Management Consulting: Improving Organizational Performance and Delivery of Quality Service
|
|
- Todd Chase
- 8 years ago
- Views:
Transcription
1 Leveraging People, Processes, and Technology Management Consulting: Improving Organizational Performance and Delivery of Quality Service A White Paper Authors: Dr. Greg Mandrake Alan, Executive Coach Asmahan Limansky, Program Manager 11 Canal Center Plaza, Floor 2 Alexandria, VA
2 Introduction The Catapult Technology Management Consulting paradigm is built upon the integration of people, processes, technology, and knowledge. Management Consulting services analyze, customize, and revitalize an organization, thereby optimizing organizational performance and effectiveness. Catapult s methodologies emphasize quality in service delivery by continuous process improvement. Catapult s consulting team is comprised of Subject Matter Experts (SMEs) in organizational development, Federal HR processing, and executive coaching. Catapult applies repeatable principles customized to an organization s specific needs that will improve operations across the board. Improving Organizational Performance and Effectiveness Management Consulting helps organizations develop strategically to improve organizational performance, increase the quality of delivered services, and maximize the use of financial and human resources. Human Resource (HR) processing services focus on an organization s workforce and the organizational systems and processes to support employee benefits, payroll, and career development. Organizational development begins with a viable Corporate Strategic Plan that represents the organization s vision, mission, and goals. Progress toward strategic goals involves examination of how work is performed and how resources and organizational assets are managed. Business Process Improvement and Reengineering (BPI/BPR), coupled with Change Management, ensures organizations evolve in support of the Corporate Strategic Plan. Leadership development activities equip an organization s leadership with the knowledge, experience, and support to effectively improve organizational performance. Executive Coaching offers leads opportunities to reflect on organizational decisions and select strategic and tactical solutions that align the leadership s individual professional objectives with broader organizational goals. Effective leaders communicate the Corporate Strategic Plan as it develops to create an organizational culture that values employee involvement. Human Resource Development offers training, support, and Leadership development activities equip an organization s leadership with the knowledge, experience, and support to effectively improve organizational performance. Page 2
3 rewards at every level of an organization to cultivate a collaborative work environment. To ensure the consistent availability of intellectual capital, Catapult consultants and SMEs also establish a method for the knowledge management to implement organizational routines that support fluid knowledge sharing within and across divisions or departments. This mitigates the interruption or loss of intellectual capital due to attrition. Strategic Planning A strategic plan is an organization s most important management tool. Strategic planning can be a daunting task for many organizations. Effective strategic planning begins with an assessment of the current organizational status and a defined vision of the future status. The strategic plan is the roadmap to guide an organization s leaders to realize that vision. A strategic plan helps an organization s leadership articulate the strategic and tactical decisions required to move the organization forward. A viable strategic plan is practical, actionable, and measurable. It aims to increase the organization s efficiency and effectiveness by focusing resources on key objectives. For the development and implementation of a successful strategic plan, Catapult enables leaders of the organization to:» Identify organization and stakeholders and decision-makers for strategic planning» Facilitate corporate strategic planning retreats» Provide a customized approach to conduct a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis» Define the organization s vision and mission» Establish actionable goals and objectives aligned with the vision and mission» Create policies, plans, and programs to meet goals and objectives» Communicate and promote vision, mission, and goals to all levels of the organization» Provide guidance and support required to implement the tactical and operational goals Catapult s consultants support organizations with product and service innovation by rapidly injecting new ideas and building the right culture and organization that are required. Page 3
4 » Solicit and respond to employee feedback on the operational aspects of the strategic plan» Develop measures to assess the success of strategic goals» Track progress of the implementation through a Corporate Balance Scorecard Catapult helps organizations define the direction that best fits their needs, creates the products or services that fit those needs, and assists in organizing the necessary changes to assure complete and rapid implementation. Catapult s consultants support organizations with product and service innovation by rapidly injecting new ideas and building the right culture and organization that are required. Catapult provides integrated business, technical, and innovation services. Case In Point: Catapult developed the Information Technology Strategic Plan (ITSP) for the Small Business Administration s (SBA) Office of Chief Information Officer (OCIO). The ITSP focused on strengthening SBA s Enterprise Architecture (EA) and linked the OCIO s plans to the organization s framework of vision, mission, and goals. Catapult s consultants conducted one-on-one meetings and cross-functional group sessions to facilitate the strategic planning process. The final product included a strategic plan and a roadmap detailing the steps required to achieve the OCIO goals. The strategic plan and roadmap provided SBA s OCIO with a comprehensive approach to align IT goals with the overall agency, measure implementation and progress, and justify the allocation of resources. Business Process Improvement/Reengineering (BPI/ BPR) Often the only way to enhance organizational performance is to closely examine how work is actually done. How work is performed is mostly shaped by shifting priorities and availability of resources, rather than by determining the most effective processes for achieving organizational goals. Business Process Improvement/Reengineering (BPI/BPR) helps organizations improve performance by redesigning how work is managed and performed to eliminate bottlenecks and redundancies and maximize automation when applicable. BPI/BPR provides organizations with comprehensive As-Is and To-Be business process models to illustrate the necessary changes in man- BPI/BPR allows leaders to select the most cost-effective solutions that can improve the organization s effectiveness and show measureable results, while reducing direct and indirect costs. Page 4
