Workforce Optimization

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1 T-N-T Series 2017 Workforce Optimization The Holistic Application of Talent Development

2 Multiple Forces At Work The Company Jobs Employees Customers Products HR, Training, & Development

3 Principal #1 If it doesn t matter... It doesn t matter There are so many things we could try to organize and orchestrate that we never start anything! We must ignore the rabbit trails of HR Management.

4 Business Processes Goods & Services Customers Infrastructure People

5 Since EVERYTHING ultimately reduces to the PEOPLE factor, your people are your everything. So we need to have an HR Department, right? It all comes down to your people!

6 Workforce Optimization Elements Business Results Workplace alignment Efficiency Standards Measurements of Achievement The Employee Hire date Job changes (what/when) Interview history Background Personality Compensation Personal events Manager history Demographics Connecting ALL of the dots optimizes your results!! The Job Job Design Policies Procedures Job Execution Measurements Performance Accountability Results KPI s Task Accuracy Observations Learning Curve Trainability Training & Development Learning Design Course Catalog Registration Course feedback Career Planning

7 Workforce Optimization Elements Business Results The Employee The Job Performance Accountability Training & Development Workplace alignment Efficiency Standards Measurements of Achievement Hire date Job changes (what/when) Interview history Background Personality Compensation Personal events Manager history Demographics Job Design Policies Procedures Job Execution Measurements Results KPI s Task Accuracy Observations Learning Curve Trainability Learning Design Course Catalog Registration Course feedback Career Planning

8 The Management Plan Workforce Optimization must be a shared effort of both the HR professionals and the business unit managers. Acquiring ability starts in the business unit with its requirement for job success

9 Results Influencers Inter-Relationship Inter-Dependence Products customers want Job Job Functions Job Processes Job Tasks o o o Optimal Employee Performance Production Efficiency Production Output Production Quality Staffing Recruit (fit) Interview (fit) Hire (expectations) Train Department Interdependence Develop Job Design Reward & Punishment Systems o o o Personal Compatibility Personal Work Ethic Personal Motivation Review Measure Output Metrics Cause & Affect

10 Evaluating Effectiveness Level 1 Class Survey Level 2 Class Test Level 3 Job Impact Level 4 Business Impact

11 Workforce Optimization s Role Which recruiting pond is better than another. For what background to recruit. What training has the highest payback. What work experience has the highest payback. What do top performers do that makes them top performers. Trends in an employee s job performance. How one employee s job performance compares to his/her peers. What an employee must do to prepare for career advancement.

12 Understanding Workforce Optimization The people factor ultimately reduces to two elements: Individual abilities Application of abilities (ATTITUDE) Job structure & requirements Motivation

13 Understanding Workforce Optimization Workforce Optimization is: Positively affecting employee job performance by managing the FACTORS that comprise effective & non-effective performance.

14 What s At Stake? The GAIN from hiring the right person vs. the COST of hiring the wrong person. The GAIN from participating in the right training vs. the COST of participating in the wrong training. The GAIN from employee high performance vs. the LOSS of employee marginal performance.

15 Workforce Optimization s Goal There should be a clear path tying back to the money

16 The Employee Behavior Change Formula Business Results Increased Sales Increased Client Zero Defects??? Performance Measurements Cust. Satis. % Prod. Per Client?????? Job Tasks????????? Action Items????????? Development Goal??? One or more Performance Observations????????? Etc. Etc.

17 Leveraging Classic Organization Elements for Workforce Optimization Strategic Organization Elements Goods & Services Target customers Operating vision, mission, & goals Operating results measurements Workforce Optimization Business Results Operating results metrics Functional Organization Elements Departments Process flowcharts Jobs & Job Tasks Organization Elements Job task execution Interviewing & hiring Development plans Career planning Accountability reviews Tactical Workforce Optimization Departments & Functions Jobs & Job Tasks Job tasks, enabling skills, knowledge, & behaviors Workforce Optimization Performance Measurements Best practices sharing Job task observations Top performers analysis Interviewing & hiring analysis Accountability & continual performance reviews

18 Feedback & Ideas Strategic Functional Tactical Role defines the world Role defines & adds the details Role makes it turn

19 Understanding Workforce Optimization The same issue, looked at from two different angles: What enables a person to be a top performer? What keeps a person from being a top performer?

