University Business - May 2006 - (Page 25)

HUMAN RESOURCES Laying the Groundwork for Successors' Success Don't let outgoing executives' knowledge leave campus when they do. By Carol Patton U A NEW PRESIDENT N I V E R S I T I E S AND COL COMES HOME leges go to great lengths to find During a several-month period, Ronald secure systems to help protect Crutcher received weekly e-mails and their critical data or proprietary informa- phone calls from the outgoing president tion. Yet, some of the most important at Wheaton College Mass. , Dale Rogers information can walk through a campus' Marshall. At the time, Crutcher served as a front gates without anyone batting an eye. provost at Ohio's Miami University. By the time key employees retire or re- Once it was clear that I was going to sign, they've usually accumulated years of be their president, she sent me very impor- valuable information. Yet their knowledge tant information about planning and back- about the organization's processes, culture, ground information on the budget process personnel, or history rarely is captured or Having another person's for that particular year, he says. Although transferred to their successor, human re- the budget process had been completed, sources, or other staff members in their Rolodex is one thing. the information still helped him identify department. So successors come on board, Getting people to return the school's problems and priorities. spend valuable time learning what was al- She also invited him to one full board ready known, repeat old mistakes, and end your calls is another. of directors meeting, several key committee up re-creating the same wheel. meetings, and two of the board's executive But smart schools are trying nearly committee meetings, one in which the col- every approach short of a Vulcan mind- self re-reading them a month or two later, lege's vice presidents were being evaluated. meld to encourage senior staff to start after he'd gotten to know people. Having Although he wasn't involved in actual deci- talking. Sometimes, departing administra- that perspective, he adds, changed how I sion-making, Crutcher had the chance to tors will write letters to their successor or did my job. For example, he reorganized begin building valuable relationships, dem- grant access to once-sacred computer files. his department a bit differently than he onstrating his work style, and sharing his It doesn't really matter how the knowledge initially would have done. The letters also vision with the leadership team long before is exchanged, just as long as it's done. warned him of political hotspots so he was he officially stepped foot on campus. When Ken Ryalls came on board as more cautious about how he approached Then there was the commencement the vice president of Academic Affairs at certain aspects of the reorganization. ceremony Crutcher attended with his fam- Nebraska Methodist College in Omaha Still, not everyone gives this knowl- ily and the alumni reunion meetings he roughly two years ago, his predecessor edge-sharing method a nod. Ryalls recalls dropped in on, accompanied by the presi- wrote him several private letters that out- how his former boss at another organiza- dent, that same weekend. Together, they lined her views on some of the school's tion also received a letter from his prede- worked out what to say. It was very useful major issues, problems, and personalities. cessor but never read it because he wanted for me to get a sense of what the routine Although HR wasn't the catalyst behind to offer a fresh perspective instead of be- was like, says Crutcher, who joined Whea- these letters, it's certainly something that coming tainted by another person's views. ton in March 2004. Last year, I felt very HR departments can experiment with or But when people retire or leave of their comfortable doing it because I had already initiate since the idea does prove effective. own volition, these letters can be a saving done it before. I try to take everything with a grain of grace if they address areas such as the status salt, but I thought it was very helpful infor- of current projects, stumbling blocks, top mation to have so that I wasn't walking into priorities, personnel concerns, and some Carol Patton, a Las Vegas-based freelance writer, blind spots, Ryalls says. He found him- of the people you can trust, Ryalls says. specializes in covering human resources issues. www.universitybusiness.com May 2006 | 25 UB_506_HumRes.indd UB_506_HumRes.indd 25 4/24/06 12:46:34 PM http://www.universitybusiness.com

Table of Contents for the Digital Edition of University Business - May 2006

Contents
COLLEGE INDEX
COMPANY INDEX
ADVISORY BOARD
EDITOR'S NOTE
STATS WATCH
SENSE OF PLACE
PEOPLE WATCH
Viewpoint
Human Resources
Marketing
Community Colleges
State of Affairs
2006 Higher Education Consultants Guide
Where's the Beef?
Big Picture AV Planning
Gifts with Strings Attached
Internet Postage Is Here
Enrollment Management Grows Up
Steve Wozniak: Education Technology Champion
Business Technology
WHAT'S NEW
CALENDAR OF EVENTS
DIRECT CONNECT
END NOTE

University Business - May 2006

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