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The People Plan

2017: A Year in Review


HR ANNUAL REPORT

Sheridan would like to acknowledge that all three of its campuses are on what has been, for thousands of years, the traditional Territory of the Mississaugas of the Credit First Nation, Anishinaabe Nation, Huron-Wendat and the Haudenosaunee Confederacy. It is our collective responsibility to honour and respect those who have gone before us, those who are here, and those who have yet to come. We are grateful for the opportunity to be working on this land.

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Contents Message from the President

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Priority 1: Leadership Effectiveness

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Priority 2: Management Development

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Priority 3: People Management Transformation

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Priority 4: Total Rewards

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Priority 5: Communication and Transformational Change Capability

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Priority 7: Performance Excellence

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Priority 11: Succession Planning

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A Brief History

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THE PEOPLE PLAN: A YEAR IN REVIEW

Message from the President Dear Colleagues, Sheridan’s most valuable resource, our people, continues to remain a top priority as we plan for the future. Our success is entirely dependent on the contributions, creativity and innovation of each and every member of the Sheridan team. One of the ways we keep this focus alive is through our People Plan. For those of you who are new to the organization or would like to review the document again, you can find a comprehensive overview of Sheridan’s People Plan on your Access Sheridan portal under “Human Resources Centre.” Since 2013, there have been a number of initiatives implemented throughout the organization, some of which have been communicated at town hall meetings, through the Insider and other channels. However, we felt that it was a good time to create a more formal report to keep the Sheridan community up to date on our collective progress. While there are 11 priorities contained within the Report, our focus for the past four years has been mainly on the following five: Leadership Effectiveness, Management Development, People Management Transformation, Total Rewards, and Communication and Transformational Change Capability. This is based on feedback from over 400 individuals throughout the institution who were engaged in the development of the People Plan. Over the past year, we have started to expand our focus to include Succession Planning and Performance Excellence in response to institutional demand. The following Report includes a historical summary as well as a detailed account of activities from 2017. I invite you to provide us with your feedback and/or enquire about the initiatives contained within this Report by contacting Amanda Pike, Director, Centre for People and Organizational Development, at amanda.pike2@ sheridancollege.ca The Sheridan People Plan belongs to all of us, and whether you are participating in a Learning Calendar course, team development activity, collaborative action planning process or professional development outside of the institution, I hope you’ll continue to engage in what we have to offer as we continue our journey towards sustaining a strong reputation as an Employer of Choice. Mary Preece, PhD President and Vice Chancellor 02


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THE PEOPLE PLAN: A YEAR IN REVIEW

Priority 1: Leadership Effectiveness Initiatives in this area are designed to build aligned and effective leadership teams across the organization and develop Sheridan’s future leadership capacity to cultivate innovation and lead change.

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Initiatives include: • Introducing a Leadership Competency model for Administrative employees (also applies to Priority 2) emphasizing the importance of “how” work is done at Sheridan, over and above goals and task objectives, equipping leaders to more successfully support, guide and model employees in their successful performance and engagement. • Integrating the Leadership Competency model into the Administrative Employee Performance and Feedback Development Review (PFDR) process in 2018 to provide a measurable outcome on performance (also applies to Priority 2). • Launching a Leadership Intensive cohort-based seven-month leadership program that provides a deep dive into leadership development aimed at taking Sheridan’s senior leaders to the next level (pilot – January 2016; President’s Executive Council (PEC) – 2017; third cohort – January 2018) (also applies to Priority 2). • Engaging the President’s Executive Council in a structured team effectiveness process to align goals, establish top priorities for the institution and enhance overall team performance. • Providing learning opportunities to employees and leaders to develop their knowledge and skills through course offerings in Sheridan’s third annual Employee Learning Calendar (also applies to Priority 2). Programs include the Leadership Essentials series, Inspiring the Leader Within series (i.e. professional development courses for front-line employees) and the Manage SMART HR series. • Piloting a Change Resilience program to support and build leadership capacity with front-line employees.

