The Essential Blueprint for Getting HR to HPO. The Construction Crew

Transcription

1 The Essential Blueprint for Getting HR to HPO City of Montgomery, Ohio Improvement Conference Charlottesville, Virginia April, 2007 The Construction Crew Cheryl Claw Hammer Hilvert Wayne Pile Driver Davis Paul The Plumber Wright Tom Mortar Head Wolf April 2007 City of Montgomery, Ohio Page 2

2 Montgomery, Ohio 5.2 square miles, 12 miles northeast of downtown Cincinnati 10,163 residents Employees: 65 Full-time 40 Part-time Council-Manager form of government Residential community with strong business base April 2007 City of Montgomery, Ohio Page 3 Higher Performing Organizations The Blueprint Achievement Program Hiring Process Job Descriptions April 2007 City of Montgomery, Ohio Page 4

3 The Blueprint Higher Performing Organizations April 2007 City of Montgomery, Ohio Page 5 What is HPO? High is defined as the simultaneous delivery of high product and service quality, outstanding customer value, and sound financial performance.? April 2007 City of Montgomery, Ohio Page 6

4 That s government work for ya! April 2007 City of Montgomery, Ohio Page 7 Why We Chose HPO Desire for better customer service Increasing customer expectations Need to operate within financial and staff resources Never enough time in the day Not using employees to their fullest potential for the betterment of the organization Desire to create a fulfilling employment opportunity for our staff members April 2007 City of Montgomery, Ohio Page 8

5 HPO Theory Back to the Basics... April 2007 City of Montgomery, Ohio Page 9 The History of the Nature of Work Before 1800 Craft Phase 1900 Industrial Phase 2000 Networked Talent Model April 2007 City of Montgomery, Ohio Page 10

6 The Evolution of the Nature of Work before 1800 Subsistence Farming CRAFTS PHASE Work is Holistic April 2007 City of Montgomery, Ohio Page 11 The Evolution of the Nature of Work Upper Class 1900 L INDUSTRIAL PHASE Division of Labor Vertical Horizontal INDUSTRIAL ENGINEERS SCIENTIFIC MANAGERS T T Working Class M M M FOREMEN T OWNERS EXECUTIVES T MANAGERS T LABOR April 2007 City of Montgomery, Ohio Page 12

7 The Evolution of the Nature of Work 2000 NETWORKED TALENT MODEL T Leadership Team Management Team Task Team April 2007 City of Montgomery, Ohio Page 13 Most Valuable Resource The Right People We used to hire and develop employees purely for technical skills and ignored the importance of leadership, management, and team skills But No More!! April 2007 City of Montgomery, Ohio Page 14

8 HPO Strategy for Employee Development Develop talents/skills of employees beyond technical tasks Establish a culture that promotes leadership, responsibility, accountability, stewardship, and employee empowerment Peer hiring Appraisal Goals Pay for performance April 2007 City of Montgomery, Ohio Page 15 HR Tools to Support an HPO Culture While many organizations strive for an HPO culture, traditional HR systems simply do not support the initiative: Job Descriptions Hiring Processes Appraisal Systems April 2007 City of Montgomery, Ohio Page 16

9 Our Journey However, with a little tweaking, revised HR Systems can support and greatly enhance efforts toward achieving higher performance in organizations. April 2007 City of Montgomery, Ohio Page 17 The Blueprint Job Descriptions April 2007 City of Montgomery, Ohio Page 18

10 Job Description Revisions Objectives Less emphasis on technical skills Establish stewardship role for the entire organization Reduce stove-piped departmental perspective Four categories: Leadership; Management; Team Skills; Technical Skills Buy-in of all employees (union and non-union) April 2007 City of Montgomery, Ohio Page 19 Job Description Categories Leadership Mission, Vision & Values Strategic Plan Initiative and Innovation Leadership Measurement Professional Growth/Self Development April 2007 City of Montgomery, Ohio Page 20

11 Job Description Categories Management Stewardship of City Resources Department & Individual Goals and Objectives Budget Preparation & Management Planning & Organizing Judgment & Decision Making Operating Guidelines April 2007 City of Montgomery, Ohio Page 21 Job Description Categories Team Skills Communication Skills Conflict Resolution & Problem Solving Cooperation & Teamwork Customer Service April 2007 City of Montgomery, Ohio Page 22

12 Job Description Categories Technical Skills Job Knowledge Administration, Finance, Public Works, Community & Economic Development, Recreation, Police, and Fire Department-related technical tasks April 2007 City of Montgomery, Ohio Page 23 What did the employees think? Draft descriptions were reviewed by employees Suggestions were included Opportunity for input Known expectations Well received April 2007 City of Montgomery, Ohio Page 24

