HR on Campus, July 1, 2007

Copyright 2007 LRP Publications

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HR on Campus

July 1, 2007

SECTION: Raymond Carozza, human resources director, LaGuardia Community College Vol. 10 No. 7

HEADLINE: Learn how to build a top training program with limited means

BODY:

LaGuardia Community College (New York) didn't have much in the way of professional development when Raymond Carozza was named HR director in 2004. That was understandable, given that the institution dedicated little funds and fewer employees - two part-time personnel - to training.

Carozza set out to change that. "We have a diverse student body with students from over 160 countries, and a diverse workforce, too," he noted. "Training is essential to meet their needs."

In just six months, Carozza developed a comprehensive training plan.

Review his methods for ideas to launch your own low-expense, high-quality initiative.

"Gaining top-down support was key," Carozza said at a College and University Professional Association for Human Resources' conference.

Carozza aligned his program to LaGuardia's strategic plan by focusing on financial and management effectiveness. The three goals are leadership development, management and customer service. This focus won administrative backing when Carozza pitched his plan to administrators.

Campus leaders were also impressed by Carozza's use of partnerships to keep the program under budget. Carozza got LCC HR personnel and experts from the 19 campuses of the City University of New York system, which LCC is part of, to serve as trainers or speakers. He also worked out discounts for use of facilities and trainers from New York's Citywide Training Center and the Cornell University School of Industrial and Labor Relations.

Soliciting input from managers and employees was also essential. Carozza conducted a training-needs assessment of managers and employees about the types of training they felt were necessary. He also composed a staff development survey to learn employees' thoughts on program logistics.

Having laid this groundwork, it was easy for Carozza to plan his budget. "I just calculated costs of consultants, material, travel and food," he said.

Carozza found that for less than $30,000, he could provide a multitude of programs that would have cost more than $90,000 if done externally.

He started with the first faculty and staff orientation held in years. HR hosted the luncheon for new employees to meet key people. The two-hour event featured the president, vice presidents, deans, academic chairs and the heads of payroll, public safety, and the buildings and grounds department.

While the orientation was enjoyable, the training plan's crown jewel is the year-long Leadership and Development program, Carozza said. "We provided top-notch training at zero cost to the participant," he said.

Carozza first surveyed employees to determine where training was needed. He limited the class to a select group with each of the six divisional vice presidents nominating as many as five people.

Participants completed a questionnaire identifying prior training, leadership strengths and course expectations. They also vowed to attend all sessions and complete a project that is developed in coordination with a supervisor and divisional vice president.

Participants learned presentation skills and gave a 15-minute presentation. They were feted in a two-hour graduation ceremony.

"We found enormous benefits," Carozza said. "Participants received project development and management experience and public speaking practice." They also networked and built relationships with senior campus leadership and coworkers with whom they normally would not interact.

Managerial workshops have also proved beneficial. Carozza used a needs analysis to come up with topics for the monthly sessions. "The plan is to conduct surveys every few years to make sure the programs stay relevant," he said.

Two other programs are customer service and informational workshops. LCC used Noel Levitz's connections program for its customer-service training. "They have a train-the-trainer program, and then five of our employees provide training for LCC workers who deal with students," Carozza said.

The informational sessions cover federal and state laws, general skills, and campus policies and procedures. "They allow the rest of the college to participate," Carozza said. For instance, the business office reviewed employee travel policies, while building and grounds led a session on Web-based work orders.

Carozza's program won the prestigious CUNY Senior Vice Chancellor's 2005 Productivity Award. It also was recognized as a best practice by CUPA-HR.

But Carozza isn't resting on his laurels. He plans to launch computer skills training and create an "HR Toolkit" for new managers. "We will continue some monthly workshops and will revise others or introduce new ones based on need," Carozza said.

For more information, contact Raymond Carozza at rcarozza@lagcc.cuny.edu Examine retiree health plans

An appellate court recently upheld the legality of a proposed Equal Employment Opportunity Commission rule that would permit employers to cut benefits for retirees when they become Medicare-eligible.

* Ruling: The 3rd U.S. Circuit Court of Appeals found that Congress and the Age Discrimination in Employment Act authorize the EEOC to provide narrow exemptions to the ADEA's requirements.

* What it means: Employers in the jurisdiction of the Eastern District of Pennsylvania federal court are free to alter, reduce or eliminate health benefits when participants are eligible for Medicare health benefits or for benefits under a comparable state benefit plan.

* What you should do: If you eliminated or are thinking about eliminating retiree benefits based on cost, reconsider. Review your benefits packages with your benefits attorneys and consultants, and keep your eye out for the final EEOC rule.