OE21 Guideline: 5.2b Workforce and Leader Development

Strategic Objective:

Strategic Objective:

Use learning and development system to grow workers, managers & leaders

Quality Objective:

Quality Objective:

Create learning/development system effectiveness and career progression

Approved: MM-DDD-YY

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

Responsibility:

Responsibility:

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

VALUE ADDED

VALUE ADDED: Workforce and Leader Development

 

OE21 Guideline 5.2b Workforce and Leader Development have value-added benefits, including documentation or assessment of the following:

 

  • Position Descriptions (documented)

  • Career Road Maps (documented)

  • Training Needs (assessment)

  • Training Effectiveness (assessment)

  • Process Effectiveness (assessment)

  • Process Improvement (assessment)

  • Strategic Contribution (assessment)

  • Workforce Engagement (assessment)

  • Workforce Diversity & Respect (assessment)

POLICY          5.2 COMMENTARY

5.2b Workforce and Leader Development (Policy)

 

The organization initiates its Workforce Engagement process by adopting the Baldrige Framework Item 5.2b Workforce and Leader Development as the internal policy, including:

 

(b) Workforce and Leader Development

 

(1) Learning and Development System - The organization's learning and development system supports the organization’s needs and the personal development of its workforce members, managers, and leaders; including how the system:

 

•    Addresses the organization’s core competencies, strategic challenges, and achievement of 

      short- and long-term action plans;

•    Supports organizational performance improvement, organizational change, and innovation;

•    Supports ethics and ethical business practices;

•    Helps improve customer focus;

•    Considers the learning and development desires of workforce members;

•    Ensures the reinforcement of new knowledge and skills on the job; and

  • ​  Motivates all focus teams to select, measure and improve Results defined in OE21   

             Results standards 7.1, 7.27.3, 7.4, and 7.5.

(2) Learning and Development Effectiveness - How the organization evaluates the effectiveness and efficiency of its learning and development system; including how the organization:

 

•    Correlates learning and development outcomes with findings from the assessment of workforce engagement and with crucial business results reported in category 7;

•    Uses these correlations to identify opportunities for improvement both in workforce engagement and in learning and development offerings.

 

(3) Career Progression - How the organization manages career progression for its workforce and your future leaders, career development for its workforce, and how the organization carries out succession planning for management and leadership positions.
 

PROCESS

5.2b Workforce Development and Learning.

5.2b Flow Diagram (Figure 5.2b-1 Workforce and Leader Development)

Inputs to 5.2b Workforce and Leader Development

  • ​5.2b-WFT-S1 Training Effectiveness and Needs (survey)

  • 5.2b-WFT-S2 Workforce/Leaders Learning/Dev. (survey)

Measurement and Analysis Tools and Techniques

  • 5.2b-WFT-A1 Training Effectiveness/Needs Analysis (.xlsx)

  • 5.2b-WFT-A2 Workforce/Leaders Learn/Dev Analysis (.xlsx)

Outputs from 5.2b Workforce and Leader Development

Milestone 1 - Learning/Development Inputs Assembled
Milestone 2 - Training Effectiveness & Needs Assessment
Milestone 3 - Position Descriptions and Career Road Maps
Milestone 4 - Workforce/Leaders Learning & Dev. Assessment
Milestone 5 - Workforce Excellence Action Plan and Metrics

Implementation Instructions

START IMPLEMENTATION

Task 5.2b-1 Assemble Learning and Development System Inputs - The Workforce Focus Team (WFT) implements and maintains the Learning and Development System using a combination of:

 

  • Workforce, Operations, Customer, and Leadership Strategy Plans

  • OE21 Standard 6.1b Process, Project Management, and Performance Improvement

  • OE21 Standard 6.1d Innovation for innovation, organizational change, and risk management 

  • OE21 Standard 1.1 Senior Leadership for ethics and ethical business practices

  • OE21 Standards 3.1 and 3.2 for improving customer focus 

  • OE21 Standard 5.2a Workforce Engagement for reinforcement of new knowledge and job skills

  • OE21 Standard 5.2b Workforce/Leader Development for Position Descriptions, Career Road Maps

  • OE21 5.2b-WFT-S1 and A1 for Training Effectiveness and Needs Assessment

  • OE21 5.2b-WFT-S2 and A2 for Workforce and Leaders Learning and Development Assessment

  • Information and results documented in the Organization Description (P.1)

  • Information and results documented in the Organization Situation (P.2)

  • OE21 Standards 7.1, 7.2, 7.3, 7.4, and 7.5 for Results selection, measurement, and improvement

  • OE21 Standard Job Position descriptions

  • Career Road Maps

  • 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 5.2b-2 Conduct the Workforce Training Effectiveness and Needs Assessment - This assessment is administered by the WFT and facilitator. The assessment involves all workforce members and leaders and includes these attributes:

Existing Training Courses Rated

  • C1 - Hockey Service Processes

  • C2 - Skating Service Processes

  • C3 - Fitness Center Processes

  • C4 - Sales Management

  • C5 - HR Policies Intro

  • C6 - Facilities Readiness

  • C7 - Computing/IT Processes

  • C8 - Customer Relations

  • C8 - Customer Relations

  • C10 - Purchasing & Supplies

New Training Course Categories

  • Apprenticeship/Craft Training

  • Basic Skills (read, math, computers)

  • Communications Training

  • Computer Training

  • Customer Contact Training

  • Internship Training

  • Job Specific Training (New)

  • Leadership Training

  • Manager/Supervisor Training

  • Marketing/Sales Training

  • Orientation (New Hire) Training

  • Process Management Training

  • Project Management Training

  • Quality Improvement Training

  • Refresher/Re-Training (existing course)

  • Team Training

  • Time Management Training

The key tools used in this assessment are:

  • ​5.2b-WFT-S1 Training Effectiveness and Needs (survey)

  • 5.2b-WFT-A1 Training Effectiveness/Needs Analysis (.xlsx)

Table 5.2b-1 presents implementation steps, actions, results, and references for this assessment.

