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

 

  1. OE21 Guideline 5.2b Workforce and Leader Development has 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;

•    improves customer focus;

•    considers the learning and development desires of workforce members; and

•    ensures the reinforcement of new knowledge and skills on the job.

 

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

5.2b Process Chart (Figure 5.2b-2 Workforce Environment)

Inputs to 5.2b Workforce and Leader Development

Measurement and Analysis Tools and Techniques

Case Study

  • Read the 5.2b Case Study

Outputs from 5.2b Workforce and Leader Development

Implementation Instructions

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 and Leader Development assessments and matrix learning tools

  • Job Position descriptions

  • Career Road Maps

  • Course Training Effectiveness assessments

  • Education and Training Needs assessments

  • Feedback from workers, managers, and senior leaders

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

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

  • Information and results documented in the Strategy (items 2.1 and 2.2

 

  • 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 and Leader Development Survey - The Workforce and Leader Development Learning and Development survey includes ten questions with 1-5 ratings and comments that are associated with each of the organization's departments or work units.

 

  • WFT 5.2b Workforce and Leader Learning Development (survey)

 

The members of each department or work unit receive the assessment, rate survey questions (1-5 scale) and then add narrative comments about the following elements of workforce learning and development (for each department or work unit):

 

  • Position Descriptions (extent documented)

  • Career Road Maps (extent documented)

  • Key Processes (the extent that they are documented and standardized)

  • Training Needs (extent identified and met)

  • Training Effectiveness (the extent that current training courses are effective)

  • Workforce Engagement (the extent that workers have high retention and productivity)

  • Workforce Engagement (the extent that department/work unit is engaged in its work)

  • Workforce Diversity & Respect (the extent that dept./work unit is diverse and respectful)

Task 5.2b-3 Input Survey data into Workforce and Leader Development Matrix - The Workforce Focus Team (WFT) export the results from the Workforce and Leader Survey and inputs them into the Workforce and Leader Development Matrix.

 

  • WFT_5.2b_Workforce_Leaders_Learning_Development_Matrix (.xlsx)

 

Figure 5.2b-1 is an example of the Workforce, and Leader Development Matrix tool after data from the survey are imported.

 

  • NOTE: The example in Figure 5.2b-1 indicates that Department "Alpha" has the highest score and Departments "Charlie" and "Foxtrot" have the lowest. These assessment scores and the comments collected from the survey for this tool are valuable in discovering areas where workforce learning and development need to be improved.

Figure 5.2b-1 Workforce and Leader Development Matrix (example)

  • PROGRESS: You have reached Milestone 2 (good work). Input the status [15%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.2b-4 Implement Organization Position Descriptions - The Human Resources Department maintains Job Descriptions for the positions within each department or work unit. 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: As shown in Figure 5.2b-2 the Career Road Map is used to establish a "ladder" from the lowest level (Level 7) up to the highest level (Level 1).

Figure 5.2b-2 Career Road Map example (Small Business Development Program)

  • PROGRESS: You have reached Milestone 3 (good work). Input the status [63%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.2b-6  Conduct Training Effectiveness and Needs Assessments - The Workforce Focus Team (WFT) conducts regular assessments of training effectiveness and needs, using the following assessments:

  • WFT 5.2b Course Training Effectiveness (survey)

  • WFT 5.2b Education and Training Needs Assessment (survey)

 

The Course Training Effectiveness assessment captures participant (student workers) feedback on how well each specific course helps them their job, and do it well.

 

The Education and Training Needs assessment captures workforce feedback on what kinds of education and training courses they need to do their job well.

 

Task 5.2b-7 Update Education and Training Programs - The WFT review the assessments listed in 5.2b-6 and uses the results to update the organization's training courses, to add new courses, and to recommend special education and training programs for the organization. The Leadership Focus Team (LFT) reviews and approves changes to or additions to all training courses and education programs. 

PROGRESS: The status (Milestone 4 = 85%) is input on the organization's OE21 Intranet Main page alongside the title of this standard.​

  • 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-8 Implement Senior Leaders Performance and Rewards (SLPR) Model - The organization uses a Senior Leaders Performance and Rewards (SLPR) Model to measure and reward high performing leaders. This rewards model uses a different approach than the Work Unit High Performance and Rewards System (HPRS) documented in OE21 Task 5.2a-5. The SLPR approach is summarized here:

 

  • Senior Leaders are typically CEO/President, CFO, CIO, CHRM, Vice Presidents level roles

  • The CEO rates (1-5) performance of all senior leaders reporting to the CEO (direct reports)

  • The CEO repeats these ratings semi-annually unless the CEO prefers to do this annually

  • The SLPR model uses a single Excel workbook containing a rating matrix, a rewards model and a feedback model

  • The CEO appoints the role of Chief Engagement and Rewards Officer (CERO)

  • Normally the CERO is also the Chief HR Officer(CHRO) or the senior HR Manager

  • The SLPR model allows the CEO to rate (1-5) how well their direct report leaders meet each of the following seven criteria (defined in the SLPR Matrix tab):

    • Financial

    • Market

    • Strategy

    • Customers

    • Workforce

    • Leadership

    • Community

 

  • The SLPR model (Excel workbook) links the rating scores for each direct report leader to a Senior Leaders Reward Model that allocates points (or dollars) to each direct report based on how they were rated against the seven criteria.

