Talent Management in Higher Education: Developing Emerging Leaders Within the Administration at Private Colleges and Universities

This research focused on identifying a series of successful practices relating to administrative talent management within the higher education setting. The field study included a thorough examination of seven small to mid-size private colleges and universities that have incorporated employee development strategies. These strategies were aimed at growing future leaders from within the organization in order to achieve continuity and support institutional priorities. Specifically, several focus areas were investigated including presidential vision, leadership commitment, talent management’s place among institutional priorities, program characteristics, and program evaluation. Among the commonalities that were gathered included support at the senior officer level who serve as advocates, mentors, and program facilitators, a strong connection between talent management and the institutions’ strategic plans, and a holistic approach to developing talent at all levels of the organizations. In addition, both coaching and opportunities for growth in the work environment were evident within several of the institutions. Also, academic leadership development was considered to be a part of the talent management strategy within three of the colleges and universities. The key differentiators included the incorporation of organizational and leadership competencies to provide focus toward the performance development process at two institutions, the implementation of a succession planning model at another institution, and the location of human resource generalists in departments across two of the institutions to identify learning opportunities for both individuals and work teams. Based on both the findings from the field study and the literature review, a comprehensive procedural model is introduced that serves to support human resource departments and higher education professionals, in general, who are looking to either begin or broaden their own talent management approach. However, despite the progress that has been made across several institutions noted throughout the research study, much more must be learned in terms of how the time and resources invested in talent management translates to institutional success. Advisor: James O‘Hanlon

Overabundant deer: Better management through research

Overabundance of white-tailed deer (Odocoileus virginianus) continues to challenge wildlife professionals nationwide, especially in urban settings. Moreover, wildlife managers often lack general site-specific information on deer movements, survival, and reproduction that are critical for management planning. We conducted radio-telemetry research concurrent with deer culling in forest preserves in northeastern Illinois and used empirical data to construct predictive population models. We culled 2,826 deer from 16 forest preserves in DuPage County (1992-1999) including 1,736 from the 10 km2 Waterfall Glen Forest Preserve. We also radio-marked 129 deer from 8 preserves in DuPage and adjacent Cook County (1994-1998). Recruitment was inversely associated with deer density suggesting a classic density-dependent response. Female deer were philopatric and 20% of adult males dispersed. Survival was high for all sex and age classes, and deer-vehicle collisions accounted for >55% of known mortalities. Based upon data from other areas, early attempts to apply population models to deer at Waterfall Glen Forest Preserve were not useful. The subsequent quantification of the density-dependent recruitment response and use of other empirical data strengthened the predictive capability of models. Our experience illustrates the importance of understanding demographics of overabundant deer in order to set realistic objectives and make sound management decisions.