People Growth and Development

The People Growth and Development Team has developed a concise and transparent Vision and Mission statement with four distinct objectives to be accomplished. All are dedicated to investing in the most valuable resource of the institution; the people. The following objectives have been summarized in a concise PowerPoint for presentation to the President’s Cabinet for approval to move forward toward operationalization.

1. Quality Improvement of the TTUHSC Quarterly Coaching Initiative
2. Team Member Retention Strategies
3. Development of Continuity Manuals as a component of Succession Planning
4. All built upon collaboration with Brand & Communications Values Integration Team towards  implementation; Funding for Sustainability and continuous Assessment for improvement
   
   

PEOPLE GROWTH & DEVELOPMENT STRATEGIES

People Development and Team Member Retention Strategies are vital components in sustaining an organization. While the Team Member is one of our most valuable assets, its incumbent on the Supervisor to play an active role in developing their team members, as illustrated in the above graphic depicting the Supervisor as the engine in the people development process.

Supervisor

As a supervisor, why should you invest in Team Member Retention Strategies and Development? 

• “Loyal employees are more engaged. Engaged employees are more productive.”-Victor Lipman, Forbes
• The truth is “if one company doesn’t provide it, enterprising employees will go elsewhere for it.” Employee disengagement has a hefty price tag that’s often overlooked, and can lead to employee turnover as workers leave seeking satisfaction.
• Clearly, employee disengagement and dissatisfaction play a real role in turnover. In fact, Gallup estimates that disengaged, dissatisfied workers cost the United States $450 billion to $550 billion per year in productivity alone.
• "Dissatisfaction with some employee-development efforts appears to fuel many early exits. We asked young managers what their employers do to help them grow in their jobs and what they'd like their employers to do, and found some large gaps.  Workers reported that companies generally satisfy their needs for on-the-job development and that they value these opportunities, which include high-visibility positions and significant increases in responsibility. But they're not getting much in the way of formal development, such as training, mentoring and coaching - things they also value highly." ( "Why Top Young Managers Are in a Nonstop Job Hunt" by Monika Hamori, Jie Cao and Burak Koyuncu

The Career-development Gap
We asked young managers: On a scale of 1 to 5, how important are these items to you? We also asked to what extent their employers provide them. The biggest discrepancies are (not surprisingly) in the areas that cost the most money and time.

1. People care if you take a genuine interest in their future. Emphasis here on "genuine."   Development planning should be something a manager takes a real personal interest in - not an HR-driven mandate.  
2. It helps builds loyalty, and loyalty increases productivity. The logical corollary to point #1. Taking an honest interest in someone builds loyalty.  Loyal employees are more engaged.  Engaged employees are more productive.
3. Good talented people naturally want to advance, and appreciate meaningful support in the process.  As the HBR study showed, capable ambitious young employees want training, mentoring and coaching.   They want to gain skills. They want to become more versatile and valuable to an organization.

References:

• https://www.edgetrainingsystems.com/low-cost-of-employee-development/ 
• https://www.forbes.com/sites/victorlipman/2013/01/29/why-development-planning-is-important-neglected-and-can-cost-you-young-talent/ 
• https://hbr.org/2012/07/why-top-young-managers-are-in-a-nonstop-job-hunt 

Additionally, you are encouraged to develop your own plan, and complete the steps that are provided for the team member. 

Team Member

Congratulations! If you ended up on this page, you have chosen to invest in yourself and TTUHSC. 

Whether you are looking to advance your career and professional development, or you simply want to excel at your current position, we encourage you to start with completing your PERSONAL INVENTORY/link and optional self-assessment/link. This information is for your use only with a focus on improving your personal life, and should only be shared at your discretion. 

Next, let's focus on personality traits, strengths, weaknesses, etc. 

Career Ladder vs. Career Lattice 

Everyone is familiar the traditional career ladder, that is progressively working your way from a lower level position, ending with a senior level position, typically with the same department. 

Career Ladder the traditional view of a career path - One upward path, Move up or stay put, Lateral or backward moves viewed negatively, Advancement only by long, hard work hours in One occupational group - no changing (viewed as disloyal) This was the old way of viewing the career path and still can work today 

Something else to consider the Career Lattice, that is lateral position movements to other departments in order to grow and develop professionally. This is ideal for those team members feel under utilized and/or unfulfilled in their current duties. For example a medical billing coder may feel unfulfilled and they may want more interaction. This team member could be a good candidate for a Patient Intake, etc. 

The Career Lattice offers more flexibility than the traditional career path, BUT it requires the supervisor to be engaged and aware of needs in other departments and willing to recommend a team member for a position in another department.