Hidden talents: HR can take advantage of employees' skills that are unrelated to their jobs.

Author:Patton, Carol

Consider the accounting clerk who coordinates community events; the help desk manager who moonlights as an exercise coach; or even the campus registrar who is also a freelance writer.

Colleges and universities are loaded with talent, yet many employees' competencies unrelated to their job are virtually unknown. At a time when budgets are tight, activities are being scrutinized and recruitment is fierce, human resource professionals can maximize in-house talent across departments to accomplish key goals--and, just as important, enrich the lives of employees.

Jerri Mizrahi, learning and development manager and personal success coach at Boise State University, plans to develop a talent management system that includes a database of employee competencies beyond their day jobs.

"If you want people to stay, then you want the job experience to be a rewarding and enriching one all the way around," she says. "You want to be able to manage the talent of your staff, which creates opportunities in so many different areas."

The plan in action

Several years ago, an academic administrator at Boise State was experiencing caregiver challenges. Once she resolved those issues on her own, she approached HR, hoping to share what she learned with others on campus. HR developed a program called Conversations with Caregivers, which supports an annual conference, hosts a website featuring local resources and holds monthly meetings during the academic year.

"This all came from one person's effort," says Mizrahi, adding that caregiving was completely unrelated to that administrator's job and responsibilities.

The university's culture encourages employees to contribute their expertise toward solving school problems outside their job or department. Three professors--from accounting, modern languages and communications--partnered with HR and the provosts office to create a work-life flexibility program. Likewise, HR has been working with employees throughout campus to improve or simplify administrative practices.

"We jokingly call it the 'Six Degrees of Boise State.' Somebody knows somebody who knows somebody who has experience in a different area," says Mizrahi. "We like to tap those resources."

Informal and creative

Developing a comprehensive database of employee skills is a tough task. Many institutions struggle just to collect basic job-related skills, says Karen Hutcheson, a partner in the talent division at Mercer who works mainly with colleges and universities.


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