Measurement, Analysis, and Knowledge Management Workforce Focus Process Management Results

1
- Measurement, Analysis, and Knowledge
Management- Workforce Focus- Process
Management- Results

• Key Processes
• Key Data/Information tables
• Narratives
• Graphs

2
Key Process Application Shell, Figure 4.1-1
Selecting, Collecting, and Analyzing Measures

• Item 4.1 Measurement, Analysis, and Improvement
  of Organizational Performance
• Things to consider when developing a Selecting,
  Collecting, and Analyzing Measures Process
• Are some measures required (regulatory, higher
  levels of the organization)?
• What are the basic steps for identifying new
  measures?
• Who approves measures?
• Once approved how are new measures implemented?
• Are measures collected manually?
• How are measures aggregated and analyzed?

3
Key Process Application Shell, Figure 4.1-1
Selecting, Collecting, and Analyzing Measures

• Item 4.1 Measurement, Analysis, and Improvement
  of Organizational Performance
• Example Figure 4.1-1 Selecting, Collecting, and
  Analyzing Measures

4
Key Process Application Shell, Figure 4.1-1
Selecting, Collecting, and Analyzing Measures

• Exercise 10 minutes
• Process
• Begin with table from the Application Shell
• Review Criteria to identify general types of
  measures to include in your figure
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Provide information to fill in as much of the
  figure as possible
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

5
Key Table Application Shell, Figure 4.1-2
Selecting Comparative Data

• Item 4.1 Measurement, Analysis, and Improvement
  of Organizational Performance
• Things to consider when developing a Selecting
  Comparative Data process
• What types of places do you compare performance
  to VA averages, VA best, industry averages,
  industry best, benchmarks inside and outside of
  industry?
• Does your organization identify the comparative
  information or does a higher level of the
  organization identify the comparative data?
• How does your organization utilize comparative
  data?

6
Key Table Application Shell, Figure 4.1-2
Selecting Comparative Data

• Item 4.1 Measurement, Analysis, and Improvement
  of Organizational Performance
• Example Figure 4.1-2 Selecting Comparative Data

7
Key Table Application Shell, Figure 4.1-2
Selecting Comparative Data

• Exercise 10 minutes
• Process
• Begin with table from Application Shell
• Brainstorm questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can focus on
  KEY events
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

8
Key Table Application Shell, Figure 4.1-3 Key
Organizational Measures to Support Decision-making

• Item 4.1 Measurement, Analysis, and Improvement
  of Organizational Performance
• Things to consider when developing a Key
  Organizational Measures to Support
  Decision-making
• What are your key measures at multiple levels of
  the organization unit level, key process level,
  departmental, organizational
• What key metrics does your organization review
  each morning, each week?
• Who reviews key metrics?

9
Key Table Application Shell, Figure 4.1-3 Key
Organizational Measures to Support Decision-making

• Item 4.1 Measurement, Analysis, and Improvement
  of Organizational Performance
• Example Figure 4.1-3 Key Organizational Measures
  to Support Decision-making

10
Key Table Application Shell, Figure 4.1-3 Key
Organizational Measures to Support
Decision-making

• Exercise 10 minutes
• Process
• Begin with table from Application Shell
• Brainstorm questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

11
Key Table Application Shell, Figure 4.2-1
Keeping Data and Information Reliable, Timely,
and Secure

• Item 4.2 Management of Information, Knowledge,
  and Information Technology
• Things to consider when developing a Keeping Data
  and Information Reliable, Timely, and Secure
  table
• What things are done nationally?
• What things are built into the software systems?
• What things are done locally?
• What about data and information that are in
  hardcopy form?

12
Key Table Application Shell, Figure 4.2-1
Keeping Data and Information Reliable, Timely,
and Secure

• Item 4.2 Management of Information, Knowledge,
  and Information Technology
• Example Figure 4.2-1 Keeping Data and
  Information Reliable, Timely, and Secure

13
Key Table Application Shell, Figure 4.2-1
Keeping Data and Information Reliable, Timely,
and Secure

• Exercise 10 minutes
• Process
• Begin with table from Application Shell
• Brainstorm questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

14
Key Table Application Shell, Figure 4.2-2
Managing Organizational Knowledge

• Item 4.2 Management of Information, Knowledge,
  and Information Technology
• Things to consider when Managing Organizational
  Knowledge
• What skills are needed to perform the types of
  jobs within your organization?
• How do you standardize and ensure procedures are
  followed? (e.g. standard operating procedures,
  coaching, mentoring, details, certifications)