A_5.2b training effectiveness and needs

Table 5.2b-1 Implementation of Training Effectiveness and Needs Assessment

  • PROGRESS: You have reached Milestone 2 (good work). Input the status [30%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.2b-3 Implement Organization Position Descriptions - The Human Resources Department maintains Job Descriptions for each position in departments or work units. As a minimum each Job Description contains the following:

 

  • Job Title

  • General Job Description

  • Major Duties

  • Minor Duties

  • Qualifications

  • Key Competencies

  • Certifications (if required)

  • Education (highest level)

  • Experience (if required)

  • Approvals

 

The Workforce Focus Team (WFT) conducts periodic audits of departments and work units to ensure that Job Descriptions are accurate, up to date, and adhered to.  

 

Task 5.2b-5 Implement Career Road Maps - Career Road Maps are optional for very small organizations and recommended for larger (over 50 workers and larger organizations). If used, the WFT and Human Resources Department create and maintain Career Road Maps, in a flow diagram format similar to Figure 5.2b-2. The Career Road Maps and supporting documents are also used as part of the organization's succession plans for management and leadership positions.

 

  • NOTE: Career Road Maps should have multiple "levels" from the bottom (highest level number) to the top of the organization (level 1). Many organizations have learned that more levels are better than too few. More levels provide more chances of advancements (with small pay increases) as career-minded employees move up toward the top. More advancements tend to keep employees more motivated. 

5.2b Career Road Map ELAFINO.PNG

Figure 5.2b-2 Career Road Map (Example for Sports Center)

 Career Road Maps should have multiple levels and multiple career path choices for career employees.

  • People who start at the bottom (lowest level) have multiple career paths. Figure 5.2b-2 shows four career paths (Operations, Financial, Marketing and Sales and Human Resources.

  • People may start out in one career path and then later decide on another (e.g., from HR over to Financial)

  • Levels may be subdivided into sub-levels to accommodate more frequent opportunities to advance and receive additional compensation or other benefits (e.g. Level 9.1, 9.2). 

PROGRESS: You have reached Milestone 3 (good work). Input the status [40%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.2b-6 Conduct the Workforce Learning and Development Assessment - This assessment is administered by the WFT and facilitator. The assessment involves all workforce members and leaders and includes ratings of these attributes:

  • Core Competencies Ratings - based on good documentation of position descriptions and processes

 

  • Strategy Ratings - based on effective strategic goals, strategic objectives, and strategy action plans

 

  • Ethical Practices - based on high ethics policies, practices and demonstrated high ethical behavior

 

  • Customer Focus - based on policies and practices aimed at sustaining strong customer focus, customer relationships, and customer support

 

  • Training Effectiveness - based on well defined and effective core competency training courses, other essential support training courses, and practices aimed at reinforcement of new knowledge and skills on the job

 

  • Key Results - based on well-defined policies and practices for selection, measurement, and improvement of key results as defined in OE21 Standards 7.1, 7.2, 7.3, 7.4 and 7.5

  • Career Progress - based on well-defined policies and practices that support the needs, personal development, and career progression of the workforce, managers, and leaders

 

  • Engagement Correlation - based on effective practices for correlation of overall learning and development processes with the Key Results above

The key tools used in this assessment are:

  • 5.2b-WFT-S2 Workforce/Leaders Learning/Dev. (survey)

  • 5.2b-WFT-A2 Workforce/Leaders Learn/Dev Analysis (.xlsx)

Table 5.2b-2 presents implementation steps, actions, results, and references for this assessment.

A_5.2b leaders learning and development

Table 5.2b-2 Implementation of Workforce & Leaders Learning & Development Assessment

PROGRESS: You have reached Milestone 4 (good work). Input the status [85%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.2b-7 - Integrate Assessment Action Plans into Workforce Excellence Action Plan - The Workforce Training Effectiveness and Needs and Workforce/Leaders Learning and Development  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 5.2b-8 - Select 5.2a Workforce and Leader Development Metrics.

NOTICE: If the organization has an existing Performance Measurement System (PMS), then the internal process is followed to select and review 5.2b Workforce Training, and Leaders Development 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 5.2b Workforce and Leader Development are as follows:

  • Percent of Workforce Positions Fulfilled vs. Target of 100%

  • Training Effectiveness Scores - from Training Effectiveness and Needs Assessments

 

Guideline 2 - Table 5.2b -3  presents the implementation steps, actions, references, and instructions sources used for 5.2a Workforce and Leader Development results.

A_5.2b learning and development Metrics

Table 5.2b-3 Implementation and Review of 5.2b Workforce and Leader Development Metrics

Task 5.2b-9 Review 5.2b Workforce Excellence Metrics - Conduct regular (at least monthly) reviews of Standard 5.2b 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 5.2b Workforce/Leaders Learning and Development

  • Figure 5.1b-4 provides an example KRD for 5.2b Training Effectiveness Assessment

 

PROGRESS: You have reached Milestone 5 (good work). Input the status [100%] on the organization's OE21 Intranet Main page alongside the title of this standard.

5.2b KRI Workforce Leaders Learn Dev.PNG

Figure 5.1b-3 example KRI for 5.2b Workforce/Leaders Learning and Development

5.2b KRD for Training.PNG

Figure 5.1b-4 example example KRD for 5.2b Training Effectiveness Assessment