• Supporting managers and their teams in pursuit of their goals. To accomplish this, the Centre for People and Organizational Development (CPOD) provides support by designing collaborative initiatives that consist of a variety of team effectiveness strategies, including (but not limited to) team assessments, customized workshops, trustbuilding initiatives, process improvement initiatives, interpersonal relationship building and coaching. (Nine active teams supported in 2017.) • Hosting a two-day Educational Developers Caucus (EDC) Institute Conference in October to cultivate awareness of various inclusive learning approaches while exploring how these can be integrated into educational development work with faculty and – ultimately – students. • Organizing the Sheridan Creates conference in March 2017. At the conference, scholars, creators and innovators engaged, celebrated and advanced the scholarly, creative and research activities of our employees including teaching and learning innovations. • Delivering ongoing Teaching and Learning Academy (TLA) programs 1, 2 and 3 to new fulltime professors to optimize their performance and build communities of practice. Topics include instructional design, curriculum development, learning activities, assessment, articulation of teaching beliefs, identifying student learning bottlenecks, etc. • Delivering Fundamentals of Teaching and Learning expectations for part-time professors to ensure consistent teaching and learning practices with our new hires (94 attendees in 2017). • Coordinating a Peer Coaching program designed to link faculty interested in developing aspects of their teaching with a mentor who can support them.

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THE PEOPLE PLAN: A YEAR IN REVIEW

Priority 2: Management Development This priority focuses on equipping managers with the necessary skills to support employees in their roles and guide them in their development. Initiatives in this priority area are designed to help create greater consistency and effectiveness of people management practices across Sheridan and ensure that management fundamentals are in place.

Initiatives include: • Coordinating a presentation for Sheridan leaders by Helene Bellerose of Box of Crayons as part of Sheridan’s Leadership Speaker Series. “The 5 Question Leader” emphasizes how to encourage efficient and effective ways to coach employees and maximize productivity in informal ways. • Providing Sheridan leaders with a Leadership Institute that includes knowledge and skill development in various areas: – Offering ongoing workshops in Leadership Essentials (LE). We developed mandatory Coaching Essentials courses aimed at providing our leaders with a variety of skills to optimally support and encourage the performance and engagement of their employees in various ways (also applies to Priority 7). – Developing new modules for the LE program, including Financial Literacy and Strategic vs. Operational leadership for September 2018. 06

– Developing a plan for a New Leaders Onboarding program that aims to successfully introduce new leaders to Sheridan in a way that maximizes their immediate success and engagement. – Building an Emerging Leaders program for highly engaged and interested employees that focuses on foundational leadership skills. – Coordinating an annual Leadership Intensive program. • Planning an online Employee Orientation program to allow new employees immediate access to required information, necessary for a good onboarding experience. • Providing internal and external executive coaching when required. This coaching is intended to support the ability of Sheridan’s leaders to optimally guide, support, engage and encourage their employees at all levels.


• Enhancing Sheridan’s ability to source and attract top candidates globally by completing a needs assessment, new branding, and a review of talent pools that includes faculty consultation. • Implementing a standardized process and documentation of hiring practices for part-time (PT) support staff that offers mandatory training sessions and resource guides to existing and new managers to ensure the process is practised consistently across Sheridan’s departments and Faculties (also applies to Priority 3). • Facilitating mandatory Due Diligence Occupational Health and Safety (OHS) Training for Managers to ensure they’re equipped with and understand their accountability and responsibility with expectations related to Health and Safety (also applies to Priority 3). • Facilitating a mandatory Respectful and Supportive Places to Work and Learn program for all managers. The program aims to help them identify Sheridan policies and procedures that foster a culture of respect, equity and inclusion within our learning and work environments (also applies to Priority 3). • Developing a Workplace Accommodation program to be released in 2018 for managers to help support putting into practice the policy, procedures and forms established to address employee accommodation needs under the Human Rights Code (also applies to Priority 3).

• Developing a new Equity and Inclusion program for managers to support them in recognizing systems of oppression, anti-oppression practices and responding to complaints of harassment and discrimination (also applies to Priority 3). • Developing Gender and Sexual Diversity awareness training curriculum for delivery in winter 2018 (also applies to Priority 3). • Planning the development of a new online training module for the Accessibility for Ontarians with Disabilities Act (AODA) for release in April 2018. • Implementing organizational training initiatives such as the online module for Sexual Assault and Sexual Violence Training (January 2017); WHMIS 2015 (October 2017); and PeopleSoft upgrade training (ongoing) to ensure employees have received adequate training in required areas. • Providing ongoing SLATE workshops for faculty: Getting Started and Creating/Managing Course content. • Providing ongoing SLATE drop-in sessions and consultation for faculty. • Providing ongoing Gradebook workshops for faculty, including Setting up and Managing Your Gradebook.