5 ageable terms. BPI/BPR allows leaders to select the most cost-effective solutions that can improve the organization s effectiveness and show measureable results, while reducing direct and indirect costs. Catapult delivers customized BPI/BPR services and conducts surveys, interviews, and focus groups based on established methodologies. Catapult s experienced consultants work to minimize interruptions to the organization s functions and outputs throughout the BPR effort. In order to build commitment throughout the organization, Catapult works closely with stakeholders and SMEs across the enterprise to:» Establish a project baseline plan» Systemically realign processes with organization s mission and goals» Facilitate stakeholder buy-in through involvement and preparation» Develop process models that present a detailed graphical depiction of the As-Is business processes, as well as, the agreed-upon To-Be processes. The process flows represent a comprehensive assessment of business functions and supporting systems» Analyze the gaps between As-Is and To-Be business processes» Recommend long and short-term solutions to maximize the efficacy and efficiency of the organization» Implement the approved cost effective solutions» Define measurable indicators of organizational performance and effectiveness» Track performance measures to clearly identify and evaluate business process improvements Case In Point: Catapult conducted a BPR project for the United States Department of Agriculture (USDA) Rural Development (RD) Budget Division. The BPR effort resulted with a detailed mapping and a thorough analysis of all the Budget Division processes. This study engaged all the Budget Division staff and resulted in the identification of all the issues related to staffing, management, technology, training, and process flows. Catapult s consultants then conducted benchmarking research and brainstorming sessions with the Budget Division SMEs to indentify and prioritize the most cost-effective short-term and long-term solutions to streamline the Catapult s experienced consultants work to minimize interruptions to the organization s functions and outputs throughout the BPR effort. Page 5
6 Budget Division processes. This enabled the RD leadership to defend the approval, funding, and implementation of these solutions. Catapult implemented the majority of the recommended solutions. The Budget Division is currently benefiting from a 50 to 70 percent reduction in the labor hours needed for most processes due to automation, standard operation procedures, and enterprise content management. Change Management Change defines our times. Government agencies are continually adapting to changes in leadership, budgets, workforce, technology, and legislation. Catapult helps organizations respond to current change and adopt a proactive approach to plan for and manage future change. Effective change management reduces costs, minimizes resistance at all levels in the organization, and leads to a continually revitalized organization. Catapult applies a holistic approach to identify and manage the impact of internal and external influences of how an organization conducts business. Catapult s experts plan for change by analyzing the current organizational landscape and developing effective strategies that assist you in developing clear goals and performance measures to guide and support change within and across the enterprise. Catapult partners with an organization s internal resources to:» Create a clear vision with a thorough and careful organizational assessment» Clearly communicate strategic direction, expectations, and responsibilities throughout the organization» Reward and showcase success stories or efforts to change» Assess organizational culture and climate to develop strategies for coping with the stress of change and effectively minimize resistance in the work environment» Design strategies for organizations to anticipate and successfully navigate through transition» Identify existing and imminent changes in business processes, organizational structures, and resources (e.g., funding, leadership, personnel, and technology)» Evaluate planned initiatives to eliminate unnecessary, counter- Catapult helps organizations respond to current change and adopt a proactive approach to plan for and manage future change. Page 6
7 productive, and potentially damaging change» Design and implement flexible strategies while improving business outcomes and maintaining daily operations» Analyze the systemic impact of strategies to anticipate and plan for change throughout the organization» Develop quantifiable performance measures with clear goals, outcomes, and accountability Case in Point: General Service Administration s (GSA) OCIO introduced a new and innovative information technology (IT) infrastructure for IT support services. Catapult provided change management support to ensure successful implementation of the new service delivery model. For example, Catapult consultants developed a communication plan to ensure buy-in from GSA leadership, as well as the user communities. This approach to change management required several campaigns to advertise the new service model, instruct users how to access services, and promote the benefits. To ensure effective change management, Catapult also developed and conducted a customer satisfaction survey to collect user feedback. GSA and Catapult incorporate the feedback to continually align the service model with customer needs and expectations. Leadership development activities aim to create opportunities for leaders to assess, understand, and develop their leadership styles. Leadership Development An organization s leadership defines the future direction of an organization. Effective leadership is critical for an organization to thrive and strategically progress toward the vision and mission. Leadership development enhances leadership skills through evaluation, education, and guided experience. Leadership development activities aim to create opportunities for leaders to assess, understand, and develop their leadership styles to enable them to achieve individual and organizational goals. Leadership Assessment Leadership development begins with an assessment of the leadership team. Assessments provide a solid foundation and common language to effectively discuss their professional development. The results of a comprehensive competency analysis identify behaviors important for Page 7
