Brought to you by: Training and Development Team Human Resources Department

1. THE MANAGEMENT SERIES Session I 2004-2005 Brought to you by: Training and Development Team Human Resources Department Your NU Values Partners “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”

2. Welcome John Russell, MBA Assistant Vice Chancellor Executive Director, Human Resources

3. Management Culture and Management Principles at UNMC Compensation Administration Interviewing and Selecting Talent Performance Leadership Practices: Planning Performance Leadership Practices: Feedback & Reward/Recognition Accounting/Budgeting Processes Getting Things Done & Compliance Journey Reflection/Celebration UNMC “Series” Overview

4. TMS: Session I Agenda

5. Strategic Planning and the Plan John Adams, PhD Assistant Vice Chancellor Budget and Strategic Planning

6. Organization and Leadership Rod Kelly, CCP, EMBA Lead, Training and Development Team; Director, Strategic Staffing and Compensation

7. THE EMERGING ‘HI-FLEX’ ORGANIZATION 1970s 1980s 1990s 2000s Traditional Hierarchy Hi-Flex / Network Organization

8. Community Partnerships UNMC as a Network Organization

9. UNMC Businesses Academics Technology Transfer Academics Knowledge/ Technology Transfer Research Healthcare Delivery Research Healthcare Delivery

10. Organization

11. Deans, Centers, Institutes, etc.

12. Academic Affairs and Graduate Studies

13. Research

14. Business and Finance

15. Campus Leader CREATING THE VISION FOCUSING CAMPUS ATTENTION John L. Gollan, MD, PhD Dean, College of Medicine

16. UNMC Community Partnership“The Role of Managers in Cultural Competence”

17. Mission • To introduce the concept of cultural competence to managers • To discuss benefits and challenges of having an organization promoting cultural competence

18. Why the “Focus” • Managers, educators, and providers are faced with teaching, caring for and serving people from a variety of backgrounds. • Many managers, educators, and providers have received little or no formal education in issues critical to ensuring culturally appropriate and culturally sensitive care. • New knowledge and new skills are needed to accomplish this goal.

19. Goals of the “Training of Trainers” and University-wide training • Provide a forum that facilitates cultural understanding and cultural competence • Develop a core group of professionals who are cognizant of the skills needed to provide culturally competent care • Comprehensively address the laws and regulations governing care of people from diverse populations • Provide practical effective strategies for providing culturally competent care • Provide an environment that facilitates open and honest discussion of the unique and sensitive issues inherent in care of diverse individuals.

20. Session Topics • Ensuring Linguistic Access • Race – Biological basis or social construct • Unintentional Racism • Decreasing disparities • The invisibility of privilege • Adult learning and organizational change theory • Developing a culturally competent workforce and workplace • Strategies for implementation

21. Format • Two-day retreat, then four 8-hour sessions, usually once per month • Retreat topics: • Vision and mission • Cultural Competence – What’s the Big Deal? • Practical concerns in care delivery • Assessment of personal biases and institutional practices that encourage disparate care • Impact of immigration on Care • Theories of Cultural Competence

22. Past, Present, Future • “Grunt” • Novice • Wants to learn but should not teach • True consultant • Knows what he or she does not know • Knows when and where to ask for help • Guru • Walks it, talks it, resonates it

23. Possible Deficits • Costs • Learning curve • Frustration

24. Importance of today’s meeting

25. Leveling the field • Environmental assessment • Personal assessment • Institutional assessment • Departmental training

26. First lay the groundwork Mission Vision Values

27. readiness accountability Strategic thinking Mission Vision Values

28. Key Element • Clear vision of the future must be articulated by leaders, change agents, sponsors, champions or any opinion leader within the organization. • The vision must show how changing some aspects of the culture (including enhancements) promote organizational survival or continued success.

29. Leaders • Understand the need for cultural competence • Provide real resources to make the process work • Resonate the mission, vision, and values and have champions who resonate the mission as well • Walk the ground – constantly aerating it, allowing the soil to breathe, the trunk to strengthen, and the tree to bear fruit

30. readiness accountability Fruit or outputs Fruit Strategic thinking aerate aerate Mission Vision Values

32. Thank You!

33. ManagementThe Impact on People

34. Talent “We must realize that people are the organization…. It's critically important to the success of the institution. Employee loyalty and satisfaction is what makes this place hum.”Chancellor Harold M. Maurer, M.D., UNMC Today, April 15, 2002

36. Attraction/Retention Drivers • ORGANIZATION • Values and culture • Well managed • Exciting challenges • Strong performance • JOB • Autonomy • Job challenges • PAY

37. What Committed Employees Say • I know what is expected of me • I have the materials and equipment I need to do my work right • At work, I have the opportunity to do what I do best every day • In the last seven days, I have received recognition or praise for doing good work • My supervisor, or someone at work, seems to care about me as a person • There is someone at work who encourages my development The Gallup Organization, Q12 Items, 2001

38. What Committed Employees Say • At work, my opinions seem to count • The mission or purpose of my company makes me feel my job is important • My associates or fellow employees are committed to doing quality work • I have a best friend at work • In the last six months someone at work has talked to me about my progress • In the last year, I have had opportunities to learn and grow The Gallup Organization, Q12 Items, 2001

39. I receive adequate recognition and 3.4 rewards for a job well done At UNMC there is recognition for the 3.5 importance of my personal and family life I have a mentor who is interested in 2.9 me professionally I receive appropriate feedback on 3.6 how I am performing my job UNMC is interested in what 3.2 employees think about their jobs UNMC holds individuals accountable 3.2 for their productivity 0 1 2 3 4 What Our Employees Said… Desired Threshold Strongly Disagree Disagree SomewhatAgree Agree

40. Employee Turnover 5

41. Employee Turnover 5.1

42. Employee Population Intervention Required Desire to Contribute desire to contribute Respond to Performance Leadership Practices The Supervisor’s Playing Field

43. Performance Leadership Practices… Values Results Employee Accountability Adaptability Communication Successful Performance Outcomes Knowledge Knowledge Knowledge Customer/Quality Focus Skills Skills Skills Inclusiveness Abilities Abilities Abilities Attributes Attributes Attributes Occupational Knowledge/ Technology Orientation Team Focus Leadership

44. Supervising and Managing Lessons… • Talent management is an imperative – “burning priority!” • “Nothing is more important than growing your A players…and promptly dealing with your C players.” • “…poor performers are demoralizing” • Human capital management is “management” • Low performance culture drives turnover

45. However… “This is not the end. It is not even the beginning of the end. But it is, perhaps, the end of the beginning.”

46. LUNCH Deli Buffet outside room.We will reconvene at 12:20…

47. A Brief Journey Back to the Basics Larry Willis, EdD Employee Development Consultant Objective: To review basic management tools to your assignment as a manager and supervisor

48. “Managing is a simple thing…”

49. How Can a Manager Influence The Culture? • Emphasize what’s important • Communicating goals of UNMC • Posting mission statement • Talking about accomplishments • Repeating what you want to see in the workplace • Model behavior that you want to see

50. Manager’s Influence on Culture (con’t.) • Reward employees whose behaviors reflect what is important. (Reward & Recognition) • Discourage behaviors that do not reflect what is important