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Workforce Maturity Model 12/12/14 2014 Amit Mitra and Larissa Zhurakovskaya Slide 2 Evolution of Workforce Maturity Level 2 (repeatable) Focus on Managers responsibility for managing and developing their people Level 1 (Initial) Unpredictable, poorly managed work force Level 3 (Defined) Develop workforce competencies and workgroups to align with business strategy and objectives Level 4 (Managed) Empower the workforce by driving responsibility and accountability for decisions to the point of action at lowest organizational level, and integrating workforce competencies to manage performance quantitatively Level 5 (Optimizing) Focus on Continual improvement and alignment of personal, workgroup, and organizational capability MATURITY OF HUMAN RESOURCE MANAGEMENT Slide 3 LEVEL 2 ANALYSIS HIERARCHY CAPABILITY LEVEL 2 Managers Manage and Develop Their People STAFFING Goals: Involve unit-level individuals/workgroups in making commitment to balance unit workload/staffing Recruit candidates for open positions Staffing/work assignments based on qualifications Orderly inter-position transitioning Institutionalization of staffing processes GOALS OF KEY PROCESS AREAS (KPAs) Process Capability COMMUNICATION AND COORDINATION Goals: Information sharing across the organization Individuals/groups ability to raise concerns and have them addressed by management Coordination amongst individuals/workgroups Institutionalization of communication and coordination practices WORKFORCE ENVIRONMENT Goals: Available physical environment and resources as dedicated by assignments Minimal distractions Institutionalization of work environment practices PERFORMANCE MANAGEMENT Goals: Documented unit and individual performance objectives for committed work Regular discussion of committed work with goal of improvement Management of performance problems Recognition/rewarding of outstanding performance Institutionalization of Performance Management TRAINING AND DEVELOPMENT Goals: Availability of timely training to individuals who need it to perform assignments, in accordance with units training plan Professional development opportunities for already capable individuals Institutionalization of Training and Development COMPENSATION Goals: Planned, executed and communicated compensation strategies and activities Equitable compensation relative to skill, qualifications and performance Defined criteria for compensation adjustments Institutionalization of Compensation practices Effective staffing Appropriate training and development Appropriate work environment and tools Effective communication and coordination Appropriate Compensation Effective performance Unless otherwise noted, Level 2 goals are targeted toward the unit level. Slide 4 STAFFING Goals: Involvement of unit-level individuals/workgroups in making commitment to achieve balancing of unit workload/staffing Recruitment of candidates for open positions Staffing/work assignments based on qualifications Orderly inter-position transitioning Institutionalization and management of staffing processes Ability Measure & Analyze Monitor Implementation KPA Execution (activities) Ensure that Staffing meets documented policies, procedures, plans. Address non-compliance. Verify that: Have executive management periodically review Staffing activities, status, results, issues/resolution. Address: INSTITUTIONALIZING STAFFING Collect real time unit data Make & maintain performance measurements Assign an individual in each unit to ensure Staffing is performed Train/acquire team members Provide adequate resources /funds Orient team members in Staffing groups business value, charter, values, role-responsibilities & authority It complies with org. policies & stated values It complies with relevant laws & regulations Non-compliance issues are handled appropriately It follows documented policies & procedures Collect and maintain unit measures of Staffing activities CAPABILITY LEVEL 2 Managers Manage and Develop Their People Commitment Institutionalization & management of staffing processes Filling open positions Attracting selected candidates Workforce reduction/outplacement Balancing workloads Progress in Staffing Results from reviews Trends Status of issue resolution Effectiveness Document policy for conducting staffing. Maintain it. Address: Assign organizational role to assist & advise Staffing Making work commitments Declaring positions to open Recruiting candidates Documenting open position needs & selection criteria Announcing position availability Developing a list of qualified candidates Evaluating & selecting candidates Background & reference checks Communicating outcome to candidates Transitioning candidates into their new positions Handling confidential selection information Orienting candidates to the org. Handling retirements Internal candidate transfers Voluntary resignations Notifying the workforce of outplacements & resignations Discharges for unsatisfactory performance/cause Handling job abandonment Processing workforce reductions & outplacements Appropriate use of Staffing data Use of procedures Compliance with business objective & stated values Compliance with laws & regulations Workload balancing Staff member involvement in making work commitments Assigned responsibilities for initiating, conducting, & approving staffing decisions Use of procedures Established procedures for: Protection of individuals rights & dignity Staffing activities comply with relevant laws, regulations, policies Reasons for voluntary separation Slide 5 KPA Execution (activities) Have individuals & workgroups participate in making their work commitments Plan/Coordinate Staffing according to policy/procedure Analyze assigned work to determine required effort & skills Analyze assigned work to determine required types of tasks & effort Identify types of skills needed for assigned work STAFFING Goals: Involvement of unit-level individuals/workgroups in making commitment to achieve balancing of unit workload/staffing Recruitment of candidates for open positions Staffing/work assignments based on qualifications Orderly inter-position transitioning Institutionalization and management of staffing processes CAPABILITY LEVEL 2 Managers Manage and Develop Their People Recruit- ment of candidates for open positions Involvement of unit-level individuals/workg roups in making commitment to achieve balancing of unit workload/ staffing Base Staffing on needs of the units Track Staffing Adhere to policy & procedure Define unit activities with assistance from HR & org. Staffing group Obtain managerial approval for activities Document units work commitments that balance its work load with staff & resources Ensure that units committed work is consistent with individual commitments Only make commitments for which there are resources & staff Negotiate commitments Identify potential position openings, if additional staffing is needed If no positions are available, adjust commitments Document commitments Manage individual work assignments to balance committed work among individuals & units Evaluate workloads & adjust commitments to avoid overload Seek opportunities to plan staff redeployment when work is nearing completion Coordinate, when staff is assigned to several units: To prevent overloads Expectations for timing of results To resolve commitment conflicts To allocate responsibilities for individuals efforts Analyze, document & approve units open positions Propose open position when assigned work exceeds capacity Document open position tasks Document required skills Determine primary candidate source Obtain approval for opening based on: Increased workload Budget Departed staff Other criteria Widely communicate position openings Select communication mechanisms Communicate position throughout the organization Communicate position within the unit, so members can help recruit Recruit qualified individuals Attract qualified individuals Coordinate with org. level recruiting Use external & internal resources Encourage unit members to help with recruiting Coordinate org. level external recruiting with unit level needs Plan & coordinate responsibilities for recruiting at two levels Identify candidate sources Communicate open positions externally Follow up with external sources Coordinate interest STAFFING ACTIVITIES Orderly inter- position transitions Define scope of work, work products & services. Communicate to those who will perform them Have individuals review assigned work & approve its inputs/triggers Involve individuals in: Estimating resources, effort & schedule Negotiating schedule/scope/resource balance Establishing commitments Approving units work commitments Reviewing progress & rebaselining commitments Replanning committed work Analyze assigned work to determine types of tasks and effort required to perform them Identify types of skills needed to perform assigned work Analyzing how work should be allocated Workgroups as Projects A project team is synonymous with a workgroup in IT and other project-focused settings. Slide 6 KPA Execution (activities) STAFFING Goals: Involvement of unit-level individuals/workgroups in making commitment to achieve balancing of unit workload/staffing Recruitment of candidates for open positions Staffing/work assignments based on qualifications Orderly inter-position transitioning Institutionalization and management of staffing processes CAPABILITY LEVEL 2 Managers Manage and Develop Their People Staffing/ work assignments based on qualifications Orderly inter- position transitions STAFFING ACTIVITIES Ensure org. is timely in attracting the selected candidate Design staffing processes with timely response Attempt to coordinate position arrangements with candidates expectations Negotiate terms of the position with the candidate Transition new hire into the new position Ensure unit member participating in staffing Ensure unit member participation in staffing Periodically review staffing status of staffing with all unit members Review & document lessons learned Conduct workforce reduction & outplacement Review reduction/outplacement it protects individual dignity, complies policies, external regulations Define retention/release criteria & plan outplacement Consistently apply criteria to all affected Communicate reduction/outplacement to those affected Make discharged staff aware of openings Discharge staff Communicate outplacements to those impacted Communicate retention of essential staff to reinforce their retention Define selection process & criteria for each open position Define selection criteria from: Define evaluation activities (interviews, tests, etc.) Define selection processes from criteria & activities Ensure HR, legal compliance, appropriateness Communicate processes to workforce & candidates Tasks, job characteristics, work conditions Candidate characteristics Other needed skills Staffing objectives Conduct selection process for each position Compile, maintain & retain candidate list Identify candidate short list Implement selection process Provide candidates with position information, so they evaluate themselves Check selected candidates references & background Have unit members participate in selection Maintain documentation from the selection Offer positions to best fit candidates, based on skills & qualifications Consistently apply selection criteria to all candidates Compare all qualified candidates & select the most fit Provide timely feedback to all candidates Discharge staff for unsatisfactory performance Review decision with appropriate managers & HR before discharge Inform staff of behaviors that could result in discharge Document actual unacceptable behaviors/performance & discuss with perpetrator Discharge individual Communicate discharge to those impacted Identify & address causes for voluntary resignation Take actions to increase retention Identify causes for voluntary resignation through: Offer departing staff an opportunity to talk to someone other than their manager about resignation causes Make corrections if trends voluntary resignation causes emerge For internal transfers, complete or reassign former work activities Assign responsibilities for transition Plan & perform transition Provide orientation to: Unit Org. Personal discussions Exit interviews Other means Slide 7 COMMUNICATION AND COORDINATION Goals: Information sharing across the organization Individuals/groups ability to raise concerns and have them addressed by management Coordination amongst individuals/workgroups Institutionalization of communication and coordination practices Ability Measure & Analyze Monitor Implementation KPA Execution (activities) Have a responsible individual verify that Communication & Coordination is conducted correctly. Verify that: Have executive management periodically review Communication & Coordination activities, status, results; resolve issues. Verify: INSTITUTIONALIZING COMMUNICATION AND COORDINATION CAPABILITY LEVEL 2 Managers Manage and Develop Their People Commitment Institutionalization of communication and coordination practices Have executive management establish & communicate org.-wide workforce development & management values: Document a Communication & Coordination policy. Maintain it. Address: Assign org. role to assist & advise units on Communication & Coordination Train/acquire/prepare Communication & Coordination team. Ensure they: Assign an individual to ensure Communication & Coordination in each unit Provide adequate resources Understand units roles & responsibilities, their interfaces & protocols Develop Communication & Coordination key performance indicators (KPIs) Make measurements of the KPIs and use them to determine activities status & performance Collect & maintain unit measures of activities Analyze collected Have units collect data Aggregate data as needed to determine trends It complies with policies & stated values It complies with all relevant laws & regulations It uses documented practices & procedures Noncompliance issues are handled appropriately Effectiveness Progress Results from reviews Trends, including: Resolutions of concerns comply with policies & procedures Status of issue resolution Communication issues trends Rates of serious communication problem occurrence & reduction Number of concerns raised & resolution rate Document values for people-related behavior Publicly endorse values Ensure values are communicated to all workforce members Derive policies & procedures Establishes mechanisms to ensure that all workforce activities comply with values Enforce corrections to non-compliance Ensure that executive decisions comply with values Relationship to business objectives, plans, org. values Importance of maintaining an open environment that support multidirectional information flow Communication requirements for org. wide information Requirements for developing staff communication skills Opportunities for raising & resolving concerns Establishing & meeting work dependency commitments Staff communication or interactions potential to create a hostile work environment Compliance with laws, regulations, policies Support resources Experienced individuals Adequate funding Adequate Resources Unless otherwise defined, Adequate Resources include funding, experienced staff, support resources, activity participation time and organizational asset inputs throughout this tool. Slide 8 COMMUNICATION AND COORDINATION Goals: Information sharing across the organization Individuals/groups ability to raise concerns and have them addressed by management Coordination amongst individuals/workgroups Institutionalization of communication and coordination practices Coordination amongst individuals/ workgroups COMMUNICATION AND COORDINATION ACTIVITIES Individuals/ groups ability to raise concerns and have them addressed by management Information sharing across the organization CAPABILITY LEVEL 2 Managers Manage and Develop Their People KPA Execution (activities) Seek staffs opinion on working conditions Analyze inputs & prepare results Collect input Acknowledge the receipt of opinions When appropriate, communicate results, decision & needed actions Ensure opinion confidentiality or obtain permission to share Allow staff to raise concerns Develop procedure that specifies how to: Allow staff to raise concerns to any level of mgmt Allow staff to appeal concern resolution to higher mgmt. Track concern resolution to closure Make corrections when there is no progress on resolution Assign responsibilities for tracking concern status Review status of open concerns with mgmt Communicate work-related policies o the workforce Inform staff of policies & practices Communicate changes Periodically evaluate workforce awareness of people-related policies/practices Make corrections when misunderstandings arise Communicate org. values, events, conditions to the workforce Share work-related information across units in a timely manner Designate unit staff to: Assist in work- related comm. from the org level Develop interpersonal communication skills needed for effective working relationships Sensitize staff to cultural issues that influence communication styles Identify the need Identify & carry skills development Monitor & coordinate work dependencies Identify work dependencies with other units Agree on information sharing approach Ensure work information is shared in a timely manner Ensure that unit staff receive external information in a timely manner Ensure that unit staff communicate externally in a timely manner Correct communication breakdowns Raise a concern Track concern & resolution Provide responses Conduct & record a resolution discussion Follow up after problem-solving meetings Escalate a concern if it cannot be resolved Handle interpersonal problems or conflicts that damage relationships appropriately Coordinate activities to accomplish committed work Making collaborative decisions about how to organize & perform work Organize & perform work Establish mutually agreeable mechanisms for coordinating dependent work Analyze committed work to identify dependencies Agree on dependencies Document agreements Communicate in advance when dependencies cannot be met Revise dependencies through mutual agreement Conduct meetings to make the most effective use of time Plan meeting purpose, objectives, procedures & distribute agenda Develop guidelines for maximizing meeting efficiency Call meetings only if they offer sufficient return on time investment During meeting, maintain focus & accomplish purpose During meeting, encourage participation Assign actions & track to completion Workshops Training Mentoring Slide 9 WORKFORCE ENVIRONMENT Goals: Available physical environment and resources as dedicated by assignments Minimal distractions Institutionalization of work environment practices Ability Measure & Analyze KPA Execution (activities) Assign an individual to ensure that unit Work Environment activities are performed Train/acquire team members to maintain effective work environment. Ensure they: INSTITUTIONALIZING WORKFORCE ENVIRONMENT Provide adequate resources/ funds CAPABILITY LEVEL 2 Managers Manage and Develop Their People Commitment Institutionalization of work environment practices Document a Work Environment policy. Maintain it. Include: Assign org. role to Work Environment & work resources & to assist units with issues Prepare team members to use appropriate methods Know objectives & procedures Are skilled in interpersonal communication & collaboration Analyze collected data/make measurements to determine the status and performance of activities Have units collect data as Work Environment activities occur Aggregate data as needed to determine organizational trends Develop Workforce Environment key performance indicators (KPIs) Make measurements of the KPIs and use them to determine the status and performance of Work Environment activities Collect and maintain unit measures of Work Environment activities Monitor Implementation Have responsible individual verify that Work Environment is conducted correctly, that: Periodically review Work Environment activities, status, results with executive management; resolve issues. Verify: It complies with org. policies & stated values It complies with all relevant laws & regulations It is performed according to documented practices & procedures Noncompliance issues are handled appropriately Track and manage action items Status of resolution of noncompliance issues Progress in the performance of any planned activities, including installing improvements The amount and effectiveness of improvements made in the work environment Results from reviews Status of resolution of noncompliance issues, laws/regulations violations Trends related to work environment-related issues Effectiveness of Work Environment activities in achieving work environment results Relationship to business objectives, plans, org. values Provision of adequate workspace Identification, prioritization, provision of needed work resources Elimination of conditions that degrade the work environment Minimization of distractions Communication, administration and enforcement of compliance with laws, regulations, policies Documents that indicate work assigned to each unit, like budgets Adequate funding for implementing the physical work environment Funding for workforce activities Support resources Experienced individuals Slide 10 WORKFORCE ENVIRONMENT Goals: Available physical environment and resources as dedicated by assignments Minimal distractions Institutionalization of work environment practices WORKFORCE ENVIRONMENT ACTIVITIES CAPABILITY LEVEL 2 Managers Manage and Develop Their People Available physical environment & resources as dedicated by assignments Minimal distractions KPA Execution (activities) Obtain physical environment required to perform assigned work Obtain adequate space for assigned work, that: When adequate environment cannot be obtained, implement contingency action Identify physical environment & resources required for committed work in each unit Analyze work to determine the physical environment/resources it requires Compare required environment/resources to those currently available Assign individual to acquire needed workspace/resources If needed environment/resources cannot be obtained, develop a contingency plan, including performance risks Obtain resources to accomplish work in a timely manner Is designed & organized to support work efficiency Is organized with consideration of cultural issues Addresses Identify & minimize sources of frequent interruption that degrade the work environment effectiveness Secure support staff Secure adequate physical & technical resources, such as: Secure standard & specialized resources Plan & obtain resource & support staff needs When resources cannot be secured, implement contingency plan Identify & correct factors that degrade or endanger health & safety of the workforce identify & implement reasonable accommodations to protect health/safety during issue correction Assign individual to be aware of work environment conditions that may endanger health/safety Report unhealthy/unsafe work conditions to those who can address them Monitor progress of timely health/safety issue conditions correction Noise Security Visibility Voice communication Air purity Obtain individual workspaces that provide adequate personal work environment, such as: Adequate illumination Protected private space with secure storage Adequate desktop space for using tools, etc. Sufficient isolation/noise protection for concentration Sufficient space to work alone or with colleagues Software Office furniture Computers, etc Telecommunications Training materials Make work environment improvements that improve work performance Make available resources for high priority improvements Periodically analyze work environment & identify changes/resources that could improve work performance Prioritize potential improvement Plan & deploy large, pervasive improvement across the workplace Secure support and/or training for newly deployed resources Identify & address factors that degrade work environment effectiveness Identify & implement mitigations to performance-impacting physical factors Assign individual to be aware of physical factors that could degrade work performance, such as: If it is not possible to eliminate the impact of the physical factor, pursue alternative mitigations Monitor performance of those impacted to see if additional mitigations are needed Vibration Poor lighting Noise, etc Crowding Unpleasant odors Poorly organized work process Telephone calls Excessive meetings Unnecessary administrative tasks Excessive socializing Slide 11 PERFORMANCE MANAGEMENT Goals: Documented unit and individual performance objectives for committed work Regular discussion of committed work with goal of improvement Management of performance problems Recognition/rewarding of outstanding performance Institutionalization of Performance Management KPA Execution (activities) INSTITUTIONALIZING PERFROMANCE MANAGMENT CAPABILITY LEVEL 2 Managers Manage and Develop Their People Commitment Institutionalization of Performance Management Document an organizational Performance Management policy. Maintain it. Address: Assign an org. role to assist units with Performance Management Ability Assign an individual to ensure that Performance is Managed at unit level Train/acquire team members. Ensure they: Provide adequate resources/funds: Orient team members in group business value & charter, values, role-responsibilities & authority Know Performance Management objectives & procedures Are skilled in interpersonal communication & fostering collaboration Measure & Analyze Analyze collected data/make measurements to determine status & performance Have units collect data as Performance Management occurs Aggregate data as needed to determine trends Develop Performance Management key performance indicators (KPIs) Make measurements of the KPIs and use them to determine the status and performance of activities Collect and maintain unit measures of Performance Management Monitor Implementation Have a responsible individual verify that Performance is Managed correctly. Verify that: Periodically review Performance Management activities, status, & results with executive management; resolve issues. Verify: It complies with the org. policies & stated values It complies with relevant laws & regulations It is performed according to documented practices & procedures Noncompliance issues are handled appropriately Track and manage action items Identify and manage risks Trends Status of resolution of noncompliance issues Status of performance problems & improvement plans Results from reviews Appropriateness of performance objectives defined at unit level Progress Effectiveness Relationship to business objectives, plans, org. values Respect for the rights & dignity of the individual Performance management data confidentiality & distribution Defined procedures for: Recognition& reward guidelines for outstanding performance Measuring performance against defined objectives related to committed work Compliance with relevant laws, regulations, org. policies Identifying those responsible for performance feedback Discussing performance Documenting accomplishments Resolving disagreements Documenting development needs Developing objectives Handing problems Business objectives Experienced individuals for: Support resources Funding Adequate time Performance management Reward programs Slide 12 PERFORMANCE MANAGEMENT Goals: Documented unit and individual performance objectives for committed work Regular discussion of committed work with goal of improvement Management of performance problems Recognition/rewarding of outstanding performance Institutionalization of Performance Management PERFROMANCE MANAGEMENT ACTIVITIES CAPABILITY LEVEL 2 Managers Manage and Develop Their People Documented unit and individual performance objectives for committed work KPA Execution (activities) Track & manage unit performance Establish measurable performance objectives based on committed work Periodically review revise individual performance objectives Unit members Interdependent units Management Have those responsible for performance management maintain awareness of accomplishments vs. performance objectives by those whose performance they manage When appropriate, revise objectives using standard procedures Periodically review to determine ongoing appropriateness Review every time any work commitments are revised Document revisions Periodically review & revise units performance objectives as work commitments change Periodically review objectives with management to ensure ongoing appropriateness Revise objectives, when appropriate, using appropriate procedures Document revisions Periodically document individual performance objectives Maintain ongoing communication about performance of committed work between performance managers & staff Periodically discuss ways to improve performance & take improvement actions Periodically discuss & analyze various components of work performance Establish & maintain units performance objectives on a schedule aligned with the work commitment schedule Ensure that work commitments are consistent with business objectives & plans Involve all unit members Have objectives approved by unit managers Document objectives Communicate objectives to all unit members & stakeholders Review & discuss progress vs. performance objectives with: Discuss opportunities to enhance performance & identify improvements Maintain awareness of accomplishments vs. committed work Manage unsatisfactory performance vs. performance objectives Identify impediments to achieving objectives Make corrections Document &communicate changes to plans & objectives Track corrections Allocate objectives to individuals based on their responsibilities Review allocated objectives vs. committed work Have individuals raise issues with management When units objectives are revised, revise individuals objectives Draw individual objectives from unit objectives & individual work commitments Ensure that individual objectives do not conflict with unit objectives Have individuals participate Have individuals agree to & approve their performance objectives Document objectives Identify & take action to provide improvements that could enhance individual performance Regular discussion of committed work with goal of improvement Slide 13 PERFORMANCE MANAGEMENT Goals: Documented unit and individual performance objectives for committed work Regular discussion of committed work with goal of improvement Management of performance problems Recognition/rewarding of outstanding performance Institutionalization of Performance Management PERFROMANCE MANAGEMENT ACTIVITIES CAPABILITY LEVEL 2 Managers Manage and Develop Their People Management of performance problems KPA Execution (activities) If performance problems occur, discuss them with appropriate individual Periodically document & discuss individuals accomplishments vs. their performance objectives Agree on a time to document & discuss accomplishments with individual Follow documented procedure, which specifies: Communicate procedure Gather & evaluate accomplishment information When individuals work in several units, coordinate to ensure that: How often to review accomplishments How to obtain accomplishments/ performance information What information is documented How information is reviewed before discussion How performance results are discussed Inappropriate topics Whether training needs/career options are discussed How to address unsatisfactory performance How to resolve disagreements How performance is managed during transitions To whom documentation is distributed Performance information is gathered & evaluated Overall performance evaluation incorporates all relevant work Discuss: Disagreements about performance feedback, escalate as needed Skills needing development & actions Unsatisfactory performance. Prepare for follow-up actions Performance enhancement opportunities & actions Document accomplishments & other results of the performance discussion. Maintain them according to guidelines Use performance documentation in performing other workforce activities Distribute Use as input in individual workforce practices Reach agreement on: Identify performance problems Hold a formal discussion with the individual Document discussions results Performance problem statement Resolution actions or conditions Monitor actions or results Develop performance improvement plans for resolving persistent performance problems Have individuals agree to their plan Develop performance plans that address: Document plans Obtain resources to assist individuals in improving performance Performance problem(s) that must be corrected Corrective actions Expected correction results Frequency for reviewing results vs. the performance improvement plan Objectives/criteria