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THE PEOPLE PLAN: A YEAR IN REVIEW

• Launching the Faculty TechTalk Series: Free Tools for Teaching (February 2017), 21st Century Assignments – New Techniques in Developing Assessments (March 2017), 21st Century Tools for Collaboration (April 2017), Powerful PowerPoint (scheduled but deferred due to strike) and Beyond F2F (winter 2017). • Offering My ePortfolio, a seven-week workshop focusing on helping faculty create their professional portfolios during the winter of 2017. • Collaborating with D2L Brightspace to create a user event to promote faculty networking, blended learning and the usability of the Brightspace platform (winter 2017). • Collaborating with the Scholars and Creators Hub at Sheridan Library to introduce the Spark TALKS program through CTL. The program aims to highlight new and innovative approaches to relevant teaching and learning topics. This initiative is also meant to foster communities of practice, strengthen discussion in teaching and learning, and provide space for the exchange and creation of new ideas for courses. • Hosting a Digital Discovery Day in April 2017 dedicated to exploring and sharing ideas related to enhancing teaching, learning, creativity and innovation in the classroom. The day, designed for faculty featured various speakers from the Sheridan community. 08

• Collaborating with Student Affairs for CTL to offer one-day Faculty consultations to FAAD, FAST and PSB. Topics include a focus on fostering inclusive classrooms and encouraging active learning. • Providing ongoing internal use of Creative Problem Solving (CPS) sessions to generate ideas for various initiatives, departments and faculties. Open registration for Level 1 CPS training through U of Buffalo is continually offered to employees in all areas. • Offering various Best Practice for Faculty workshops, including: Library Research Session for Program Review and Development Teams (January), Course Outline Specialist Training (May) and APA Information Sessions (September). • Providing Program Review Workshops hosted by the Centre for Teaching and Learning for PSB. Topics include Qualitative Data Analysis, KPI Data Analysis and Data Consolidation.


Priority 3: People Management Transformation These initiatives serve to evolve and advance the Human Resources (HR) team through organizational design, skill building and team development to play a more proactive and strategic role in the transformation of Sheridan. Initiatives include: • Providing ongoing support to Human Resources Department managers and business partners in skill building around topics such as team development, and involvement in training initiatives that support people management.

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THE PEOPLE PLAN: A YEAR IN REVIEW

Priority 4: Total Rewards This priority focuses on creating greater transparency, internal equity and employee engagement to help Sheridan attract, engage and retain employees. Initiatives include: • Designing a new cross-organizational Employee Awards Nomination program for implementation in spring 2018 to recognize and celebrate our internal talent. • Creating 3M Teaching Awards at Sheridan to help support a professor from each Faculty who stands out as a leader in teaching and education that’s aligned with the 3M National Teaching Fellowship program. • Supporting faculty to explore current issues, share best practices and advance their knowledge in teaching and learning by providing opportunity for financial support through the Sheridan Conference Scholarship program. • Revising the Administrative Employee Compensation Guide to provide clarity and transparency. New guidelines for promotion and compensation upon entry are included. • Reviewing and revamping the Executive pay structure to attract senior executive talent. • Implementing a new standardized part-time faculty rate system (September). • Recognizing the hard work and dedication of Sheridan’s employees in the Hazel McCallion Campus (HMC) B-Wing Opening by hosting an open house and employee recognition event.

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Priority 5: Communication and Transformational Change Capability Initiatives in this priority area are designed to increase Sheridan’s capacity to achieve its Vision. Areas of focus include ensuring consistent and effective communications that connect important information to various stakeholders across Sheridan; building organizational ability to lead sustainable change; and aligning change management philosophy and practice with organizational communications. Initiatives include: • Offering change leadership training and large-scale institutional change consulting through CPOD. This includes consulting on various aspects of the full change cycle including change readiness assessments, stakeholder analysis and engagement, training and communication, and sustainability. (Four active projects in 2017.) • Planning the launch of Sheridan’s first Employee Engagement Survey – a pan-institutional assessment of employee engagement across all levels, employee groups and campuses of Sheridan (November 2018). • Revising all change management tools to ensure consistency in use across the organization. This is promoted via change consulting and Learning Calendar offerings. • Completing a change readiness assessment, training plan and related resources for the PeopleSoft Absence Management Module. This is undertaken to enhance how employee attendance is tracked to help managers and employees understand their roles and responsibility in the process.

• Releasing a promotional employee recruitment video to advertise the benefits of working at Sheridan to potential hires. • Publishing a Human Resources and Equity Annual Report in August 2017 to communicate with employees and leaders about major initiatives and achievements of the department through the year. • Publishing a Centre for Equity and Inclusion Annual Report in September 2017. • Organizing and hosting regular employee town halls featuring a Q&A with the President (fall 2016 to spring 2017). • Providing informal forums called “Mary’s Coffee Chats” to all employee groups. These are hosted by the President at all campuses to discuss enquiries specific to an employee group and allow open conversation in smaller groups. • Hosting Sheridan College’s 50th Anniversary Celebration for all employees and students to celebrate our history (October 2017).

