Attachments for Conference Notebook

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Attachments for Conference Notebook
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Executive Action Commitment Card
Leadership

• Follow these steps to take meaningful action
  regarding your Federal Human Capital Survey
  results.

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Executive Action Commitment Card
Leadership

• Below are the items from the Federal Human
  Capital Survey under the driver of Leadership

Q36 I have a high level of respect for my
organizations senior leaders. Q37 In my
organization, leaders generate high levels of
motivation and commitment in the workforce. Q38
My organization's leaders maintain high standards
of honesty and integrity. Q39 Managers
communicate the goals and priorities of the
organization. Q40 Managers review and evaluate
the organization Q51 Managers promote
communication among different work units (for
example, about projects, goals, needed
resources). Q54 How satisfied are you with your
involvement in decisions that affect your
work? Q55 How satisfied are you with the
information you receive from management? Q57 How
satisfied are you with the policies and practices
of your senior leaders?
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Your Role as a Leader ALIGNMENTConsistency
Between Practices and Alignment Toward Goals

• Assess the extent to which your current practices
  enforce or hold back employee engagement and
  performance in the workplace.
• Remove barriers and reinforce best practices
• Strategy Do your managers understand how
  employee engagement is an integral part of your
  overall mission objectives and strategy?
• Systems What processes, policies, and procedures
  (e.g., performance measurement, development,
  promotion) enforce or hold back your ability to
  manage people well?
• Structure Do your organizational structure and
  key decision- makers support this process?
• Shared Values What values support your human
  capital strategy? Who is demonstrating these
  values? How are they doing this? What values may
  hold you back?

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Your Role as a Leader COMMUNICATIONOngoing
Guidance and Two-Way Dialogue

• Continuity Keep everyone informed on a
  continuous basis
• Bureau-wide communication plan
• results next steps expectations best
  practices progress
• Two-way dialogue surface issues beyond managers
  local control
• review parking lot issues (escalate through
  hierarchy, systems, etc.)
• Consistency Ensure all signals people receive
  through both communications (what you say) and
  behaviors (what you do) are in sync with what you
  are trying to accomplish
• Conduct action planning with your management
  team.
• Set expectations and follow through with all your
  managers.

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Engaging Employees at All Levels Ensures
Continuity and Enhances Consistency

• Organization those long standing, nagging
  organizational barriers that prevent and hinder
  engagement that would otherwise occur
• Team critical and most important aspect to
  driving engagement
• Individual focus on the depth and quality of
  the relationship between manager and employee,
  our research suggests that using a persons
  strengths is the most effective way to harness,
  grow and develop to excellence

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Your Role as a Leader ACCOUNTABILITYBuilding a
Strength-Based Organization

• Ensure ownership and accountability for the
  managers critical role in turning talent into
  performance
• Identify and measure workplace excellence.
• Identify links between FHCS and other performance
  metrics.
• Balance accountability create desirability for
  high performance make it undesirable to have low
  performance.

Citizen Satisfaction
Retention
Budget
Engagement
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Combating Organization Wide Barriers

• Not everything that impacts employee engagement
  is controllable by the workgroup
• After a few waves of surveys, the local issues
  have largely been addressed
• While there are certainly still local issues to
  deal with, and new managers/employees, by this
  time the remaining issues are primarily barriers
  at the organizational level

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Five Root Causes of Organization-wide Barriers
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Implementing a Communication Plan

• Key messages in communication plan with managers
  and employees
• Explain the purpose
• Reinforce confidentiality
• Emphasize the importance of hearing everyones
  opinion
• Pledge that results will be used
• Show Leadership commitment
• Use existing vehicles as much as possible
• Staff meetings (all levels)
• Bureau newsletters
• Internal web sites
• Bulletin Boards
• Broadcast Voicemail messages

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Implementing a Communication Plan(continued)

• High levels of buy-in will depend on extensive
  communication
• Repeated messages
• Multiple sources
• Build local champions with clear accountability

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Taking Action

• Activities all leaders should do within their
  Bureau around employee engagement
• Share results with your management team and
  develop Action Plans within 3 weeks
• Action plans should focus on 2-3 areas with at
  least one area of opportunity for improvement
  selected and one area of existing strength
• Call an All Hands Meeting within this quarter to
  share results, including future plans
• Schedule a follow-up management meeting within 4
  months to check on progress

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Sample Action Planning Grid
Question
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Sample Unworkable Action Plan
Question
Managers/supervisors/team leaders work well with
employees of different backgrounds.
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Sample Workable Action Plan
Question
Employees have a feeling of personal empowerment
with respect to work processes.