Overall Rating Silver - expired
Overall Score 47.93
Liaison Lawrence Brien
Submission Date Jan. 30, 2012
Executive Letter Download

STARS v1.0

State University of New York at Brockport
Tier2-2: Employee Training Opportunities

Status Score Responsible Party
Complete 0.25 / 0.25 David Turkow
Director EHS
"---" indicates that no data was submitted for this field

Does the institution make cultural competence trainings and activities available to all employees?:

A brief description of the cultural competence trainings and activities:

The human resources department provides access to cultural competency and diversity training. New Tools, Resources and Development Opportunities for Managers! The Manager Development Program:
2.Workshop Descriptions
3.Workshop Schedule (11 Sheets)1.Master Plan

Self Development Tools
◦Assertiveness 1.Assessment
2.General Information
4.Saying "No" Practice

◦Career Planning Skills/Development 1.Keeping Yourself Employable 1.Career Resiliance Rating -
A self-assessment of attributes that are associated with career resilience. Which ones are your strongest? Where do you need to develop or strengthen skills?

2.Career Boundaries and Constraints -
Be sure you know where your boundaries are and what constraints limit your career options. Use this list to think through where your requirements are fixed and where you can compromise to create more opportunities to progress.

3.Career Support Network - Do you have a good career support network? Use this self-assessment to identify valuable career support relationships and assess which ones your need to strengthen.
4.Manage your Reputation - What is 'professional reputation' and what do you need to do to manage yours?

2.What Role Does Work Play in your Life? -
For printing. $1000 represents all your resources: eg time, money, energy. For your top 7 life areas, allocate a share to represent the importance of each. Repeat, based on how you actually use resources. What numbers are different, what needs to change?

3.What Motivates you at Work? 1.Career Drivers Questionnaire -
Print this questionnaire and complete it first

2.Career Drivers Scoring Sheet -
Print this document and follow the instructions to score the answers in your questionnaire

3.Career Drivers Interpretation -
Identify the one or two career drivers that you scored highest on and use the information here to interpret what they mean for your motivation at work. Your lowest scoring career driver indicates what is least likely to motivate you at work.

4.What are your Skills and Interests? -
Print this document. Check the skills in each table to identify which are talents, potential development areas, which work skills you can do if you have to and which to avoid if you can. When you check an item in one table, score it off in the others.

5.Interview Sills 1.Preparation
2.Interview Do's and Dont's - Tips on how to behave in the interview
3.Behavioral Interview Questions - Sample behavioral interview questions to help you prepare strong answers
4.Typical Traditional Interview Questions -
Sample traditional interview questions to help you prepare strong answers

◦Coaching Skills 1.Coach Self-Assessment -
A list of competencies related to coaching for self-assessment and development planning

◦Effective Meeting Skills 1.Guide to Effective Meetings -
Practical tips on conducting effective meetings

2.Formal Meetings -
A basic introduction to formal meetings and what to expect when you attend one

◦Interpersonal Communication Skills 1.Communication Skills -
Tips on effective listening and questionning skills

2.Interviewing Skills for Search Committee Members 1.What is Behavioral Interviewing? - A comparison of behavioral and traditional interview approaches
2.Working out What you Need -
Guidance on how to identify what you need to assess in the selection process to distinguish between average and high performers

3.Alternatives to Face-to-face Interviews - Different ways to gether the information you need to make a good selection decision
4.Selection Methods Worksheet - A matrix to help you work out what sources of evidence to use for each job requirement
5.Farmer, Sons, and Geese Story -
A story about the difference between adequate and excellent performance

6.Interview Steps - Tips on how to prepare for and conduct a successful interview
7.First Impressions -
Exercise to aid reflection on how to create a good first impression for the applicant attending an interview.

8.Heaven and Hell Story - A story about the importance of being honest with prospective employees.
9.Open and Closed Questions -
Exercise to practise distinguishing between open-ended and closed questions.

10.Developing Lead Questions -
Exercise to practise distinguishing between open-ended and closed questions.

11.Asking Legal Interview Questions - A guide to what you can and cannot ask in an interview
12.Red Flags Exercise -
Practise in spotting answers that need to be probed further.

13.Interview Answers Record Sheet - Sample form for noting applicants' answers in interviews.

◦Managing Change: for Supervisors 1.ABC Analysis - A useful approach for analyzing why behaviors occur and are resistant to change

◦Managing Employee Performance
1.A Guide to Performance Management and Conducting Review Conversations - a comprehensive file of tips and information.
◦Managing Stress and Building Resiliance 1.Stress and its Effects - How to recognize stress.
2.Stress and Thinking Patterns - How to overcome negative thinking.
3.Individual Stress Checklist - Checklist to help you identify where you could help yourself reduce stress or manage it better.

◦Managing Time and Priorities 1.Time Management Self-assessment - Use this to analyze how you could use time more effectively.

◦Succession Planning - A Practical Approach 1.Guide to Succession Planning - How to take a broader approach than the traditional 'grooming' someone for the job.

Available here: http://www.brockport.edu/hr/training/

The website URL where information about the trainings and activities are available:
Data source(s) and notes about the submission:

The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.