In my last blog, I wrote about taking the next few months to recognize each of the key stakeholders of our College and explain the view ahead for them leading up to some big changes our College is preparing for. In light of last week’s Open Forum with classified staff, I would like to continue the conversation by addressing my vision for the staff here at TCC, one of the most important stakeholder groups of the College.

In 1999, I was hired as the Executive Director for Pat Thomas Law Enforcement Academy, now known as the Florida Public Safety Institute (FPSI). The Gadsden County campus was much smaller 15 years ago than it is now. With only a handful of leaky buildings and not much to speak of by way of curb appeal, over the course of the next few months we spent hundreds of thousands of dollars just cleaning up, repairing the facilities and hauling away truckloads of trash.

Going in, my intention had been to simply get the campus in order, but the result was much greater than that. The more I invested in the Institute, the more the staff took the lead and the more the place began to shine. An element of pride began to seep into the culture that was contagious to everyone, including the students. It became easier to upkeep the facilities, easier to enforce instruction, and by extension, easier to motivate the whole team to excel.

That’s when I realized something I have not forgotten since. In an educational institution, the staff are the people who shape the entire learning environment. And the learning environment is what sets the expectations, far before any actual learning takes place.

Imagine a new college student coming to TCC and seeing overgrown trees and crumbling buildings. Imagine by the time they get to the Admissions Office, they’ve had to walk past overflowing trash cans and dirty classrooms. When they try to register, the Web site is broken, or when they visit Financial Aid, there aren’t any advisors working.

Without adequate and talented staff, the student isn’t able to discover if the instructors at our College are good or not because they’d never get that far.

A Commitment to Professional Development

We ask our staff to do consistent, meaningful work day after day all year ‘round. Last week at the open forum, one of the most striking conversations was about professional development which speaks to this point.

TCC has a strong commitment to professional development. In addition to being the college of choice, we want to be the employer of choice and as such, we endeavor to provide opportunities for our employees to grow. When our employees are allowed to grow, they keep the College thriving, and when the College is thriving, everyone benefits.

However, there is more than one type of professional development – the kind where you go to a workshop or conference and come back “developed”, and the kind where you get involved with projects that allow you to stretch your skills while learning new ones. I see the latter as an often misunderstood form of professional development, though one our College does exceptionally well with.

Getting involved here on campus is easy. Aside from development programs like Leadership TCC, there is important work carried out by standing committees, volunteer opportunities and mentorships with students or junior staff. We’ve got multiple technology implementations happening right now as well as new initiatives like the Alumni and Friends Association, launching next year, and the 50^th anniversary fast approaching in 2016.

It is my desire that each member of our team pitches in on one of these projects. It’s an opportunity to not only grow as a professional, but to play a significant role in the decision making of the College.

Furthermore, I know many of you don’t plan on being in your current position forever. In fact, I have had many people tell me they want my job someday. I love to hear that. Advancement in a career is one of the most rewarding experiences for any professional. My advice to those individuals is similar to the “dress for the job you want” expression, except instead you should seek out ways to learn the job you want before you get it. If you want a promotion, start cultivating the relationships and learning the job responsibilities now.

Talent Management

Another discussion at the open forum I feel is important for this topic had to do with personnel hiring, compensation and discipline. The Strategic Plan addresses this subject as a priority. We want to “hire, develop and retain the best talent” for our “present and future needs.”

“Get the best people and train them well.” -Scott McNealy

To be an employer of choice is something I take quite seriously. Who we hire to what positions with what tools is the most important decision we make. The evolution of human resources has taken us into a new age where job descriptions are adaptable, and bright talent with broad skill sets are in high demand. Those with dedication and aptitude should be hired quickly and compensated fairly.

It is also important who we choose to keep. Not everyone is cut out for where they are. Not everyone is a good fit for who they work with. Any personnel action sends a message as much to the College as a whole as it does to the individual. Each decision must be weighed carefully and deliberately before it is made to protect the enriching work environment we have worked hard to achieve here.

For years we have said that if your job isn’t to teach, it’s to deliver students to the classroom prepared to learn. I appreciate the work our staff does year round in delivering our students to the classroom. Our campus is beautiful, our facilities are well kept, our classrooms clean and our doors are always open to those students who are ready to walk through them.