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 2017-2018 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)

 

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 Management - (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.

 

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.

PROCESS

5.1 Flow Diagram (Figure 5.1-1 Workforce Environment)

5.1 Process Chart (Figure 5.1-2 Workforce Environment)

Inputs to 5.1 Workforce Environment

WFT 5.1 Voice of Workforce Assessment (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

Outputs from 5.1 Workforce Environment

  • Workforce Capability Estimate (by person and summarized into total %)

  • Workforce Capacity Estimate (by position, current and future forecast)

  • Workforce Capability and Capacity Metrics (measures and targets)

  • Preparations for Changes in Workforce

  • Voice of the Workforce Assessments (survey)

  • Human Resources Plan 

  • Workplace Environment, Benefits and Policies Surveys

 

 

Case Study

Implementation Instructions

Task 5.1a(1) Estimate Workforce Capability – The Workforce Capability and Capacity Calculator spreadsheets are used to estimate the capability and capacity of the workforce.

 

WFT_5.1a_Workforce_Capability_Capacity_Calculator (.xlsx) 

 

The WFT leader (ideally, the Human Resources Director or Manager) collects the following information:

 

  • First Name

  • Last Name

  • Work Unit or Department

  • Highest Grade Level Achieved

  • Relevant Experience (years)

  • Supervisor Job Performance Rating (0-5)

  • Grade Level Requirement

  • Years of Experience Required

 

The Workforce Capability Assessment uses these inputs to calculate and display the following individual worker information:

 

  • Workforce Capability Score

  • Workforce Capability Requirement

  • Workforce Capability Variance

  • Percent (%) of Capability

 

The Workforce Capability Assessment spreadsheet calculates and displays the following summary data and information:

 

  • Total Workforce Capability Score

  • Total Workforce Capability Requirement

  • Total Workforce Capability Variance

  • Total Percent (%) of Capability

 

Figure 5.1-3 is an example of the Workforce Capability from a case study.

Figure 5.1-3 – Example of Workforce Capability Estimate

Figure 5.1-3 shows that the summary workforce capability measurement is 68% (upper right cell). This summary measure is the average of all individual capability measures for all persons who are measured. The trend of the summary workforce capability over time is very important. For example, if this measure is updated six months later, the trend of 68% (today) can be compared to future values to determine if the workforce capability is drifting higher (toward improvement) or lower (getting worse).

  • 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.

 

The workforce capability tool can be used to track skills and staffing levels, including the diversity of the workforce and by workforce groups and segments, as appropriate. The WFT and HR Manager can use these data to ensure that a diverse and balanced workforce is maintained.

  • PROGRESS: You have reached Milestone 1 (good work). Input the status [2%] on the organization's OE21 Intranet Main page alongside the title of this standard.

 

Task 5.1a(2) – Estimate Workforce Capacity -  Open the Workforce Capability and Capacity Calculator and open the Workforce Capacity tab. The WFT leader (e.g., Human Resources Director or Manager) should input in this tab, the following information about work units or teams, based on core competency (examples: software development work unit; accounts payable work unit, etc.):

 

  • Position title (core competency)

  • Current availability quantity

  • Current demand quantity

  • Current need urgency rating (0-5)

  • Calculation: Current Availability Shortage or Excess

  • Calculation: Demand/Availability in Percent (%)

 

  • Future availability forecast

  • Future demand quantity

  • Future need urgency rating (0-5)

  • Calculation: Future Availability Shortage or Excess

  • Future Date Required

  • Future Date Expected

  • Comments

 

Figure 5.1-4 is an example of the Workforce Capacity data for a case study.

 

 

Figure 5.1-4 Example Workforce Capacity Estimate

 

  • EXAMPLE: Figure 5.1-4 shows a summary workforce capacity measurement of 90.3% (upper middle cell), based on current availability, demand and need urgency. The red bands indicate current availability shortage or excess. These are compared to the forecast of future capacity (95.1% in Figure 3) - based on projected future availability, demand and need urgency. These summary measures related to the organization work units (or departments) – also referred to as core competencies.

 

  • NOTE: The trend of the summary workforce capacity over time is significant. If this tool is updated every six months, the summary score of 90.3% (today) can be compared to future values to determine if the workforce capacity is drifting higher (improvement) or lower (getting worse).

 

  • PROGRESS: You have reached Milestone 2 (good work). Input the status [4%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1a(3) Acquire New Workforce Members - 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 [35%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1a(4) Implement Workforce Change - 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 [65%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1a(5) Implement Work Management - 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 [85%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1b(1) Conduct the Voice of Workforce (VOW) Assessment. This short assessment is a survey of overall satisfaction with the organization, with an invitation to provide suggestions for improving anything about the organization.

 

  • WFT 5.1 Voice of Workforce Assessment (survey)

Below are typical suggestions that might be captured:

  • Need better benefits

  • Need better rewards for great work

  • Need better tools

  • Need better training

  • Need to hire more capable workers in our work unit

  • Train the work unit manager in leadership and management

  • Replace work unit computers with updated hardware and software

  • Use a collaboration management system to keep everyone on the same page

  • Have leaders communicate the strategic goals and objectives to work units

  • Implement a performance-based rewards system

 

Task 5.1b(2) Input VOW data into Work Unit Satisfaction Matrix - The WFT exports the results of the 5.1 Voice of Workforce Assessment and inputs them into the WFT Work Unit Satisfaction Matrix.

