strategic planning presentation · 2019-02-27 · • strategic plans end up on the shelf...

careers.rutgers.edu/StratPlanToolKit

Lessons from the FieldWilliam Jones, Senior Director of University Career Services

STRATEGIC PLANNING IN CAREER SERVICES


Housekeeping Items

LEADERSHIP & COACHING KNOWLEDGE COMMUNITY

PROTOCOL FOR THE Q & A SYSTEM FOR THIS CALL

A BIG THANK YOU FOR WIL JONESSenior Director at Rutgers University Career Services—New Brunswick and HB10+ Outcomes & Assessment KC Chair


Lessons from the FieldWilliam Jones, Senior Director of University Career Services

STRATEGIC PLANNING IN CAREER SERVICES


WHAT’S ON THE DOCKET TODAY?

Let’s be on the same page regarding definitions.

DEVELOPMENT PROCESSFour months to create, years to revise, and lots of food.

LESSONS LEARNED

Helpful tips from our Rutgers process.

QUESTIONS AND COMMENTS?

I’m sure there is something I did not cover adequately ;)

OUTCOMES OF OUR PLAN

It’s nice to know it was worth it.

STRATEGIC PLAN STRUCTURE

TOOLKIT REMINDER


INSTRUCTIONS FOR WORKING GROUPS

TEMPLATE DOCUMENT WITH FORMATTING

CONSTITUENT QUALTRICS SURVEY QUESTIONS

PLANNING INSTRUCTIONS AND TIMELINES

CONSTRUCTING A SWOT ANALYSIS

RU UCS STRATEGIC PLANS


MYTH OR FACT?

• Strategic plans end up on the shelf collecting dust.• It's negative to always focus on what isn't working; it's better to focus on the positive.• Once you have a plan, you should stick with it. Consistency is the most important thing. • The more you plan, the better your results.

careers.rutgers.edu

OUTCOMES: NATIONALLY-RECOGNIZED ITEMS

NOVEMBER 2017www.naceweb.org

JOURNALTHE MAGAZINE OF THE NATIONAL ASSOCIATION OF COLLEGES AND EMPLOYERS

Launching a Successful Internship Office

Competencies: The No-So-Uncharted

Frontier

USING DATA TO MAXIMIZE EFFECTIVENESS

CVR_NovNaceJournal.indd 1 10/30/17 12:33 PM

FEBRUARY 2018www.naceweb.org

JOURNALTHE MAGAZINE OF THE NATIONAL ASSOCIATION OF COLLEGES AND EMPLOYERS

THE CAREER STUDIO: No Appointment

Necessary

THE CAREER CLUSTER MODEL: 5 Years Later

Unpaid Internships And Liberal Arts Grads

IS THE SKILLS GAP REAL?

CVR_FebNaceJournal.indd 1 2/1/18 3:23 PM

We can assist you with exploring your major pathways and help you to select a career that is congruent with who you are and what you value.

EXPLORE CAREER & MAJORS

We can help you identify potential options using a combination of self-evaluation questions and career assessments.

DISCOVER YOURSELF

We can assist you in developing the skills you need to have a competitive

advantage in your full-time job search.

DEVELOP SKILLS

We have events and resources designed to help you to prepare for the job search

process and connect you to opportunities.

PURSUE YOUR GOALS

OUTCOMES: CAREER JOURNEY MODEL


careers.rutgers.edu

OUTCOMES: CAREER FAIR AND EVENT RESTRUCTURING


WHAT IS A STRATEGIC PLAN?

“In many organizations, a strategic plan is viewed as a process for determining where an organization is going over the next 3 to 5 years, although some extend their vision to 20 years.”

- Our Friends at Wikipedia


WHAT IS A STRATEGIC PLAN?

At the end of your own process, what would make you feel good about your plan?


RUTGERS UNIVERSITY CAREER SERVICES STRATEGIC PLAN

COMMON DEFINITIONS

VISION STATEMENT

Outlines what we want to be (an "idealised" or aspirational view). It is a long-term view and concentrates on the future.

MISSION STATEMENT

Defines the fundamental purpose of our organization, succinctly describing why we exists, and what we do to achieve its vision.

CORE VALUES

Shared values drive our organization's culture and priorities and provide a framework in which decisions are made.

CRITICAL ENABLERS

Apply across our strategic pillars and enable their delivery. The future pace of development within these areas will be driven by the needs and influences of our pillars.



