OE21 Guideline: 5.1 Workforce Environment

Strategic Objective:

Strategic Objective:

Build and sustain a workforce conducive to high performance & full potential

Quality Objective:

Quality Objective:

Manage workforce capability, capacity, hiring, changes and accomplishment

Responsibility:

Approved: DD-MMM-YY

Responsibility:

Approved by: (Name) Chair, Workforce Focus Team (WFT)

Lead: Workforce Focus Team (WFT)  Support: All focus teams

VALUE ADDED       

VALUE ADDED: - Workforce Environment

 

  1. Measure individual and total organization capability compared to requirements

  2. Measure total organization capacity compared to current and future demand and availability

  3. Establish new workforce members acquisition process

  4. Implement workforce change management

  5. Implement work accomplishment process

  6. Survey and improve worker satisfaction with the workplace environment (all key factors)

  7. Survey and improve worker satisfaction with workplace benefits and policies

  8. Implement an Action Plan for improving capability and capacity

  9. According to the Baldrige Framework 2019-2020 Category and Item Commentary, having the right number of workforce contributors with the right skill set is critical to success, as is looking ahead to predict those needs for the future allows for adequate training, hiring, relocation times, and preparation for work system changes.

POLICY          5.1 COMMENTARY

5.1 Workforce Environment (Policy)

 

a. Workforce Capability and Capacity

The organization has adopted the Baldrige Framework Item 5.1 Workforce Environment as the internal policy, including the following Baldrige Items:

 

5.1a(1) Capability and Capacity - (assessing the skills, competencies, certifications and staffing levels needed)

 

5.1a(2) New Workforce Members - (recruiting, hiring, placing, and retaining new workforce members)

 

5.1a(3) Workforce Change - (preparing the workforce for changing capability and capacity needs)

 

5.1a(4) Work Accomplishment - (organization management to accomplish work, core competencies, customer, and business focus, and exceeding performance expectations.

b. Workplace Climate

5.1b (1) Workplace Environment

5.1b (2) Workforce Benefits and Policies

7.3 Workforce Results

7.3a (1) Workforce Capability and Capacity Results. The organization tracks progress and outcomes of workforce capability and capacity, including current levels and trends in key measures or indicators.

7.3a (2) Workforce Climate Results. The organization tracks progress and outcomes of workforce climate results, including current levels and trends in key measures or indicators of health, safety, security, accessibility, services, benefits, and policies.

7.3a (3) Workforce Engagement Results. The organization tracks progress and outcomes of workforce engagement, including current levels and trends in key measures or indicators of workforce satisfaction and engagement. The organization ensures these results differ by the diversity, groups, and segments of the workforce.

7.3a (4) Workforce Development Results. The organization tracks progress and outcomes of workforce development, including current levels and trends in key measures or indicators of the workforce, managers, and leaders' development. The organization ensures these results differ by the diversity, groups, and segments of the workforce.

PROCESS

5.1 Flow_Trends.PNG

5.1 Flow Diagram (Figure 5.1-1 Workforce Environment)

Inputs to 5.1 Workforce Environment

  • 5.1a-WFT-S1 Workforce Capability (survey)

  • 5.1a-WFT-S2 Workforce Capacity (survey)

  • 5.1b-WFT-S1 Voice of Workforce (survey)

 

For All Employees:

  • Names (or ID codes)

  • Work Unit or Department codes

  • Highest Grade Level Achieved versus Required

  • Relevant Experience (Years) versus Required

  • Supervisor Job Performance Rating (0-5)

Measurement and Analysis Tools and Techniques

5.1a-WFT-A1 Workforce Capability/Capacity Calculator  (.xlsx)

5.1b-WFT-A1 Voice of Workforce Analysis (.xlsx)

Outputs from 5.1 Workforce Environment

Milestone 1 - Workforce Capability Assessment
Milestone 2 - Workforce Capacity Assessment
Milestone 3 - Workforce Acquisition Policy and SOP
Milestone 4 - Workforce Change Policy
Milestone 5 - Workforce Management Policy
Milestone 6 - Voice of Workforce Assessment
Milestone 7 - Workforce Excellence Action Plan and Metrics

Implementation Instructions

START IMPLEMENTATION

Task 5.1a(1) Conduct the Workforce Capability Assessment – The Workforce Capability Assessment is administered by the WFT and facilitator. The Assessment is associated with specific workforce members, including employees and contractors, as appropriate. The Assessment includes these attributes:

  • Work Unit Title or ID

  • Employee ID

  • Highest Grade (years)

  • Highest Grade (years) required

  • Experience (years)

  • Experience (years) required

  • Job Rating (1-5) from Supervisor

  • Capability Score (formula)

  • Capability Required (formula)

  • Variance Points (Actual vs. Required Capability formula)

  • Variance % (Actual vs. Required Capability formula)

  • Comments (from Supervisor)

The key tools used for this assessment are:

  • 5.1a-WFT-S1 Workforce Capability (survey)

  • 5.1a-WFT-A1 Workforce Capability/Capacity Calculator (.xls

CAUTION: Information in the Workforce Capability Assessment is sensitive because it links individual workers with measures of their performance, and this information may be used for selective training, warnings, and employment actions. For this reason, the head of the Human Resources department or work unit, and HR should handle this level of information. To overcome some of this sensitivity, the WFT leader can substitute actual person names with special Codes that map to the individual. Only those with the need to know will have the cross-map from Codes to individual person’s name.

