The document provides an overview of strategies for talent management and career development. It discusses the importance of recruiting, engaging, and retaining top talent. Specifically, it emphasizes the need to clearly define the employee value proposition, identify core competencies, and establish pathways for professional growth and career advancement. It also provides tips for onboarding new hires, recognizing employee contributions, and creating a flexible and supportive work environment to help organizations attract and maintain top performers.

1. Unleashing Potential:
Talent Management and Career
Development Strategies for Your
Team – and You!
AMA HIGHER ED | NOVEMBER 2022
#AMAHIGHERED
1
THE WARD GROUP
Julie Ried – jried@wardgroup.com
Vanessa Theoharis – vtheoharis@wardgroup.com

2. Julie Ried
Vice President
 25 years of experience in marketing and communications and joined The Ward Group
in 2005
 Grown and led the higher education and non-profit practice areas
 Beyond higher education, has successfully managed searches in healthcare,
museums, and health and human services organizations
 Previously held roles at The Advertising Club of Greater Boston and at agencies in
marketing, account management, and business development with clients in consumer
brands, technology, and financial services
 Has served on the AMA Higher Ed Steering Committee and spoken on marketing and
communications and how to evaluate and attract “best in class” talent to disruptive
and growing categories
Vanessa Theoharis
Director
 15 years of integrated marketing experience and joined The Ward Group in 2021
 Previously consulted with clients in higher education and nonprofit institutions to
develop integrated marketing solutions that leveraged marketing technology to unlock
business value and data to drive decisions
 Before joining TWG, built and led the digital marketing business line at the digital
agency OHO Interactive, and prior to that, directed all College-wide digital and content
initiatives as a member of the marketing leadership team at Babson College
 Has spoken at dozens of higher ed conferences and summits, including AMA Higher
Ed
2
A retained executive search and consulting firm specializing
in senior-level positions in marketing and communications.

3. Agenda for Today’s Workshop
1. Introductions and Your Goals
2. Recruit
3. Engage
4. Retain
5. Wrap-Up
1:1 Confidential 10-Minute Conversations with Julie or Vanessa
3
Recruit
Engage
Retain

4. Introductions
 Introduce yourselves in small groups of
5.
 Discuss: What is your primary goal for
this workshop?
 Pick one representative to share out to
the larger group.
4

5. Recruit
5

6. Recruitment in Today’s Market
 The power dynamic has switched from employer to employees/candidates, due in part to
increased labor needs, stagnant growth in the working age population, and the evolution of
benefits and workplace models.
 Therefore, candidates are in demand and have lots of opportunities, including at their
current organization.
 More than ever, employers must be creative about the true employee value proposition
and ‘total rewards.’
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https://warrenaverett.com/insights/staffing-and-recruiting

7. Employees want to…
1. Feel valued.
2. Feel a sense of belonging among caring and trusted
colleagues.
3. See the potential to grow.
4. Have the flexibility to integrate work with their personal
lives.
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How to Attract Top Talent in 2022, Harvard Business Review

8. Attracting Top Talent
Leaders know the term “employee value proposition,” or EVP: what
employees get for what they give. “Gives” come in many flavors—time,
effort, experience, ideas. “Gets” include tangible rewards, the experience
of working in a company, the way its leadership helps employees, and the
substance of the work. If your EVP is truly stronger than the competition’s,
you will attract and retain the best talent.
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Attracting and retaining the right talent, McKinsey

9. Attracting the Right Talent
1. Alignment around a detailed job description that is
focused.
2. Define core competencies.
3. Select only a few top criteria (and weight them, if
possible).
4. Evaluate against the competencies and criteria
along the way.
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10. Filling the Funnel
Become an active participant in promoting positions –
and, have your team do the same.
Educate, educate, educate your HR partner on the
function.
Be open-minded and creative when evaluating
candidates.
10

11. Positioning the Employer Brand During the
Hiring Process
What is the market perception of your institution by prospective employees?
 What’s the Market Saying?: Recruiters and phone screeners should take note of how the organization is
perceived to help influence employer brand strategies and engagement through the recruitment process.
 Everyone Tells the Story: Everyone involved in the hiring process is responsible for contributing to the story of
the institution as an employer, including its mission, culture, and benefits.
 Know the Total Rewards: The hiring manager, more than ever, must be generally knowledgeable of the
benefits package and costs associated.
 LinkedIn to Promote the Org: LinkedIn profiles are a great way to publicly communicate the organization culture
and the department dynamics to prospective employees.
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12.  How are new ideas or perspectives received?
 How do decisions get made?
 Why do you enjoy working at the institution, and what
motivates you to stay?
 How will success be measured - for this person and their
team?
 What are the qualities of successful leaders at the
organization?
 From your perspective “Why now?” What would you say is
the biggest opportunity for this new team member?
 What is the biggest challenge that this person will face?
 How would you describe the current culture and climate at
the institution and/or in the department?
12
Common
Candidate
Questions
Gain consensus across the team
before the hiring process even begins
by answering these key questions
about the culture and the opportunity.

