Making Better Managers

When Pamela Monds' supervisor invited her to participate in "A Guide to Managing at Duke," Monds jumped at the chance.

Monds, a senior lead clinical research associate at the Duke Clinical Research Institute (DCRI), said the professional development program has given her more confidence in her work and helped her appreciate the challenges of managing others.

"It has been very exciting for me to have these opportunities to grow at Duke," said Monds, who took the Learning & Organization Development course in 2001. "I'm always looking for ways to provide similar opportunities to others."

The Women's Initiative report in 2003 promoted the expansion of "A Guide to Managing at Duke," specifically in the academics units. Since the release of the report, 1,110 supervisors, including 362 from academic units, have participated in the program. The three-day interactive class engages managers to help them better address issues of respect, professional development and communication, which reflect findings from the Women's Initiative.

During employee roundtables for the Women's Initiative, women at Duke said they wanted training and educational opportunities and more responsibilities within their fields, key ingredients to job mobility.

As part of recent efforts on these fronts, Duke implemented a new tuition benefit that reimburses staff up to $5,000 per year for courses related to an employee's job. The benefit can be used at any accredited higher education institution in North Carolina, not just at Duke. And in August, at least 200 staff members attended the first in a series of quarterly mentoring events with President Richard H. Brodhead and other Duke administrators.

"We know that professional development is key to developing the skills and talent Duke needs for the future," said Clint Davidson, vice president for Human Resources. "Professional development can take many forms. It doesn't always mean taking a class or attending a conference. In many cases, it's getting the opportunity to serve on a committee or work on a new project. These experiences help people grow professionally."

Monds was one of 200 participants from the Duke Clinical Research Institute who went through the managing program. Typically geared toward specific departments, such as DCRI, the School of Nursing or Duke Hospital, the program's success is largely due to team synergy that develops among course participants.

"People leave the program with a sense of belonging, ownership and dedication," said Monica Udell, director of Learning & Organization Development. "We engage people on a level where they can better understand the overall goals of their entity and their responsibilities to the greater organization."