PROFESSIONAL & ORGANIZATIONAL DEVELOPMENT
University of Washington Human Resources
THE LEADING EDGE WINTER 2009
for UW leaders
Dollars and Sense: The Case for Training
and Development
CONTENTS
By Elizabeth Warrick, Ed.D., Executive Director,
Professional & Organizational Development FEATURE
Dollars and Sense: The Case for
These are tough times. As many of us search for ways to reduce expenses,
Training and Development
it may not seem to make sense to spend resources on staff training and
organizational development. However, in the next few months, you, your
team, and your organization may need training and development more than
ever. Making relatively small investments now will help you survive these
ALSO IN THIS ISSUE
tough times and even come out stronger.
• Coaching Special ..................... 2
Strong Leadership
The kind of decision-making, motivating, and planning that you’ll be faced • Leadership Interview:
with over the next few months will require a keen approach and a special set Anita Wharton .......................... 3
of skills.
• C
onsider working with a leadership coach, an objective individual who • Ask an Expert .......................... 4
can act as a confidential sounding board and help you determine how
to build the necessary strengths to guide your organization through the • Course Spotlight ...................... 4
challenges ahead.
• ontinue to invest in your own development. Seek local workshops,
C • POD Launches the
seminars, or conferences that can help you gain a fresh perspective Resilient Organization
and develop needed skills. Planning in Chaos and
• L
ook for opportunities to connect with UW colleagues; by sharing your Master Process Seminars ........ 5
experiences, you may learn from and support each other.
• Media Corner ........................... 5
A Plan for the Future
Decisions you make in the coming months may fundamentally change how • POD Stats:
your organization does business. Avoid the temptation to make decisions The Value of Training
too quickly and without input from your employees, customers, and other and Consulting ......................... 7
stakeholders.
• S
eize the opportunity to plan strategically and align your organization
with the broader goals of your parent organization, the University, or
others in your field.
• onsider partnering with a consultant who can facilitate meetings
C
or retreats and offer expertise in strategic planning, organizational
assessment, process improvement, and other such efforts. www.washington.edu/admin/hr/pod
Continued on page 2 >
page
2
Dollars and Sense continued
Abundant and Effective Communication Retention of Key Staff
In uncertain times, there is no such thing as too Whether through layoffs, retirement, or resignation,
much communication; in the absence of information, most UW departments will realize a reduction
people sometimes imagine circumstances to be worse in force. When there are fewer people around
than they really are. You should employ a variety to get the work done, you must ensure that your
of media to reach your staff members, customers, top performers are given what they need to feel
and stakeholders, including e-mail, the web, printed satisfied, valued, and engaged.
materials, and, most important, in-person meetings.
Also, consider creating an internal communication • Establish or maintain recognition efforts.
plan for your organization. • S
how an interest and investment in a staff
member’s future by providing “stretch”
• artner with a coach or consultant to help you set
P
assignments or training opportunities.
and achieve communication goals for yourself or
your organization.
You have made an investment in building your
• onsider bringing in a consultant to work with
C organization, and in hiring, training, and retaining
your team on communication challenges that are your best employees. Budget cuts never come at
damaging morale or inhibiting productivity. an opportune time, but organizations that come out
stronger in the end are the ones that keep focused
Changes to Positions and Job Assignments on the future. Instead of deferring “maintenance”
of your team, take this time to think creatively and
To improve efficiency, make up for lost staffing, and strategically on how to sustain the momentum you
continue to advance organizational goals, you may and your team have worked so hard to build. █
need to reassign duties or reconfigure positions. Even
highly competent individuals may need support in
becoming adept at new roles and responsibilities.
• M
ake sure that your staff members receive the
just-in-time training they need.
• D
on’t underestimate the need for new or refreshed
“soft” skills like communication, supervision, time
management, and decision making. While some Coaching Special
training needs may be more technical, such as
computer skills or UW fiscal procedures, soft skills The University Consulting Alliance is offering a
may also be essential for on-the-job success. special coaching package—three sessions for the
price of two ($400 total) for new coaching clients.
Improved Teamwork For this special, the Alliance will work with you to
choose a coach from select internal consultants.
In the coming months, it will be especially important for Your first session must be scheduled by March 31 to
team members to work cohesively and with a shared qualify for this special.
purpose. However, any changes to job assignments
will shift relationships, dependencies, and needed • F
or more about coaching, visit
skills. That, coupled with unease about the economic www.washington.edu/admin/hr/pod/coaching/.
situation, may cause stress, conflict, or other negative
side effects, and your team may falter just when it • o hire a coach, contact the Alliance at
T
needs to function at full capacity. alliance@u.washington.edu or 206-616-8461
and be sure to mention the special coaching
• edicate resources to teambuilding efforts to help
D package.
bring people together, focus their energy, and
build morale—all of which should aid productivity.
