Developing Human Capital in Your Organization

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• Developing Human Capital in Your Organization

Tom Huberty Senior Quality Engineer
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Are your employees ready for peak performance?
Pikes Peak, Colorado
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We will cover the following during this
presentation

• Workforce Focused terms, core values and
  concepts
• My most recent experience as an application
  writer
• Review of Best Practices related to Category 5
  (Workforce Focus) with linkage to performance
  excellence in the other Baldrige categories
• Map examples in the winning Baldrige
  applications
• Develop a list of workforce approaches that
  answer the criteria and an action plan for
  documenting and communicating this information 
• Provide tools (or worksheets) for addressing
  leading edge issues in Workforce Focus
• Consider some future directions for workforce
  approaches.

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Workforce-Focused Terms

• Workforce
• Workforce Engagement
• Workforce Enrichment
• Workforce and Leader Development
• Assessment of Workforce Engagement
• Workforce Environment
• Workforce Capability
• Workforce Capacity
• Workforce Climate

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Core Values and Concepts
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My Journey/Methodology

• Wrote the organizational profile
• Mapped organizational workforce cycle against
  flow of Baldrige criteria
• Downloaded selected application summaries from
  NIST website http//baldrige.nist.gov/Contacts_Pro
  files.htm
• Conducted the research necessary to understand
  workforce processes
• Read application summaries, highlighting those
  practices that resonated with the organizational
  profile
• Introduced benchmarked ideas into the
  organization for implementation
• Wrote the application with the application team
• Sent off the application to Baldrige and state
  level organizations
• Site visit at the state level last month

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Workforce Linkage through the Baldrige Criteria
Organization Profile
Leadership
Strategic Planning
Workforce Focus
Item 7.4 Workforce Results

• Culture
• Mission, Vision, Values
• Employee Segments
• Technologies
• Strategic Challenges

5.1 Workforce Engagement 5.2 Workforce
Environment
Deployment of leadership messages to the
workforce
HR Plans to accomplish strategic objectives and
action plans
Levels, trends, comparisons of workforce
engagement, capability and capacity, and climate
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Selected Baldrige-winning Summaries
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Baldrige Winners Exemplary Practices

• Karlee
• Core Values
• Team member growth and development
• Encouragement and recognition
• A clean and safe environment
• Mutual trust, honesty and respect
• Social responsibilities

• Ritz-Carlton Hotel Co.
• We are Ladies and Gentlemen serving Ladies and
  Gentlemen
• Three Steps of Service
• The Basic Empowerment Process
• Daily Line-up
• Skilled and Empowered Work Force Operating with
  Pride and Joy

• OMI
• Most employees are inherited when OMI takes over
  the contract to operate the wastewater treatment
  facilities and its OMIs policy to retain as many
  former employees as possible. When starting a new
  project, OMI brings former municipal employees,
  now OMI associates to ease the transition
• Obsessed with Quality process is cultural basis
• At OMI, associates are paid to think.

• Branch-Smith Printing Division
• Process-mapped culture with strong Christian
  values
• Pre-employment screening tool for assessing
  attitudes of job candidates regarding integrity,
  responsibility, and work ethic
• Detailed orientation plan
• Best employee satisfaction among the 13
  organizations with employee satisfaction mapped
  by various areas linking improvements to
  productivity

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Pals Sudden Service

• Video

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borders as your system performance will allow
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Baldrige Winners Exemplary Practices

• Caterpiller Financial Services
• Living our shared values program We are people
  of integrity who respect and care for others in
  our workplace and our world. We are driven by the
  freedom and responsibility to exceed expectations
  of those we work with and serve.
• Six sigma culture with very well-defined planning
  process
• Employee Performance Management System

• Boeing Aerospace Support
• Second Baldrige for David Spong (First-C17)
• The Leadership System is a wonderful model that
  walks the examiner around a wheel beginning with
  setting stakeholder requirements and expectations
  to set and communicate direction. The system, or
  wheel also includes Planning, performance,
  rewards and recognition and organizational and
  employee learning

• Monfort School of Business
• High touch, wide tech, professional depth is the
  underpinning of the HR plans and work system
• Reward and recognition program
• Extensive employee education in career
  development, technology training, and continuous
  improvement
• Staff survey results commendable

• Sunny Fresh Foods
• Second Baldrige Award
• Crosby-based Quality Approach-4 Absolutes
• Continuous Improvement training for all
• Superlative recognition and reward process, both
  formal and informal linked to core values
• Sunny Fresh University
• ESL classes as well as Spanish classes

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Baldrige Winners Exemplary Practices