8 job success and serves to assist an organization s leaders to set individual leadership development goals. Qualified Catapult consultants offer a battery of assessments, analyze individual responses, and interpret results to evaluate individual knowledge, skills, abilities and personal traits and patterns of behavior and thinking. Catapult applies assessment results to tailor leadership training programs and executive coaching experiences to optimize leaders learning and development in several areas:» Leadership skills inventories are 360-degree evaluations that provide leaders with a view of both their current and expected leadership skills from a self, manager, peer, and direct report perspective. This provides leaders with insight into the characteristics and skills that team members value or expect in supervisors.» Personality assessments, such as the Myers-Briggs Type Indicator (MBTI) identify personality traits and interpersonal communication skills to provide a thorough understanding of personal perceptions and assumptions about people and their environments. For example, the MBTI increases a leader s sensitivity to individual personalities and enables them to tailor their guidance accordingly. Insight into personalities facilitates the leader s ability to better align performance appraisals, motivation techniques, and individual expectations.» Learning styles assessments provide insight into leaders strengths and patterns of critical thinking and problem-solving abilities. Understanding learning styles helps to customize learning opportunities for leaders, as well as assist leaders in developing learning opportunities for other team members. Assessing problem-solving strategies promotes innovation and personal value among team members.» Team building- and group dynamics-related assessments identify the roles and behaviors of leaders and other team members in groups. The results help an organization s leadership anticipate and manage its behaviors and expectations, appreciate others unique contributions, and engage fellow team members. Goals developed from this type of assessment help create innovative and proactive solutions to group stagnation, conflict, and miscommunication. Team building activities encourage clear and Catapult applies assessment results to tailor leadership training programs and executive coaching experiences to optimize leaders learning and development in several areas. Page 8
9 open communication within and across work units to increase group and cross-functional performance. Case In Point: Catapult conducted leadership assessments, internally with employees and externally with customers, to manage the company s fast growth in size and magnitude of services. The focus on leadership assessment helped Catapult s executive management identify gaps in leadership talent to strategically recruit and develop a strong leadership team. This transparency and responsiveness to the employee and customer feedback allowed for a stable and proactive approach in managing organizational growth. Leadership Training Leadership training programs provide learning experiences to enhance the performance of experienced and novice leaders and offer aspiring leaders the opportunity to become part of the organization s succession planning. Leadership development training focuses on daily business operations, which fosters a corporate learning culture that ensures recruitment and retention of the right people. Catapult also designs innovative training programs that align organizational and individual objectives to develop, enhance, and reinforce effective executive management skills. Through Leadership Training programs leaders can:» Understand personal leadership and management styles» Design innovative training solutions to help leaders align organizational and individuals objectives» Develop, enhance, and reinforce effective executive leadership and management skills» Develop crisis management skills to navigate and succeed throughout organizational change» Foster a corporate learning culture to ensure leaders recruit, retain, and manage talent» Integration of performance management with your agency s strategic planning, rewards, and succession planning» Design strategies to build teams and a collaborative decisionmaking organizational culture Catapult applies assessment results to tailor leadership training programs and executive coaching experiences to optimize leaders learning and development in several areas. Page 9
10 » Set objectives, review performance, and deliver feedback to guide and support employee effectiveness and performance» Quickly respond to complaints, disputes, or grievances with fair resolutions Executive Coaching As a method of enhancing organizational performance, executive coaching is a critical leadership development tool. Coaching demonstrates an organization s commitment to employees by investing in, and nurturing, experienced as well as novice leaders. Catapult s Executive Coaches guide leaders to discover individual leadership potential; provide the tools to apply lessons learned into daily activities, and, when necessary, help leaders to evolve to other positions within the organization. Catapult s Executive Coaches design opportunities for an organization s leaders to exercise new and enhanced knowledge skills throughout the coaching process. Practice exercises facilitate the growth and development of the skills in a non-judgmental, strictly confidential environment. The coaching environment creates a unique opportunity for initiating an action plan in a safe environment as a precursor to applying new skills to the work environment. Catapult s Executive Coaches cultivate a professional development and improve organizational performance and job satisfaction. Executive Coaching aims to:» Customize leadership development activities to enhance leadership knowledge and skills» Improve organizational performance and effectiveness through strong leadership» Develop a results-oriented organizational culture through leadership» Align individual leadership objective with organizational goals» Retain leadership talent and reduce costs of senior level turnover Executive Coaching creates opportunities for leaders to:» Develop personal leadership strategies to perform at a more optimal level Coaching demonstrates an organization s commitment to employees by investing in, and nurturing, experienced as well as novice leaders. Page 10
