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They’re Not Just Students, and It’s Not Just a Job. Strategies for Managing Change and Developing Leaders. Presented by Nikole Williams June 2011. Agenda. Organization Professional development Daily e ffective management with a vision Challenges. Who are we?. Barnard College - PowerPoint PPT Presentation
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THEY’RE NOT JUST STUDENTS,
AND IT’S NOT JUST A JOB
Strategies for Managing Change and Developing Leaders
Presented by Nikole WilliamsJune 2011
AGENDA
Organization Professional development Daily effective management with a
vision Challenges
WHO ARE WE?
Barnard CollegeLiberal arts, undergraduate, women’s college
affiliated with Columbia University in NYCNearly 2,400 students
Barnard College Information Technology (BCIT)
STUDENT COMPUTING SERVICES Staff
Services
Internet connectivity Malware removal
Google Apps Computer lab maintenance
OS installation and repair Technology workshops
PROFESSIONAL DEVELOPMENT
SENIOR ACES Responsibilities
Monthly meetingCo-facilitate interviews and evaluations Conduct training with Senior ACEs-in-Training Provide backup support
Specialized tasksSchedule ModeratorWebmasterWiki ModeratorLead TrainerEvents Coordinator
RECRUITMENT
Student submits an application online Interview and simulation Hired?
Meet with Senior ACEs and DirectorStudent Computing: has interpersonal and
technical skills to work independently
TRAINING & EVALUATIONS
How do you view your staff?What interests them?How can we help them improve?
Formal training twice a year Mid-semester evaluation and meeting
CAREER DEVELOPMENT
How do student employees get promoted?Management focus vs. technical focusGraduate Assistant & Student Computing
Coordinator
Career development events in technology
BENEFITS
Simulate real-world environmentPositive reinforcementWork well in teams and independently
Increases visibility of dept. and college Invest in them, and they will invest in
you Decision-making: the “Collective Best”
THE COLLECTIVE BEST Student staff->valuable insight as
individuals, students, and technicians
Incorporate their opinions into your decision-makingConverse and collaborate Be open and specific without crossing
boundariesAcknowledge each opinion & welcome
diversityMust still demonstrate decisiveness
DAILY EFFECTIVE MANAGEMENT…
Balance technical and administrative dutiesHelps staff troubleshoot but shield them from
stressful situations Delegate effectively and allow independent work
Clearly set, convey, and reinforce protocols Teach during trainingEasy access to updates and reminders
afterwards
WITH A VISION Be open to learning while having a vision:
High-quality servicesTraining and evaluations
Professional development Academics + work experience
Welcoming environmentListen and care
QUESTIONS SO FAR?
HOW ARE WE DOING Mostly positive feedback Challenges
Missed shifts during midterms and finalsEvaluation of Graduate AssistantsProfessional Development of Student
Computing CoordinatorManaging Change
SCHEDULING How do ACEs schedule office hours?
1. Google Calendar; schedule 5-10 hours/week 2. Email schedule moderator possible work
hours3. Permanent schedule determined: 2
ACEs/shift4. Share schedule with Student Computing
calendar
Schedule moderator Drafts tentative scheduleEmail: missed shifts, policy and holiday
reminders
FAIRNESS & FLEXIBILITY Reinforce protocol
ACE requests coverage, optimally shift swap
72 hours or more in advanceNot penalizedNo response? Send a reminder
Notice in less than 72 hours
1st and 2nd time: Excused 3rd: Meeting, 4th: Penalties
GRADUATE ASSISTANTS Challenge: Hard to supervise because
they work nights and weekends
During my mid-semester check in with each ACE, will ask how its going during their night and weekend
STUDENT COMPUTING COORDINATOR
ChallengesPart-time: delegation, schedule Professional Development
SolutionsFlexibilityAssess how he/she can develop
professionally and supply projects
RECENT CHANGES INTECHNOLOGY & SERVICES
BCIT
RECENT CHANGES IN ORGANIZATION
LEADERSHIP IN STUDENT COMPUTING
2008: hired as Manager of Student ComputingWorked with and for predecessorFormer Graduate Assistant and ACE
Previous manager: well-liked and respected by ACEs
Graduating seniors interested in taking position
LEADING THROUGH CHANGE
4 concepts to help you navigate change
1. CHANGE CAN BE TRAUMATIC
Mixed Expectations & ReactionsFear and vulnerabilityHow do my peers feel?
Acknowledge the degree of change
2. TAKE YOUR TIME
Look at the big pictureDon’t take it personallyHave changes outside of your department
program also affected students?
Make changes that extinguish fires, but wait to make programmatic changes
3. ESTABLISH CONTINUITY AND CREDIBILITY
If you knew the staff memberCommunicate respect for their years of
serviceRecount positive experiences
If you served in a similar capacity Relate this situation to what other
experiencesPay attention to differences
4. OPEN AND COMPASSIONATE COMMUNICATION
Communicate with staff to discover… Relationship that predecessor had with
staff What protocols need to be improved?
Daily Effective Management with a Vision
Particularly important during period of change
Be a Mentor
Questions?
THANK YOU!
Fill out an evaluation
http://www.resnetsymposium.org/rspm/evaluation
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