruitment” by Patricia Cardenas-Adame, Chris Nash, and Spencer Peterson, MCC
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
Participants includes six executive team members and 19 leadership team members.
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
TestimonialsSpencer 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.
“One Maricopa” by Dr. Rufus Glasper
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.
Individual Reflection Questions: Those in attendance spent five minutes writing down their thoughts on what resonated with them during the stories shared. Table discussions followed. The following questions were discussed:
1. Which stories resonated with you most? Did you hear any similarities or differences in your experiences working at Maricopa?
2. What insight did you gain about talent management that you did not have before hearing these stories?
3. Share one action that you will implement.
Talent Management – Dorothy Cisneros
Dorothy spoke about the different components that made up the Talent Management Initiative. She highlighted aspects of the vision for talent management make sense by design. The underlying assumptions include:
- 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
Dorothy stated that there will be fourteen individuals in the first group of Talent Management Maricopa. This program will not be about what they lack but making them more competitive. She will be responsible for building a profile on each individual and they will all have experienced-based executive coaching to round out their portfolio.
Small Group Discussion
Table participants discussed the following questions, posted their results on the
sticky walls according to high and low impact issues.
1. What do we as a system do well regarding Talent Management? What do our
Individual colleges do well with Talent Management?
2. What’s missing from the work we are doing related to Talent Management?
What opportunities can you see related to our Talent Management Initiative?
3. What should our next steps be with the Talent Management Initiative?
Summary & Conclusion:
Dr. Mackey came forward and thanked everyone for attending and their participation.
The meeting adjourned at 6:18 p.m.
Governing Board Secretary