13 Job Descriptions Benefits Defines expectations of employees Assists in development of existing employees Defines expectations of candidates/new employees Supports the HPO Culture Provides better service to the community by promoting higher performance Clearly defines leadership, management, and team skills. An employee can no longer use the excuse, it s not in my job description. April 2007 City of Montgomery, Ohio Page 25 The Blueprint What is HPO? Hiring Process Job Descriptions April 2007 City of Montgomery, Ohio Page 26

14 Objectives Hiring Process Establish a consistent system of hiring city wide Establish a system of Peer Hiring that involves different levels of the organization Ensure candidates values match those of the organization Hire an employee with leadership, management, technical and team skills April 2007 City of Montgomery, Ohio Page 27 Three Types Of Hiring Processes Testing for classified positions In-house assessment centers for department heads and key supervisors Peer hiring for front-line employees April 2007 City of Montgomery, Ohio Page 28

15 Hiring Process Assessment center for department heads and key supervisors Assessment Testing Telephone interviews Assessment Center test components (These were shaped and developed in-house by staff based on the research of other examples) Leaderless Group In-Basket Exercise Presentation Interview Panel Personality Profiles April 2007 City of Montgomery, Ohio Page 29 Hiring Process Peer hiring for front-line employees Peer panel interview (L,M,T piece) Personality Profile (Values piece) Department head interview of final candidates April 2007 City of Montgomery, Ohio Page 30

16 What did the employees think? Employees enjoyed having a voice in the future of the organization Employees enjoyed the team approach Employees had a better understanding of the new hire New hire had a better understanding of the people with whom they would work April 2007 City of Montgomery, Ohio Page 31 Hiring Process Benefits To The Organization Allows employees of a department to have input into the selection of co-workers Exposes employees to the recruitment and hiring processes Sends a message to the new employee about the organization s work culture We see more of the candidate s characteristics and abilities April 2007 City of Montgomery, Ohio Page 32

17 The Blueprint Achievement Program Hiring Process Job Descriptions April 2007 City of Montgomery, Ohio Page 33 Achievement Program Objectives Improve staff and city performance through alignment of individual, departmental, and organizational goals Develop a system that promotes employee participation in defining quality work Provides feedback from supervisors, peers, subordinates and other internal customers Improve - - Quality of service and work product - Communication - of the employee in relation to the City s mission, vision and values April 2007 City of Montgomery, Ohio Page 34

18 Achievement Program Components Employee Goals - Prior year plan -New plan Employee Appraisal Tool 360 o Peer Review Pay for Plan Implementation April 2007 City of Montgomery, Ohio Page 35 Start Plan Implementation filed Notice of review to Dept. Head generated by CM office Personnel Action Form to Finance Dept. Dept. Head forwards notice to supervisor Process 1, 2, & 3 occur simultaneously to Dept. head for signature Process 1: Review Preparation begins to rate employee on instrument Process 2: Employee Review Preparation Employee completes self assessment on current Achievement Plan and prepares draft plan for upcoming year Employee submits Assessment on current plan and draft Achievement Plan for upcoming year Process 3: Feedback coordinates process Participant feedback submitted to supervisor Feedback meeting held with employees and participants and employee sign off on and employee meet to conduct City Manager approves/denies wage recommendation Dept. head completes Personal Action Form completes evaluation and incorporates input from employee and feedback group NO Draft review with Dept. Head quality review by ACM Pay adjustment recommended? YES

19 Start Plan Implementation filed Notice of review to Dept. Head generated by CM office Personnel Action Form to Finance Dept. Dept. Head forwards notice to supervisor Process 1, 2, & 3 occur simultaneously to Dept. head for signature Process 1: Review Preparation begins to rate employee on instrument Process 2: Employee Review Preparation Employee completes self assessment on current Achievement Plan and prepares draft plan for upcoming year Employee submits Assessment on current plan and draft Achievement Plan for upcoming year Process 3: Feedback coordinates process Participant feedback submitted to supervisor Feedback meeting held with employees and participants and employee sign off on and employee meet to conduct City Manager approves/denies wage recommendation Dept. head completes Personal Action Form completes evaluation and incorporates input from employee and feedback group NO Draft review with Dept. Head quality review by ACM Pay adjustment recommended? YES Process 1: Employee Appraisal Tool Groups Three groupings of employees Frontline Employees Mid-Level Managers Department Heads April 2007 City of Montgomery, Ohio Page 38

20 Employee Appraisal Tool The appraisal is linked directly to the job description Every employee has four fundamental areas of job responsibility: Leadership Management Technical Team Skills April 2007 City of Montgomery, Ohio Page 39 Areas of Job Responsibility Leadership Mission, Vision & Values Strategic Plan Initiative and Innovation Leadership Quality and Quantity of Work Professional Growth/Self Development City Council and Commission Support (for department heads only) April 2007 City of Montgomery, Ohio Page 40

21 Areas of Job Responsibility Leadership Mission, Vision & Values - Knowledge of and commitment to the City s MVV - Awareness of and commitment to the City s Strategic Plan/direction - Application of the MVV in day-to-day work - Awareness of the relationship between the MVV, Strategic Plan, and departmental goals and objectives - Understands departmental relationship to the City s MVV and Strategic Plan April 2007 City of Montgomery, Ohio Page 41 Areas of Job Responsibility Management Stewardship of City Resources Departmental and Individual Goals and Objectives Budget Preparation and Management Planning and Organizing Judgment and Decision Making Operating Guidelines Staff Management (for department heads and midlevel managers only) April 2007 City of Montgomery, Ohio Page 42

22 Areas of Job Responsibility Management Stewardship of City Resources - Manages and monitors budgetary expenditures in areas of responsibility - Provides input towards the development of the department budget - Operates within budgetary limits - Awareness of city-wide economic and financial issues - Awareness of departmental budget, financial condition and procedures - Suggests cost savings and revenue generation opportunities - Seeks grant opportunities to supplement departmental revenues and operations April 2007 City of Montgomery, Ohio Page 43 Areas of Job Responsibility Team Skills Communication Skills Conflict Resolution and Problem Solving Cooperation and Teamwork Customer Service April 2007 City of Montgomery, Ohio Page 44

23 Areas of Job Responsibility Team Skills Cooperation and Teamwork - Ability to work well with co-workers, supervisors and the general public - Willingness to volunteer for projects and activities both within his/her department and on a city-wide basis - Willingness to provide assistance to others - Understands concept of emotional intelligence and utilizes its principles in working with others - Supportive and encouraging of cooperative and team activities of subordinate staff April 2007 City of Montgomery, Ohio Page 45 Areas of Job Responsibility Technical Job Knowledge Five Specific Technical Skills for Position April 2007 City of Montgomery, Ohio Page 46

24 Rating Criteria Within each performance category specific rating criteria are provided for each element with examples of defined conduct and behavior: Superior Exceeds Expectations Meets Expectations Needs Improvement Unsatisfactory April 2007 City of Montgomery, Ohio Page 47 Start Plan Implementation filed Notice of review to Dept. Head generated by CM office Personnel Action Form to Finance Dept. Dept. Head forwards notice to supervisor Process 1, 2, & 3 occur simultaneously to Dept. head for signature Process 1: Review Preparation begins to rate employee on instrument Process 2: Employee Review Preparation Employee completes self assessment on current Achievement Plan and prepares draft plan for upcoming year Employee submits Assessment on current plan and draft Achievement Plan for upcoming year Process 3: Feedback coordinates process Participant feedback submitted to supervisor Feedback meeting held with employees and participants and employee sign off on and employee meet to conduct City Manager approves/denies wage recommendation Dept. head completes Personal Action Form completes evaluation and incorporates input from employee and feedback group NO Draft review with Dept. Head quality review by ACM Pay adjustment recommended? YES

25 Process 2: Employee Review Preparation (Goals) Developed annually by the employee with supervisory input, oversight, and approval Goals are stated using the S.M.A.R.T. method Specific Measurable Attainable Realistic Timely Goals are set for organizational, departmental and personal objectives April 2007 City of Montgomery, Ohio Page 49 Employee Appraisal Tool Benefits Minimizes subjectivity Provides a visual guide of expected behaviors for employee Detailed feedback Employee has the opportunity to write his/her future within the organization April 2007 City of Montgomery, Ohio Page 50

26 Start Plan Implementation filed Notice of review to Dept. Head generated by CM office Personnel Action Form to Finance Dept. Dept. Head forwards notice to supervisor Process 1, 2, & 3 occur simultaneously to Dept. head for signature Process 1: Review Preparation begins to rate employee on instrument Process 2: Employee Review Preparation Employee completes self assessment on current Achievement Plan and prepares draft plan for upcoming year Employee submits Assessment on current plan and draft Achievement Plan for upcoming year Process 3: Feedback coordinates process Participant feedback submitted to supervisor Feedback meeting held with employees and participants and employee sign off on and employee meet to conduct City Manager approves/denies wage recommendation Dept. head completes Personal Action Form completes evaluation and incorporates input from employee and feedback group NO Draft review with Dept. Head quality review by ACM Pay adjustment recommended? YES Process 3: 360 Peer Review Process developed by an employee Task Team after a request by the employees for a 360 Peer Review Department head receives a 360 packet with the Notice of Review from the City Manager s Office Employee identifies co-workers with whom they have developed a working relationship April 2007 City of Montgomery, Ohio Page 52