11 » Create a mutually beneficial learning environment to increase performance» Model professional behaviors to all levels in the organization to create a positive and productive work climate and culture» Effectively communicate the organization s goals and objectives» Manage individual performance of team members» Solicit employee feedback with a voice in team objectives Case In Point: Through Executive Coaching, Catapult helped the USDA s Budget Division adapt to new leadership and bridge between varying leadership styles. As a result, the unified leadership team successfully navigated through conflicts, clarified expectations, provided guidance, and successfully met the division and agency fiscal year-end deadlines. Communication and Knowledge Management As workforce attrition becomes a reality, government agencies continually struggle to capture and retain knowledge so that employees can access and utilize it. Organizations maintain a competitive advantage through effective knowledge management. Knowledge Management (KM) comprises a range of practices used in an organization to identify, create, represent and communicate knowledge throughout the organization. KM focuses on both explicit knowledge (that which is easily transferable) and tacit knowledge (that which is not easily transferable). KM is based on developmental processes, lessons learned and the general development of collaborative practices. The success of a KM initiative is dependent on constant and consistent communication at all levels of an organization. Communication supports and promotes effective knowledge sharing to decrease confusion, redundancy, and errors. Catapult consultants design guidelines to efficiently analyze, synthesize, and access knowledge. Catapult follows standard methodologies, processes, and tools to identify, capture, categorize and share knowledge. Through a collaborative approach to develop KM strategies and practices, Catapult helps leaders to:» Establish systematic management of intellectual capital» Create organizational routines to support fluid knowledge shar- Agencies continually struggle to capture and retain knowledge. They maintain a competitive advantage through effective knowledge management. Page 11
12 ing within and across business units» Make informed decisions to improve business outcomes» Provide guidelines to efficiently analyze and synthesize knowledge» Put the procedures in place to make institutional knowledge easy for employees to access» Cultivate a knowledge sharing business culture to minimize errors resulting from duplications, contradictions, and misinformation» Develop and document Standard Operating Procedures (SOP) for identification, capture, and distribution of organizational knowledge» Communicate organizational objectives and expectations» Develop, implement, and support knowledge sharing tools to meet the organization s KM needs Case In Point: At the Department of Veterans A high-performing organization Affairs (VA), Catapult led a KM working group in aligns performance expectations developing a KM Strategy to support the entire with organizational goals. VA enterprise. Steps included analyzing opportunities around content requirements, collaborative processes, and KM architectural components (content, processes, roles, etc.). Catapult worked closely with the VA leadership to define a KM governance model, validate the value for VA business community, and refine the final strategy. Finally, Catapult developed an implementation plan to execute the KM Strategy to improve knowledge sharing, leverage communities of practices, and ultimately increase customer satisfaction. Human Resource Development and Training Human Resource (HR) Management is a cornerstone in the foundation of a high-performing organization. In a climate of diminishing resources, it is critical for an organization to invest in programs that help develop the talents, attributes, and competencies of its human resources. Individuals strengths and talents are highly shaped by the extent to which organizational culture supports innovation, creativity, and career development. A high-performing organization aligns performance expectations with organizational goals, communicates expectations continuously to its entire workforce, measures performance Page 12
13 at all levels, and rewards results appropriately. Catapult offers extensive experience in federal, state, and local government HR assessment, development, and training. The customized survey and focus groups services that Catapult provides enable an in-depth HR organizational assessment that covers the various aspects of HR management. Catapult analyzes the assessment results to formulate a business strategy that supports cost-effective and resultsoriented services and products that help to recruit, develop, and retain the best workforce and leadership talent. Catapult consultants work in partnership with an organization s HR Management to:» Conduct an organizational HR assessment» Develop policy and procedure manuals and employee handbooks» Develop and implement HR Information Systems (HRIS)» Develop and implement compensation system and policy» Develop records management capabilities: Recruitment, retention, and separation» Evaluate and select a full range of employee benefits» Develop and implement plans for restructuring, downsizing, outsourcing, position classification, recruitment, and succession planning» Train workforce on new IT systems and To-Be business processes resulting from BPR/BPI efforts» Develop an organizational culture, processes, and programs for employee retention, promotion, and talent management. Catapult s HR SMEs provide the required guidance and tools to:» Conduct training needs assessments using surveys, focus groups, and document analysis» Recommend training programs for employees to acquire new knowledge and skills» Conduct training workshops on teambuilding, conflict resolution, and time management» Develop a performance appraisal process to deliver effective performance feedback Page 13
