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Leadership and Employee Responsibilities

In the School of Nursing, leaders at all levels are expected to support staff development through the EDP program.

SoN senior leadership should oversee employee development activities by:

  • Delegating the authority to approve training and development requests to the level of management within their division as they see fit

  • Having a strategic plan

  • Routinely reviewing training activities against the strategic plan

  • Communicating with supervisors and staff about SoN’s commitment to employee development

  • Following up with supervisors to ensure they are working with staff on their development goals

Leaders at the supervisory level have the responsibility to provide guidance to staff about the School and its organizations/units:

  • Services and level of service needed now and in the future

  • Skills, capacities and knowledge which are needed (e.g., interpersonal, technical, project management, leadership)

  • Which positions may become obsolete, or replaced or redesigned (e.g., transactional work that may be automated, services transitioned to a shared services model, Lean)

  • The need to develop additional job skills that will enable them to move to other positions as the organization changes

  • Identify job redesign possibilities and the new skills that would be required

  • Future changes in department or divisional structures

Leaders also provide mentoring to staff to identify goals and develop plans:

  • Coach staff to identify the interests and areas of growth they want to pursue

  • Work creatively with staff when considering possibilities for professional goals and advancement and methods to gain needed skills

  • Encourage staff to identify what kinds of projects and work energizes them and why, and to thoroughly explore their capabilities and interests

  • Encourage staff to look at options beyond the next level of advancement in their department

  • Encourage staff to look at options for development beyond taking a class

  • Remind staff to consider industry/professional association trends when establishing goals

Leaders provide support for the EDP plans:

  • Create a safe environment for development, including time to work on goals (e.g., work release time to attend a class, time to build a new database, etc.)

  • Find a good coach or mentor for a staff member as needed

  • Assign new duties that tie with EDP goals if possible

  • Identify what team experiences would be useful for them

  • Discussing employee development goals at annual reviews and throughout the year

  • Collaborating with employees to set and achieve “in-place development” and “performance development” goals

  • Providing support and, where possible, tools to help employees achieve their “career development” goals

  • Identifying training needs based on employees’ skill gaps relative to the organizational needs and desired state, especially when re-skilling may be necessary

  • Providing training records and other employee development documents to the HR team

  • Adjusting workload to enable practical application of new skills

  • Encouraging and facilitating knowledge-sharing across the team, units, divisions, and organization

  • Acting as a role model through their own development

Employees are responsible for:

  • Taking responsibility for their own career and development

  • Engaging in self-assessment

  • Setting “career development” goals

  • Discussing in-place and career development goals with their manager

  • Seeking development opportunities to learn, grow, and realize their development goals

  • Being fully engaged in learning and development opportunities that are provided by the organization