CPS HR Webinar Series Increased Organizational Performance: HR Program Assessment. Michael DeSousa August 15, 2018

Transcription

1 CPS HR Webinar Series Increased Organizational Performance: HR Program Assessment Michael DeSousa, 2018

2 Agenda Today HR Department services delivery improvement links to greater overall public sector performance Approaching an assessment: choices HR Assessment: a promising option Sample HR services assessment results Accepting/using the feedback Measure/Act/Re-measure

3 Our Vision for Improved Public Sector Operational Performance 1. Make the human system ᅳ Talent Management ᅳ the focus of the transformation 2. Make it the catalyst and conduit through which technical solutions are created and put in place 3. Put the human system at the center of all improvement efforts

4 The Talent Management System

5 This is how we re viewed

6 This is what public sector leadership wants

7 Measuring HR service delivery How?» Noise/silence, HRMBWA, transactions, interviews, focus groups, benchmarking, polls/surveys Why surveys?» Consistency of method» Time/efficiency/cost (esp. on-line)» Qualitative and quantitative feedback» Move beyond the how of customer satisfaction and dissatisfaction to the whys

8 HR Functional Area Services/Service Criteria/Rating Scale Service Criteria a. Efficiency b. Consistency c. Quality d. Customer service e. Partnership f. Follow-up Rating Scale 1. Routinely does not meet expectations 2. Sometimes meets expectations 3. Routinely meets expectations 4. Sometimes exceeds expectations 5. Routinely exceeds expectations

9 Service criteria elaborated Service Criteria Efficiency Speed, cycle time, respecting deadlines/schedules Consistency Per policy, per procedure, per standards, per values Quality Complete, accurate, professional, low re-work Customer Service Respectful treatment of the service receiver Partnership (stakeholder) Customers knows their roles/responsibilities; their input sought Follow-up Update, check-in, progress reports; delays are explained

10 Poll #1 Poll Question: In the last two years has your HR organization undertaken an assessment of services delivery to customers?

11 Typical Survey Assessment Phases Phase I: The survey is distributed to: HR Dept. and HR product and service users + Results Phase II: Focus groups with HR customers to understand the story behind the # s Phase III: HR response priority gap-closing Phase IV: Action implementation (treat it like a project-i.e., assign resources, schedule, milestones, tracking, progress recognition) Phase V: Re-measure at a future point publicize the progress!

12 HR Scores: Client versus HR Team perceptions Let s look at a sample overall HR Score versus an overall Client Score from a real services assessment

13 Sample overall results Ratings Across the Four Functional Areas HR Staff Ratings Client Ratings Not Meet Sometimes Meets Routinely Meets Sometimes Exceeds Routinely Exceeds Not Meet Sometimes Meets Routinely Meets Sometimes Exceeds Routinely Exceeds

14 Reacting to results 3 scale: 1 st services survey a state agency HR unit 3)Exceeds needs 2)Meets needs 1)Does not meet needs 50% 40% 30% 20% 10% 0% Responses Other than Meets Client Needs 24% 16% Does Not Meet Client Needs 7% 7% Exceeds Client Needs HR Staff Client

15 Viewing the Survey Results YOUR CHOICE how to react to the feedback: Rejection of Feedback» They don t like us» They don t want us to succeed» They don t need us» They are part of the problem Acceptance» Client belief you may actually use the feedback» Focus on areas to improve 80/20 rule» Ideas on how to improve-what is most important

16 Example: HR Scores in Four Service Areas Now, let s look at the sample four HR functional service area scores all together

17 Example: HR functional unit overall ratings 4.00 Average Rating by Functional Area 5-Scale Talent Acquisition Total Rewards HR Employee Relations Support Services Client OVERALL

18 HR overall HR units overall HR unit services We can now drill down one more level into each of the four HR functional areas the specific service actions within a unit like Class & Comp or Recruitment & Selection

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21 Poll #2 Poll Question: In your public agency, how would HR s customers react to the opportunity for an HR services assessment of the sort we are talking about today?

22 Open-ended (OE) survey questions Besides the scaled survey questions or statements, may include some general questions requiring short written responses» Safety valve : response option if the scaled content did not include a responder s key concern» Begins to explain the whys of the ratings» Provides additional direction for the focus group drill-down discussions Raw versus clustered OE responses

23 Raw responses Pluses» Pure, unfiltered voice of the customer» Validating for responders» Can also be a shout out to recognize great service and results Minuses» May require some redaction for selfidentification (time)» Can produce some unconstructive feedback despite direction» Can be hard to decipher patterns in large volume of written responses

24 Examples Let s now look at a sampling of typical example open-ended responses

25 Additional comments on any Human Resource services not listed above or if you have any other feedback that will help improve Human Resources services? Services are not forward-thinking and proactive, they're doing the same thing over and over without change. We routinely push HR to do the necessary and neither timeliness nor task completion are strong suits of the department. Need technology, understanding of how HR can influence outcomes, and ownership of tasks. Paperwork often seems to get lost in the black hole; follow up is driven by the Department seeking a change or assistance; the time it takes to accomplish something is too long and often if there is not the follow up from the other end things don't get accomplished at all. Too often requests garner a promise to complete a task and that task does not get completed in a timely manner and updates are not provided on the status of the request. Follow-up on unemployment claims (informing the employer of the claim in a timely manner) has been inconsistent at best. There have been times in the past where things have slipped through the cracks and forms had been misplaced.

26 Open-ended responses: theme cluster Summarize large amounts of verbiage Frequently corroborates the scaled response results Many responses will sort into >1 theme Example: What should HR do to most improve selection testing processes?» More use of validated written tests (67% of responses)» Better training for oral exam panels (55% of responses)» Implement practical in-box work exercises for administrative positions (23% of responses)» Skype/video-conference panel interviews (16% of responses)

27 Reviewing and using the survey results Your Challenge: Learn to separate the short-term pain of customer feedback from the opportunity for long-term growth Model performance improvement for the other agency departments Share your improvement within/outside HR! Re-measure and continue to improve this way every year!

28 Survey/Act/Re-survey (4-scale where 2.0 = Meets Client Needs )

29 HR s new best friend? Vilfredo Pareto, 19 th century economist the Pareto Principle (80/20 rule) Applied to HR services, a very high % of HR customer service satisfaction can come from a manageable number of service area improvements Service assessment can help locate the vital few improvement priorities-- assessment surveys are one useful option

30 Thank you! For your time today For being willing to take this courageous act in order to improve both HR Services and the agency they support Be sure to attend our presentation, What Comes First, Performance Improvement or Cultural Change? at 2018 IPMA-HR International Training Conference and Expo September 25 3:30 p.m. Phoenix, AZ

31 For Questions or Follow-up Jeff Hoye Senior Practice Leader, Organizational Strategy CPS HR Consulting e: Michael DeSousa Senior Consultant/Project Manager CPS HR Consulting e:

32 Questions: As time allows, please enter your questions in the Q&A panel of your webinar screen