• onduct or sponsor facilitated discussions to help
C
team members understand how to work through
differences and develop “ground rules” for making
Genuine beginnings begin within
the most of productive conflict. us, even when they are brought
• D
eal with interpersonal conflict quickly so it
doesn’t hamper productivity. As needed, bring in
to our attention by external
a consultant or other party to mediate conflicts opportunities.
between staff members. ~ William Bridges
page
3
LEADERSHIP INTERVIEW: ANITA WHARTON
Anita Wharton, the new Director of Finance and Administration at the School of
Medicine’s Radiation Oncology Department, came to the UW after a two-year sabbatical
that included working for the Obama presidential campaign. She also spent time
learning American Sign Language, developing a grief support program, and traveling.
POD’s Renée Hanson turned to Anita for insights on her career path, the role of training
and development, and the transferability of leadership skills between work and outside
interests.
What has been your career path to your current job at What role has training and development played for you,
the UW? your staff, and the organizations in which you have
worked?
Since high school I knew I wanted to be in some sort
of administrative role because I enjoyed the “behind I believe that the more people know or understand about
the scenes” work it takes to make a program or event their work, the better they are in performing their work.
happen. When I finished my Masters in Public Health I realize that whatever is going on in an employee’s
with an emphasis in Healthcare Administration, I personal life affects their productivity at work. Thus, I
obtained a position with the American Public Health set about creating training and development programs
Association in Washington, D.C., where I worked on that address all the facets of the individual.
domestic and international programs.
In my Executive Director position, I realized that I
After a few years, I received a call from a stranger who was going to be able to set the tone and culture for
later became my boss, mentor, and friend, recruiting the organization. Believe it or not, one of the main
me to work as a department head for Patient Financial focuses from the beginning was employee training and
Services, which included Admitting, Outpatient development. We started with a two-day mandatory
Registration, Patient Accounts, and Financial orientation that included training and development in
Counseling. I quickly learned there was no formal a number of areas, some of which had very little to do
teaching resource for these responsibilities; however, with work, but I knew it would be to everyone’s benefit.
I was able to find “continuing education” type courses The managers and directors were required to take
from organizations tied to the industry. development workshops in their job function, employee
relations, and personal “sharpen the saw” topics.
Later, I was approached to interview for a job
with a physician department. I was chosen as the My philosophy is that an organization is only as strong
Administrative Director for the Department of Surgery as its employees. As a leader it is my responsibility to
and there I “found my love”: handling the business side ensure that all employees have the resources to do
of medicine so physicians can take care of patients, the current job and have a clear path to grow for the
teach residents, and conduct research. future. Over the years I have found that employees
who regularly participate in development activities,
I then had the opportunity to build an organization whether voluntary or mandated, have a higher level of
from scratch at the same university. The catalyst productivity, commitment, and satisfaction with their job
manager in me couldn’t pass up the challenge. As and the organization. This makes my job much easier
Executive Director/COO, I was tasked with developing a and more enjoyable.
centralized physician organization and billing operation
for 160 physicians. I learned that you “can’t cut your way into a profit,” so
even when times are tough and money is short, some
I then spent seven years consulting with a national firm sort of training and development is crucial for the long-
prior to joining a services and software company and term health of the organization and its employees.
taking a sabbatical.
continued on page 6
As a leader it is my responsibility to ensure that all
employees have the resources to do the current job
and have a clear path to grow for the future.
~ Anita Wharton
page
4
ASK AN EXPERT
What is National Work
and Family Month?
By Renée Hanson, Training Kaizen (pronounced ky-ZEHN) approaches, and kaizen may
& Organization Development is a way of thinking that puts or may not be the right tool
Specialist; Manager, University employees at the center, for your organization. The
Consulting Alliance gives them a sense of the total kaizen process tends to be
process they’re involved in, people-oriented, is relatively
and then frees them to think easy to initiate, and focuses on
During these times of tight of ways to best do their jobs. creative solutions instead of
budgets, how do I make changes In most cases these are not capital expenditures. However,
that don’t undermine our mission ideas for major changes. it requires long-term discipline
or weaken staff morale? Kaizen is based on making little to imbed the philosophy into
changes on a regular basis: the culture of the organization
A good way to conserve always improving productivity, and to realize all the potential
resources is to involve your safety, and effectiveness benefits of this approach.
staff in looking at the non-value- while reducing waste. The five
added work your unit is doing founding elements of kaizen are Online Kaizen Resources
and finding creative ways to teamwork, personal discipline,
eliminate it and redistribute • Read about getting started
improved morale, quality
resources. A growing number of with kaizen
circles, and suggestions for
cash-strapped states are using a improvement. • Learn more about the kaizen
Japanese method of continuous philosophy and methods
improvement, kaizen. You can employ a number of
different process improvement • Order a free copy of The
Kaizen Quick Start Guide
COURSE SPOTLIGHT
Professional & Organizational process from both individual and This workshop (course code Q0655)
Development is pleased to organizational points of view; is offered on Thursday, March 12,
recommend the following courses explores the most effective actions from 9:00 a.m. to 4:00 p.m.