14 » Develop a rewards system for the recognition of individual and group contributions» Develop performance measures to asses individual and group performance gaps and ensure accountability The above-mentioned programs and services are critical for an organization to achieve transparency and objectivity in the relationship between employees and their supervisors. Investing in employee training programs, setting up clear expectations for individual achievements, using well designed measures to assess performance, and implementing a clearly defined rewards system, enable supervisors to earn the respect and commitment of their staff and ensure a high retention and growth of the organization s HR talent. Catapult s Federal HR Processing SMEs apply experience to provide an array of services to:» Ensure compliance with the Federal HR regulations and guidelines in classification, staffing, recruitment, compensation, employee and labor relations, benefits, retirement, record keeping, personnel actions, and reporting» Establish and manage the processes for large scale recruitment and temporary surge support Federal workforce» Provide expert guidance on Federal HR policy matters» Build Federal HR records management back office system» Design and implement technology solutions to support the Federal HR processes» Provide Federal HR operations and internal customer service support Case In Point: For the Transportation Security Administration (TSA), Catapult provided an array of services including: HR policy and procedures for establishing a 58,000 plus workforce of security screeners; guidance to contractor teams on Federal HR policy matters; and provisioning a temporary, surge support workforce of 200 plus personnel to successfully transform, process, and build TSA s HR records management back office system. Catapult supported the initial hiring of the TSA workforce by providing legacy application support and Federal HR subject matter experts during the initial staffing up phase. For five years after TSA was fully operating at the nation s 429 commercial airports, Catapult provided over 250 qualified personnel to complete the process of bringing TSA into full compliance with Office of Management & Budget (OMB) requirements. Page 14
15 Conclusion Catapult s Management Consulting services emphasize quality in service delivery by continuous process improvement. Our consultants implement strategies that integrate people, processes, technology, and knowledge; improve organizational performance; and maximize the use of financial and human resources. Catapult s Management Consulting services can revitalize your organization s performance and effectiveness in delivering its goods and services to your constituents. For more information about Catapult s Management Consulting practice: Call info@catapulttechnology.com Visit Page 15
16 11 Canal Center Plaza, Floor 2 Alexandria, VA info@catapulttechnology.com QP
HUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT HANDBOOK A USAID MODEL FOR SUSTAINABLE PERFORMANCE IMPROVEMENT
HUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT HANDBOOK A USAID MODEL FOR SUSTAINABLE PERFORMANCE IMPROVEMENT HUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT HANDBOOK October 2010 This document was prepared
More informationLeadership Competency Self Assessment
USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:
More informationHuman Capital Update
Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:
More informationPima Community College District. Vice Chancellor of Human Resources
Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima
More informationBuilding and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP
Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP The Issue Today s market realities offer businesses little choice but to embrace change. Companies in almost every industry
More informationHuman Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014
Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area
More information9/06 10/07 Offerings: 11/28/06 12/1/06, 4/17/07 4/20/07
14.14 Submit a report that details leadership development programs that have been offered or have been engaged in on topics such as delegation, the change process, and conflict management during the twelve
More informationStrategic Plan FY 2015 - FY 2019. July 10, 2014
Strategic Plan FY 2015 - FY 2019 July 10, 2014 Michigan Department of Technology, Management and Budget A great strategy meeting is a meeting of minds. Max McKeown Page 2 Strategic Plan FY 2015-2019 A
More informationDepartment of Human Resources
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational
More informationBusiness Analyst Position Description
Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
More informationRaise Your Voice, Raise Your Skills
ASHHRA s Initiative Raise Your Voice, Raise Your Skills Tool 00 Please fax d Tool to ASHHRA at --77 Attn: Jamie Macander ASHHRA s Initiative Raise Your Voice, Raise Your Skills Introduction Changes are
More informationCareer Development and Succession Planning. Changing Landscape of HR 2012 Conference
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
More informationDoDEA Personnel Center HR Competency Definitions
DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer
More informationPerformance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
More informationInterview Guide for Hiring Executive Directors. April 2008
Interview Guide for Hiring Executive Directors April 2008 Introduction This interview guide has been developed to help the Board of Directors of Big Brothers Big Sisters agencies interview candidates for
More informationHUMAN RESOURCES. Management & Employee Services Organizational Development
Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner
More informationASAE s Job Task Analysis Strategic Level Competencies
ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management
More informationPrepared by: Kate Tarrant Prepared February 3, 2015
STATE POLICY TO PROMOTE EFFECTIVE TEACHING AND LEARNING Discussion Guide: In What Ways do Teaching Condition Support Effective Teachers? Prepared by: Kate Tarrant Prepared February 3, 2015 Please note
More informationHuman Resources Management Program Standard
Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges
More informationIndividual Development Planning (IDP)
Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your
More informationWould I Follow Me? An Introduction to Management Leadership in the Workplace
Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.
