Note: This Case Study refers to specific OE21 surveys and tools (spreadsheets or docs). Please try the blue link(s) below to learn more about these surveys and tools:
WFT 5.2a Manager Engagement (survey)
5.2b Workforce and Leader Development
Assumption: The (Elafino Sports Center) organization has implemented the OE21 5.2b Workforce and Leader Development process, which lead to the following outputs and results:
The Elafino Sports Center applied the results from this implementation which led to a substantial effort to create the documents and processes that were missing, including those associated with each of the following:
Career Road Maps
Additional Standard Operating Procedures (S.O.P.)
The WFT created good Job Descriptions for every Elafino Sports Center Work Units, including the significant Hockey, Figure Skating and Fitness Center units.
The WFT created new Career Road Maps for all Elafino managers and supervisors. The roadmaps were in flow chart form from the bottom box (entry level managers) up to the top box (senior executive level). The WFT added "sub-steps" between each career level.
For example, to rise from level 1 (entry manager) to level 2 (department manager), there are two levels (1.1 and 1.2) which indicate advancement. These additional smaller steps helped the WFT and HR Manager set pay increase percentages for each level. This practice helps the employee stay motivated and engaged because they are likely to get performance-based pay raises more often.
The WFT found that the Elafino needed a policy for Succession Planning, specifically for the CEO, and VP Operations.
The WFT collected all existing written training courses, plans or instructions for hockey, figure staking and fitness center work units. The surveys of how well these courses, plans or instructions helped the employees learn their jobs and do them better after training showed a significant need for updated and new training courses and instructions for all hockey and fitness center employees and work units.
Course Completion Surveys. At the end of most Elafino training courses for hockey, figure skating and fitness center work units, the course instructors collect a comprehensive course assessment from the students. This end of course assessment provides a measure of student satisfaction with materials or techniques presented, the instructor and a few other standard training course assessment items - all at completion time.
Course Training Effectiveness Assessments. As the OE21 5.2b standard specifies, the Elafino WFT also conducts the WFT 5.2b Course Training Effectiveness surveys about two months after the same courses were completed. This simple and short "course effectiveness" assessment is aimed at determining how well the course actually helped the student do their job. The results of the Course Training Effectiveness Survey were as follows:
The senior hockey training course was out of date and inconsistent with how seniors learn the techniques of hockey. The senior hockey the rules and instructions contained several errors that caused confusion with many senior customers.
The youth hockey training course was of little use to youth who were trying to learn how to play hockey and how hockey game rules. They were tossing the instructions aside and learning by themselves. They said the course was pretty much useless.
Workforce and Leaders Development Survey and Matrix. The Elafino WFT conducts annual Workforce and Leader Development assessments and inputs ratings for each department into the OE21 Workforce and Leaders Development Matrix (Figure 5.2b-1). As shown in this Figure, the Elafino Work Units Senior Hockey and Concessions have low scores in the less than 50% range, compared to a maximum score of 100% or 350 points. The WFT has the responsibility to improve these areas of low performance by creating or updating position descriptions, career road maps, key process charts with instructions, new or revised courses. The WFT and other focus teams must collaborate to boost training effectiveness, engagement of employees and managers, and to ensure organization-wide diversity and respect policies are in place.
Figure 5.2b-1 Workforce and Leaders Development Matrix (example)
Senior Leaders Performance and Rewards. The Elafino senior leaders decided to adopt the OE21 standard 5.2b model for senior leaders performance and rewards. The CEO and senior leaders made the decision to use this model instead of the reward system model used by all the Work Units below senior management. The work units model allocates rewards for availability, requirements, cost, schedule, quality, management and innovation for each work unit. The focus of the senior leaders performance and rewards model is on overall organization performance, as shown in Figures 5.2b-2, -3 and -4 below.
The Elafino CEO met with outside Investors of the Sports Center to explain the model to them and to invite them to participate by rating the CEO's performance in the seven categories shown in Figure 5.2b-2. The CEO rates each of his or her senior leaders on the same scale and basis. As shown in Figure 5.2b-2, the CEO and VP Operations received the highest ratings. The CFO and Public Relations received the lowest. The Elafino CEO made sure the other senior leaders knew that the CEO rating was done by the outside investors.
Figure 5.2b-2 Senior Leaders Ratings Matrix (Elafino Sports Center)
The "rewards" part of the Senior Leaders Rating Matrix model is shown in Figure 5.2b-3. The CEO and outside investors decided what dollars (or stock) rewards would be allocated and used the points earned to set and allocates these rewards to the senior leaders.
The CEO and CFO established the financial inputs and process used to distribute the rewards to the senior leaders. The CERO (Chief Engagement and Rewards Officer - also the HR Senior Manager were given the responsibility and authority to audit and validate all points assigned before rewards were distributed.
Figure 5.2b-3 Senior Leaders Rewards Model (Elafino Sports Center)
Senior Leadership Performance and Rewards (SLPR) Feedback - The final step in the SLPR process is the CEO Feedback. The Elafino CEO used the tab in the SLPR model with the suggested feedback contents. The Elafino CEO's most significant and important feedback for himself and other key senior leaders was as follows:
CEO needs to review all KPIs for workforce, operations, customer and leadership areas and update KPI TARGETS
CFO needs to review and understand current Strategic Plan, including financial analysis of the cost of all Strategy Action Plans (Leadership, Customer, Operations and Workforce)
CIO needs to keep up with software updates to all company software installed on network and workforce computers. CIO needs to study and implement latest Cybersecurity Assessments and Frameworks
The WFT created all the measures suggested in this OE21 Guideline. Figure 5.2b-5 (below) is an example of a measure of Workforce Learning and Development. The Action Plan that supports Figure 5.2b included who-what-when for actions to update specific hockey and figure skating training courses and instruction sets.
The Elafino Sports Center Focus teams were united in their belief that the hockey and figure skating training courses and instructions are critical for two reasons:
1. The new or updated training courses and instructions are helping Elafino employees realize their full potential, and think more seriously about their career and learning objectives and desires; and
2. The Marketing and Sales VP realized that there was a need for Customer contact training to help employees gain critical skills and knowledge about Elafino's products and customers, and how to listen to and engage with customers, including those that participate in hockey, figure staking training and the walk-in customers who come to watch the events.
Figure 5.2b-4 Workforce Learning and Development
The Elafino LFT (IT Manager) published the 5.2b Workforce and Leader Development output results on the Elafino INTRANET, and notifies all focus teams and managers of these updates.