15
Key Table Application Shell, Figure 4.2-2
Managing Organizational Knowledge

• Item 4.2 Management of Information, Knowledge,
  and Information Technology
• Example Figure 4.2-2 Managing Organizational
  Knowledge

16
Key Table Application Shell, Figure 4.2-2
Managing Organizational Knowledge

• Exercise 10 minutes
• Process
• Begin with table from Application Shell
• Brainstorm questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

17
Key Table Application Shell, Figure 5.1-1
Determining Key Factors that Affect Engagement

• Item 5.1 Workforce Engagement
• Things to consider when Determining Key Factors
  that Affect Engagement
• What are your key workforce segments?
• Do different workforce segments value different
  things?
• What kinds of data do you collect from your
  different workforce segments? (e. g. all employee
  surveys, focus groups)

18
Key Table Application Shell, Figure 5.1-1
Determining Key Factors that Affect Engagement

• Item 5.1 Workforce Engagement
• Example Figure 5.1-1 Determining Key Factors
  that Affect Engagement

19
Key Table Application Shell, Figure 5.1-1
Determining Key Factors that Affect Engagement

• Exercise 10 minutes
• Process
• Begin with table from Application Shell
• Brainstorm questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

20
Key Table Application Shell, Figure 5.1-2
Performance Management System

• Item 5.1 Workforce Engagement
• Things to consider when developing a Performance
  Management System
• How does your organization evaluate members of
  the workforce?
• How are members of the workforce recognized and
  rewarded?
• Does reward and recognition link to
  accomplishment of the business plan, business
  objectives, etc.?

21
Key Table Application Shell, Figure 5.1-2
Performance Management System

• Item 5.1 Workforce Engagement
• Example Figure 5.1-2 Performance Management
  System

22
Key Table Application Shell, Figure 5.1-2
Performance Management System

• Exercise 15 minutes
• Process
• Begin with table in Application Shell
• Brainstorm questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

23
Key Table Application Shell, Figure 5.1-3 Key
Factors in Assessing Learning and Development

• Item 5.1 Workforce Engagement
• Things to consider when developing Key Factors in
  Assessing Learning and Development
• These factors are taken form the Criteria
• Learning and development Who identifies
  educational needs and how?
• Transfer of Knowledge from departing employees
  how is this knowledge captured and transferred?
• Reinforcing new knowledge and skills using new
  kills on the job, coaching, etc.

24
Key Table Application Shell, Figure 5.1-3 Key
Factors in Assessing Learning and Development

• Item 5.1 Workforce Engagement
• Example Figure 5.1-3 Key Factors in Assessing
  Learning and Development

25
Key Table Application Shell, Figure 5.1-3 Key
Factors in Assessing Learning and Development

• Exercise 10 minutes
• Process
• Begin with table in Application Shell
• Brainstorm questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

26
Key Table Application Shell, Figure 5.2-1
Recruit, Hire, and Retain New Staff

• Item 5.2 Workforce Environment
• Things to consider when developing a Recruit,
  Hire, and Retain New Staff process
• How do you determine the need for staff?
• How do you advertise, interview, select?
• How do you retain continued learning,
  development, etc.?

27
Key Table Application Shell, Figure 5.2-1
Recruit, Hire, and Retain New Staff

• Item 5.2 Workforce Environment
• Example Figure 5.2-1 Recruit, Hire, and Retain
  New Staff

28
Key Table Application Shell, Figure 5.2-1
Recruit, Hire, and Retain New Staff

• Exercise 10 minutes
• Process
• Begin with table in Application Shell
• Review questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

29
Key Table Application Shell, Figure 5.2-2
Workplace Environmental Factors

• Item 5.2 Workforce Environment
• Things to consider when developing Workforce
  Environmental Factors
• Things your organization does to promote health
  (e.g. fitness center, equipment designed to
  reduce injuries, educational activities focused
  on health, healthy meetings, etc.)
• Things your organization does to promote safety
  (e.g. needle sticks, equipment designed to reduce
  injuries, fire drills)
• Things your organizations does to promote
  security (guards, identification badges, computer
  security, awareness training)

30
Key Table Application Shell, Figure 5.2-2
Workplace Environmental Factors

• Item 5.2 Workforce Environment
• Example Figure 5.2-2 Workforce Environmental
  Factors

31
Key Table Application Shell, Figure 5.2-2
Workplace Environmental Factors

• Exercise 10 minutes
• Process
• Begin with table in Application Shell
• Review questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