More informationTalent Management Leadership in Professional Services Firms
Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3
More informationEffective Workforce Development Starts with a Talent Audit
Effective Workforce Development Starts with a Talent Audit By Stacey Harris, VP Research September, 2012 Introduction In a recent survey of CEO s, one in four felt they were unable to pursue a market opportunity
More informationCourse Descriptions for the Business Management Program
Course Descriptions for the Business Management Program Upon completion of two quarters, students will earn a Professional Certificate in Business Management with a specialization in a chosen area: HR,
More informationHuman Resource Strategic Plan
Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and
More informationA guide to strategic human resource planning
A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall
More informationStrategic human resource management toolkit
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
More informationOak Park School District. Administrator Evaluation Program
Oak Park School District Administrator Evaluation Program Table of Contents Evaluation Purpose...1 Evaluation Timeline...2 Rubric for Instructional Administrator Standard 1...3 Standard 2...5 Standard
More informationHuman Resources Department Strategic Plan
Human Resources Department Strategic Plan 2010-2014 Human Resources Department Table of Contents Executive Summary... 3 Strategic Context University of Regina Planning Framework... 4 Strategic Planning
More informationAlabama Standards for Instructional Leaders
Alabama Standards for Instructional Leaders To realize the mission of enhancing school leadership among principals and administrators in Alabama resulting in improved academic achievement for all students,
More informationReleased December 18 th, 2007
THE TEXAS A&M UNIVERSITY SYSTEM OFFICE STRATEGIC PLAN FY 2008-2012 Released December 18 th, 2007 (Updated as of June 16 th, 2008) Table of Contents Mission and Vision 3 Imperative 1: Customer Satisfaction
More informationHUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management
HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)
More informationSelf Assessment Tool for Principals and Vice-Principals
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
More informationCareer Management. Succession Planning. Dr. Oyewole O. Sarumi
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
More informationDEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
More informationEXECUTIVE BEHAVIORAL INTERVIEW GUIDE
EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the
More informationSAMPLE JOB DESCRIPTIONS
SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant
More informationOnboarding. Design Build Attract
Onboarding Design Build Attract The most critical time in an executive s career is the first 100 days in a new role. Executives promoted or hired into new roles are expected to not only find their way,
More informationChange is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey
January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companies
More informationDefining Human Resources Moving to Strategic HR
Defining Human Resources Moving to Strategic HR P r e s e n t e d b y : S a s k a t c h e w a n S c h o o l B o a r d s A s s o c i a t i o n S c h o o l F o r T r u s t e e s - J a n u a r y 1 7, 1 8,
More informationGuide on Developing a HRM Plan
Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in
More informationU.S. Nuclear Regulatory Commission. Plan of Action Strategic Workforce Planning
U.S. Nuclear Regulatory Commission Plan of Action Strategic Workforce Planning January 19, 2001 Strategic Workforce Planning Plan of Action January 19, 2001 Content Overview This plan of action outlines
More informationNEW YORK STATE SUCCESSION PLANNING
NEW YORK STATE SUCCESSION PLANNING A Guidebook for Local Officials 2015 Environmental Finance Center Syracuse University PREFACE This guidebook is intended to aid local officials in understanding the
More informationRevised Human Resources Strategy
Background Revised Human Resources Strategy WHO is a knowledge-based organization, and depends on a highly skilled, flexible and motivated workforce 1 1. The HR strategy currently in effect, Build One
More informationSuperintendent Effectiveness Rubric*
Public Document 3 Purpose: Outlines the standards that are the foundation for the evaluation. Name of Superintendent: Date: Performance Rating Scale: Distinguished (4) Accomplished (3) standards for most
More informationSOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09. Executive Development and Leadership
1 SOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09 DEPARTMENT: CURRICULUM: COURSE TITLE: Supervision & Management (SMG) Supervision and Management Executive
More informationInterviews management and executive level candidates; serves as interviewer for position finalists.
Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,
More informationCrosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the
Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)
More informationTHE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF
THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF For Evaluation Period Ending: Employee Name: Department: Title: Manager KEY
More informationVA Office of Inspector General
VA Office of Inspector General OFFICE OF AUDITS AND EVALUATIONS Department of Veterans Affairs Audit of Office of Information Technology s Strategic Human Capital Management October 29, 2012 11-00324-20
More informationWORKFORCE AND SUCCESSION PLANNING
2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:
More informationEffectively Managing Change in Your IT Modernization Effort
Leveraging People, Processes, and Technology Effectively Managing Change in Your IT Modernization Effort A White Paper 7500 Old Georgetown Road, 11th Floor Bethesda, MD 20814-6198 Tel: 240-482-2100 Fax:
More informationCareer Map for HR Specialist Position Classification
Career Map for HR Specialist Position Classification General Information This document provides the recommendations within each of the career models for each of the identified HR functions. This includes
More informationBUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors
BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate
More informationREE Position Management and Workforce/Succession Planning Checklist
Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:
More informationSmall Business. Leveraging SBA IT resources to support America s small businesses
Small Business Administration Information Technology Strategic Plan ( ITSP) 2012-2016 Leveraging SBA IT resources to support America s small businesses Message from the Chief Information Officer The Small
More informationCompany Profile. The Flourishing Company. TFC Company Profile rev 11-15-15 1 Copyright 2011-2015 The Flourishing Company. All Rights Reserved
Company Profile The Flourishing Company rev 11-15-15 TFC Company Profile rev 11-15-15 1 Changing the way people experience work to create a workforce that s alive! The Flourishing Company is a workplace
More informationCourse Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky
Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students
More informationDepartment of Human Resources
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational
More informationRevised Body of Knowledge And Required Professional Capabilities (RPCs)
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
More informationmysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT
mysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT mysap ERP: YOUR INDUSTRY. YOUR BUSINESS. YOUR FUTURE. mysap ERP is the world s most complete solution to support the foundation of your business, enabling adaptive
More informationThe Changing Role of Human Resources/Assessment Professionals: Adding Value in the New Organization
The Changing Role of Human Resources/Assessment Professionals: Adding Value in the New Organization David A. Dye, Ph.D. Presentation to: International Personnel Management Association Assessment Council
More informationEvaluate. Execute. Excel. Facilities Management Evaluation Program
E Evaluate. Execute. Excel. Facilities Management Evaluation Program Why consider the FMEP? The Facilities Management Evaluation Program (FMEP) is a highly customized, personally tailored evaluation process
More informationSection Three: Ohio Standards for Principals
Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process
More informationServices Provided. PO Box 5057 Amman 11953, Jordan Telefax: + 962 6 585 12 19 info@shareek-hr.com www.shareek-hr.com
At a time when service-oriented businesses are fast outnumbering all other types of businesses, more and more organisations are citing human resources as their number one asset. Having said that, it only
More informationthe Defence Leadership framework
the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in
More informationHR Strategic Plan 2015-2019
HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction Set of steps triggered by an
More informationStandards for Advanced Programs in Educational Leadership
Standards for Advanced Programs in Educational Leadership for Principals, Superintendents, Curriculum Directors, and Supervisors NATIONAL POLICY BOARD FOR EDUCATIONAL ADMINISTRATION Published January,
More informationJanuary 2014. City of Brantford Human Resources Master Plan
January 2014 City of Brantford Human Resources Master Plan The roadmap below represents approximate timing associated with implementation of key initiatives and activities over the life of the plan Time
More informationHRS Strategic Plan 2011-2014
HRS Strategic Plan 2011-2014 Aligning HRS Vision and Mission with core UNCG values of Inclusiveness, Collaboration, Sustainability, Responsibility, Transparency Table of Contents HRS Strategic Plan Background...
More informationStrategic Plan 2013 2017
Plan 0 07 Mapping the Library for the Global Network University NYU DIVISION OF LIBRARIES Our Mission New York University Libraries is a global organization that advances learning, research, and scholarly
More informationWHITE PAPER: How to Tackle Industry Challenges?
