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Questions & Answers
Anne Moretti is director of organizational development and training.
What is the OD&T Unit?
As you know, a part of the initial UB 2020 activities included a task force that focused on human resources and examined the specifics of how we deliver HR services across the campus, and more importantly, the strategy that guided those activities. One of the conclusions of that investigation was that as an institution, a large amount of our effort was focused on transactional activities and processing. We found that we have an opportunity to spend more time focused on our people. The HR Transformation that that began in early 2006 was intended to begin shifting that focus. Given this shift in philosophy about HR, the Organizational Development & Training (OD&T) unit was established. While the profession of OD is very broad and encompasses a great number of disciplines, our initial focus is really on the "T." All of our early efforts will be focused on building learning programs and creating employee development opportunities. It is important to point out that there are many departments on campus that are (and have been) investing in staff learning and development. This fact is significant because it points to the number of enlightened leaders who recognize that learning and development programs are a worthwhile investment. Within most organizations, OD&T groups play a critical role in getting results and on achieving the overall mission through their efforts to build the people within the organization. We will focus on helping to produce growth, and our expectations about that growth take four primary forms:
Team growth: results in more effective cooperation, more realistic planning and a heightened sense of how we support one another as we endeavor to accomplish the missions of the university.
Interpersonal growth: an increase in trust, collaboration, greater security to take risks and an increased consideration for people.
Personal growth: increased awareness of one's own behaviors, attitudes and values.
Professional growth: growth that results from an improved ability to accomplish one's own job responsibilities, and an understanding about the impact it has on others.
What exactly do you mean when you talk about professional development? It's broader than just mastering the mechanics of doing your particular job, isn't it?
It is much broader than just the mechanics of doing a job, but the term is very descriptive—helping people to grow as professionals. Effective professional development means that we pair learning programs with the implementation of new systems, invest in learning for managers and supervisors so that they can in turn better mentor and develop their staff, and open opportunities to every employee for self-directed learning. We are focused on three critical strategic objectives: increasing access to training and developmental opportunities for every employee; improving the overall climate and management effectiveness on campus; and increasing compliance with policies, directives and other requirements by creating programs that better educate and inform people. We are accomplishing these objectives with a simple, three-prong approach to learning programs:
Just In Time Learning. Many subjects are highly procedural—filling out a performance evaluation, submitting an ePTF, posting a new position. It is most effective for most people to learn about these things immediately before they are actually going to do it—not months before. To help with this effort, we are developing a series of courses that will be available via the Web and are focused on process and procedural learning. People will be able to use this learning wherever and whenever they need it.
Open Enrollment Classes. Becoming a more effective communicator; learning about leadership, or emotional intelligence; how to be an effective supervisor, or how to build a high-performing team are subjects where the classroom experience with colleagues is really significant to the learning process. We are building a catalog of classes that will be available to all managers, supervisors and staff. The goal is to create an expanding set of courses from which any individual can select and actively participate in managing his or her own development.
Leadership Pathways. Targeted learning is aimed at those in supervisory, leadership and other key roles. These groups will participate in a series of learning events spaced across each calendar year. We initially are creating three programs: Leading the UB Way, Managing the UB Way, and Supervising the UB Way.
How important is professional development at an institution like UB?
Professional development is critical to the success of any organization. We have a responsibility to provide opportunities for people to grow and develop personally and professionally. The term "professional" is applied more broadly in this case than in what we have come to know as professional titles—it really means everyone. Professional development is critical in building a variety of skills. It provides a venue for people throughout the university to get to know each other in a comfortable, confidential environment. Professional development is central to the philosophy of building a great workplace.
Why the university-wide focus?
The executive leadership of the university recognizes that if we are going to be successful as an organization, we need to have some common philosophies and approaches, particularly in how we develop our supervisors and managers. The university-wide focus is also important because it shows that UB is committed to the philosophy of building a great place to work, and the idea that our people are very important.
I understand you're launching a new series of classes next month. Tell me about it.
Yes. From October through December, we will offer 10 open enrollment courses on both the North and South campuses for a total of 26 days of training. As we progress, this catalog of courses will grow and expand. Topics for this fall include "Principles of Leadership," "Critical Behavior Interviewing," "Emotional Intelligence: The Power of Leaders," "An Introduction to Team Dynamics," "Essential Communication Skills for Managers," "Become a Persuasive Communicator," "Tips for Counseling Employees," "Leading Change," "Managing Conflict in the Workplace" and "Resolving Conflict." The fall courses will provide a foundation of knowledge and skills for effectively leading and communicating with others at UB.
You're new to UB. What's your background?
Actually, I've been working with UB for several years as both a visiting faculty member and in a supervisory capacity for doctoral organizational development students on-site in healthcare through the School of Management. In terms of my background, I have 20 years of senior-level management experience in executive and leadership development, change management, organizational development, strategic planning and physician/board development. For the past five years, I've worked as a full-time management consultant at a Buffalo-based firm. For nearly 12 years, I was employed as the senior manager for organizational development at Kaleida Health and Buffalo General Health System, working with all levels of the organization and in the community. Prior to healthcare, I worked in Houston for seven years in a similar capacity for a large, energy/utility enterprise. On the international front, I served as project leader for international management and change programs for leadership in Russia, Hungary and Bosnia, including a project for the Ministry of Health in Sarajevo.
How do faculty and staff learn about professional development opportunities at UB?
The HR Web site has been completely redesigned. Information about learning and development opportunities can be found online. You also can register for classes and access a variety of tools and presentations. To browse our current schedule and register online, click here.