Gaining Workforce Engagement How the City of Austin is Investing in People to Achieve Performance Excellence

Transcription

1 Gaining Workforce Engagement How the City of Austin is Investing in People to Achieve Performance Excellence

2 First, Some Context The City of Austin is: The 4 th most populous city in Texas (2015 U.S. Census at 931,830) The 11 th most populous city in the United States and growing Major center for technology and business for Fortune 500 companies (Amazon, Apple, Cisco, ebay, Google, IBM, Intel, Oracle, 3M, and nearby Dell) 2 nd largest metro economy in Nation ($119.9B and 5% GDP growth in 2015) Seat of State Government Major international destination for events such as SXSW And, as of 2017, among Forbes Top Ten Best Employers

3 Building Services Department (BSD) Department of City of Austin Facilities Management Services Began Journey for Performance Excellence in 2010 Since 2010, BSD has Identified and deployed Baldrige as a strategic framework Implemented several new work systems Sent 54 employees to examiner training, Submitted an entry level application with the former UTCPE Added QTF applications/feedback reports as part of our SPP Submitted Engagement level application with QTF Submitted Progress level application with QTF (2017)

4 Engagement: Starting with the WHY Why is WHY important? Because Culture eats Strategy for Breakfast!

5 Engagement: Understanding the WHY Overarching Message Department must transition from Reactive to Proactive (CHANGE) REACTIVE 1. Smaller Portfolio 2. Fix-On-Failure 3. Work Order Shop 4. Not Relevant to City Vision PROACTIVE 1. Major Growing City 2. Systematic Approach 3. Strategic Asset Management 4. Relevance to City as Customer

6 Engagement: Communicating a Vision Climbing a Mountain Phases presented as camps found on Everest Base Camp Camp 1 5 Summit = BSD Vision of being a national benchmark Successful as a Concept What was missing? SCALE, and tangible performance MEASURES to gauge progress

7 Cycles of Learning: Refining the Workforce Focus on Direction 2011 MVV. providing asset management services for facilities 2015 MVV. services to support reliable, efficient, and sustainable City facilities. The 2015 version does three things for our workforce Clarifies organizational direction and ensures alignment Makes connection to daily job duties and provides focus for effort Provides baseline for performance measurement

8 Connecting the WHY to the HOW: Alignment COA = BEST MANAGED CITY BSD = NATIONAL BENCHMARK RELIABLE, EFFICIENT, AND SUSTAINABLE DATA; WORK PROCESS; WORKFORCE ENGAGEMENT; GREEN KEY PERFORMANCE INDICATORS

9 Connecting the WHY to the HOW: SPP

10 Developing Workforce Action Plans STRATEGIC OPERATIONAL EXECUTION Vision: national benchmark Values: PRIDE in SERVICE Mission: reliable, efficient, and sustainable Business Objectives: 1. Data Management 2. Work Process Design 3. Workforce Engagement 4. Green Practices Associated Action Plans: 1. Communication 2. Training & Development 3. Shared Governance 4. Performance Recognition

11 Action Plan # Communication Reaching the Workforce Patrick Lencioni 4 x 4 meeting model (frequency x level of organization) FREQUENCY LEVEL FRONTLINE SUPERVISORS MANAGERS EXECUTIVE QUARTERLY MONTHLY EXAMPLES Department Mtg Management Mtg Front Line Feedback Mtg WEEKLY DAILY Staff Mtgs Supervisor Mtgs

12 Action Plan # Training & Development Feeding the Workforce 2012 ASTD: Best companies average 60 hours of training per employee per year Performance Excellence Framework (Toolbox): Sent 54 employees to examiner training, Accumulated 6,528 employee hours toward Baldrige-based activities (120.8) Invested $108,800 for QTF training, conferences, etc. Work Systems (Tools): Lean 5S training Green Seal 42 training BOC

13 Action Plan # Shared Governance Engaging the Workforce Strategic Planning Process Award & Recognition Uniform Policy

14 Action Plan # Performance Recognition Feedback to the Workforce Success Strategy Performance Review (SSPR) Includes City of Austin directed competencies Includes BSD mission, vision, values Includes BSD performance measures Award & Recognition Program Most frequent award is based on performance to core values Less frequent awards based on sustained performance to department goals Special awards based on acts that best represent the department 4x4 Meeting Model

15 Traction: Direction vs Speed CHANGE = COMMUNICATION TEAMWORK LEADERSHIP

16 Thanks for Your Interest! What are your questions?