In addition to the shift from understanding to application, professional development within this competency reflects shifts in the scale, scope, and interactivity of the human and organizational resources with which one works.

Continuing to push for an ‘intermediate’ OHR competency, I have focused on budget proposals and expenditure tracking, payroll/workforce planning, departmental strategy/planning, and departmental professional development. Notably, I have also begun reading more ‘management’ focused books with the intention of becoming a people-focused manager. 

Goals

1. Develop the skills and abilities of JWU-CLT student engagement student staff; developing a comprehensive student employee learning-plan.
2. Focus on process and task documentation within the Director role (and department at-large), building a potential transition document for future use.

Having completed numerous OHR-related LinkedIn Learning pathways, and having hired, trained, and retained both a number of student workers and a student engagement professional staff coordinator I now place myself more confidently in the intermediate level. Most notable, since the 2022 reflection, has been my new responsibility to manage financial resources at JWU-CLT. With annual professional spending and reconciliation topping $100,000.00, I developed my technical accounting and bookkeeping skills, especially as they relate to Concur and Oracle. In the coming year, I hope to continue to secure my intermediate competency level.

After successfully working with a graduate assistant through the completion of their program and involving them in the hiring of their successor, after completing over 15hr of OHR-related LinkedIn Learning courses, and after writing a very resource-detailed transition document (70+ pages) while proceeding through a complex job search, I feel as though I have a much greater grasp of the OHR competency. It is likely that my competence remains at a lower ‘Intermediate’ level, but the growth from the 2021 reflection is notable. New this coming year will be my opportunity to work with student workers, which make up a notable portion of the student engagement staff at JWU-CLT.

There is no way to put into words the OHR challenge that has been work during a pandemic. Although I have continued supervising a graduate assistant, and have been given greater control over program resources as a full-time staff member, I continue to believe that I best fit the expectations of ‘foundational’ competence. In the coming year, I hope to demonstrate greater resource planning skills. I will also be working to hire a new graduate assistant, as the graduate assistant I have the joy of working with graduates!

This year and semester has been a great challenge (which I believe I have risen to) in regard to Organizational and Human Resources. As a full-time professional I have become attune to the changes in FLSA which shifted my position from a non-exempt role to an exempt one. As a full-time professional I have also been tasked with managing vital program resources. Not only have I continued to receive my own feedback, but I have also been tasked with supervising (along with colleagues) a team of four graduate assistants. Being able to find efficiencies, focus on collaborative opportunities, all while increasing student access and equity have embodied the notion of, acting smarter not harder. I have also been aided by EDH5639 – strategic management for higher education.

While I was not able to visit counseling services or take a campus physical fitness course, I have visited both University Psychiatry and the Leech Campus Recreation Center. Both experiences allow me to better refer students to those services. I have also become more familiar with the campus hurricane plan, as I helped prepare shelter activities last October. Many of these skills have already been put into practice as I worked with a student in crisis through Florida State Alternative Breaks. During the Fall 2019 semester I plan on participating in the Green Dot training – I completed Safe Zone and Allies training during the Fall 2018 semester. Generation Z goes to college would still be an excellent opportunity for professional development. I will be purchasing the book in the coming weeks.

While I was not able to visit counseling services or take a campus physical fitness course, I have visited both University Psychiatry and the Leech Campus Recreation Center. Both experiences allow me to better refer students to those services. I have also become more familiar with the campus hurricane plan, as I helped prepare shelter activities last October. Many of these skills have already been put into practice as I worked with a student in crisis through Florida State Alternative Breaks. During the Fall 2019 semester I plan on participating in the Green Dot training – I completed Safe Zone and Allies training during the Fall 2018 semester. Generation Z goes to college would still be an excellent opportunity for professional development. I will be purchasing the book in the coming weeks.