Summary
MAP program has resulted in reduced staff turnover and saved the organization money.
Situation
The Cooperative Extension System in Georgia and throughout the southern region has faced and era of economic scarcity sinnce the early 1990's. In addition, changing social, economic and environmental conditions at the local, community and state levels have impacted Extension's ability to carry out its mission and purpose. This has resulted in a reduced work force and a clustering of CES staff and services. Extension Educators excel in subject matter disciplines; however, few are professionally trained in management competencies and styles of leadership appropriate for learning organization such as CES in these changing times. The lack of such competencies leads to employee dissatisfaction, burnout and turnover. The loss of one County Extension Agent cost UGA Extension $50,000 and one Technician $30,000 after just one year of service.
Response
The centerpiece of the program is the Managerial Assessment of Proficiency (MAP), which assesses 12 managerial competencies, 2 leadership styles and 8 values/drives. Each in-depth workshop is three days in length. The first one and one half days are devoted to introducing participants to the concept of leadership development, followed by the assessment process. The next one and one half days focus on interpretation of results (individual competency strengths and weaknesses) and discuss leadership in a changing organization. This is followed by participants developing a learning plan to increase their seminars, known as EXCEL, at which participants can learn skills and techniques to increase their competency levels. Research indicates that as employees develop these competencies they become more productive in the work place.
County Extension Agents who have supervisory responsibilities within the organization, as well as those who do not, have benefited from this results oriented performance based program. The skill and competencies developed are not only relevant to supervisory roles and relationships within the Extension Service they also are applicable when working with client and volunteer groups. Since 1995 over 400 Georgia Extension faculty have participated in the assessment and follow-up competency building workshops. The program is supported by user fees. Since its inception over $65,000 has been generated from fees to support this internal professional development effort for public service faculty.
Impact
Program impacts have been measured in several ways. Self- report pretest/posttest measures asking faculty to rate their knowledge related to various competencies have consistently reported significant increases in competency levels of 35% and attribute those increases to the leadership development program. Posttest assessments of faculty who have participated in the follow-up competency building workshops have reported increases in competency levels ranging between 28%-38%. An additional operational measure was used to measure impact-employee turnover. Statistical analysis of data completion and job retention and length of service. Those participating in the MAP and EXCEL workshops were less likely to leave the Cooperative Extension Service after completing their initial orientation period. The data indicated that MAP and EXCEL participants had a 22% lower employee turnover rate and on average continued their public service longer than did county Extension agents not completing the workshops and hired during the same time period. In dollar terms this translates to an organizational savings of approximately $1.6 million, with long-term potential savings exceeding $5.0 million for UGA Public Service and Outreach.
As a result of Georgia's success with this program, leadership for the Southern Extension Leadership Development (SELD) program was transferred to Georgia. In 2006 over 100 extension faculty and staff from 3 states extension systems participated in workshops to assess their managerial competencies and improve their leadership and management skills. Results from these workshops, along with the economic returns to the organization have been published nationally and internationally. Continued interest from states in the southern United States remains strong. By reducing staff turnover an estimated $4.5 million has been saved by extension systems in the southern region.
State Issue
Other Issue
Details
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Year:
2006
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Geographic Scope:
Multi-State/Regional
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County:
Clarke
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Program Areas:
