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Simply put..
A conceptual model based on state-of-the-art processes/procedures or guidelines to help organizations:
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develop workforce required to execute business strategy characterize maturity of workforce practices set priorities for improving the level of knowledge, skills, and process abilities available to the organization integrate improvements in process and workforce become an employer of choice
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Continuous Capability Improvement Competency based assets Mentoring Competency Development Competency Analysis Training and Development Competency Integration Empowered Workgroups Workgroup Development Participatory Culture Communication & Coordination
Workforce Planning
Staffing
Maturity Framework
Continuously improving practices Measured and aligned practices Tailored practices Managed practices
Level 5 Optimizing
Capability management
Level 4 Predictable
Team management
Level 3 Defined
Level 2 Managed
People management
Competence management
Level 1 Initial
Focus
Capability and Performance continually improved. Capability is managed quantitatively and the Organization exploits its opportunities in its competency framework Organization develops a framework of workforce competencies required to accomplish its business objectives
2 Managed 1 Initial
Level 1 Initial
Level 2 Managed
Level 3 Defined
Level 4 Predictable
What is an Assessment?
Through trained team of 4 - 8 experienced professionals Questionnaire responses used on current practices Review of documents done Interviews with:
Assessment Principles
1) 2) 4) 5) 6) 7) Start with a reference model Involve senior management as sponsor Focus on sponsor s business goals Observe strict confidentiality Approach assessment collaboratively Focus on actionable findings
Confidentiality of Data - 1
Accuracy of assessment results depends on: ability to speak freely no fear of retribution key factor for open communication is confidentiality All assessment information is confidential: questionnaire responses document reviews interviews with assessment participants discussions among assessment team members
Confidentiality of Data - 2
Confidential information will not be discussed with anyone outside the assessment team All assessment results will be presented without attribution to individuals or workgroups Assessment participants agree not to discuss information they learn from assessment confidential meetings with anyone other than the assessment team
Actionable Findings
Findings crafted for improvement actions Findings for which actions cannot be taken should be dropped Assessment should be followed immediately by: strategic decisions on issues to be addressed action plans
Assessment Phases
Preparing Surveying Assessing Reporting
Month 1 Month 2 Month 3 Month 4 Month 5
Tuesda
Interview process owners Consolidate process owner data Follow-up interviews Interview managers Consolidate manager data
Wednesda
Workforce discussions Consolidate workforce data Develop preliminary findings Prepare findings briefing
Thursda
Review with Legal Review with process owners Review with managers Review with workforce Revise findings Complete briefing
Frida
Present findings Debrief sponsor Wrap-up assessment
Reporting Tasks
Complete final report eport re
Month 5
lt
Assessment Participants
Sponsor: executive or senior manager publicly supports process improvement activities receive Final Findings Briefing and Final Report Process owners: participate in interviews review draft findings Managers: participate in interviews review draft findings Non-managers/Individual contributors: participate in workforce discussions review draft findings
Assessment Team
Composition: SEI-authorized Lead Assessor at least 1 member from assessed organization 3-7 additional members Desirable members: person responsible for workforce improvements Member involved in quality aspects in organization Ineligible members: middle and senior managers managers of assessment participants
Usually, but not always, the Lead Assessor: Lead Assessor always responsible for overall assessment must act as coach if not team leader Assessment responsibilities: verify assessment team meets qualifications and requirements conduct assessment team training use SEI-authorized materials ensure process fidelity and quality during assessment submit reports to the People CMM Assessment Repository
Combined experience: 25 yrs. - business competencies of assessed organization 10 yrs. - management Individual experience: 5 yrs. - business competencies of assessed organization 6 yrs. - management (at least 1 member) 5 yrs. - Human Resource or equivalent (at least 1 member) completed 3-day Mastering the People CMM completed 2-day People CMM Assessment Team Training Responsibilities: must attend ALL assessment team activities must be on-time must participate actively
Team Roles 1
Site Coordinator: arrange site logistics organize site activities and people assist Lead Assessor Survey facilitators: arrange survey logistics monitor survey administration Librarian: collect and organize documents for review manage document checkin-checkout during assessment dispose of documents
Team Roles 2
Key Process Area Mini-team: focus on selected Key Process Areas throughout assessment organize data and develop observations develop findings evaluate practices and goals Session facilitator: manage conduct of session manage progress through script Recorder: capture notes from session for interviewer make list of requested documents
Team Consensus
Assessment results emerge from the team s knowledge of the: assessed organization People CMM assessment method Each assessment team member must agree to the team s findings: consensus objectivity
Consensus
Consensus finding an acceptable outcome that: all team members can support no team member opposes: can live with the decision do not feel coerced do not feel the decision is wrong can support the decision publicly after they leave the room maintains team integrity and mission focus Consensus is not: unanimous vote may not reflect everyone s first priorities majority vote minority must be content with outcome making all team members totally satisfied
