information session: faculty of arts 2008 retreat culture change: our roles in our future
TRANSCRIPT
Culture Change Our Objectives
Rethink our current processes and procedures
Design a better work environment for ourselves and our colleagues
Communicate more effectively and develop team approaches to our shared areas of responsibility
Transform our current workplace culture and meet our goals and objectives together
Strategic Planning Process
In conjunction with the Office of the Provost and the Dean:
Compact: Information from Chairs, Directors, professors, staff and students
The White Paper, Strengths and Aspirations Campaign Priorities: Campaign McGill and the
Future of Arts Education, Principal’s Task Force on Student Life and Learning:
Principal's Report on Student Life McGill Master Plan : Employs strategic plans, i.e.,
Guiding Principles
Planning and Budgets 2008-09
Faculty of Arts: $935,000 budget reduction $468,000 to a University reallocation
pool Criteria to be established by the Provost Determined by the Dean in consultation
with Chairs/Directors Aligned with University/Faculty priorities
Planning and Budgets 2008-09
$467,000 as a permanent cut to the Faculty
5% reduction in operating costs Reduced permanent funding for summer
session courses Reduced permanent funding for
supplementary teaching Administrative restructuring with the Faculty
of Arts Secretariat
Compact KeyAreas
Academic Renewal Tenure track expenditures for
recruitment, salaries, start-ups and related items
Form the drivers behind many resource allocations including
Hiring pool model, which considers academic salary dollars and targets complement numbers simultaneously
Compact Key Areas
Comprehensive financial review: global resource availability Emphasis on global expense-revenue
scenarios Examples include budget revenue and
expense planning from units/faculty/ departments
Compact Key Areas Strategic Planning, Benchmarking
and Accountability
Based on: The White Paper: Strengths and
Aspirations
The Principal’s Task Force
Compact Key Areas
Multi year allocations Allocations are planned on a three
year time frame Examples include capital
expenditures, capital equipment, sessional hiring, etc.
Capital Campaign Priorities
Support and Nurture our Superbly Talented Students Scholarships and Bursaries Undergraduate Research Experience
Campaign Priorities Establish Strategic Excellence in
Teaching and Research Policy Studies
Health Policy (Institute for Health and Social Policy)
Social Policy (School of Social Work) Public Policy (McGill Institute for the
Study of Canada) Policy Analysis (Social Statistics and
Public Policy)
Campaign Priorities
Establish Strategic Excellence in Teaching and Research
Language, Literature and Culture Institute of Islamic Studies First Nations Creative Writing
Campaign Priorities
Establish Strategic Excellence in Teaching and Research International Development
Institute for International Development
Campaign Priorities
Support Academic Innovation Visiting Professorships Dean’s Research and Teaching
Initiatives Fund
Campaign Priorities
Support our People and Programs with Improved Facilities Infrastructure/Physical Facilities
Dean’s Priorities
Capital Campaign priorities Graduate student funding Department undergraduate
student advising initiatives Faculty research initiatives Financial and administrative
infrastructure
Faculty of Arts 2008 Retreat
“McGill will offer opportunities for professional development and growth and create a work environment conducive to enhanced productivity and improved job satisfaction for all personnel – administrative, secretarial, technical and clerical.”
Faculty of Arts 2008 Retreat “McGill will work in a variety of ways to
improve the working conditions and professional development opportunities of the administrative and support staff whose work makes possible the achievements of our professors and the success of our students.”
Faculty of Arts 2008 Retreat “McGill will support its employees to
achieve new processes and outcomes in our renewed focus on service and communicate to them that their contributions are valued.” (White Paper, Section 8: Administrative and
Support Staff: Inclusion and Service)
Personal Objectives?
Meet and Greet Session May 14, 2007 Involvement Collaboration Innovation Communication
Faculty of Arts 2008 Retreat
Premise To meet the objectives identified in the
White Paper To ensure that all staff are aware of the
goals set out in the compact and planning documents
To include all staff members in the compact and planning process
Our Roles? How does this affect me?
More work for me? More training and courses? More responsibility? More accountability? More, more, more….
Fear Factor? What is the worst case scenario?
Take courses Learn new skills Be more knowledgeable Participate in Faculty/University
decisions Attend meetings Give advice, recommendations Be part of the changes, be part of the
team
What is the best case scenario?
Take courses Learn new skills Be more knowledgeable Participate in Faculty/University
decisions Attend meetings Give advice, recommendations Be part of the changes, be part of the
team!
Our biggest asset YOU - Our support staff who can
adapt and move with the changes YOU- Are the communicators, the
facilitators and the implementers of the policies and practices of the University
YOU- Are a key component of why McGill is ranked 1st in Canada and 12th in the world
Key Areas
Electronic Procedures Manual/Timetable Group together similar job functions Involve those that perform similar
areas of responsibility Rethink and redesign the process Post findings on intranet site
Key Areas
Electronic Procedures Manual/Timetable Components
Narrative: Areas of responsibility Process Mapping Timeline Resources
HUMAN RESOURCES- HIRING PROCESS FLOWCHART
No
Temp hiringprocess
Regular hire?
Determineclassification
Send personnelrequest form to HR
Define and write upjob description
Identify staffingneed
No
Resumequalified?
Gather resumes
Place ads
Develop recruitmentstrategy
No
Suitablecandidate?
Examine existingresumes on file
Suitablecandidate?
Post job internally
Yes
Arrange meetingwith candidate
ReferencesOK?
Conduct interview
Develop interviewquestions
Conduct preliminaryinterview
Yes
Yes
No
Candidateaccepts?
Make employmentoffer
Determine payrange
Select candidate
Yes
Yes Hire candidate
No
No
Yes
Key Areas
Identification of the required skills/abilities for each position Language skills Technical skills
Key Areas
Identification of the key back up areas and security Identify back up areas for each process Ensure surrogates have appropriate training
and security Schedule the work on a recurring basis
Key Areas
Identification of Staff Development Courses (soft skills) to complement each area Setting priorities Coping mechanisms Conflict resolution Career development
All Inclusive Organize groups around the work
processes Take responsibility for those areas and
challenge the process Invite those involved in the process Discuss areas of mutual concern and
recommend changes
Retreat Location/Dates
Hotel du Parc (New Residence Hall) 3625 Avenue du Parc, Montreal, QC H2X 3P8 Two Days: June 17th (Tuesday) and June 18th
(Wednesday) Commitment: 1 day All support staff to attend Priority of the Dean
Retreat Focus Group Team Focus Team Members:
Leila Al-Bassit: [email protected], 398-6658 Karin Bourgeois: [email protected], 398-
8567 (temporary 00783) Sharon Barqueiro: [email protected],
398-3254 Kathleen Holden: [email protected], 398-
6211 Kathy Lauer: [email protected], 398-4217 Kim Reany: [email protected], 398-4400 ext.
09137 (Peterson Hall -5802) Linda Tom: [email protected], 398-2161
Get involved!
Volunteer to become team leaders and motivators
Assist with set up and management of the retreat
Contact any one of our Focus Group Team We need your support to ensure we all
succeed!
Retreat Outline 8:00 – 9:00 a.m. – Breakfast 9:00 – 9:20 a.m. – Welcome:
Associate Dean 9:20 – 1:00 p.m. – Guest Speakers
and Workshops 1:00 – 2:00 pm – Lunch 2:00 – 4:00 pm – Workshops 4:00 pm - Reception