Administrative Council Response
The Administrative Council would like to thank the members of the Exempt Staff Forum Task Force that worked and prepared the recommendations on how the college could enhance its existing professional development opportunities for exempt staff. The work produced is evidence of what the exempt staff sees as the importance of professional development in their careers at Carleton.
The response to the recommendations is formatted as follows:
- Executive summary outlining the overall approach that Administrative Council will implement to address the matter of professional development for exempt staff.
- Specific responses to each recommendation as it relates to the overall philosophical approach of providing professional development for exempt staff.
Executive Summary
Professional development is a key priority for the College and is an important component of one’s work life at Carleton and beyond. Carleton is very fortunate to have a pool of experienced diverse exempt staff members. They are diverse in their educational backgrounds as well as their work experience, both at Carleton and prior to joining the Carleton staff.
Because of this diversity, it is not a simple matter to fashion a professional development program that would fulfill all exempt staff ideas and plans for supporting their individual professional development needs and aspirations. Factors such as the individual’s time and status in a job; a department’s need for training in a specific skill or content area; the relationship of the professional development activity to an office or other colleagues; the benefit of the professional development proposal to the College; the benefit of the plan for one’s professional development; and the impact of personal development on life-long learning can be considered when trying to decide how to support professional development.
The relationship that exempt staff have to the College and their individual departments is different from the relationship that faculty have to the College and their departments, and thus makes it a necessity for the exempt staff and their supervisors to fashion plans that mutually fit and provide some level of benefit to the individual and the College and, in some instances, only the individual. It should also be understood that professional development plans change over the course of time and this should be reviewed at the annual performance appraisal session. The nature of the exempt staff relationship with the institution does not support a PDA (Professional Development Account). Also, the individual department funds that support the professional development plans of the exempt staff in most instances outweigh the PDA dollars for reasons that will not be addressed in this response. We do not wish to create a static entitlement fund but wish to maintain flexibility and variations from person to person.
We do support a multi-tiered approach to offering options to the exempt staff:
Tier 1: Individual departmental funds (existing and possible increase based on the annual budget process)
Tier 2: Exempt Professional Leave program (existing presidential fund)
Tier 3: Degree completion at the BA, MA, or PhD level
The Tier 3 Option is added because we recognize that professional development comes in many forms, i.e., membership in associations (including leadership roles), conference attendance, skill building, technical training, course work in certificate or degree granting program. The request to participate and receive support (both financial and time) from the College at this level would have to be backed by an individual member of Administrative Council, and then the Council member would present the request to the senior staff for final thorough review of the staff member’s proposal and plans. The Council members would have to approve such a request. It is understood that a request of this nature may be more beneficial to the individual than the College.
Recommendation Responses
1. Policy Statement and the Staff Handbook
We support enhancing the language on the Human Resources website and in the staff handbook that supports the position of the Administrative Council and the Exempt Staff Forum Task Force. The statement will identify the responsibilities of the Human Resources office as well as the administrators, managers, directors and staff role in supporting professional development.
A draft of such a statement would mirror the executive summary. It would incorporate language to address hiring, retraining, development and best practices. This language would be consistent with language recommended by the Task Force and the statements and positions clarified in the executive summary.
2. Funds for Professional Development
Funds will be made available based on the three-tiered approach to supporting professional development for exempt staff. There already exists a separate sub-code (5811) to account for professional development expenditures. Every department will be asked to use this sub-code effective July 1, 2004 so that we can track these expenditures.
As indicated in the executive summary, the funding levels already available in the individual departmental budgets will continue to be used to support professional development. We will not attempt to re-allocate those dollars. We will not have a central account administered by the Human Resources department since the individual plans and proposals must be reviewed and approved by individual managers, nor will separate PDA accounts be established. We will, however, include support for professional development endeavors as a priority in the upcoming comprehensive campaign.
Information for an annual report on professional development activities can be prepared by the Human Resources Office.
3. Professional Leave
The Administrative Council supports the idea of professional leave. The experience should be positive for both the individual and the department. Proposals that are submitted should include what impact staff absence will have on the department and how this should be addressed. The Division Head and staff will arrange for coverage of responsibilities during a professional leave. As previously stated, these leaves will be considered on a case by case basis rather than attempting to centralize this process. The accomplishments of those who are granted such leaves should be publicized in various College papers, newsletters, etc. Individuals wishing to share their experiences should do so at exempt staff meetings or wherever it is appropriate.
4. Tuition Reimbursement
We cannot at this time establish a campus wide program; as additional resources become available for staff development, we will revisit this issue. Tuition reimbursement will be considered on a case by case basis as outlined in the executive summary.
5. Orientation
The orientation for all employees is important for all new members and existing members of the institution. We will review what is necessary to fully implement the 2003-2004 expanded orientation program and decide on who should be involved to ensure that new employees develop a full appreciation for Carleton as an institution.
6. In-House Training
We wholeheartedly support the idea of in-house training. Human Resources provides a vast array of programs. Their office will work with the Exempt Staff Forum, SAC and Administrative Council and various external resources to provide a program that is beneficial to the College and to its employees. They will also periodically survey the users and potential users of these programs to ensure that they are meeting the needs of our employees.
7. Mentoring Program
The concept of the mentoring program is a good idea. We also know that new employees have taken advantage of the program. We think that we need to better understand who participates and benefits from this program before we identify what funds are needed to support the program. It may be that this is a part of the orientation program and that Human Resources can monitor the program and provide periodic reports.
8. Job Exchange
This recommendation requires review and discussion. We prefer to work on the recommendations that we know can be implemented at Carleton at this time. We will “park” this recommendation and put it on our list for future consideration.
9. Exempt Staff Retreat
We will continue the financial and institutional support for the Exempt Staff Forum and their Annual Retreat.
- Task Force Recommendations
- Administrative Council Response