District Office of Talent Acquisition IEP

District Office of Talent Acquisition (2021-2022)

   Please fill out the blue columns in September:

Please fill out the yellow columns in May:

*Total new budget dollar amount based on continuous improvement learnings for future initiatives to support performance improvement.  Provide a dollar amount and explanation for your request. Note: this does not serve as a formal budget request. Requests are not guaranteed.
Strategic Theme(s) HLC Alignment Operational Tactic Performance Measure Target Performance Measure Results Continuous Improvement Results Met Requesting FY23 Budget Dollars If "yes", please describe*
Completed
Successful implementation of a new streamlined Part Time Hiring Process.
5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •
  • 1-Mission
    •

    Conduct an inventory of needed changes to the current part time hiring process

    The number of stakeholders of the part time hiring process consulted 

    25 stakeholders consulted. 

    HR worked with separate task forces, one with the finance team to look at the process flow of the part time hiring process.  The second task force was the adjunct hiring team that met several times to identify gaps with adjunct hiring. This process helped the HR team identify next steps needed to improve part time hiring.  

    Next steps are to continue to focus on cleaning up the part time positions in the system and to focus on cross training of part time hiring so that we can continue to streamline part time hiring.  The process of meeting with steakholders and getting feedback has made the process more user friendly for hiring supervisors and ISC's. 
    Completed
    No
    Partially Completed
    Implement and Train on Onboarding and Offboarding Process
    4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Host a series of live (virtual or in person) training sessions on the on-boarding and off-boarding processes

    Satisfaction with training 

    80% satisfaction with the training 

    Implentntation has occured for all onboarding process improvements and the training is being developed.

    Onboarding and offboarding committees continue to meet and the process is streamlined to provide a smooth transistion for new employees and supervisors.  Next steps are to implement the training for supervisors which will be an IEP for next year.
    Partially Completed
    No
    Completed
    Develop a More Efficient Adjunct Hiring Process
    2: Equity Diversity and Inclusion 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Solicit feedback from key stakeholders 

    The number of people involved in adjunct hiring surveyed  

    20 people involved in adjunct hiring engaged for feedback. 

    HR has partnered with the CAO to look at the adjunct hiring process and identify the positions needed.  There have been a series of adjunct task force meetings that have resiulted in a large team that was surveyed and has provided feedback to HR for ways to improve the process.  THis is going to be ongoing as we continue to create a bench for adjunct positions across the disctrict.  

    Will work with Adjunct Task force to identify an adjunct pool so that campuses can search and identify applicants that can be moved through the process quickly.  This will be ongoing and next steps are to work with credentialling to  speed up the process and I9s so this can happen in peoplesoft. HR will also look at running querries to be able to list all available candidates. 
    Completed
    No
    Not Completed
    Advance MCC's Culture of Assessment
    2: Equity Diversity and Inclusion 3: Resource Development +Alignment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Continued tracking of average time to fill open positions by employee classification (staff, faculty, admin) 

    Ongoing reporting of this information to the EC.

    Monthly updates to EC

    HR continues to search for ways to track the average time to fill positions by employee classification.  The HR team is working with the solution center to identify the best tracking mechanism.

    The HR talent team will work to determine on the best way to track our process of filling positions across the district. 
    Partially Completed
    No
    Previous IEPs

    2020-2021: District Office of Talent Acquisition IEP
    Launch Page

    2020-2021: MCC Launch Page

    2021-2022: MCC Launch Page
    Definitions

    Operational Goal – What you plan to impact or achieve in the next institutional effectiveness cycle.  Identify 3 to 5 operational goals each cycle.
    Operational Tactic – A measurable step you will take to impact or achieve an operational goal.
    Performance Measurement – The identified measure you will use to track progress on a tactic. The stronger and more specific the performance measurement, the easier it will be to report results.
    Target – Used to communicate the level of performance you’re trying to achieve. This will serve as context or meaning of your collected data. 
    Results – The final data or outcome of what you measured in relation to the identified target.
    Continuous Improvement (CI) – Your learnings and future next steps for how you will apply your results in an effort to continually improve. Ideally, information should be relayed in 1-2 short paragraphs.
    Requesting Budget Dollars – Total dollar amount requested for FY 23 based on continuous improvement learnings for future initiatives to support performance improvement. Note: this does not serve as a formal budget request. Requests are not guaranteed.  

    Strategic Themes - 1) Student Success 2) Equity, Diversity & Inclusion 3) Resource Development & Alignment 4) Culture & Environment 5) Structure & Processes

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    HLC Criteria - 1) Mission 2) Integrity: Ethical & Responsible Conduct 3) Teaching & Learning: Quality Resources & Support 4) Teaching & Learning: Evaluation & Improvement 5) Resources Planning & Institutional Effectiveness 

        Mission

    1. The institution’s mission is articulated publicly and operationalized throughout the institution.
    2. The institution’s mission demonstrates commitment to the public good.
    3. The institution provides opportunities for civic engagement in a diverse, multicultural society and globally connected world, as appropriate within its mission and for the constituencies it serves.

        Integrity: Ethical and Responsible Conduct

    1. The institution establishes and follows policies and processes to ensure fair and ethical behavior on the part of its governing board, administration, faculty and staff.
    2. The institution presents itself clearly and completely to its students and to the public.
    3. The governing board of the institution is autonomous to make decisions in the best interest of the institution in compliance with board policies and to ensure the institution’s integrity. 
    4. The institution is committed to academic freedom and freedom of expression in the pursuit of truth in teaching and learning.
    5. The institution’s policies and procedures call for responsible acquisition, discovery and application of knowledge by its faculty, staff and students.

        Teaching and Learning: Quality, Resources and Support 

    1. The rigor of the institution’s academic offerings is appropriate to higher education.
    2. The institution offers programs that engage students in collecting, analyzing and communicating information; in mastering modes of intellectual inquiry or creative work; and in developing skills adaptable to changing environments.
    3. The institution has the faculty and staff needed for effective, high-quality programs and student services.
    4. The institution provides support for student learning and resources for effective teaching.

        Teaching and Learning: Evaluation and Improvement 

    1. The institution ensures the quality of its educational offerings.
    2. The institution engages in ongoing assessment of student learning as part of its commitment to the educational outcomes of its students.
    3. The institution pursues educational improvement through goals and strategies that improve retention, persistence and completion rates in its degree and certificate programs.

        Institutional Effectiveness, Resources and Planning 

    1. Through its administrative structures and collaborative processes, the institution’s leadership demonstrates that it is effective and enables the institution to fulfill its mission.
    2. The institution’s resource base supports its educational offerings and its plans for maintaining and strengthening their quality in the future.
    3. The institution engages in systematic and integrated planning and improvement.