for UW leaders: leaders can use to help people
navigate change, both planned and Click here for more information
WORKING EFFECTIVELY WITH NON- unplanned; and gives participants about these and other POD classes:
NATIVE ENGLISH SPEAKERS practice in working with several https://www.washington.edu/admin/
tools for change. hr/pod/catalog/gen/Category43.html
This dynamic course focuses on
skills and strategies for managers This workshop (course code Q1070)
and supervisors working with is offered on Tuesday, March 10,
non-native English speakers at from 8:30 a.m. to 4:30 p.m.
the UW. Through case studies,
discussion, and role-playing, the
course addresses ways to improve
FACETS OF YOU: THE MBTI STEP II
Don’t worry about the
MBTI Step II is used to explore the
communication and foster trust
while respecting each individual’s distinct ways you express and can future; plan for it. Now
heritage. leverage your distinct personality
type. Participants will complete an
is the time to double
This workshop (course code Q0690) online assessment before attending down on your strengths
is offered on Friday, February 27, the class, and the results will help
from 8:30 a.m. to Noon. you identify personality traits and figure out ways to
LEADING PEOPLE THROUGH
within your type and clarify your
four basic MBTI type preferences.
volunteer more of yourself,
CHANGE Through this workshop, you’ll contribute more, and
discover how to use your type more
This highly interactive one-day
effectively with tips on enhancing
make yourself known and
workshop is designed for managers,
supervisors, and team leaders. It
communication, managing change
and conflict, and exercising your
indispensable.
gives information and models to ~ Marcus Buckingham
unique decision-making style.
help leaders understand the change
page
5
P O D L AU N C H E S T H E R E S I L I E N T O R G A N I Z AT I O N
Budget cuts, hiring freezes, increased workloads—with so many things threatening to hold you back, how can you keep
your organization moving forward?
In response to the challenges many of us are facing, POD is launching a special low-cost series, The Resilient Organization.
Seminars will focus on how UW supervisors, managers, directors, and other executives can do more with less and still
retain employees, sustain morale, and continue to advance organizational goals.
Two seminars are scheduled for winter quarter, Planning in Chaos on February 19 and Master Process on March 25. For
more information, or to register, visit www.washington.edu/admin/hr/pod/promo/tro/. POD hopes to continue the series
during spring quarter.
“POD is facing its own challenges as we tighten our belt,” explains POD Executive Director Beth Warrick, “and I know many
of my colleagues across the University are dealing with the same situation, if not worse, so it’s crucial to offer UW leaders
seminars that will be affordable, relevant, and timely.”
Select professionals from POD’s University Consulting Alliance will conduct The Resilient Organization seminars in their
areas of expertise. Each seminar will be two hours or less, with a registration fee of $40. █
The Media Corner
BOOKS
Go Put Your Strengths to Work by Marcus Buckingham
Reviewed by Susan Templeton, Career Development Manager,
Professional & Organizational Development
Focusing on strengths and managing weaknesses is a familiar approach to
individual and organizational development, but this approach has always posed
Provide equal
a challenge: Once you identify your strengths and weaknesses and those of
your team members, how do you apply this knowledge? Go Put Your Strengths
attention to and
to Work by former Gallup researcher Marcus Buckingham is a six-step guide to support for those
increasing effectiveness on the job. The book includes a Strengths Engagement
assessment that can be taken as an individual or as a team. who stay in the
According to Buckingham, “Years of research prove that individuals and teams organization and
playing to their strengths significantly outperform those who don’t in almost
every business metric.” In my own work with various groups at the University,
those who leave the
I have seen the transformative effect Buckingham’s principles can have as
individuals and entire teams truly learn to put their strengths to work.
organization, rather
Managing Transitions: Making the Most of Change by William Bridges
than focusing all
Reviewed by Amy Hawkins, Training & Organization Development Consultant,
benefits on leavers.
Professional & Organizational Development ~ Allan H. Church
Yes, times are definitely changing. Changing economic realities, leadership,
budgets, work locations—the list goes on, and just about every day we hear
about more potential changes. In Managing Transitions, William Bridges
provides a toolkit for managing the human side of change and ensuring that
change not just occurs but succeeds.
Bridges asserts that “transition” is not synonymous with “change.” Transition
is the internal process that people must go through to come to terms with a
change such as an organizational restructure or a job redesign. Unless this
transition occurs, the change will not work.