• DynMcDermott
• Profit-sharing based on DM performance fee
• New employee orientation addresses key
  organizational needs with operations,
  requirements and responsibilities at the SPR
• Performance Improvement training JIT by employees
  trained in six sigma
• 3-year Managers to Leaders development plan
• Workplace preparedness training with drills

• Park Place Lexus
• High performance Work System which links vision,
  mission, goals to leadership system, strategic
  planning to drive member engagement for
  alignment, growth, and performance
• Initiative/empowerment/flexibility/innovation
• English and Spanish
• Foundations-3 days of employee orientation
• 30-day training feedback report/Q12 results

• North Mississippi Medical Center-
• Servant Leadership
• Placing employees in the center reflects our
  realization of the importance of a motivated,
  engaged, workforce in accomplishing our mission
  and ensuring a sustainable organization
• PEOPLE drive everything
• Hiring Process
• Leadership Development Succession Planning

• MESA Products
• Senior leadership System for setting, creating
  environment, deploying and communicating
• HR Plans Training plans, employee performance
  review process, hiring and retention plan, and
  comp/benefits review process
• President owns HR system Right people, right
  skills in right jobs to support our customers

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Item 5.1-Workforce Engagement

• Workforce Enrichment
• Key factors affecting workforce engagement-Park
  Place Lexus
• Organizational culture-North Mississippi Medical
  Center
• Workforce performance management
  system-Caterpiller
• Workforce and Leader Development
• Workforce Development-Pals Sudden Service
• Leader Development-Caterpiller/Boeing
• Assessment of Workforce Engagement
• Assessing Workforce Engagement-Branch-Smith
• Relating assessment findings to key results in
  Category 7 to identify opportunities for
  improvement-MESA and Montfort

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5.2 Workforce Environment

• Workforce Capability and Capacity
• Assess workforce capability and capacity needs
  including skills, competencies, and staffing
  levels-North Mississippi Medical Center
• Recruiting, hiring, placing, and retaining new
  employees-Branch-Smith
• How do you manage and accomplish the work of your
  organization-Ritz-Carlton Hotel Company Karlee
• How do you prepare for changing capability and
  capacity needs? Minimize workforce reductions?
  OMI
• Workforce Climate
• Ensure and improve workplace health, safety, and
  security-DynMcDermott
• Support for workforce via policies, services, and
  benefits-North Mississippi Medical Center

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Adapting Caterpillers Performance and
Development Process
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Knowledge Skills Retention Tool
Worse case scenario if we lose the FTE (How do we
still get the job done?)
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The Evolution of Workforce Focus
13 Baldrige Winning benchmarks out of 36
possible winning companies since 1999
Future Best Practices -Results Only Work
Environment (ROWE) -Talentship Decision
Science Dave Ulrichs Talent Trifecta
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HC Bridge Framework and 7 Key Questions
Anchor Points for Talentship
Linking Elements
Key Questions
Baldrige Items
Sustainable Strategic Success
How do we intend to compete and defend?
Cat 2/3.1
Impact
Resources and Processes
What must we build, execute, and protect?
Cat 2/6
Cat 1/Cat 2 HR Plans/Cat 5
Organization and Talent
What roles and structures must we improve?
Interactions and Actions
How do individuals need to behave and cooperate?
Cat 5
Effectiveness
What characteristics must employees have
collectively and individually?
Cat 1/5
Culture and Capacity
Policies and Practices
What programs and activities must we implement?
Cat 5/6
Efficiency
What resources must we acquire and how should we
allocate them?
Cat 2 HR Plans Cat 5
Investments
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Ulrichs Talent Trifecta

• Writing in Workforce Management-September 10,
  2007
• Competence, commitment, and contribution are the
  three essential ingredients for the science of
  acquiring talent
• Right skills, right place, right job.
• Create competence standards by turning future
  customer expectations into present employee
  requirements
• Assess individuals and organizations
• Invest in talent improvement The killer bees
  (my term) buying, building, borrowing, bounding,
  bouncing, binding
• Follow up and track competence
• Get commitment
• Help employees find abundance by contributing-the
  personal fulfillment and meaning we seek in life
  (Connects with Item 5.1 Workforce Engagement)

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Summary

• Mine the Baldrige winners for hints on models to
  adapt to your organization
• Be a strategic partner to your organization in
  seeking the Baldrige-winning approaches/models by
  adopting and adapting them in your organization
• Do you want to get better? Win? Or at least
  attract the attention of the examiners?
• If you choose a measure from the best practice
  checklist, ask you, What relevance will that
  metric have to the senior leaders or others in
  the organization?
• Thank YOU.
• Tom Huberty
• BAE Systems
• Thomas.huberty_at_baesystems.com
• 612-801-2847