13. Core
Competencies
 Aligning core competencies to each role offer an evaluation framework and standard of
excellence.
 Leveraging competencies during the interview process create depth to your assessment.
These should then be referenced during performance management throughout an
employee’s tenure.
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https://blog.hrtrove.com/beyond-skills-why-competencies-are-important-as-your-organization-grows

14. 14
BUSINESS LITERACY COMMUNICATION RELATIONSHIP MANAGEMENT
Ability to understand take the business vision and translate it into project vision.
Ability to produce clear written reports, communicate tactfully and candidly, simplify
jargon, make clients aware of all issues, be an excellent listener.
Ability to consult and provide advice; to facilitate discussion and resolve conflict; to
develop relationships with key stakeholders; to establish trust, credibility and
respect.
STRATEGIC THINKING QUALITY MANAGEMENT PROBLEM-SOLVING
Ability to analyze the future impact of decisions; to strategically position the project
within the business to relate to short and long-term objectives.
Understand how to obtain and ensure quality results (or products) for total
satisfaction, ability to take corrective actions and perform verification of project
standards, effectively.
Ability to find the right solution to the right problem. Exhibits strong critical thinking
skills.
PROJECT SCOPE DEFINITION TECHNICAL COMPETENCE TEAM VISION-SETTING
Ability to establish a clear scope; what's in, what's out, and create approval
procedures.
Has strong analytical ability as defined by areas of functional expertise.
Develops and follows a shared vision and follows that vision. Establishes partner
roles, functions, and responsibilities.
INITIATIVE ORGANIZATION GOAL ORIENTATION
Seizes opportunity to improve performance and advance goals. Identifies immediate
action needed to address current issues.
Ability to prioritize workload, manage time, and optimize resources. Work is
executed effectively and delivered on time.
Demonstrated results-oriented working style. Uses quantifiable behavior in the
achievement of short and long-term goals.
SENSE OF URGENCY ATTENTION TO DETAIL DISCIPLINE
Ability to anticipate a need, understand it is important to success, and carry out the
appropriate action to resolve it.
Accomplishes tasks efficiently, thoroughly, and with accuracy. Pays special attention
to all areas involved in deliverables to minimize likelihood or errors. Monitors and
checks work or information.
Steady, even pace of work to ensure accuracy and quality, completion of tasks
before new ones are begun, and focus within established systems, standards, and
procedures.
DECISION-MAKING TEAMWORK ADAPTABILITY
Uses sound judgment to make good decisions based on information gathered and Ability to effectively work with others toward a common vision. Shares and receives

15. Activity!
 Using a master list of possible core
competencies, discuss interview
questions that would align.
 Report out to the larger group.
15

16. Engage
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17. Employee Engagement
The best workplace is the one that cares for its employees and then positions
employee engagement as the catalyst for improving important business
outcomes. (Gallup)
1. Survey often (pulse checks and annual deep-dives)
2. Have growth-oriented conversations
3. Provide clear, ongoing communication
4. Focus on wellbeing
5. Have strengths-based conversations
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https://www.gallup.com/workplace/388685/2022-employee-engagement-guide.aspx

18. Identify Personal Professional Goals
Short and long-term goals
Consider both tactical and
aspirational
Should align to
departmental strategic
vision and plan
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19. Professional Development
 Trainings: Upskill your team to support their own development and add continued
value to team skillsets. Analytics, design, writing, etc.
 Bringing an individual in for a tailored workshop.
 Online training sources (ex. LinkedIn, Udemy, Skillshare, Coursera)
 Being Creative with Tight Budgets:
 Have internal cross-training by specialists or experts.
 If send team members to conferences/courses, include requirement to teach colleagues
learnings.
 Think Outside Higher Ed:
 Consider brands that engage consumers, or even your agency.
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20. Developing Strategic Capabilities
We hear this often – elevating roles to contribute to strategy development is a
common desire. But, the individual needs to be trained on how this process works.
How can you incorporate more team members in strategic planning processes?
 Include in senior-level meetings, even as observers.
 Bring strategic planning components back to the team for their questions and
contributions.
 If you’re not involved in the conversations, then ask to be! Even as an observer. Be
proactive to gain exposure.
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21. Personality Assessments
Personality assessments help uncover individual’s work style and work preferences, with
the goal of minimizing the guess-work when building and maintaining productive working
relationships.
 Consider conducting during the hiring process to help influence interview questions.
 Share with the team and cross-functional partners.
 Use as a team engagement exercise.
 For managers, having this data is incredibly helpful in coaching conversations.
Some of our favorites…
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HBDI Strengths Finder Predictive Index
Kolbe DiSC The Enneagram

