STAFF
STRATEGY C:
INCREASE OPPORTUNITIES AND FUNDING FOR PROFESSIONAL DEVELOPMENT THROUGH TRAINING AND COMPETENCE BUILDING
We would like to see clear and transparent information on the various roles staff members play in the department and college. With this information, we hope to establish clear pathways for advancement and growth. Once those pathways have been established, each department should be provided with funds that support the professional development of the staff members. Given the vast array of roles staff members have in the college, professional development can take many shapes, so it will be up to the staff member and his/her supervisor to determine how to use the professional development funds in a way that support the needs of the staff member, their specific role and the department. We would also like to see increased training available to staff member in Dietrich College. Studies point to the value of creating a workplace environment that encourages continual learning and growth. These efforts lead to greater organizational effectiveness while boosting retention rates (Forbes.com 2019, see Appendix: Staff for URL). • First, we would like to require training on how to be supervisor. There is a pilot program launched by Human Resources where we can encourage staff to participate. The current structure has many people reporting to individuals who do not have a clear understanding of their work therefore these supervisors cannot provide the professional development these employees need in order to grow. In addition, we could not find evidence of any training provided to new supervisors on how to be a supervisor. It is key for new supervisors to receive some training on this new role. All supervisors play a significant role in ensuring a positive environment for members of the department. CMU has established the Staff Supervisory Awareness Program to provide all supervisors at the Uinversity with a solid foundation of core human resources knowledge critical to their success. •Second, we would suggest the creation of specific targeted workshops through Human Resources that address the work being done by staff. There is already a strong model of this with Gloria Lucini in Human Resources. She creates targeted workshops and webinars for Advancement staff across the university. •Next, we would like to see the creation of specific training opportunities on issues related to diversity, equity and inclusion in the workplace. •Carnegie Mellon University has launched a pilot CMULead program for staff aimed at fostering their development as leaders, expanding their networks and encouraging their stewardship of the university’s mission, vision and strategic goals. The University has also partnered with Leadership Pittsburgh Inc., the foremost multi-disciplinary leadership identification, enrichment and networking organization in Southwestern Pennsylvania dedicated to developing a robust pipeline of diverse civic leaders to serve the region, and the Leadership and Negotiation Academy , which will help craft leadership brand at the university while leveraging the unique strengths and addressing the challenges specific to women business leaders. • Lastly, we want to encourage staff to take advantage of opportunities available at CMU. Carnegie Mellon University hosts a number of executive education programs through our graduate schools and staff rarely take advantage. The college should create a fund that allows staff to participate in external conferences and executive education programs provided on campus at no additional cost. We would also suggest offering staff some flexibility with their work schedule to attend a university lecture once or twice a month. Staff members often have the strictest hours, working an 8:30 a.m. to 5 p.m. schedule. Our hope is that they can be encouraged to engage in the intellectual discussions going on around campus by being granted some flexibility to attend and participate.
DIETRICH COLLEGE DIVERSITY, EQUITY AND INCLUSION PLAN
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