for evaluating progress Minimal acceptable performance Consequences for failure to improve Criteria for evaluating whether a different position should be considered Maximum duration of the performance improvement plan Regular discussion of committed work with goal of improvement Accomplishments Periodically evaluate, discuss & document progress vs. performance improvement plan If performance deviates from objectives, discuss corrective action Periodically review progress throughout period covered by the plan Document progress & discussions Terminate improvement program & make & document decisions based on performance vs. improvement objectives Recognition/ rewarding of outstanding performance Develop & communicate guidelines for recognizing & rewarding outstanding performance Communicate guidelines Develop org. guidelines for providing recognition or rewards to achieve reasonable consistency across units, specifying: Make guidelines consistent with compensation Purposes What is provided Recognition/reward criteria Alignment of recognition/reward decisions throughout the org. Responsibilities Documentation requirements Make recognitions/rewards Present them in a way that conveys appreciation Determine recognitions/rewards Provide them in a timely manner When appropriate, make them known to others in a way that highlights valued behaviors or results Slide 14 TRAINING AND DEVELOPMENT Goals: Availability of timely training to individuals who need it to perform assignments, in accordance with units training plan Professional development opportunities for already capable individuals Institutionalization of Training and Development INSTITUTIONALIZING TRAINING AND DEVELOPMENT CAPABILITY LEVEL 2 Managers Manage and Develop Their People Institutionalization of Training and Development Commitment Document and maintain an organizational Training and Development policy, addressing issues such as: Assign an organizational role the responsibility to assist units with Training & Development Ability Assign an individual responsible for ensuring that Training and Development activities are performed in each unit Make available training time to each individual according to the training policy to: Provide adequate resources: Prepare individuals performing Training & Development for: Understand the organizations methods & procedures Understand roles and responsibilities of all involved groups and their interfaces & protocols Know Training & Development objectives & procedures How training requirements for critical skills required to perform assigned work The business objectives & stated values of the organization served by Training & Development That training to support the performance of assigned responsibilities is timely That training and development opportunities are provided to support individual development needs How training time is allocated for each individual That training and Development practices and activities comply with relevant laws, regulations, and organizational policies When feasible, experienced individuals who have expertise in training & development methods Implementation support Funding When required, adequate facilities for on-site training Support resources for each units training plan Identifying training & development needs Developing & providing training Measure & Analyze Analyze collected data/make measurements to determine the status and performance of activities Have units collect data as Training and Development activities occur Aggregate data as needed to determine organizational trends Develop Training and Development key performance indicators (KPIs) Make measurements of the KPIs and use them to determine the status and performance of Training and Development activities Collect and maintain unit measures of Training and Development activities Monitor Implementation Have a responsible individual verify that Training and Development is conducted correctly. Verify that: Periodically review Training & Development activities, status, &results; and resolves issues with executive management, to verify: Trends Status of resolution of noncompliance issues Progress Results from reviews The amount & effectiveness of training provided Effectiveness of the performance management activities in accomplishing planned training It complies with the organizations policies & stated values It complies with all relevant laws and regulations It is performed according to documented practices & procedures Noncompliance issues are handled appropriately Actions are tracked It is performed according to the units plans & selected methods All actions related to the development &implementation of training plans are periodically reviewed to ensure they conform to documented policies KPA Execution (activities) Slide 15 TRAINING AND DEVELOPMENT Goals: Availability of timely training to individuals who need it to perform assignments, in accordance with units training plan Professional development opportunities for already capable individuals Institutionalization of Training and Development TRAINING AND DEVELOPMENT ACTIVITIES CAPABILITY LEVEL 2 Managers Manage and Develop Their People Availability of timely training to individuals who need it to perform assignments, in accordance with units training plan Professional development opportunities for already capable individuals KPA Execution (activities) In each unit, identify critical skills for performing individual assigned tasks Include communication skills Identify tasks Identify critical skills Update individuals critical skills each time there is a change in assigned tasks Identify training needed in critical skills for each individual Identify critical skill needs of each individual as the gap between possessed skills & skills required by assigned tasks Evaluate individuals knowledge/skills vs. critical skills to determine if training is needed For new assignments, assess individuals knowledge/skills vs. required critical skills to determine if training is needed Identify types of training needed If the critical skills required by assigned tasks change, reevaluate training needs Develop unit training plan. Maintain it. Specify: Schedule Individual/workgroup training needs Training to be provided How training will be provided Coordination approach Provide individuals with needed training in a timely manner Schedule training Evaluate training alternatives to find most fitting Ensure that training content covers needed knowledge & skills Obtain feedback Track training against training plan Document completion Routinely review units training vs. its training plan Correct deviations Periodically hold a development discussion with each individual Identify development activities Identify & discuss knowledge & skills needed to enhance performance Discuss potential future assignments, career options, other development interests Establish objectives for individuals development Make available relevant opportunities for individuals to accomplish their development objectives Seek opportunities to expose individuals to relevant experiences Help identify relevant development opportunities Allow to individuals pursue development that supports their objectives Track to ensure timeliness Coordinate development time with committed work/schedules Accomplish development according to objectives Discuss impact & results to determine need for adjustments to development objectives Document development results & use them as input to performance management, staffing, promotion, compensation, etc. Slide 16 COMPENSATION Goals: Planned, executed and communicated compensation strategies and activities Equitable compensation relative to skill, qualifications and performance Defined criteria for compensation adjustments Institutionalization of Compensation practices INSTITUTIONALIZING COMPENSATION CAPABILITY LEVEL 2 Managers Manage and Develop Their People Institutionalization of Compensation practices Commitment Establish & maintain a Compensation policy, addressing issues such as: Assign an organizational role the responsibility to assist units with Performance Management Developers & administrators of the compensation strategy & plan Compensation decisions makers The compensation strategy & practices, compliant with laws, regulations, policies. Periodically review The business objectives & stated values activities serve Defined & assigned responsibilities for the compensation strategy & plan Equity in the compensation system The periodical development of a compensation plan for administering the compensation strategy The basis for determining & adjusting compensation, including skills, qualifications, performance Frequency of compensation activities Responsibilities for: Compensation confidentiality Communication rules for Compensation Appropriate compensation procedures for: Making adjustments to compensation Appropriate distribution, use, retention of compensation docs. Ability Assign an individual responsibility for ensuring that Compensation activities are performed in each unit Train/Prepare individuals performing Compensation activities. Ensure they: Provide resources: Experienced individuals who have expertise in compensation methods Funding defined & available Support resources Understand roles & responsibilities of all involved groups & their interfaces & protocols Are prepared to impalement components of the compensation strategy Are prepared to communicate Compensation information appropriately Measure & Analyze Analyze collected data/make measurements to determine status & performance Have units collect data as Compensation occurs Measure & review aggregate trends in Compensation on a recurring basis Develop Compensation key performance indicators (KPIs) Make measurements of the KPIs and use them to determine the status and performance of Compensation activities Collect and maintain unit measures of Compensation activities Maintain a historical database of compensation data Collect unit measures of compensation & aggregate them Periodically analyze compensation data to determine trends & evaluate effectiveness Monitor Implementation Have a responsible individual verify that Compensation is conducted correctly. Verify that: Periodically review Performance Management activities, status, results; resolves issues with executive management, to verify: It complies with policies & stated values It complies laws & regulations It is performed according to documented practices & procedures Noncompliance issues are handled appropriately Track and manage action items Trends Status of resolution of noncompliance issues Progress The structure & growth of compensation Results from reviews Effectiveness KPA Execution (activities) Slide 17 COMPENSATION Goals: Planned, executed and communicated compensation strategies and activities Equitable compensation relative to skill, qualifications and performance Defined criteria for compensation adjustments Institutionalization of Compensation practices COMPENSATION ACTIVITIES CAPABILITY LEVEL 2 Managers Manage and Develop Their People KPA Execution (activities) Develop org. compensation strategy, including: Basis for recurring compensation adjustments Rationale behind strategic decisions Compensation vehicles and their use Criteria for determining & adjusting compensation Guidelines for using different vehicles & criteria for determining compensation for different positions Individual compensation decision method(s) Methods for maintaining equity Strategy review frequency Criteria for evaluating strategy appropriateness Periodically review compensation strategy to determine if it needs revision Periodically document a Compensation Plan, based on compensation strategy, including: Obtain input from workforce for developing or revising compensation strategy Impact on motivation & performance Fairness How to initiate & administer the changes Consider revision when: It is not having the intended motivational effect It does not reflect current business or market conditions It creates inequalities It is having unintended or harmful effects Current practices are not competitive Better compensation concepts have been identified Review the strategy vs. its objectives & effects Organize review Review revision decision with exec. mgmt. Obtain inputs such as: Have individuals review proposed revisions for: Benefits & drawbacks of current compensation vehicles Criteria for determining or adjusting compensation Fairness Administration methods Financial data needed to guide compensation decisions Schedule & responsibilities Application of compensation decision methods How & when compensation decisions are reviewed Communicate compensation strategy to the workforce Communicate: Communicate changes when they are made Strategy basis & structure Events that result in changes to compensation Planned, executed & communicated compensation strategies & activities Slide 18 COMPENSATION Goals: Planned, executed and communicated compensation strategies and activities Equitable compensation relative to skill, qualifications and performance Defined criteria for compensation adjustments Institutionalization of Compensation practices COMPENSATION ACTIVITIES CAPABILITY LEVEL 2 Managers Manage and Develop Their People KPA Execution (activities) Determine each individuals compensation package using a strategy-aligned documented procedure, specifying: Periodically review compensation packages for equity & consistency with policy, strategy, plan How criteria are applied in making compensation decisions How finances for individual compensation are allocated to units Who makes allocation decisions How decisions are reviewed & approved How decisions are communicated How individuals may address issues Make compensation adjustments based on individuals documented accomplishments vs. their performance objectives Adjust compensation on an exception basis, per business needs, with appropriate approval, such as when an individual outperforms requirements in a beneficial manner. Adjust compensation in accordance with procedure Use documented accomplishments vs. performance objectives as criteria Determine compensation adjustments based on criteria from compensation policy, strategy, plan Communicate compensation package to the individual Explain adjustment basis & appropriate information from the compensation plan Guide individuals to sources of more information Communicate adjustments prior to their effective date Compensation strategy or plan Tax implications of compensation decisions Applicable laws & regulations Implications about choices of compensation alternatives How to raise an issue Take action to correct inequities in compensation or other deviations from policy, strategy, plan Take & communicate corrective actions Develop an approach for addressing inequity, accounting for: Communicate inequities to appropriate unit managers & org. Compensation coordinators Impact on strategy & procedures Fairness to individuals Compliance with laws & regulations Consistency with the strategy & plan Effect on morale & retention Phasing of corrective actions Precedence established Equitable compensation relative to skill, qualifications &performance Defined criteria for compensation adjustments Design compensation plan to maintain equity in compensation Make adjustments to establish internal equity across individuals with similar responsibilities, skills, performance Maintain awareness of internal, market, business conditions affecting compensation equity Based on that, make adjustments to compensation to ensure it supports the intended level of market equity Provide guidance for making compensation decisions that maintain the equity Involving those with similar responsibilities, skills, performance Compare unit compensation to determine, if it is equitably related to responsibilities, skills, performance for all members Compare compensation across units to identify inequities: In compensation administration Slide 19 LEVEL 3 ANALYSIS HIERARCHY CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment COMPETENCY ANALYSIS Goals: Definition of the workforce competencies required to perform the organization's business activities Establishment/maintenance of work processes used within each workforce competency Tracking capabilities within each workforce competency Institutionalization of Competency Analysis GOALS OF KEY PROCESS AREAS (KPAs) Process Capability COMPETENCY-BASED PRACTCIES Goals: Workforce practices focused on increasing the organization's capability in its workforce competencies Workforce activities within units that encourage/support individuals in developing/applying the organizations workforce competencies Compensation strategies and recognition/reward practices designed to encourage development/application of the organization's workforce competencies Institutionalization of Competency Based Practices PARTICIPATORY CULTURE Goals: Communication of business activities information and results throughout the organization Delegation of decisions to an appropriate level of the organization Participation of individuals and workgroups in structured decision-making processes Institutionalization of Participatory Culture COMPETENCY DEVELOPMENT Goals: Provision of opportunities for individuals to develop capabilities in organizations workforce competencies Development of individuals knowledge, skills, process abilities in the organization's workforce competencies Organizational use of its workforce capabilities to developing the workforce competencies of others Institutionalization of Competency Development practices Identify knowledge, skills, process abilities needed for business activities Use these as the basis for developing workforce practices Constantly enhance the capability of the workforce to perform their & responsibilities Focus all workforce practices on developing needed workforce competencies Facilitate information flow Incorporate individuals knowledge into decision-making Gain individuals support for commitments Foster innovation, agility and coordinated speed Unless otherwise noted, Level 3 goals are targeted toward the organizational level. Slide 20 LEVEL 3 ANALYSIS HIERARCHY CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment GOALS OF KEY PROCESS AREAS (KPAs) Process Capability CAREER DEVELOPMENT Goals: Availability of career opportunities that provide growth in its workforce competencies Individuals pursuit of career opportunities that increase the value of their knowledge, skills, and process abilities to the organization Institutionalization of Career Development practices WORKGROUP DEVELOPMENT Goals: Establishment of workgroups to optimize the performance of interdependent work Tailoring of defined processes and roles for workgroup use in planning and performing their work Focus of workgroup staffing activities on the assignment, development, and future deployment of the organization's workforce competencies Workgroup performance management against documented objectives for committed work Institutionalization of Workgroup Development WORKFORCE PLANNING Goals: Definition of measurable objectives for capability in each of the organization's workforce competencies Planning for workforce competencies needed to perform organizations current and future business activities Workforce activities performed at the unit level to satisfy current and strategic competency needs Institutionalization of Workforce Planning Provide opportunities for individuals to develop competencies to achieve career objectives Organize work around competency-based process abilities Coordinate workforce activities with business needs Slide 21 COMPETENCY ANALYSIS Goals: Definition of the workforce competencies required to perform the organization's business activities Establishment/maintenance of work processes used within each workforce competency Tracking capabilities within each workforce competency Institutionalization of Competency Analysis INSTITUTIONALIZING COMPETENCY ANALYSIS CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment Commitment Establish & maintain a Competency Analysis policy, addressing: Assign a role to assist units with Competency Analysis Ability Assign a responsible individual to coordinate defining, developing, & maintaining each workforce competency Develop knowledge, skills, & process abilities needed by individuals performing Competency Analysis. Ensure they: Provide adequate resources: Document practices & procedures Documenting & maintaining workforce competency descriptions Determining & controlling description changes/updates Collecting & storing of competency information Maintaining & using competency information repository, including access Identification of workforce competencies required to meet business objectives Business objectives & stated values of it serves Workforce competencies, on which workforce activities are based, maintained and revised, as necessary Periodic workforce competency analyses & descriptions maintenance Description repository maintenance Appropriate procedures for: Compliance with relevant laws, regulations, policies Documentation of business activities & processes Experienced individuals who have expertise in workforce competency analysis Strategic &operational business objectives Support resources Funding Time, resources, and access to staff Understand roles and responsibilities of all involved groups and their interfaces & protocols Know Competency Analysis objectives & procedures Know relevant analysis methods & techniques Are provided orientation to Competency Analysis purpose & methods Document practices & procedures at all levels, including tailoring guidelines Ensure that practices are: Capture experiences, lessons learned, measurement results, improvement information to support the future use & improvement Maintained/updated under version control Disseminated through appropriate media Interpreted appropriately for different situations Institutionalization of Competency Analysis Monitor Implementation Verify that Competency Analysis is conducted according to policies, practices, procedures, plans; address noncompliance. Verify that: Have executive management periodically review Competency Analysis activities, status, results, issues to verify : Trends Status of resolution of noncompliance issues Progress Appropriateness Results from reviews Effectiveness of Competency Analysis in supporting workforce activities It complies with policies & stated values It complies with policies It complies with relevant laws & regulations It is performed according to documented practices & procedures Noncompliance is handled appropriately Workforce competency descriptions & competency information are consistent with org. conditions & needs Periodically audit the definition & use of competency descriptions & competency information for compliance with org. policies Measure & Analyze Make measurements & use them to determine the status and performance of Competency Analysis within units & across the org. Make measurements &use them to determine the quality of workforce competency descriptions & competency information KPA Execution (activities) Workforce Competencies Throughout this tool, Workforce Competencies refers to ORGANIZATIONAL Workforce Competencies Slide 22 COMPETENCY ANALYSIS Goals: Definition of the workforce competencies required to perform the organization's business activities Establishment/maintenance of work processes used within each workforce competency Tracking capabilities within each workforce competency Institutionalization of Competency Analysis practices Definition of the workforce competencies required to perform the organization's business activities COMPETENCY ANALYSIS ACTIVITIES CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment KPA Execution (activities) Identify workforce competencies required for business activities Periodically update workforce competency descriptions Reference Business Process for business activities Identify workforce competencies needed to perform business activities Analyze each workforce competency to identify the knowledge, skills, process abilities that compose it Document workforce competency descriptions according to procedure. Maintain them Develop an analysis plan including: Scope of work Schedule Those responsible Required resources Plan review & approval process Select analysis method Define knowledge, skills, process abilities comprising each competency Define decomposition level Involve subject matter experts Describe the knowledge, skills, process abilities in an appropriate format Use competency descriptions for guiding workforce practices Make descriptions available to the workforce, for use in: Designing or tailoring workforce practices Performing workforce activities Planning individual development opportunities Follow org. standards Maintain descriptions using version control & use them in workforce activities Document & maintain competency descriptions including underlying knowledge, skills, process abilities Adjust description standards, if needed Periodically reanalyze competencies to determine if they still reflect knowledge, skills, process abilities needed by the business Update, add, or phase out affected descriptions Provide changes as input for strategic workforce plans & unit workforce plans Analyze changes in products, services, processes, technology to determine if: Affected competency descriptions need to be updated New competencies need to be defined Obsolete competencies need to be phased out Incorporate description changes Establishment/ma intenance of work processes used within each workforce competency Establish competency-based processes for capable individuals in each workforce competency. Maintain them Update documented competency-based processes as needed to reflect: Changes in business operations, products, services Changes in other processes or development technologies Document competency-based processes & make them available Lessons learned Other process improvements Capture & make available information about the use of competency-based processes Identify lessons learned that improve the processes Make available information about use & performance of processes Maintain collected information on process performance in a repository Tracking capabilities within each workforce competency Collect information on capabilities of individuals in their workforce competencies according to a documented procedure. Maintain it Determine current resource profile for each of workforce competency Use it to develop a resource profile for each competency Make resource profiles available for use in workforce planning, workforce practices analysis, etc. Aggregate competency information at the org. level Document a procedure, specifying: Responsibilities for collecting & maintaining competency information What information is collected & maintained How information is used How information is represented & presented Confidentiality requirements What information is made available Involve individuals in collecting & organizing their competency information Who may access the information, why, when Verify validity of individual's competency information Periodically review, update, verify competency information How information is controlled & updated How completeness/accuracy is audited Restrictions on use How individuals can review & correct their competency information Periodically update competency information Update individual information when competency descriptions are modified, added, phased out Periodically audit the state of all competency information to ensure that it is current Update individual information as accomplishments, experience, events justify Slide 23 COMPETENCY DEVELOPMENT Goals: Provision of opportunities for individuals to develop capabilities in organizations workforce competencies Development of individuals knowledge, skills, process abilities in the organization's workforce competencies Organizational use of its workforce capabilities to developing the workforce competencies of others Institutionalization of Competency Development practices INSTITUTIONALIZING COMPETENCY DEVELOPMENT CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment Institutionalization of Competency Development practices Commitment Ability To graduated training/development activities & learning opportunities To the purpose, membership, mechanisms for exchange within the competency community Document &maintain a policy for Competency Development, including: How workforce competencies building helps increase needed knowledge, skills, process abilities The business objectives and stated values it serves Continuous development of knowledge, skills, process competencies Using existing base of knowledge, skills, process abilities for competency development Tracking competency development progress for: Development & use of methods for developing & maintaining competencies All individuals Each unit The organization Compliance with relevant laws, regulations, policies Assign responsibility for coordinating Competency Development Within each unit, assign an individual to ensure that Competency Development is performed Document practices & procedures for Competency Development Provide adequate resources: Provide participants orientation in Competency Development practices: Coordinate development activities for each workforce competency Defined workforce competencies Experienced individuals who have expertise in developing specific competencies Workforce competency descriptions & competency-based processes Support resources Funding Time for individuals to participate, as outlined in the strategic workforce plan Individual's time allocated in unit workforce plans Maintained under version control Disseminated through appropriate media Interpreted appropriately for different situations Updated through orderly methods Document at org. or unit level Document and make available procedure tailoring guidelines Ensure that practices & procedures are: Capture experiences, lessons learned, measurement results, improvement information to support the future use & practice improvement Measure & Analyze Make measurements & use them to determine the status & performance of Competency Development in each unit & across the org. Make measurements & use them to determine the quality of Competency Development Monitor Implementation Verify that Competency Development is conducted according to policies, practices, procedures, plans; address noncompliance. Verify that: Have executive management periodically review Competency Development activities, status, results, issues to verify: Trends Status of resolution of noncompliance issues Progress Appropriateness Results from reviews Effectiveness of in achieving planned objectives It complies with policies & stated values It complies with relevant laws & regulations It is performed according to practices & procedures Noncompliance is handled appropriately Methods & materials are consistent with org. conditions & needs Periodically audit the definition & use of data on competency development for compliance with org. policies KPA Execution (activities) Slide 24 COMPETENCY DEVELOPMENT ACTIVITIES CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment KPA Execution (activities) Use capable individuals within a competency community to mentor those with less capability Identify competency-based training/ development activities for each individual, supporting their development objectives Prepare mentors: Invite experienced & capable mentors to volunteer Ensure mentors have the needed personal skills & competency capability Provide mentoring training/orientation Within each competency, make mentoring available Have mentors & mentees establish arrangements for conducting their relationship Have mentors provide timely feedback & guidance Base competency development activities on the competency development plans in each workforce competency Establish graduated training & development activities for developing workforce competencies capability. Maintain them COMPETENCY DEVELOPMENT Goals: Provision of opportunities for individuals to develop capabilities in organizations workforce competencies Development of individuals knowledge, skills, process abilities in the organization's workforce competencies Organizational use of its workforce capabilities to developing the workforce competencies of others Institutionalization of Competency Development practices Provision of opportunities for individuals to develop capabilities in organizations workforce competencies Organizational use of its workforce capabilities to developing the workforce competencies of others Development of individuals knowledge, skills, process abilities in the organization's workforce competencies Prioritize activities to align with Select development activities based on their support for: Measurable workforce competency capability development objectives