2 different questionnaires: manager - what practices do you perform individual contributor - what practices do you experience 3 types of questions: general information and demographic questions organizational and workgroup effectiveness practices grouped by Key Process Area Within each Key Process Area: introductory paragraph setting context definitions of terms used in the questions space for comments
Balance the sample by proportionally representing: major organizational components (division, department, etc.) work groups grade or level job type or category type of work or project years of professional or organizational experience gender, or other important individual characteristics Invite survey participants early: block calendars time to replace those who decline
Survey Administration
Administer in large groups (e.g., cafeteria): ample writing space free of distractions survey facilitators must be able to move among participants Open with assessment participant s briefing: explain the People CMM explain assessment process explain confidentiality Individual administration: only as last resort survey facilitator available by phone
People CMM questionnaires are not: a test an introduction to the People CMM the basis for a maturity rating Encourage: questions about terminology writing comments responding don t know when appropriate Survey results are only one input to the assessment process
Team members individually: review aggregate responses note response patterns and comments Key Process Area mini-teams: consolidate results into observations take notes for use in scripting interviews identify additional information needed Entire assessment team: reviews trends across Key Process Areas agree to areas of special focus
Comments: Training was provided too late to be useful on my job Training was too generic unrelated to our applications Mentoring by senior programmers helped more than classroom training By the time the training was provided I had transferred to another project and needed knowledge of a different application Why doesn t someone train my manager? Training helped greatly, could have used more Training came too late to help, I had to learn it all on my own I didn t have time to take training based on our tight project schedule
Items to review for each question: mean, mode, and standard deviation % responses to the 2 most favorable categories % responses to the 2 least favorable categories % responses of don t know volume and content of comments made by participants how responses compare to those on similar questions how responses compare between manager and non-manager questionnaires What to look for: clear strengths or weaknesses inconsistent response patterns that need clarification issues facing the organization
ST.AC.10
58% of the respondents indicated they had little or very little involvement in staffing processes.
B.J. W
CP.AC.1
64% of managers indicate they do not understand the compensation strategy many comments questioned its existence.
Mgr. Ques. #52 D.T.
Reviewing Documents
When: week prior to first day of Assessing Phase as needed during Assessing Phase Issues: are practices documented? are the documented practices performed? is there adequate infrastructure to support the practices? Types: organizational level unit level individual level
Purpose: establish requirements for what should be done establish commitment for doing it identify constraints on how practices should be performed Examples: policies strategic and operational plans definition of roles and procedures training plans for those responsible for performing practices defined, organization-wide workforce management processes competency analyses and profiles analyses of organizational trends in practices salary surveys
Purpose: define procedures to be used in a unit establish plans for performing practices capture results of performing practices within a unit Examples: selection procedures staff meeting notes showing communication of events unit performance goals or criteria training or competence development plans compensation plan for unit orientation procedures for new members of the unit definitions of decision-making procedures records of team-building activities
Purpose: individualizes the performance of a practice documents results of applying a practice provides guidance Examples: evaluation forms from a selection process individual development plan completed performance appraisal form notification of salary adjustment announcement of a reward or recognition career plan team performance goals or criteria tracking of personal performance data
Interviewing
3 types of tasks: scripting interviews conducting interviews consolidating data 4 types of sessions: process owner interviews manager interviews workforce discussions follow-up interviews (optional)
Seating: interviewer needs good eye contact with all interviewees interviewees need to hear and see each other as well as the assessment team members assessment team members should be seated intermingled with interviewees Interview management: may start with open discussion, if desired interviewer asks questions draw out those interviewees who are silent keep individuals from dominating the discussion move discussion to new topics when little new information is emerging
Follow-up Interviews
When do you hold a follow-up interview? when there are holes in Key Process Area coverage to clarify previous information or resolve inconsistencies to understand specifics on a particular topic include an opinion leader that was inadvertently left out to include someone who missed a scheduled interview When: during openings in schedule before or after hours during lunch at beginning of findings generation
Interview Management
Keep the interview focused and progressing Tangents: can provide information not available any other way, but need to be controlled by interviewer Orient interviewee to the questions: indicate topic changes - I now want to ask some questions about when interviewee digresses, gently lead them back to the path keep interviews from appearing unstructured
Question Categories
Open ended questions: does not presuppose the answer provides opportunity to express ideas and concerns allows spontaneous, unstructured responses Direct questions: may presuppose the answer asks for specific information Meta questions: questions about questions used to guide the interview process
Open-Ended Questions
Would you please describe how you staffing is performed in your unit? Would you please describe how you handle unsatisfactory performance? Would you please describe how compensation decisions are handled in your unit?