Project Update 10/29/2008
At the October 14, 2008 Strategic Dialogue on Talent Management, participants in the round-table discussions were asked to identify one idea that the organization should work on to support talent management. Several of the groups identified the need to review the performance management process. It was suggested that performance management should be a yearlong feedback process that supports professional development and career growth. The evaluation process is itself a tool that supports talent management.
In March of 2008, Mr. Al Crusoe, Vice Chancellor of Human Resources, kicked-off a project with the MAT policy group to revise the performance appraisal process for MAT employees. The purpose of the project was to design a performance appraisal process that was developmental and would meet the needs of both the employee and the organization. The MAT Performance Appraisal Team developed the following goal statement for the project: By Fall 2008, create an interactive competency based employee professional development system with realistic measurements that fosters employee relationships and focuses on achieving superior performance.
The team identified a MAT Core Competency model that consists of 10 key competencies. The 10 competencies were selected by MCCD employees through a survey that listed thirty-four competencies from a competency dictionary developed by a consulting firm.
The competencies selected cover three major areas that address interacting with people, understanding the business organization, and self-management. The competencies have been mapped to the core values of Maricopa as well as the Community College Leadership competencies identified by the American Association of Community Colleges.
| MAT Core Competencies | Maricopa Values | AACC Leadership Competencies |
|---|---|---|
| Building Collaborative Relationships | Community | Collaboration |
| Analytical Thinking | Responsibility, Learning | Resource Management |
| Innovation and Change Management | Excellence, Innovation | Organizational Strategy |
| Coaching | Learning | Communication |
| Forward Thinking | Innovation | Organizational Strategy |
| Directing (Establishing Focus) | Stewardship | Resource Management |
| Customer Orientation | Community | Communication |
| Fostering Communication | Inclusiveness | Communication |
| Personal Credibility | Honesty, Integrity | Professionalism |
| Coordinating | Responsibility, Stewardship | Resource Management |
| Community College Advocacy |
The team also chose to conduct focus group interviews in order to gather additional input to the new process design. Focus group interviews with MAT employees at each of the colleges, with CEC, and each of the VP Councils were held. The information collected is currently being analyzed to identify the key elements for the new process.
Benchmarking of performance management systems indicated that the key to a successful performance management system is the conversation that occurs between the employee and the supervisor. The team continues to work towards the development of a process that will include employee development conversations that support the needs of the organization and the career goals of the individual employee.
The MAT Performance Appraisal team is planning to begin a pilot of the new process before the end of the fall semester. The results will be used to prepare for possible implementation during 2009.
Feel free to contact Pat Honzay or Judy Castellanos if there are questions.