Competency development plans Document & communicate relationship between each development activity & the development plan/objective Cost, schedule, business considerations Competency development plans Workforce competency capability development objectives Establish standards for included learning activities Qualify all courses, learning materials, etc. vs. standards before offering them to the workforce Identify graduated training/development activities Periodically review learning activities to: Ensure standards compliance Identify needed standard revisions Ensure effectiveness in developing workforce competencies Identify & make available resources for delivering training/ dev. Update training/development program as changes are made to workforce competencies Communicate training/development activities in to those responsible for career counseling Maintain training/development records Make available workforce competencies descriptions & information about related development opportunities Counsel individuals on available training/development in relevant competencies & how it affects career directions Establish a waiver procedure & use it to determine when individuals already have needed knowledge, skills, process abilities Help individuals identify competency-based training needs & ensure that appropriate development activities occur Identify assignments to provide individuals with experience in the competencies they are developing Have individuals actively pursue learning opportunities to enhance their workforce competencies capabilities Perform development on a timely basis, supporting personal development objectives Have individuals ensure their competency information is updated when competency development is completed Encourage individuals to take initiative Support communication among those comprising a competency community Capture competency-based experience & information. Make it available within a competency community Have them capture this data, etc. Store competency-based data in repositories Have competency community members identify the data, experience, etc. that are effective sources of learning Periodically update & maintain information repositories in each competency community Slide 25 COMPETENCY-BASED PRACTCIES Goals: Workforce practices focused on increasing the organization's capability in its workforce competencies Workforce activities within units that encourage/support individuals in developing/applying the organizations workforce competencies Compensation strategies and recognition/reward practices designed to encourage development/application of the organization's workforce competencies Institutionalization of Competency Based Practices INSTITUTIONALIZING COMPETENCY-BASED PRACTCIES CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment Institutionalization of Competency Based Practices Commitment Promote increased capability in workforce competencies in relevant policies, addressing: Assign responsibility for coordinating adjustments in workforce practices designed to increase workforce competencies capability Ability Assign responsible individual to ensure that workforce practices are designed to motivate development & use of workforce competencies Ensure those responsible for competency-based workforce activities develop needed knowledge, skills, process abilities Provide adequate resources: Document practices & procedures : Workforce activities to motivate & develop workforce competencies Recruiting activities focusing on sources of candidates with capability in the workforce competencies Selection activities aimed at candidates with strongest capabilities & potential in workforce competencies Activities, criteria, feedback in performance management aiding development of workforce competencies Recognition & rewards focused, in part, on motivating development & use of workforce competencies. Compensation strategies to increase capability of workforce competencies Compliance with relevant laws, regulations, org. policies Analyzed workforce competencies and known capability in these competencies Experienced individuals who have expertise in workforce practices Focus on workforce competency capability building in strategic workforce plans & planned workforce activities Support resources Funding Time Train those who will perform competency-based workforce practices in how to use them Train those who will design & adjust competency-based workforce practices in how to do so Document practices & procedures at all levels Ensure that practices are: Capture experiences, lessons learned, measurement results, improvement information to support future use & improvement Document procedure tailoring guidelines Maintained under version control Disseminated through appropriate media Interpreted appropriately for different situations Updated through orderly methods Measure & Analyze Make measurements & use them to determine the status & performance of workforce practices to increase capacity in workforce competencies Make measurements & use them to determine how effectively these workforce practices are increasing capability in workforce competencies Monitor Implementation Verify that competency-based workforce practices are conducted according to policies, practices, procedures, plans; address noncompliance. Verify that: Have executive management periodically review activities, status/results, resolve issues. Verify : Progress Appropriateness Results from reviews Status of resolution of noncompliance issues Trends Effectiveness of competency-based workforce practices in achieving planned objectives in workforce competencies They comply with policies & stated values Actions are periodically reviewed to ensure that they conform to policies They are performed according to practices & procedures They comply with relevant laws & regulations Noncompliance issues are handled appropriately KPA Execution (activities) Slide 26 COMPETENCY-BASED PRACTCIES Goals: Workforce practices focused on increasing the organization's capability in its workforce competencies Workforce activities within units that encourage/support individuals in developing/applying the organizations workforce competencies Compensation strategies and recognition/reward practices designed to encourage development/application of the organization's workforce competencies Institutionalization of Competency Based Practices Workforce practices focused on increasing the organization's capability in its workforce competencies COMPETENCY-BASED PRACTCIES ACTIVITIES Workforce activities within units that encourage /support individuals in developing /applying the organizations workforce competencies CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment KPA Execution (activities) Enhance selection processes to evaluate candidates potential contribution to workforce competency capability objectives Write selection criteria to include specific position requirements and: Current capability in relevant competencies Potential future competency capability Interest in developing relevant competencies Write open positions descriptions to: Design selection processes to include relevant competency capabilities, in addition to other parameters Describe how the open position relates to career development in relevant competencies Describe required level of competency capabilities Incorporate information from relevant competencies Make staffing decisions, in part, to achieve competency development objectives & candidates career objectives Plan & execute recruiting activities to meet workforce competency needs Establish relationships with external sources who can develop qualified candidates meeting competency requirements Taylor recruiting to competency objectives & specific requirements of currently open positions Communicate current/anticipated competency requirements to sources of qualified candidates Use personal development plans &career objectives as input when selecting among candidates Consider career development objectives when an open position is a graduated career opportunity in a competency Use competency information to identify internal candidates for open positions or special assignments Evaluate candidates for their potential to contribute to competency capability requirements Incorporate demonstrated competency capability into selection decisions Provide orientation to workforce competencies via transition activities Design orientation to inform individuals about workforce competencies & career development options, including: Knowledge, skills, process abilities in relevant competencies Development activities Design orientation to familiarize individuals with required competencies Career opportunities Competence-related workforce practices Design work assignments, in part, to enhance personal & career development objectives Define assignments in an agreement with work required by the position Design assignments to enhance: Immediate objectives in the individual's development plan Individual's growth in workforce competencies Define assignments, consult those who will perform them Career objectives Discuss how much assignments contribute to personal & career objectives Documents unit performance objectives for developing workforce competencies Include portions of these objectives in individual performance objectives of those who manage the units workforce activities Document unit performance objectives for: Allocate unit competency development objectives to member personal development plans Performing workforce activities that support these objectives Contributing to strategic competency development objectives Developing competencies needed for its business activities Have individuals document performance objectives for developing additional workforce competency capability Draw performance objectives from development plans Include competency development objectives in individual's performance objectives As the definition or requirements of workforce competencies change, re-evaluate & adjust workforce policies & practices Slide 27 COMPETENCY-BASED PRACTCIES Goals: Workforce practices focused on increasing the organization's capability in its workforce competencies Workforce activities within units that encourage/support individuals in developing/applying the organizations workforce competencies Compensation strategies and recognition/reward practices designed to encourage development/application of the organization's workforce competencies Institutionalization of Competency Based Practices COMPETENCY-BASED PRACTCIES ACTIVITIES Workforce activities within units that encourage /support individuals in developing /applying the organizations workforce competencies CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment Compensation strategies and recognition/reward practices designed to encourage development/ application of the organization's workforce competencies KPA Execution (activities) Include feedback on individual's development & application of workforce