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

Master Conservationist Presentations - 2001

We begin the 2001 Master Conservationist program with honorees in production agriculture from District A which includes the Panhandle of Nebraska. I would like to ask Leon and Cheryl Burkhart-Kriesel (Kresel) of Gurley who are unable to be present. They operated the family farm in partnership with Fred and Viola Kriesel until 1984 when Leon and Cheryl become sole owners/operators. The Kriesels produce certified wheat, millet, oats, and barley seed on 3200 dryland acres that are owned, rented, or contracted. Since 1984, 45,000 feet of terraces have been installed. Their holistic conservation plan also includes over 57,000 feet of windbreaks of mixed evergreen and broadleaf trees and shrubs. This mixture of plant species is unique in the Panhandle. They built an earthen dam with 11 acre-feet of permanent storage and 70.5 acre-feet of detention storage. Results include reduced soil erosion by wind and water, and increased productivity and wildlife populations. Local and international groups tour the farm. Congratulations to the Kriesels.