WHITE PAPER: How to Tackle Industry Challenges? Introduction Human Resources (HR) teams came into existence, during the industrial revolution, for the purpose of manpower planning. HR professionals have
More informationSUCCESSION PLANNING AND MANAGEMENT GUIDE
SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland
More informationAchieving Business Analysis Excellence
RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189
More informationHuman Resources Department 203.6 FTE s
27 Human Resources Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation,
More informationPERFORMANCE MANAGEMENT ROADMAP
PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize
More informationHuman Resources and Education Functional Leadership Plan
Human Resources and Education Functional Leadership Plan SIGNED Vicki A. Novak Associate Administrator for Human Resources and Education 5/5/00 Date SIGNED Dr. Daniel R. Mulville Associate Deputy Administrator
More informationInternal Audit. Audit of HRIS: A Human Resources Management Enabler
Internal Audit Audit of HRIS: A Human Resources Management Enabler November 2010 Table of Contents EXECUTIVE SUMMARY... 5 1. INTRODUCTION... 8 1.1 BACKGROUND... 8 1.2 OBJECTIVES... 9 1.3 SCOPE... 9 1.4
More informationDoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change
DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS Leading Change Definition: This core competency involves the ability to bring about strategic change, both within and outside the organization,
More informationSTRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS
STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS FROM THE VICE PRESIDENT It is my pleasure to share the University of Houston Division of Student Affairs and Enrollment Services 2013-2017 Strategic
More informationSuccession Planning Process
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
More informationCompetency Requirements for Executive Director Candidates
Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives
More informationMobilizing Your Workforce
2015 Talent MobiliTY Research Report Mobilizing Your Workforce Understand, Develop and Deploy Talent for Success www.lhh.com 1 Table of Contents Executive Summary...3 Introduction...4 About Our Study...4
More informationManagement and Productivity
A1A02: Committee on Management and Productivity Chairman: Barbara Martin Management and Productivity STEVE WILCOX, New York State Department of Transportation BILL STRINGFELLOW, Colorado Department of
More informationStudents Association of Mount Royal University Strategic Plan 2014-18
Students Association of Mount Royal University Strategic Plan 2014-18 Contents Purpose... 3 Background... 3 Process & Methodology... 3 Mission, Vision, Values, Beliefs... 4 SAMRU Values & Beliefs... 5
More informationThe IIA Global Internal Audit Competency Framework
About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the
More informationHRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition
HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 3rd edition . Human Resource Management Rapid Assessment Tool Copyright 2005, renewed
More informationThe following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,
More informationU.S. Department of Justice. Mission First...Linking Strategy to Success
U.S. Department of Justice Mission First...Linking Strategy to Success Department of Justice Human Capital Strategic Plan 2007-2012 Table of Contents Foreword.......................................................................1
More informationGlobal Human Capital Development
139 Hitachi s Approach As the role of corporations expands with respect to global social issues like the environment, poverty, and human rights, Hitachi seeks to address the needs and values of its diverse
More informationState of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008
State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic
More informationDEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT
DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT Results That Matter Sustained Impact for You, Your Business and the World. What matters most to you? How individuals thrive,
More informationHuman Resource Secretariat Business Plan 2011-12 to 2013-14
Human Resource Secretariat Business Plan 2011-12 to 2013-14 September 2012 I II Message from the Minister As the Minister of Finance, President of Treasury Board and Minister responsible for the newly
More informationDivision of Human Resources. Strategic Plan For a Culture of Excellence
Division of Human Resources Strategic Plan For a Culture of Excellence TABLE OF CONTENTS INTRODUCTION... 2 DEPARTMENTAL MISSION STATEMENT ALIGNMENT... 4 HUMAN RESOURCES STRATEGIC DIRECTIONS... 5 HR STRATEGIC
More information2015-2018 Human Resources Strategic Plan
2015-2018 Human Resources Strategic Plan Welcome to the 2015-2018 Human Resources Strategic Plan. The purpose of this plan is to stabilize and modernize the Human Resources system (people, processes, organization)
More informationPerformance Management. Date: November 2012
Performance Management Date: November 2012 SSBA Background Document Background 3 4 Governance in Saskatchewan Education System 5 Role of School Boards 6 Performance Management Performance Management Overview
More informationDeloitte and SuccessFactors Workforce Analytics & Planning for Federal Government
Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government Introduction Introduction In today s Federal market, the effectiveness of human capital management directly impacts agencies
More informationStrategic Development of Internal Leaders Competency Based Development Goals and Activities
General Leadership Competencies Strategic Development of Internal Leaders Competency Based Development Goals and Activities - SAMPLE - Sample Specific Development Goal Sample Development Action (s) (the
More informationCareer Map for HR Specialist Advanced Leader
Career Map for HR Specialist Advanced Leader General Information This document provides the recommendations within each of the career models for each of the identified HR functions. This includes training,
More informationThriving in the New Normal for Tax Administration
Experience the commitment ISSUE PAPER Thriving in the New Normal for Tax Administration This paper discusses how tax agencies can identify specific revenue collection initiatives and begin to build the
More information