Today@Dal

An interview with Verity Turpin, Executive Director of Student Wellness, Student Services.
By Jamie Landry (Human Resources)

What is the philosophy or general approach to employee development in Student Services?

Whenever someone leaves Student Services, or we have a gap in terms of a function in the department, we look at how we can use it as an opportunity for development for our staff.  If we don’t have the skillset within our staff, then we look to other departments for those skills because we believe that makes our university better. We’re really intentional about not just putting an employee in a job. What is our commitment to that employee? What is the skillset the employee needs to improve and how can we support that, how can we assist that employee in developing their skills so they’re prepared and competitive for the next position?

How does workplace learning happen in Student Services and what is your role in supporting it?

I think it’s important for employees to know there are two people involved: the employee and the supervisor. We use ACHIEVE for performance and development and I’ve done career planning and professional development with the staff. Many people from our staff come to me when they first start working here and say “I never get any feedback.” The feedback we give is on a daily basis and really needs to be in the context of what you want to do next. So if I know someone who wants to have a leadership role in student services moving forward, then the feedback I’ll give them is provided in that context.

In terms of training and development, every employee in our department is encouraged to take advantage of educational opportunities and they’re given the flexibility to do so. We see it as a huge investment in not only our department, but as being part of an academic institution.

This is a busy place with many students to serve. How do you balance learning needs of individuals and teams, with the service needs of your department?

It’s all about the mix you have and how you prioritize in terms of the skillsets and what’s needed. You need to develop your team for the skills needed and not be afraid to move people around and provide them learning opportunities and if that means someone moving to a new role or new department, that’s OK.

That’s our approach. We don’t look at it as a loss, but what’s best for the institution. When we have happy, engaged and productive employees, we have more productive employees that are more connected to their jobs and therefore more connected to students.

Is there an aspect of workplace learning you haven’t yet provided to employees but want to?

One theme in our discussions is ensuring the quality of our leadership and supervision. In Student Services, we acknowledge that we can’t expect our supervisors and managers to do well in something they themselves have not experienced. So before we roll out ACHIEVE, for example, leaders experience it and do it themselves. They’ll see the benefits and when they actually sit down and do it with their staff it’s coming from a much different place. The other goal from my perspective is coaching. When you’re developing a team and understand you’ll need to develop them and give them an opportunity to solve their problems and have a voice. What we haven’t done and want to do is invest in that line of training. It’s imperative to building capacity in staff so they’re ready for the next step.

What are the most critical competencies employees in your area must have to succeed?

We need to be student-focused. We all bring our own value to the table, but our energy must be directed to the mandate of student service. Student Services professionals have a passion for what they do. It’s very important that we have people with a demonstrated passion for learning. A curiosity to learn what you don’t know is a gift; once you start, it’s hard to stop.

We have people educated in their field of choice including post-secondary education, accreditations and designations. We are the in business of higher education and as such put the appropriate value on the skills and development that comes with that education. Additionally, possessing exceptional interpersonal and communication skills is important in Student Services. The ability to build relationships is critical to what we do. We value having creative problem-solvers. These are people who can do more than just identify gaps. They identify solutions we may not have thought of.

What do you think is the most important thing or skill, no matter what stage in your career or area of specialty, somebody should constantly be trying to develop?

I think that would be self-awareness. The ability to see yourself as others do and embrace what you need to work on. Understand how you fit in the workplace, how you affect your colleagues and also the success of those around you. If you see yourself through an honest lens the opportunities for growth are endless.  

What's the next skill set or knowledge set you want to add to your own repertoire to improve your skill set?

I would like to continue to master the art of coaching as a leader instead of just being a problem-solver and “advice monster.”  After a leadership workshop here at Dalhousie on this topic, I have paired up with a colleague and we meet regularly to discuss our progress. It’s a great process and something I have to work on daily.  

Can you think of one question employees should ask leaders in their departments to learn and thrive in their roles?

This question from my perspective is what employees should be asking of themselves. The question is, “What do I want to do differently and what am I prepared to do and change to make it happen?” Then, make a plan and take action.

What is your personal story of support?

I came to Dalhousie with the goal of doing my masters and to broaden my skillset. I was supported in this by my supervisors, who were constantly pushing me to do more and giving me opportunities to sit at tables and have conversations with people that I wouldn’t have had otherwise. Now, I’m very intentional about doing the same thing for others. I think the most powerful role we have is that as supervisors, we experience the benefit of great leadership and see it as an investment on behalf of their leader and their supervisor. It’s something that you learn by doing and then pass it on.