27 360 Peer Review Employee and collaborate on the selection of the review team members The review team should consist of a broad cross-section of four to six individuals in providing feedback based on the following guidelines: - Peers within the department - Employees within the department familiar with the work of the employee being evaluated - Non-departmental employees who have served with the employee in other situations - Non-departmental employees who are regular customers - For supervisors, employees who are a direct report April 2007 City of Montgomery, Ohio Page Peer Review The sends out notice of selection to the review team members and provides a 360 Feedback Form Any employee who believes they do not have a working relationship with the employee must speak with the supervisor to determine the appropriateness of their involvement The supervisor reviews all feedback forms prior to the meeting to ensure input is appropriate in content and constructive in nature April 2007 City of Montgomery, Ohio Page 54

28 360 Peer Review The participant feedback meeting with the employee is facilitated by the supervisor Participating employees share their thoughts and opinions in response to the questions on the 360 Feedback Form Employee that is up for review has the opportunity to ask clarifying questions and/or provide comments Employee receives copies of each participant s feedback instrument The feedback instrument is also attached to the final Achievement Plan April 2007 City of Montgomery, Ohio Page Peer Review What do the employees think? 90% of employees found the process to be positive as a participant 92% of employees found the process to be positive as a rater 80% of employees found the review assisted improving their performance 89% of employees felt the overall process to be beneficial April 2007 City of Montgomery, Ohio Page 56

29 360 Peer Review Benefits Employees receive constructive feedback from their peers, not just their supervisor has well-rounded view of their employee Sends a strong message to the employee when his/her peers honestly provide peer feedback A consistent theme normally surfaces during the 360 feedback Employees seem a lot more trusting and accepting in the information presented to them April 2007 City of Montgomery, Ohio Page 57 Start Plan Implementation filed Notice of review to Dept. Head generated by CM office Personnel Action Form to Finance Dept. Dept. Head forwards notice to supervisor Process 1, 2, & 3 occur simultaneously to Dept. head for signature Process 1: Review Preparation begins to rate employee on instrument Process 2: Employee Review Preparation Employee completes self assessment on current Achievement Plan and prepares draft plan for upcoming year Employee submits Assessment on current plan and draft Achievement Plan for upcoming year Process 3: Feedback coordinates process Participant feedback submitted to supervisor Feedback meeting held with employees and participants and employee sign off on and employee meet to conduct City Manager approves/denies wage recommendation Dept. head completes Personal Action Form completes evaluation and incorporates input from employee and feedback group NO Draft review with Dept. Head quality review by ACM Pay adjustment recommended? YES

30 Draft Review Component 1 Employee Goals incorporated with summary of the status of existing goals and draft of goals for the upcoming year Component 2 Employee Appraisal Tool Component Peer Review information Reviewed with the Department Head Department head reviews for consistency across the department Department head works with supervisor on the Achievement Plan until they arrive at a consensus Review by Assistant City Manager April 2007 City of Montgomery, Ohio Page 59 Start Plan Implementation filed Notice of review to Dept. Head generated by CM office Personnel Action Form to Finance Dept. Dept. Head forwards notice to supervisor Process 1, 2, & 3 occur simultaneously to Dept. head for signature Process 1: Review Preparation begins to rate employee on instrument Process 2: Employee Review Preparation Employee completes self assessment on current Achievement Plan and prepares draft plan for upcoming year Employee submits Assessment on current plan and draft Achievement Plan for upcoming year Process 3: Feedback coordinates process Participant feedback submitted to supervisor Feedback meeting held with employees and participants and employee sign off on and employee meet to conduct City Manager approves/denies wage recommendation Dept. head completes Personal Action Form completes evaluation and incorporates input from employee and feedback group NO Draft review with Dept. Head quality review by ACM Pay adjustment recommended? YES

31 Pay for System Each position has an associated range of pay established on the market for each position Staff regularly surveys benchmark communities to obtain market comparability City Council approves adjustments to the pay ranges annually Economic compensation includes merit increases is evaluated annually using the employee s Achievement Plan April 2007 City of Montgomery, Ohio Page 61 Pay for System There are two sets of performance-based compensation guidelines 1) Merit Increase Employees that fall within the pay range established for his/her position receive an overall average performance rating established through the evaluation matrix instrument. The guidelines for applying salary adjustments are determined annually based on funding availability and comparable wage adjustments Increase Guideline = 0% - 6.5% Merit increases are cumulative until the employee reaches the top of his/her pay range. April 2007 City of Montgomery, Ohio Page 62

