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

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

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

3. NMC Mission, Values, Vision We value all people and will invest in their personal and professional growth and development.

4. Strategic Direction Statements Deliver learning through an integrated workforce This statement includes the Talent Project Classification and Compensation

5. Drivers for the project AQIP Accreditation process identified an opportunity for improvement Desire to tie our AQIP projects to our Mission, Values, Vision and our Strategic Direction Statements

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

7. ADRT PROJECT Attract: Attract highly qualified talent committed to NMC’s mission and values of innovation, agility, thoughtful risk-taking, integrity, exceeding expectations, etc. Build a diverse workforce with a global orientation

8. ADRT PROJECT Attract: Includes: Marketing processes Where/how we hire Includes hiring process Cross-functional search committee (begins building first network) Search committee member mentoring of new employee

9. Attracting Talent NMC Human Resources, along with our Training and Research team applies Lean concept to NMC hiring processes. Key responsibilities are put back in HR(determining qualified candidates, input on position required components, reference checks, etc.)

10. Attracting Talent November 2008, NMC goes “live” with PeopleAdmin on-line applications

14. ADRT PROJECT Retain: On-going Unit Level, Affinity Group Training Goals: Ensure on-going skill development of employees Enhance motivation Provide flexible workforce to adapt to changing environment

15. ADRT PROJECT DEVELOP: NMC Development Paths Performance review a. Core Competency development b. Professional development Identify Path to Development

16. NMC Development Paths Teaching/Training/Coaching Path Center for Instructional Excellence, Active Learning Model, Classroom leadership, Coaching

17. NMC Development Paths Leadership Path Supervisory skills, Leadership Development, communication, planning/Project mgt, succession planning

18. ADRT PROJECT Quality Path Accreditation/Institutional Effectiveness, Plan-Do-Check-Adjust, Lean, Facilitation, Project management

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

20. On-Boarding/Orientation Process Goals: Allow all new employees to adapt to/connect with/be an active part of the NMC culture. Equip every new employee with the information they need to leverage organizational resources to be successful in their role Ensure all employees, no matter who they are (full-time, part-time, supplemental, adjunct, etc.) receive consistent information and training Allow both the new employee and NMC to explore, “Did I/we make the right choice?” and provide a no-fault opportunity to go separate ways if appropriate.

21. Phase I: On-Boarding Includes: First days: NMC culture overview, regulatory training, basic technology training, and network building First weeks: Job and Unit-specific orientation and training First months: NMC systems and process training—PDCA, shared governance, etc.

22. Essential Questions to Guide Module Development: What do I want each employee to know, learn and be able to do?(Ideas for Active Learning Tasks/Activities) (Purpose/Outcomes/Goals) How will I know when they know/learn/can do this? (Measurable Objectives) How will they know when they know/ learn/can do this? (Feedback and Assessment Loop)

23. History of innovation and unique attributes. 1st 50 years (Video of the 1st 50 years and interaction with orientation team leader, Books: 1st 20 Years and 2nd 20 Years) History of shared governance, limited unionization (one group of 40 service employees)

24. Current Culture and how to thrive Mission, Vision and Values (Purposes, “Keep Learning at the Center”) Institutional Effectiveness: Accreditation (AQIP) and our Quality Culture; P-D-C-A Org. Chart and hierarchy Councils/Committees and Shared Governance Department functions, services and interdependence

25. Emerging Culture: Continue building a culture of innovation and quality. Continuous Improvement Strategic positioning statements Current Institutional Effectiveness projects Talent Management Service standards A3 thinking/planning metrics

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

27. Protect Self and Others Sexual Harassment Policy Substance Abuse “Alcohol and Illicit drugs” FERPA Know/understand laws and NMC policies to comply with the law (FERPA laws as related to student privacy) OTHERS as they apply to the employee (BBP, etc.)

28. NMC PEER GUIDE SYSTEM Employees have a resource person to contact for information that is outside of the department and supervisory positions. Employees develop a relationship with someone outside their department. Employees gain more insight about the college by forming a mentor/mentee relationship with someone outside one’s own work environment

29. E-LEARNING SYSTEM