22. Onboarding and Orientation
Onboarding is a critical transition period where you can take
advantage of time and opportunities. The first 90 days makes
or breaks an individual’s success at the organization.
 Go beyond the HR new employee orientation.
 Continue to reinforce core competencies.
 Establish a mentor/buddy relationship for the new candidate.
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23. Onboarding and Orientation
 Pre-Start
 Announce the New Hire to the Organization
 Inform the New Hire of Company Details
 Designate a Mentor
 Week One
 Connect the New Hire with Peers and Team (Direct and
Indirect)
 Get Social with an Informal Welcome Gathering
 Within 45 Days
 Finalize Goals
 Reevaluate What’s Working, What Needs Attention, and How
to Improve
 Enhance Relationships
 Within 90 Days
 New Hire Develops a Written Review
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https://www.wardgroup.com/twg-blog/a-guide-for-managers

24. Onboarding and Orientation
 Do Your Research
 Connect, Connect, Connect. (in-
person or video)
 Have Courage.
 Give Yourself Grace
24
https://www.wardgroup.com/twg-blog/a-guide-for-new-hires

25. Sample 30, 60, 90 Assimilation Template
25
The 30,60,90 is a tool to
bring a new hire through
their first 90 days. It allows
both the employee and
manager to agree to
expectations and work of
the job/department. Once
form is reviewed with the
employee, the Manager
must send to the employee
a copy for their records.
Employee must
acknowledge receipt and
confirmation of the
document.

26. Rewarding and Recognizing
Rewarding and recognizing employees is
a proven way to demonstrate appreciation
for excellent contribution and strong
performance. It is critical to provide
positive reinforcement.
But, employees may prefer to be
recognized in different ways. Could be
small celebration, changed title, public
recognition, increased responsibilities, or
financial reward.
So, ask!
26
https://www.tinypulse.com/blog/19-creative-employee-recognition-ideas
Micro-Recognition
Informal Recognition
Formal Recognition

27. Activity!
 Share some of your favorite ways to
reward and recognize. Maybe you’ve
given or received the recognition.
 Report out to the larger group.
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28. Retain
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29. The Top Reasons for Quitting
1. Lack of career development and advancement
2. Inadequate total compensation
3. Uncaring and uninspiring leaders
4. Lack of meaningful work
5. Unsustainable work expectations
6. Unreliable and unsupportive people at work
7. Lack of workplace flexibility
8. Lack of support for health and well-being
McKinsey Quarterly: The Great Attrition is making hiring harder. Are you searching the right talent pools? (April 2021-April 2022)
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30. Pathways for Growth
 Career Development Plan: Make sure every team member has a career development plan
documented and has set short and long-term goals.
 Strategy: Exposure to strategic planning.
 Career Pathing: Dedicated career paths – make the stages and corresponding titles clear.
 Recognition: Understand how each individual wants to be recognized – Is it
compensation? Title? More responsibility?
 Management Training: Create opportunities to begin to develop as a manager.
 Financial Acumen: Expose team members to budgeting processes and help them develop
financial acumen.
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31. Management Training
You may not have the opportunity to provide employees with a direct
report just yet, but if this is part of their long-term career goals, there
are ways to be creative to help them achieve this goal.
 Thoughtful and robust internship program (not just “student workers”)
 Management training – even if they aren’t managers just yet!
 Expose the team member to the performance review process.
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32. The “Place” of Work
What is your current “policy”?
 “Purposeful Presence” and intentional ways to
maximize in-person time.
 Hybrid models work – consider the following to
make them successful:
 Consistent days in the office vs. remote. Consistent hours. Communicate to
team and partners.
 Keep calendar updated for schedule transparency.
 Set boundaries on and communicate when not available or when available.
 Technology (free and paid) to support communication and transparency (Slack,
Teams, texting, phone calls).
 Standards for home office – effective internet connection, dedicated
workspace, room with a door, set expectations for video calls,
headphones/headset, microphone, etc.
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https://eab.com/research/strategy/resource-center/remote-work-education-leaders/

33. Case Study
Highlights:
1. Created more day-to-day student
facing roles with existing
headcount budget.
2. Flexible work hours include four
10-hour days, earlier/later
start/end times, designated
remote days.
3. Open conversation for all team
members to evolve standards and
processes.
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34. Bonus Content:
The Anatomy of a Great Meeting (by EAB)
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https://eab.com/insights/infographic/workplace/the-anatomy-of-a-great-meeting/

35. Additional Ideas for Consideration
 Tools for Success: Proactively alleviate frustration that comes with unproductive
productivity tools (ex. reliable technology, project management systems, etc.).
Recognize and address quickly.
 Purposeful Employee Wellbeing Initiatives: “Wellbeing can be achieved when our
mind, body, and sense of purpose lead us to feel positive about ourselves and
satisfied with our lives. Businesses should treat wellbeing as a tangible skill, a
critical business input, and a measurable outcome.” McKinsey
 Exit Interviews: If it gets there, go deep! Establish themes/trends, prioritize, and
create action plans to address.
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36. Wrap-Up
 What is one thing that you learned today
that you’ll bring back with you?
 Pick one representative to share out to
the larger group.
36

37. Thank you!
37
AMA HIGHER ED | NOVEMBER 2022
#AMAHIGHERED
THE WARD GROUP
Julie Ried – jried@wardgroup.com
Vanessa Theoharis – vtheoharis@wardgroup.com