Table 5.1a-1 presents implementation steps, actions, results and references for this assessment.

A_5.1a workforce capability assessment t

Table 5.1a-1 Implementation of Workforce Capability Assessment

PROGRESS: You have reached Milestone 1 (good work). Input the status [10%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1a(2) Conduct the Workforce Capacity Assessment – The Workforce Capacity Assessment is administered by the WFT and facilitator. The Assessment is associated with specific workforce members, including employees and contractors, as appropriate. The Assessment includes these attributes:

  • Work Unit Title or ID

  • Core Competency or Role Required

  • Current Available (number of workers onboard)

  • Current Demand (number of workers needed)

  • Shortage or Excess (formula; available vs. demand)

  • Demand Urgency (input 1-5) how much workers are needed

  • Demand Date Onboard (date when workers are needed)

  • Expected Hire Date (date when workers should be hired)

  • Estimated Training Days (days to get workers ready for jobs)

  • Estimated Readiness Date (date when workers should be ready to do jobs)

  • Comments, Requests or Suggestions (from person who input above data)

The key tools used for this assessment are:

  • 5.1a-WFT-S2 Workforce Capacity (survey)

  • 5.1a-WFT-A1 Workforce Capability/Capacity Calculator (.xls

Table 5.1a-2 presents implementation steps, actions, results and references for this assessment.

A_5.1a workforce capacity assessment tab

Table 5.1a-2 Implementation of Workforce Capacity Assessment

PROGRESS: You have reached Milestone 2 (good work). Input the status [20%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1a(3) Implement Workforce Acquisition Policy - The Workforce Focus Team (WFT) is normally chaired by the Human Resources Manager (HRM). The HRM utilizes the organization’s Standard Operating Procedures (S.O.P.) for each of the following workforce acquisition procedures:

  • Workforce Recruiting S.O.P. - How the organization recruits new workforce members.

 

  • Workforce Hiring S.O.P. - How the organization hires new workforce members; including consideration of the diverse ideas, cultures, and thinking of the hiring and customer communities 

  • Workforce Placement S.O.P. - How the organization places new workforce members within the organization’s departments and work units.

 

  • Workforce Retainment S.O.P. - How the organization retains the workforce

 

PROGRESS: You have reached Milestone 3 (good work). Input the status [30%] on the organization's OE21 Intranet Main page alongside the title of this standard.

 

Task 5.1a(4) Implement Workforce Change Policy - The Workforce Focus Team (WFT) collects, calculates, and observes the trends of workforce capability and capacity, using the summary scores % provided by the Workforce Capability and Capacity Calculator tool.

 

The changing workforce capability trends are used to identify needs for increased workforce capability (including certifications, education, experience, and on-the-job performance).

 

The changing workforce capacity trends are used to identify needs for increased workforce capacity (more workers with required core competencies. The WFT uses the identified changes in workforce capability and capacity to prepare or updates the Human Resources Plan (HRP), which includes:

 

  • Current and projected workforce capability and capacity;

  • Actions aimed at ensuring workforce continuity, and preventing or minimizing workforce reductions and its impact;

 

  • Actions aimed at preparing for periods of workforce growth; including advance talent needs and anticipated availability

 

  • Actions aimed at implementing changes in organization structure (departments, work units, core competencies, responsibilities, etc.); and

 

  • Actions aimed at implementing changes in work systems, including key processes, Standard Operating Procedures (S.O.P.), and related training in new work systems.

 

PROGRESS: You have reached Milestone 4 (good work). Input the status [40%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1a(5) Implement Workforce Management Policy - The organization manages work accomplishment by assigning workers to Work Units that are managed by supervisors or managers with experience in the type of work and workforce capabilities needed.

 

Work Unit Managers (WUM) oversee the daily work assignments and accomplishment of the work.

 

Work Unit Managers report to Department or Senior Executive Managers and work in collaboration to ensure that workers accomplish their assigned work to meet work requirements, on time, within budget, and with little to no quality defects, errors, rework, or waste.

 

A key role of Department and Work Unit Managers is to manage and motivate workers to keep a strong customer and business focus, and where possible, to exceed work performance output expectations.

 

The Internal Department Organization - Policies - Standard Operating Procedures web page is used as the framework for how the organization’s policies and procedures are integrated with its departments and work units.

PROGRESS: You have reached Milestone 5 (good work). Input the status [50%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1b(1) Workplace Climate: Voice of Workforce Assessment – The Voice of Workforce Assessment is administered by the WFT and facilitator. The Assessment is associated with specific workforce members, including employees and contractors, as appropriate. The Assessment includes these attributes:

  • Organization WORK UNIT OR ROLE

  • SATISFACTION Rating (1-5)

  • Improvement Suggestion (for Satisfaction)

  • Impact Areas: (choose one from pulldown list)

    • Benefits and Policies

    • Customers or Stakeholders

    • Employees, Contractors or Volunteers

    • Leaders or Managers

    • Machines or Equipment

    • Materials, Supplies or Facilities

    • Methods, Procedures, Measurements

    • Products, Services or Programs

    • Other 

  • COMMUNICATIONS Rating (1-5)

  • Improvement Suggestion (for Communications)

  • Impact Areas: (choose one from pulldown list)

  • HEALTH AND SAFETY Rating (1-5)

  • Improvement Suggestion (for Health and Safety)

  • Impact Areas: (choose one from pulldown list)

  • BENEFITS Rating (1-5)

  • Improvement Suggestion (for Benefits)

  • Impact Areas: (choose one from pulldown list)

  • New Benefits Suggestions

  • WORKPLACE COMFORT Rating (1-5)

  • Improvement Suggestion (for Workplace Comfort)

  • Impact Areas: (choose one from pulldown list)

  • WORK PROCEDURES AND POLICIES Rating (1-5)

  • Improvement Suggestion (for Work Procedures and Policies)

  • Impact Areas: (choose one from pulldown list)

  • RECOGNITION AND REWARDS Rating (1-5)

  • Improvement Suggestion (for Recognition and Rewards)

  • Impact Areas: (choose one from pulldown list)

  • ANALYSIS STATISTICS - Significant statistics and graphs for this analysis (see Figure 5.1b-1)

The key tools used for this assessment are:

  • 5.1b-WFT-S1 Voice of Workforce (survey)
    5.1b-WFT-A1 Voice of Workforce Analysis (.xlsx)

Table 5.1b-1 presents implementation steps, actions, results and references for this assessment.

A_5.1b voice of workforce assessment tab

Table 5.1b-1 Implementation of Voice of Workforce Assessment

Figure 5.1b-2 is an example of the Voice of Workforce Statistics from the Analysis tab in the 5.1b-WFT-A1 Voice of Workforce Analysis (.xlsx)

5.1b VOW Table Analysis Stats.PNG

Figure 5.1b-2 Example of the Voice of Workforce Statistics 

PROGRESS: You have reached Milestone 6 (good work). Input the status [85%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1b(2) - Integrate Assessment Action Plans into Workforce Excellence Action Plan - The Customer/Prospect and Opportunity Marketing Assessments (Action Plan tabs) may include tasks that should be integrated into the 5.0-WFT-P Workforce Excellence Action Plan. The WFT reviews the Action Plan tabs, and as appropriate, the WFT integrates one or more of the tasks into the Workforce Excellence Action Plan. This integration requires additional resources and approval of the added tasks, resources, schedules and budgets for the plan. 

Task 5.1b(3) - Select 5.1 Workforce Environment Metrics.

NOTICE: If the organization has an existing Performance Measurement System (PMS), then the internal process is followed to select and review 5.1 Workforce Environment-related measures. If the OE21 tools are used, the following guidelines apply.

Guideline 1 - Select Key Results Indicators (KRI). The KRIs are commonly called Key Performance Indicators (KPI). Examples of KRIs for 5.1 Workforce Environment are as follows:

 

  • Workforce Capability - total workforce

  • Workforce Capacity - total workforce

  • Workforce Turnover Rate

  • Workforce Safety Incidents

 

Guideline 2 - Table 5.1b-2  presents the implementation steps, actions, references, and instructions sources used for 5.1 results.

A_5.1 workforce environment Metrics tabl

Table 5.1b-2 Implementation and Review of 5.1 Workforce Environment Metrics

Task 5.1b(4) Review 5.1 Workforce Excellence Metrics - Conduct regular (at least monthly) reviews of Standard 5.1 Measures. Reviews for KRIs are critical to show whether overall organization performance is moving toward target levels and key intended outcomes (KIO) for Workforce Excellence.  

 

  • Correlation: Where possible, the KRD (drivers) are correlated with KRI (indicators) to determine if and how much the KRD Action Plans are helping boost KRI performance. 


At this point, regular performance reviews are conducted and attended by the Workforce Focus Team. 

 

  • Figure 5.1b-3 provides an example KRI for 5.1 Workforce Environment

  • Figure 5.1b-4 provides an example KRD for 5.1 Workforce Environment

 

 

PROGRESS: You have reached Milestone 7 (good work). Input the status [100%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Figure 5.1b-3 Example KRI for 5.1 Workforce Environment

5.1 Trend KPI Turnover.PNG
5.1 Capability Trend KRD.PNG

Figure 5.1b-4 Example KRD for 5.1 Workforce Environment