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Planning for Change (avoiding crisis) NLTAP2013 National Meeting Boise, ID

Civil & Environmental Engineering. Planning for Change (avoiding crisis) NLTAP2013 National Meeting Boise, ID. Tim Colling , PhD., P.E. Director, Center for Technology & Training . Chinese symbol for Crisis……. Motivational Speakers. A wise man once said.….

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Planning for Change (avoiding crisis) NLTAP2013 National Meeting Boise, ID

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  1. Civil & Environmental Engineering Planning for Change (avoiding crisis) NLTAP2013 National Meeting Boise, ID Tim Colling, PhD., P.E. Director, Center for Technology & Training

  2. Chinese symbol for Crisis……

  3. Motivational Speakers

  4. A wise man once said.….

  5. Change is inevitable, it the crisis that is optional….

  6. What Does A Transition Plan Do? • Details how the center will be run in a “crisis” • How the leadership will be selected • Who the likely candidates are • Details key technical positions • Outlines development necessary for key staff • Part of a larger plan

  7. What is in a transition plan? • Identification of key activities/roles • Identification of key staff to fill roles • Assessment of training / development necessary for staff to fill positions

  8. Why plan for staff changes??? Avoid a skills vacuum • Illness, accident or just life happening • Centers don’t usually have a “deep bench” • What we do is relatively unique • Maintain key skills • Way to insure future for staffwho remain • Career path for existing staff

  9. Identification of key activities/roles Identify any role that is critical to service delivery • Sponsor relationships • Center budgeting and management • Proposal preparation and funding processes • Technical focus areas • Project management for large projects • Teaching core outreach classes Identify key staff that are responsible for execution of roles • Management positions • Key technical positions • Specific administrative functions • Hard to get employees N+1 philosophy

  10. Identification of key staff to fill roles Plan for internal staff first Look outside the organization for help / resources • Cultivating new hires (professionals and students) • Shifting responsibilities in time of need • Similar units Plan for hard to find employees • Open postings • Leverage positions

  11. Assessment of training / development necessary for staff to fill positions Formal training • PSMJ project managers boot camp • Technical training Informal training • Engaging more people than “necessary” to complete a task (job shadow) • Take advantage of “vacations” to try tasks out Build standard processes and document

  12. Expanded Growth and Positioning Plan • History of the organization • Staff resources • Management structure • Organizational sustainability (transition plan) • Current projects / funding • Opportunities for growth • Center operational concerns

  13. Benefits • Relationship with the department • Clearly communicates intent with staff • Helps keep staff development on track • Helps bring clarity to future staff hiring • Becomes an operational philosophy • Budgeting / garnering more resources

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