20 To Optimize Employee Performance We Need Key Organization Information Key Employee Information

21 Key Organization Information Operating Results (what the organization is expecting to accomplish) Jobs in the organization Job tasks Task skill, knowledge, & behavior requirements Career paths Job performance measurements Course offerings Class registration

22 Key Employee Information Recruiting Information Source Interviewer Prior work experience (Jobs/skills, knowledge, & behaviors) Educational background

23 Key Employee Information Current Work Experience Employment details (address, phone, hire date, work location, department, etc.) Employment history (managers, jobs, locations, & schedules) Training history (what, when, instructor, & classmates) Job performance measurements Best practices in his/her job tasks Performance review information Development goals & actions

24 Drives Training Development Workforce Optimization Partnership Set company vision Set company goals Review ROI & provide compensation Oversee day to day operations Manage the workforce Perform tasks that support training efforts Bring the right attitude Do the job tasks Give feedback Strategic (Upper Management) Workforce Optimization Analyze company level impact of job performance improvement Design engagement practices that result in true ROI enhancement Functional (Department Managers) Workforce Optimization Analyze job impact of training Use historic data to identify high potential job candidates Create & execute management plan to support training events Tactical (front-line employees) Workforce Optimization Conduct training events that build ability Confirm post-class (formal event) mastery Informs Training Design

25 Workforce Optimization s Focus Is Job Tasks You can t develop a person s ability to perform a function, you can only develop a person s ability to perform a task. Job Job Function Job Processes Job Tasks Skills Knowledge Behaviors

26 Job A Task 1 Task 2 Business Process 1 Job B Task 1 Task 2 Business Process 1 Key Business Measure 1: Shipments Per Agent Associated Tasks Job A Tasks 1-3 Job B Tasks 3-6 Task 3 Task 3 Task 4 Task 5 Task 6 Business Process 2 Task 4 Task 5 Task 6 Business Process 3 Key Business Measure 2: Revenue Per Shipment Associated Tasks Job A Tasks 4 & 6 Job B Tasks 1 & 3 Task Task Quality efforts focus on Business Processes: their tasks and interactions. Workforce Optimization efforts focus on task execution.

27 Workforce Optimization s Focus is Job Tasks Job: Sales Executive Job Functions: Find new business Introduce the company Determine customer needs Present product solutions Close business Transition new business

28 Workforce Optimization s Focus is Job Tasks Function: Find new business Function Process: Search for leads Research leads Qualify lead Promote lead of discard

29 Workforce Optimization s Focus is Job Tasks Function: Find new business Function Process: Search for Leads Research Leads Discard Lead NO Qualified? YES Promote Lead

30 Workforce Optimization s Focus is Job Tasks Process Step: Search for leads Process Step Tasks: Review periodicals Analyze branch reports Scout sales territory Interview branch operations employees Review existing accounts (add-on)

31 Workforce Optimization s Focus is Job Tasks Task: Review periodical Skills, Knowledge, & Behaviors That enable someone to perform the task

32 If you define jobs as to their tasks, and the skills, knowledge, and behaviors needed to do the tasks, you can: Target recruiting and interviewing Test candidates for foundation skills, knowledge, and/or behaviors Develop learning activities that enhance ability to perform specific job tasks, using modules that develop s/k/b s Accelerate learning time for new employees by teaching job foundation s/k/b s, then building higher level ability

33 If you define how job tasks tie back to the key success measurements which the organization has put in place, you can: Target improvement to those things that have the highest yield Base your development interventions on empirical data Watch the measurements to see the resulting impact of your efforts

34 Coaching For Performance We measure how well a supervisor coaches by how well he/she achieves results in the Employee Reviews and Development Plan.