competencies in ongoing work performance discussions Provide feedback on: Encourage individuals to seek guidance on competency development & application Applying competencies for improving work performance Level of competency capability Evidence of growing competency Make adjustments to compensation, partly determined by each individual's development & application of relevant workforce competencies Define compensation practices to support capability objectives within each workforce competency Assess individual's performance in part, vs. objectives in their personal development plan Evaluate work performance to assess capability in relevant competencies Document individual's competency capability for use in: Planning their development activities & career options Reviewing progress vs. development objectives Evaluate meeting personal development plan objectives when providing formal performance feedback Updating or revising development objectives Evaluate work performance to identify capability in competencies not in individuals responsibilities or performance criteria Establish a compensation strategy in part, to increase workforce competency capability. Maintain it Manage effectiveness of the strategy in improving competency capability: Adjust compensation practices to achieve strategy objectives Revise when intended results are not achieved Adjust to support capability & performance objectives Periodically review Adjust compensation strategy to meet objectives in developing & applying competencies Ensure that all adjustments to compensation: Align with strategic workforce plan objectives Are consistent with compensation policy & strategy Evaluate compensation practices in each competency for their impact on: Maintain equity among competencies relative to their value & availability in the marketplace Strategic capability & staffing goals Ability to attract & retain capable people Graduated career development & promotional opportunities Increasing the impact of capability on performance Adjust compensation to support capability objectives Discuss compensation impact of developing/applying competency capability Factor individuals development/application of competencies into their compensation Make corrections when compensation is inequitable/ inconsistent with policies, practices, objectives, or capability Review individual's compensation to ensure it is: Consistent with compensation policy & practices Consistent with strategic & unit workforce plans/objectives & individual development plan Consistent with the individual's competency capability Equitable with compensation of others with similar capabilities Provide individual, workgroup, unit recognition & rewards for developing/ applying workforce competencies Ensure that recognition/reward is equitable to the level of capability developed/applied Revise policies to include recognition/reward for competency development/application Slide 28 PARTICIPATORY CULTURE Goals: Communication of business activities information and results throughout the organization Delegation of decisions to an appropriate level of the organization Participation of individuals and workgroups in structured decision-making processes Institutionalization of Participatory Culture INSTITUTIONALIZING PARTICIPATORY CULTURE CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment Institutionalization of Participatory Culture Commitment Ability Establish policy for a participatory culture. Maintain it. Address: Assign an organizational role for coordinating participatory culture development Individual & workgroup participating in decision-making processes affecting their work Business objectives & stated values it serves Sharing of org. & business performance information across the org. Ensure that stated org. values encourage open communication & participation in decision making The environment of open communication Consideration for cultural values & diversity Support for individuals/workgroups assuming responsibility & authority by participating in decision-making Compliance with relevant laws, regulations, organizational policies Within each unit, assign an individual to ensure that performance of unit business & workforce activities contributes to participatory culture Provide adequate resources: Have managers develop knowledge, skills, process abilities needed for communication & participatory management Experienced individuals who have expertise in decision analysis & communication Defined strategic & operational business objectives Resources contributing to participatory culture, such as information Funding Adequate support for participatory activities Unit & org. performance results Provide preparation in problem-solving & decision-making, methods, etc. to participating individuals/groups Document practices &procedures: Document/make available tailoring guidelines Define practices & procedures at org. or unit level Ensure that procedures are: Capture experiences, lessons learned, measurement results, & improvement information to support the future use & improvement Maintained under version control Disseminated through appropriate media Interpreted appropriately for different situations Updated through orderly methods Measure & Analyze Make measurements & use them to determine the status & performance of participatory activities & unit & org. trends Make measurements & use them to determine the effectiveness of participatory practices Monitor Implementation Verify that communication & decision-making is conducted in an open & participative manner,according to values & policies; addresses noncompliance. Verify that: Have executive management periodically review the level of participatory behavior & resolve issues: It complies with policies & stated values It complies y with relevant laws and regulations Individuals/groups are involved in communication &decision-making processes Noncompliance is handled appropriately Progress The involvement of all appropriate stakeholders in decision & commitment processes Appropriate use of business objectives & performance information The level of open communication, delegation of decision-making, & participatory behavior Results from reviews Status of resolution of noncompliance issues Trends Effectiveness in achieving development of a participatory culture KPA Execution (activities) Slide 29 PARTICIPATORY CULTURE Goals: Communication of business activities information and results throughout the organization Delegation of decisions to an appropriate level of the organization Participation of individuals and workgroups in structured decision-making processes Institutionalization of Participatory Culture Communication of business activities information & results throughout the organization PARTICIPATORY CULTURE ACTIVITIES Delegation of decisions to an appropriate level of the organization CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment KPA Execution (activities) Provide access to individuals & workgroups to information they need to perform their committed work Make org. & unit performance information available to individuals/workgroups Make individuals/workgroups aware of how their work performance contributes to unit & org. performance Ensure designated information is: Identify performance infomration that would help align their decisions & business activities with business objectives Summarized at an appropriate level of detail Communicated using readily accessible & useful methods for decision making Make the workforce aware of confidentiality requirements Revised with appropriate frequency Explain links among individual, workgroup, unit, & org. performance Present performance feedback in the context of workgroup, unit, org. performance Communicate & reinforce links between performance & achievement of business objectives Have individuals/workgroups identify information They need for performing their work Others need from them Have them identify the most effective information transferring mechanisms Have them coordinate with sources to ensure timely information access Have managers & supervisors ensure that information requirements of their staff are satisfied Make competency-based experience/information captured within a competency community available to others Ensure information & communication systems support information needs of individuals/ workgroups Ensure information & communication technologies are: Implemented to meet user needs Maintained Provide information/communication technologies to individuals/workgroups to support their needs Have them participate in selection & design of technologies Have individuals participate in technology improvement Enhanced over time Analyze the structure of decision- making processes Analyze decisions to determine which roles or workgroups: Identify decisions to be analyzed Have the most relevant information Can make the most timely & accurate decision Involve individuals, workgroups, units in analyzing decisions made at their level Are in the best position to involve all relevant stakeholders Share dependencies affected by the decision Need to be involved in the decision Need to be informed Define decision-making processes & roles Embed methods in defined processes Define decision-making processes within the context of the business activities & processes they affect Develop/adopt standard decision- making methods Delegate responsibilities for decisions to appropriate levels & locations Delegate authority and responsibility for decision-making to lower levels when feasible Have executives delegate decisions at their level Identify the most appropriate roles or workgroups for various decisions Support decisions made by those empowered to make them Have those responsible for staff empowered to make decisions: Be aware of decision-making processes to ensure that conditions support accuracy & timeliness Take corrective action when conditions affecting need improvement Escalate issues/ decisions that cannot be resolved to higher level decision-makers When business or other conditions require change of decision, involve those who made it Ensure necessary coordination with relevant stakeholders Slide 30 PARTICIPATORY CULTURE Goals: Communication of business activities information and results throughout the organization Delegation of decisions to an appropriate level of the organization Participation of individuals and workgroups in structured decision-making processes Institutionalization of Participatory Culture PARTICIPATORY CULTURE ACTIVITIES CAPABILITY LEVEL 3 Workforce Competencies Development and Strategic Alignment Participation of individuals and workgroups in structured decision- making processes KPA Execution (activities) Ensure individuals/ workgroups use defined decision-making processes Involve individuals/ workgroups in making decisions that affect their work Have individuals/groups participate in decisions concerning their work environment Have individuals/groups provide input for: Have them arrange th