In my work at the University I have found that, when confronted with
resistance to change, leaders all too often respond in ways that only serve to
undermine the change effort. Fortunately, all leaders can learn basic transition
management strategies, and Managing Transitions is an excellent teacher.
page
6
LEADERSHIP INTERVIEW: ANITA WHARTON
continued from page 3
If I don’t invest in my employees, why should I expect them to
commit and invest in the success of the company?
What was your role in Barack Obama’s presidential campaign,
and how did your previously developed leadership skills
help you?
During my sabbatical, I went to a grassroots Obama office to
volunteer, and before the day was over three of us became
Skills and knowledge, the management team, putting systems and processes in
place to organize the hundreds of volunteers who showed up.
especially regarding
leadership, are Fortunately, I was used to working with volunteers, having
done so as a church leader and community volunteer. I know
transferable. No that just like work, to be successful you have to (1) give
clear instructions, (2) make sure the purpose and expected
matter where you outcome is known and understood, (3) reinforce positive
learn them—at work, behavior, (4) quickly eliminate negative conversations and
actions, and (5) given that volunteers come from all walks
church, play, school— of life, be ready to provide training. Even though time was
extremely limited, we had better outcomes when we took the
they are beneficial in time to train and develop our volunteers.
all areas of life. One thing I know for sure is that skills and knowledge,
especially regarding leadership, are transferable. No matter
~ Anita Wharton where you learn them—at work, church, play, school—they
are beneficial in all areas of life.
How do you stay current and keep growing at this stage of
your career?
I’ve always taken advantage of workshops and training
and development courses to hone my leadership and
interpersonal skills. I remember a conversation with a
physician-executive who expressed surprise at my having
sat through a class because the delivery was poor and the
content basic. I shared that if I only picked up one new thing
or way of looking at something, then the time spent was
worth it.
I continue to sign up for classes and workshops, ready to
learn something new or to expand my thinking or approach
to situations that arise in my role as a leader. I know I have
a better chance of leading effectively and efficiently as the
market and workforce changes if I keep my skills and access
to information current and if I take the risk to learn and apply
something new. █
page
7
P O D S TAT S : T H E VA L U E O F T R A I N I N G A N D C O N S U LT I N G
To help illustrate the value of POD’s programs and services, here is a sampling of evaluation results from two of POD’s
POD STATS: THE VALUE OF TRAINING AND CONSULTING
core programs.
POD STATS: THE VALUE OF TRAINING AND CONSULTING
To help illustrate the value of POD’s programs and services, here is a sampling of evaluation results
from two of POD’s core programs. programs and services, here is a sampling of evaluation results
To help illustrate the value of POD’s
from two of POD’s core programs.
Quarterly Courses
Quarterly Courses
From Winter 2006 through Summer 2008, 6,469 evaluations were completed by Quarterly Course participants (a
Quarterly Courses
From Winter 2006
completion rate of 92.7%). through Summer 2008, 6,469 evaluations were completed by Quarterly Course
From Winter 2006 through Summer 2008,
participants (a completion rate of 92.7%). 6,469 evaluations were completed by Quarterly Course
participants (a completion rate of 92.7%).
“Through this course, I improved my knowledge, “How would you rate your and/or your
“Through this course, I improved my knowledge, “How would you rate your and/or your
increased my skills, and/or changed my attitude.”
“Through this course, I improved my knowledge,
increased my skills, and/or changed my attitudes.” department’s financial investment in this course?”
“How would you investment in this course?”
department's financial rate your and/or your
increased my skills, and/or changed my attitudes.” department's financial investment in this course?”
University Consulting
University Consulting Alliance Alliance
University Consulting Alliance
From Winter 2006 through Summer 2008, 125 feedback forms Alliance clients (a by Alliance clients
From Winter 2006 through Summer 2008, 125 feedback forms were completed bywere completed completion rate
From Winter 2006 of 38.0%).
of 38.0%). completion rate through Summer 2008, 125 feedback forms were completed by Alliance clients
(a
(a completion rate of 38.0%).
“Have the consulting services provided to you or “Rate the consultant's level of expertise in regard to
your consulting services expectations?”
“Have the consulting met yourprovided to you or
“Have theorganizationservices provided to you or the consultant's level of expertise
“Ratethe consultant’s level or area addressed.”
“Ratethe project performed of expertise in regard to
your organization met your expectations?”
your organization met your expectations?” the project performed or area addressed.”
to the project performed or area addressed.”
Fostering positive change THE LEADING EDGE is published by
in individuals and organizations Professional & Organizational Development,
at the University of Washington. a division of UW Human Resources. Submit
comments or contributions to Beth Warrick at
ewarrick@u.washington.edu.
Visit POD online at:
www.washington.edu/admin/hr/pod
I:\groups\hr\hradmin\marcomm\pod\re-brand\leadingedge\Winter 2009\FINAL POD Stats - new colors.doc