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Launching Tomorrow’s Business Leaders: Assessment and Development. Background and Goals of the Initiative. Preparing our students to be global business leaders Success at Krannert Success in the (initial) job market Long-term career success Offering a supplement to curricular experiences

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Presentation Transcript
background and goals of the initiative
Background and Goals of the Initiative
  • Preparing our students to be global business leaders
      • Success at Krannert
      • Success in the (initial) job market
      • Long-term career success
  • Offering a supplement to curricular experiences
      • Relational and leadership capabilities: the “soft skills”?
  • Creating an individualized developmental plan for you (“meeting you where you are”)
  • Instilling an appreciation for openness to feedback and a developmental orientation
  • Emulating the best practices of organizations in managing human capital
what do organizations do best practices in human capital management
What do organizations do? (Best Practices in Human Capital Management)
  • An integrated approach to assessment and development
      • Based around a “competency model”
      • Provides a common framework and language for the dimensions on which you select employees, evaluate them and provide feedback, and develop them
  • Careful and comprehensive assessment on the behavioral competencies
      • “360” evaluations, to provide complete picture
  • Comprehensive feedback regarding ratings on the competencies
      • Particularly regarding self-other discrepancies
  • Provision of developmental opportunities that explicitly target specific competencies
  • Provision of performance coaches
      • To help make sense of feedback and create developmental action plans
how was the krannert competency model created
How was the Krannert Competency Model created?
  • Developed based on:
      • Interviews, focus groups, and surveys
      • With current and former students, staff, faculty, and corporate recruiters
      • Three criteria: those competencies

important for …

        • Success at Krannert
        • Initial job market success
        • Long-term career success
    • Resulted in a set of 12 core competencies…
what is the competency model for krannert master s students
What is the Competency Model for Krannert Master’s Students?
  • YOUR PERSONAL BRAND
  • Trustworthiness and integrity
  • Personal responsibility
  • Professionalism
  • Initiative
  • YOUR SKILLS
  • Oral Communication
  • Written Communication
  • Decision-making and Decisiveness
  • Strategic Thinking
  • YOUR RELATIONSHIPS WITH OTHERS
  • Networking
  • Team building
  • Cultural Appreciation
  • Adaptability
trustworthiness and integrity
Trustworthiness and Integrity

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Actions are aligned with what one says and with agreed-upon ethical principles. Maintains confidentiality in dealing with sensitive information.

personal responsibility
Personal Responsibility

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Accepts responsibility for one’s own actions, decisions, and deliverables; holds oneself accountable; follows through on promises; owns one’s own education, development, and career planning.

professionalism
Professionalism

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Conducts oneself in line with business-professional standards regarding dress, communication, and respectful and collegial engagement with others; effectively manages one’s reputation and brand.

initiative and urgency
Initiative and Urgency

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Takes a proactive approach to identify and address what needs to be done.

oral communication
Oral Communication

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Using the English language, expresses thoughts verbally in a clear, effective, and compelling manner, in both conversations and formal presentations.

written communication
Written Communication

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Expresses oneself in written English (e.g., memos, emails, course papers) clearly, succinctly, and effectively, with the use of proper grammar.

decision making and decisiveness
Decision Making and Decisiveness

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Uses sound judgment and analytic skills to make appropriate decisions; knows when to move from analysis to action (to avoid analysis paralysis).

strategic thinking
Strategic Thinking

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Looks at an issue from multiple vantage points while maintaining focus on the big picture.

networking
Networking

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Appropriately initiates and effectively maintains relationships with peers, faculty, staff, alumni, and corporate contacts.

team building
Team Building

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Capitalizes on individual talents to build purposeful cooperation and commitment in a team.

cultural appreciation
Cultural Appreciation

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Demonstrates awareness of, and both respects and values, the cultures and beliefs of others.

adaptability
Adaptability

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Readily adjusts to changing situations and demands.

opportunities for second year student involvement
Opportunities for Second Year Student Involvement
  • Opportunity for 360 assessment and feedback (September/October)
  • Opportunity to apply for the position of Coach to 1st year students (application: October/November; training: 3rd module)
  • Interested?
    • Contact deidra@purdue.edu
krannert project team
Krannert Project Team
  • Integrated involvement with Professional Masters Office…
      • Especially Joy Dietz and Jen Bennett
  • And Graduate Career Services
      • Especially Roger Stewart, Maureen Huffer & Jill Mullens
  • Partnered with the human capital development consulting firm ADAYANA (www.adayana.com)
  • Project Manager: Tom McDuffee (Executive Alumni in Residence; tmcduffe@purdue.edu)
  • Faculty Lead: Deidra Schleicher (Associate Professor, OBHR; deidra@purdue.edu)
  • Our thanks to Dean Jerry Lynch and Dean Chris Earley for their support of this initiative