  • Shortly after the semi-annual rating process, rewards are allocated to direct report leaders.

  • The CEO uses the SLPR Feedback tab to provide improvement suggestions for each leader

  • The CERO supports the CEO and validates the data inputs and calculations are valid

  • The CERO is responsible for setting secure passwords for the SLPR workbook and tabs so that unauthorized people cannot open and view the file. The CERO keeps backups of the file.

  • After awards are allocated, the CERO visits with the direct report leaders to individually review their rewards allocations and the feedback suggestions provided by the CEO

Figures 5.2b-3 4, and 5 are examples of the SLPR Model. Each of these examples are part of one Excel Workbook named WFT 5.2b Senior Leaders Performance Rewards

Figure 5.2b-3 SLPR Ratings Matrix (example)

Figure 5.2b-4 SLPR Rewards Model (example)

Figure 5.2b-5 SLPR Feedback (example)

Task 5.2b-9 Integrate Organization Situation, Strategy, and Results - The Workforce Focus Team (WFT) conducts regular reviews of Organizational Situation (P.2) content as well as Strategy Development 2.1, Strategy Deployment 2.2 standards and 7.3 Results, and uses these data and information to ensure that the Learning and Development System and its outputs are current and fully support the organization's needs and personal development of workforce members, managers, and leaders. These reviews are conducted annually, or when significant changes in strategy and results occur.

The goal is to discover opportunities for improvement of the workforce and leader development system. Improvement opportunities are reviewed and approved by the Leadership Focus Team (LFT) and then they are integrated into the Workforce Excellence Action Plan

PROGRESS: The status (Milestone 5 = 94%) is input on the organization's OE21 Intranet Main page alongside the title of this standard.​

  • PROGRESS: You have reached Milestone 5 (good work). Input the status [94%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 5.2b-10 Input tasks into the Workforce Excellence Action Plan - Open the Workforce Excellence Action Plan, and add tasks, responsibilities and other information necessary to improve education and training programs. 

  • WFT_5.1c_Workforce_Excellence_Action_Plan (.xlsx)

Task 5.2b-11 Input Metrics into the PMS - Unless the organization has its own Performance Management System, the WFT uses the following file:

  • WFT_7.3_PMS_Workforce_Excellence_Metrics (.xlsx)

 

The WFT inputs metrics and monitors Workforce and Leader Development trends as they are updated. The WFT takes appropriate action to assess and improve these trends as necessary.

 

As a minimum, the WFT selects the following metrics (Key Performance Indicators or KPIs):

 

  • Workforce Learning & Development (measure vs. target) - Use the workforce learning and development assessment score in % displayed on the Workforce Learning and Development Matrix. Set the target (goal) at 90% or higher.

 

  • Job Descriptions - (measure vs. target) - Use the job descriptions ratings (averaged) from the learning and development assessment score in %. Set the target (goal) at 100%.

 

  • Career Road Maps & Succession Plans - (measure versus. target) - Use the career roadmap ratings (averaged) from the learning and development assessment score in %. In cases where Succession Plans are needed, no measure is needed other than done (100%) or not done.

 

  • Key Process Descriptions - (measure vs. target) - Use the key process completion ratings (averaged) from the learning and development assessment score in %. Set the target (goal) at 100%.

 

  • Training Needs - (measure vs. target) - Use the training needs identified completion ratings (averaged) from the learning and development assessment score in %. Set the target (goal) at 90% or higher. NOTE: An additional survey of department training needs is recommended. If this is accomplished, then the % of training needs met should be the Training Needs measure used.

 

  • Training Effectiveness - (measure vs. target) - Use the training effectiveness ratings (averaged) from the learning and development assessment score in %. Set the target (goal) at 90% or higher. Set the target (goal) at 90% or higher. NOTE: An additional survey of department training effectiveness (for each of the current training courses, online courses, classroom courses or OJT processes is recommended. If this is accomplished, then the % of training effectiveness met should be the Training Effectiveness measure used.

Task 5.2b-12 Review Workforce and Leader Development Results - On a monthly basis, the WFT reviews and manages the rates of workforce engagement and performance scores. The WFT takes appropriate action to assess and improve workforce engagement and performance as well as other metrics selected from the PMS Metrics Selection Tables. See OE21 4.1 Task 4.1.5 for guidance.

 

Figure 5.2b-6  provides an example Trend Chart for Item 5.2b Workforce and Leader Development. 

  • PROGRESS: You have reached Milestone 6 (congratulations). Input the status [100%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Figure 5.2b-6 Workforce Learning and Development