  • WFT_5.1b_Work_Unit_Satisfaction_Matrix (.xlsx)

NOTICE: The Voice of Workforce questions include the identification of each person’s Work Unit ID number. These ID numbers must be made available by Work Unit Leaders, to the people responding to this survey. The results of this survey may then be grouped by Work Unit to identify work units with various levels of results.

​The Voice of Workforce Assessment is used to collect and export results into the Work Unit Satisfaction Matrix (spreadsheet) as shown in Figure Figure 5.1-5.

Figure 5.1-5 Work Unit Satisfaction Matrix (example)

As Figure Figure 5.1-5 indicates, the Work Unit Satisfaction Matrix organizes the survey data into scores for each Department or Work Unit (sub-department). The WFT sets the target goal of 4.5 of 5 (90%). The average of all Work Unit satisfaction scores is displayed in the matrix tool, and this value is used in the PMS Workforce Excellence trend chart.  

  • PROGRESS: You have reached Milestone 6 (good work). Input the status [88%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1b(3) Use Work Unit Satisfaction to update Human Resources Plan. The WFT uses the results of the WFT 5.1b Work Unit Satisfaction Matrix to help assess and update the HUMAN RESOURCES PLAN, containing (as appropriate) contents similar to the following:

  • Workplace health and safety

  • Workplace security

  • Workplace accessibility (as specified in OSHA and other regulatory requirements)

  • Worker services, facilities, and activities;

  • Personal and career counseling;

  • Career development and employability services;

  • Recreational or cultural activities;

  • On‐site health care services;

  • Formal and informal recognition programs or processes;

  • Non‐work‐related education;

  • Child and elder care services;

  • Special leave for family responsibilities and community service;

  • Flexible work hours and benefits packages; and

  • Outplacement services; and retiree benefits, including ongoing access to services.

 

  • PROGRESS: You have reached Milestone 7 (good work). Input the status [98%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.1b(4) Input tasks into Workforce Excellence Action Plan - Open the Workforce Excellence Action Plan, and add tasks, responsibilities and other information necessary to improve workforce capability and capacity, based on the results of implementing this OE21 standard.

 

  • WFT_5.1c_Workforce_Excellence_Action_Plan (.xlsx)

Task 5.1b(5) Input Metrics into the PMS -  This step applies if the organization has a Performance Measurement System (PMS) capable of input and tracking of trend charts for (metrics).  If the Baldrige Intranet PMS tools are used, then the WFT should open the Excel Workbook named: PMS Workforce Excellence Metrics.

 

  • WFT_7.3_PMS_Workforce_Excellence_Metrics (.xlsx) 

 

  • This PMS workbook includes a tab named "Metrics List" that displays a table of suggested measures and goals (targets) applicable to Baldrige Item 5.1 Workforce Excellence. The PMS workbook includes a tab named "Guidelines" that serve as a guide for selecting appropriate types and numbers of measures for this Item.  The PMS workbook contains tabs for the input of dates, measures, targets, and two benchmarks (alpha and bravo competitor or comparative organizations). The result of data entry creates a Trend Chart for each of the measures selected. Note that the PMS Workbook has a limit of 20 measures for each of the Focus Teams. In cases where the organization desires additional measures, the PMS Workbook may be duplicated with a different filename.

 

The WFT monitors customer trends as they are updated. The WFT takes appropriate action to assess and improve the Workforce Environment as necessary. As a minimum, the following metrics are recommended:

 

  • ​​​Workforce Satisfaction (measure vs. target) - Use the Workplace Environment, Benefits and Policies Surveys (Voice of Workforce) and Work Unit Satisfaction Matrix. Set the target (goal) of 90% or higher.  

 

  • Workforce Capability (measure vs. target) - Use the workforce capability score in % displayed on the Workforce Capability and Capacity Assessment spreadsheet. Set the target (goal) of 95% or higher.

 

  • Workforce Capacity - (measure vs. target) - Use the workforce capability score in % displayed on the Workforce Capacity tab in the spreadsheet. Set the target (goal) of 95% or higher.

 

Task 5.1b(6) Review Workforce Environment Results - On a monthly basis, the WFT monitors the rates of workforce satisfaction, capability, and capacity (as a minimum). The PMS trends are reviewed and managed on a monthly basis. The WFT takes appropriate action to assess and improve workforce satisfaction, capability and capacity as well as other metrics selected from the PMS Metrics Selection Tables.

 

Figure 5.1-6  provides an example Trend Chart for Item 5.1 Workforce Capability

 

Figure 5.1-7  provides an example Trend Chart for Item 5.1 Workforce Capacity

  • PROGRESS: You have reached Milestone 8 (congratulations). Input the status [100%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Figure 5.1-6  example Trend Chart for Item 5.1 Workforce Environment

Figure 5.1-7  example Trend Chart for Item 5.1 Workforce Capacity