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

African American and Teaching in Higher Education IS a Course on Race and Culture

Using theoretical applications, the authors present an overview of theories that highlight approaches for teaching culturally sensitive content, personal experiences as educator and colleague in a predominantly white college campus and strategies for addressing culturally insensitive experiences in and outside the classroom. Presenters focus on the recruitment and retention of people of color and stress the need for today's predominantly white institutions to become more knowledgeable, tolerant and sensitive about their environments in an effort to make them more accepting.

1969 ASSESSMENT OF BLACKBIRD DEPREDATIONS ON FIELD CORN IN OHIO AND MICHIGAN

In 1966, when the annual damage survey was initiated, Dr. C. R. Weaver, Statistician at the Ohio Agriculture Research and Development Center, Wooster, Ohio, drew up a sampling plan, balancing costs against desired precision. The plan included three combinations of fields to be sampled and stations per field for high damage areas, three combinations for moderate damage areas, and two combinations for light damage areas. Alternatives for the high damage area included (1) 497 fields with two stations per field (± .48), (2) 775 fields with two stations per field (± .26), and (3) 235 fields with ten stations per field (— .68). For the moderate damage areas, the alternatives were (1) 441 fields with three stations per field (± .26), (2) 155 fields with three stations per field (± .50), and (3) 235 fields with ten stations per field (± .32). The light dam¬age area alternatives were (1) 297 fields with three stations per field (- .26), and (2) 81 fields with three stations per field (± .50). The original survey in 1966 sampled eight counties in three regions. In 1967, 14 counties in the same three regions were sampled. Two new counties were added to one region and two new regions with two counties each (treated as one region for sampling purposes) were added to the 1968 survey. The 1968 survey was of sufficient size to be representative of the corn damage picture in Ohio and Southeast Michigan. The 1969 survey was identical to the 1968 survey.