OUR STRUCTURE

STRATEGIC PILLARS

Strategic areas of focus for our organization with an eye towards our overall vision. Goals, objectives, and actions spring from these.

GOALS

The purpose toward which an endeavor is directed.

OBJECTIVES

Specific targets within the general goal. Objectives are time-related to achieve a certain task

ACTIONS

Specific steps taken to reach an objective. Each objective may not necessarily have action steps.

careers.rutgers.edu


ATTRIBUTES GOALS OBJECTIVES

SCOPE Broad Narrow

SPECIFICITY General intentions and are not specific Precise and relating to a specific tasks

TANGIBILITY May be intangible Tangible

TIME FRAME Longer time frame Short term

MEASURABLE May or may not be measured Should be measurable



Pillar 1

Goal 1.1

Objective 1.1.1

Action 1.1.1.1

Action 1.1.1.2

Objective 1.1.2

Action 1.1.2.1

Action 1.1.2.2

Goal 1.2

Objective 1.2.1

Objective 1.2.2

PILLAR 1: Employer Relations

GOAL 1.1: Diversify the Employer Base

OBJECTIVE 1.1.1: Attract new employers from underrepresented fields.

RUTGERS EXAMPLE

ACTION 1.1.1.1: Perform a position gap analysis to identify underrepresented opportunities

OBJECTIVE 1.1.1: Increase the number of US-based opportunities for international students to achieve a gap of 5% between their career interests and employer sponsorship.

ACTION 1.1.1.1: Identify top student career interests of international students.

ACTION 1.1.1.2: Utilize GoinGlobal and first-destination data to target inactive organizations with positions matching career interests areas of international students.


DEVELOPMENT PHASES

PHASE 1: Foundation Established

Leadership team drafts the vision, mission, core values, overarching pillar themes, and critical enablers as a starting point for discussion

Full staff review and provide feedback (additions, subtractions, and/or tweaks) via Sakai site before core structure is finalized

PHASE 2: Constituent Suggestions

An open call to the community for suggestions regarding service delivery and programming via a Qualtrics survey

Over the past two years UCS has conducted various advisory meetings with students and campus partners. The chairs of those meetings have continually collected notes that become part of the outreach process

Data collected through the graduate and undergraduate student career services surveys are utilized to identify some potential strengths, weaknesses, opportunities, and threats


DEVELOPMENT PHASES

PHASE 3: Pillar Development

Cross-functional teams are developed for each pillar. Outcome: to brainstorm ideas for goals within the assigned pillar based on data and experiences

Half-day staff retreat for teams to present their ideas and receive constructive feedback from the larger group and discuss possible overlaps

Pillar owners, in consultation with their functional areas, refine goals and develop objectives and actions (where necessary)

PHASE 4: Document Creation

Half-day staff retreat to review “final” items and to make any additional recommendations

Document is prepared and submitted to the Senior Leadership Team for review

Identify deadlines, leads, and critical enablers for individual items

Document finalized for publication and disseminated to staff and stakeholders


DEVELOPMENT PHASES

PHASE 5: Implementation & Revision

Incorporate into individual performance, review, and development process to ensure progress

Utilize winter retreats and annual report process to reflect and report on outcomes related to the prior year’s goals/objectives, and discuss challenges

Provide updates and make adjustments during UCS Management Meetings

Incorporate check in into monthly reporting for each unit


LESSONS LEARNED

We are all incredibly busy but a road map helps with future decision-making

INCLUDE YOUR ENTIRE STAFFAn inclusive process may take more time but staff buy-in is priceless

OPEN AND FREE DISCUSSION REGARDLESS OF POSITION

True experts may not always be the staff who are in ”leadership” positions

MANAGE STAFF EXPECTATIONS

It’s ok if plans adapt to new realities

AVOID THE PLANNING RABBIT HOLE

Establish a development timetable and schedule time to start implementation

MAKE TIME FOR STRATEGIC THINKING


QUESTIONS & COMMENTS

TOOLKIT REMINDER


INSTRUCTIONS FOR WORKING GROUPS

TEMPLATE DOCUMENT WITH FORMATTING

CONSTITUENT QUALTRICS SURVEY QUESTIONS

PLANNING INSTRUCTIONS AND TIMELINES

CONSTRUCTING A SWOT ANALYSIS

RU UCS STRATEGIC PLANS

careers.rutgers.eduRutgers, The State University of New Jersey

strategic planning presentation · 2019-02-27 · • strategic plans end up on the shelf...

Documents