32 Pay for System 2) Merit Bonus Employees that have reached the top of the pay range receive an overall average performance rating established through the evaluation matrix instrument. They are eligible to receive a performance-based bonus to recognize their performance. The guidelines for applying the bonus are distributed annually Bonus Guideline = 0% - 2% A Merit Bonus is a not guaranteed annually as the bonus is earned each year based on the performance of the employee. April 2007 City of Montgomery, Ohio Page 63 Pay for System The flexibility to set salaries within, above or below one of the percentages is based on the employee s job performance Factors that may impact the placement among the performance categories are: Learning curve of the employee Job size or growth in responsibilities Attitude & initiative The department head is responsible for making recommendations to the City Manager s Office and provide appropriate rationale and justification for pay increases based on performance April 2007 City of Montgomery, Ohio Page 64

33 Pay for System Benefits Rewards those that work hard at their jobs and sends a message to those that do not Rewards employees who go above and beyond Lack of performance = lower or no pay increase A more equitable system for compensating employees than the traditional step raises Based on and not Longevity April 2007 City of Montgomery, Ohio Page 65 Start Plan Implementation filed Notice of review to Dept. Head generated by CM office Personnel Action Form to Finance Dept. Dept. Head forwards notice to supervisor Process 1, 2, & 3 occur simultaneously to Dept. head for signature Process 1: Review Preparation begins to rate employee on instrument Process 2: Employee Review Preparation Employee completes self assessment on current Achievement Plan and prepares draft plan for upcoming year Employee submits Assessment on current plan and draft Achievement Plan for upcoming year Process 3: Feedback coordinates process Participant feedback submitted to supervisor Feedback meeting held with employees and participants and employee sign off on and employee meet to conduct City Manager approves/denies wage recommendation Dept. head completes Personal Action Form completes evaluation and incorporates input from employee and feedback group NO Draft review with Dept. Head quality review by ACM Pay adjustment recommended? YES

34 Employee Meeting The employee and supervisor meet to review performance and collaborate on the final Achievement Plan that will direct the employee during the next year The meeting consists of the: Review of the current Achievement Plan concentrating on accomplishments relative to established goals Review and discussion of the supervisor s appraisal Instrument Review of peer feedback Finalization of the new Achievement Plan Notice of adjustment to salary April 2007 City of Montgomery, Ohio Page 67 Achievement Plan Implementation It is the responsibility of the employee to monitor progress on their individual plan Employees are encouraged to regularly review their plan Employees are encouraged to seek feedback or assistance from their supervisor if they are having trouble achieving their plan Employees may request plan review meetings with their supervisor to assist them with managing and meeting the goals in their plan If external factors make goals unattainable, changes to the plan should be made mutually April 2007 City of Montgomery, Ohio Page 68

35 What did the employees think? Some employees did not like the feedback they received Some supervisors expressed a concern about the length Some employees expressed difficulty creating S.M.A.R.T. goals April 2007 City of Montgomery, Ohio Page 69 Achievement Program Benefits Provides employees an opportunity to define the work to be accomplished Provides employees an opportunity to set deadlines for completion of work Facilitates and encourages planning between employees and their supervisor Creates an environment that focuses on establishing and meeting goals for the organization, the department and for professional growth that are linked together with direction and are not developed individually in a vacuum April 2007 City of Montgomery, Ohio Page 70

36 Achievement Program Benefits Encourages the empowerment of the employee with the opportunity to set goals that develop the direction of the organization Allows the employee to schedule major projects in a way that they can be achieved Provides a more thorough and objective view of employee s performance Requires supervisors to provide quality feedback based on objective criteria Promotes commending good performance April 2007 City of Montgomery, Ohio Page 71 It is Different... and a Little Scary! s were initially intimidated by the process provide training (and retraining) as well as an assistance program for the supervisors 360 feedback process was retooled by employees after one year of use to make it more effective and useful Quality checks developed to ensure effective use of instrument by all supervisors All employees had to be taught how to write goals through a goal training program hold a goal writing training session with front line and supervisory employees Receive regular feedback on instrument and process April 2007 City of Montgomery, Ohio Page 72

37 The Blueprint Higher Performing Higher Organizations Performing Organizations Achievement Program Hiring Process Job Descriptions April 2007 City of Montgomery, Ohio Page 73 Questions? Other Thoughts and Examples? April 2007 City of Montgomery, Ohio Page 74