35 What Gets Learned Where? 10% Learned in a class 30% Supervisor coaching 60% By doing the job

36 Elements of Learning Formal Training Here s how you ask and respond to open-ended questions... O-J-T Coaching What open ended questions are you planning to ask client X? Performance Observation As you were asking client X open ended questions, here s what I saw that worked and what I saw that didn t

37 Train the high volume tasks! 30% of the tasks will make up 80-90% of their work week. Teach a learner how to do the 30% of the total number of tasks they will do in their job, to a level where, when they hit the streets, they can do the tasks at a level = 75% productivity and 95% quality of a fully performing employee. The other 70% of the tasks they will have to learn how to do only make up a small percentage of where they will actually spend their time.

38 Learning Expectations 10 practices # # # # # Max 25% variance highest to lowest Avg. Range 75% Expert # After learning, learner performance # should have less than 25% variance After learning, learner should be at least at 75% of expert #

39 The Learning Company s Cycle 1. The environment & job are harmoniously structured 2. Non-conformance is identified and development planned 3. Stuff happens before the learning event (pre-work) 4. The learning event occurs 5. Stuff happens after the learning event (post-class follow-up) 6. Performance is evaluated job impact 7. Adjustments are made

40 Writing SMART Performance Goals Specific: what is the expected performance Measureable: how we will know the goal was achieved Attainable: work against a performance standard Realistic: a level at which this person really can work Time Sensitive: set a deadline and stick to it!

41 Training Is: What do they need to know how to do? Training should Attention: grab & Hold Relevance: job specific, do I need it Confidence: build it by practice Satisfaction: did it do what we lead them to expect it to do Performance Analysis ISD (when PA says training intervention is needed) Level 1 - class survey Level 2 - class test Level 3 - job impact Level 4 - business impact How do I measure it?

42 Coaching For Performance Pick one get it done. Pick one task in which an employee needs to improve, and coach for improvement. People cannot improve at ten things at the same time. Fill the sky with lead, and you ll wear people out, but their job performance will not sustain lasting improvement.

43 Coaching For Performance Annual reviews are traditionally compensation discussions based on goals achievement and job performance, job performance and development must be a separate, ongoing conversation altogether, and only a part of the compensation discussion.

44

45 Coaching For Performance Not everyone is motivated by higher salaries. Motivators have MANY forms: Creative scheduling alternatives Involvement in decision making Skills development Profit sharing Coaching feedback

46 Training s Message is the Company s Message Trainer Course Branch/Geo Products Company

47 Rules for Identifying Necessary Courses Train Process not Chaos Train tasks that get done most often Train tasks that have the greatest payoff Train what is hardest to learn independently Train information that is foundational first Train what has shown most return on investment

48 Developing Training 1. Ask the top performers What do you do? How did you learn to do that? 2. Watch the top performers What do they do? 3. Identify hard to acquire skills, knowledge, and/or behaviors 4. Design the training segment, with reusability in mind

49 The Learning Model 1. Tell people what they re about to learn 2. Give the big picture 3. Pass new information, tied to prior 4. Reinforce to validate understanding 5. Practice 6. Test to validate learning

50 The Three Filters Filter One Should the employee be able to do this? Filter Two Can the employee perform the task in the current environment if he/she is forced? Filter Three Can the employee perform the task in a textbook environment?

51 How to Implement Workforce Optimization 1. Define company goals & performance metrics 2. Define jobs: job tasks, and task skills, knowledge, and behaviors 3. Develop training courses for job task s/k/b's 4. Supervisors learn and use coaching for performance 5. Employees use Best Practice's for self-learning 6. Offer courses for job task development 7. Employees learn and use Career Planning for self-assessment 8. Workforce Optimization Analyst uses comparison tools to identify performance enhancing factors

52 Cultivisor is ready, willing & able to help you cultivate your workforce!

53

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