• Revising and updating the Smoke Free Sheridan Policy to recognize the Indigenous Ceremonial Burning Protocol. 11


THE PEOPLE PLAN: A YEAR IN REVIEW

Priority 7: Performance Excellence These initiatives are designed to ensure effective performance development systems for all employees that foster a culture of performance excellence and lead to increased levels of workplace engagement.

Initiatives include: • Supporting outstanding student learning and building on the opportunity for professors to reflect on their teaching with the Formative Faculty Reflection process, which has seen 347 full-time professors participate to date. • Validating a new Performance Feedback and Development Review process, tool and system for leaders and Administrative employees (March–April 2017) with the launch of a new tool and resources in January 2018 (also related to Priorities 1, 2 and 3). • Planning for the implementation of a Performance Feedback and Development process, tools and system for Support Staff (2018) to ensure developmental conversations and feedback are taking place. 12


Priority 11: Succession Planning This priority focuses on creating processes and practices for succession planning and proactive employee development that reduce organizational risks and build leadership bench strength for the future. Initiatives in this area provide clear linkages between the succession process and performance excellence/development planning process. Initiatives include: • Developing a Talent Management framework and associated tools for 2018 that will include a comprehensive stakeholder engagement and communications plan.

Investing $1M+ in our people $886,034.88

Amount invested by Sheridan towards employee PD in 2016-17.

$150,000

Amount paid out by the Employee Tuition Reimbursement Fund in 2016-17.

Plus many more investments! Sabbatical leaves, reduced tuition for Sheridan courses, and scholarship plans for dependants.

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THE PEOPLE PLAN: A YEAR IN REVIEW

A Brief History

2011–12

2013–14

2015–16

PEOPLE MANAGEMENT TRANSFORMATION

LEADERSHIP EFFECTIVENESS

LEADERSHIP EFFECTIVENESS

• Change Leadership model developed. • Change Leadership model endorsed and tools/resources introduced to senior leadership.

• Change Leadership courses (the human side and process side of change) included in Learning Calendar.

PEOPLE MANAGEMENT TRANSFORMATION

• Leadership Intensives program launches.

• PD funding allotment increases from $800 to $1,000. • TRF/PD funding introduced to top up tuition.

MANAGEMENT DEVELOPMENT

COMMUNICATION AND TRANSFORMATIONAL CHANGE CAPABILITY

• Change Management modules offered to management via Leadership Essentials.

• Curiosities, our online blog featuring “Everyday Heroes,” launches.

• Leadership Competency framework (for future PFDR integration) developed.

• Enhanced employee tuition subsidy policy for FT/PT employees implemented. • Scholarships for dependants of employees introduced. • Admin job evaluation process/ compensation plan reviewed/ refreshed.

TOTAL REWARDS • Long Service Employee recognition of 10-year service begins. • Scholarship plan for employee dependants launches. • Part-time support staff/student rates increased (and again in 2014-15).

COMMUNICATION AND TRANSFORMATIONAL CHANGE CAPABILITY • Journey website/ e-newsletter launches.

• Leadership Essentials program launches.

• Management toolkit launches. • Leadership Essentials program begins.

• Leadership Speaker Series launches.

PEOPLE MANAGEMENT TRANSFORMATION • Tuition reimbursement program reviewed to include funding for those with credentials in progress. • Employee Learning Calendar featuring 40+ courses/workshops launches. • New Probationary Faculty Review Process implemented. • Formative Faculty Assessment (FFA) program launches. • Phase 2 of FFA completed. • RIPT and Asbestos Awareness mandatory training implemented.

TOTAL REWARDS • Pay structure updated for Administrative employees. • Team recognition included at Welcome Back event. 14


Notes

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Notes

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MAIN OFFICE Centre for People and Organizational Development | B237 Trafalgar Road Campus 1430 Trafalgar Road Oakville, ON L6H 2L1 EMAIL For general enquiries: amandapike2@sheridancollege.ca

All information provided is current as of publication and is subject to change; Sheridan Communications, Public Affairs and Marketing, April 2018. ID# 8630

sheridancollege.ca

The People Plan  

2017 A year in review

The People Plan  

2017 A year in review

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