District Office of Employee Relations & Engagement IEP

District Office of Employee Relations & Engagement (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*
Partially Completed
Engage the Learning and Development Council to champion the work of the HR office
2: Equity Diversity and Inclusion 4: Culture and Environment 5: Structure and Processes
  • 1-Mission
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Well planned and run meetings

    Meeting agendas sent out 3 days in advance 

    Agendas are sent out at least 3 days in advance for 100% of meetings. 

    Agendas were sent out to members within the three day timeframe for a portion of the meetings. As the new Director assumes her role, this goal will be more fully realized.

    Due to the transition in the Director of Employee Relations role in the 2021-22 academic year, this was only partially completed. The new Director will work with the Training Coordinator to create and develop a plan for the Council in the coming year.
    Partially Completed
    No
    Partially Completed
    Develop a more comprehensive Professional Development Program
    1: Student Success 2: Equity Diversity and Inclusion 3: Resource Development +Alignment 4: Culture and Environment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •

    Establish a set calendar of professional development opportunities 

    Number of professional development opportunities offered a month 

    2-3 professional development opportunities offered a month. 

    The Training Coordinator and Director provide content each month for the HR Newsletter which is sent out via email to all MCC employees. At least 2-3 professional development opportunities are outlined in the Newsletter each month. 

    The training and professional development library was impacted by the data breach in 2020, and efforts to improve access to the training platform are slow due to the staffing shortage in the HR department. The Director and Training Coordinator will be working to communicate the location and offerings of the training library to employees in the new academic year.
    Partially Completed
    No
    Partially Completed
    Provide district-wide education on on-boarding and off-boarding process
    3: Resource Development +Alignment 5: Structure and Processes
  • 5-Resources Planning & Institutional Effectiveness
    •
  • 4-Teaching & Learning: Evaluation & Improvement
    •

    Develop training program to share with supervisors who oversee on-boarding and off-boarding 

    Participant satisfaction with training 

    80% of participants in the training indicate satisfaction on a post-training survey. 

    Key members of the HR team meet regularly to update and streamline the onboarding and offboarding processes. The Onboarding Survey results were share with the team in May 2022, and reflected a 36.17 Very Satisfied rating on OJT specific training and a 53.19 Satisfied rating on the same. These results are encouraging and speak well of the hard work of the team on this effort.

    Key members of the team continue to work on improvement of the onboarding and offboarding processes and meet regularly. Good progress is being made on the Exit Survey questions and the plan is to finalize this process and to also complete and communicate both onboarding and offboarding training with supervisors in the 22-23 academic year.
    Partially Completed
    No
    Not Completed
    Advance MCC's Culture of Assessment
    4: Culture and Environment 5: Structure and Processes
  • 1-Mission
    •
  • 5-Resources Planning & Institutional Effectiveness
    •

    Create, revise and update district wide HR policies.  

    Number of new policies reviewed, added or updated

    5-7 policies reviewed, added, or updated. 

    A total of four policies, procedures, or guidelines were created, reviewed and revised and placed in either draft form or final/approved version in the 21-22 year: Consensual Relationship BP/DP 3.50010 was Board approved and finalized in February 2022, a draft of the Flexible Work Arrangement Guideline was in review process in May 2022, the Punctuality and Attendance DP 3.25070 was created in draft form, but is pending completion based on the Flexible Work Arrangement Guideline being completed, and the Compensation and Benefit: Fair Labor Standards Act Compliance BP 3.30010 was in draft form in May 2022 and is set to be further reviewed early in the 22-23 year.

    Due to staffing shortages in the HR department, and the transition in the Director of Employee Relations and Engagement role, the team fell short of the target on policies and procedures review, creation and finalization. Work on the draft forms and finalization is planned for the 22-23 year.
    Not Completed
    No
    Previous IEPs

    2020-2021: District Office of Employee Relations & Engagement 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.