32
Key Table Application Shell, Figure 5.2-3
Workforce Support through Policies, Services, and
Benefits

• Item 5.2 Workforce Environment
• Things to consider when developing Workforce
  Support through Policies, Services, and Benefits
• Policies Retirement, leave donor program,
  transportation subsidy, childcare subsidy
• Services EAP, health services, career
  counseling
• Benefits vacation, flexible work schedules,
  sick leave

33
Key Table Application Shell, Figure 5.2-3
Workforce Support through Policies, Services, and
Benefits

• Item 5.2 Workforce Environment
• Example Figure 5.2-3 Workforce Support through
  Policies, Services, and Benefits

34
Key Table Application Shell, Figure 5.2-3
Workforce Support through Policies, Services, and
Benefits

• Exercise 10 minutes
• Process
• Begin with table in the Application Shell
• Review the plans that your organization uses
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

35
Key Table Application Shell, Figure 6.1-1
Designing and Improving Processes

• Item 6.1 Work Systems Design
• Things to consider when developing a Designing
  and Improving Processes process
• What factors determine the level of review and
  oversight?
• Does your organization design processes or
  participate as a pilot site for national design
  efforts?
• What methods are used for design and improvement?
  (Review learning system response from the
  Organizational Profile)

36
Key Table Application Shell, Figure 6.1-1
Designing and Improving Processes

• Item 6.1 Work Systems Design
• Example Figure 6.1-1 Designing and Improving
  Processes

37
Key Table Application Shell, Figure 6.1-1
Designing and Improving Processes

• Exercise 10 minutes
• Process
• Begin with table in Application Shell
• Brainstorm questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

38
Key Table Application Shell, Figure 6.1-2 Key
Work Processes

• Item 6.1 Work Systems Design
• Things to consider when developing a Key Work
  Processes table
• What are your organizations key Products and
  Services? (Check Organizational Profile)
• What are you key customer requirements? (Check
  Organizational Profile)
• What are your organizations core competencies?

39
Key Table Application Shell, Figure 6.1-2 Key
Work Processes

• Item 6.1 Work Systems Design
• Example Figure 6.1-2 Key Work Processes

40
Key Table Application Shell, Figure 6.1-2 Key
Work Processes

• Exercise 10 minutes
• Process
• Begin with table in Application Shell
• Brainstorm questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

41
Key Table Application Shell, Figure 6.2-1
In-process Measures

• Item 6.2 Work Process Management and Improvement
• Things to consider when developing an In-process
  Measures table
• Key products and services
• Key customer requirements
• Key output measures (process results)
• Measures that your organization uses on a regular
  basis to manage processes to achieve desired
  process results

42
Key Table Application Shell, Figure 6.2-1
In-process Measures

• Item 6.2 Work Process Management and Improvement
• Example Figure 6.2-1 In-process Measures

43
Key Table Application Shell, Figure 6.2-1
In-process Measures

• Exercise 10 minutes
• Process
• Begin with table in Application Shell
• Brainstorm questions under things to consider
• Review Criteria
• Review Key Factors Worksheet
• Review all other processes and data/information
  tables (figures)
• Information in the new figure needs to be
  consistent
• Can the new figure be merged with a figure made
  previously? If yes, modify previous figure to
  include needed information
• Does new figure link to a figure made previously?
  If yes, note the link under the new figure
• Fill in parts of table that you can
• Label table with a title and figure number
• As you continue to work with the table, consider
  revisions to better describe your organization.

44
Identifying Results

• In the Results Category examiners will be
  assessing performance in those areas that YOU
  identified as important to YOUR organization
• Where did you identify important areas?

45
Identifying Results

• Important areas are identified in the
• Organizational Profile and
• Process Item responses
• The notes after each Item in Category 7 also
  identify areas within your application where
  examiners look to identify expected results

46
Identifying Results - Category 7 notes
47
Identifying potential results

• Exercise 15 minutes
• Review Organizational Profile, processes, and
  data/information tables
• Identify potential results for 7.1
• Prioritize results
• List 10 20 results for Item 7.1

48
Constructing Results Graphs

• Examiners will be looking for
• Levels how well is your organization
  performing?
• Trends is performance improving?
• Comparisons how is performance relative to
  others?
• Integration Are results reported in areas
  identified as important?
• Projections which are included in the scoring
  guidelines. Projections should be consistent
  with strategies, objectives, and timetables shown
  in 2.1b(1)

49
Drafting PROCESS Narratives

• Address the criteria
• Expand on process description (Approach,
  Deployment)
• Describe how process has been improved and
  shared (Learning)
• Link to other Item responses (Integration)

50
Drafting PROCESS Narratives

• Example 2.1a(1)
• The process used for Strategic Planning is
  described in figure 2.1-1 Strategic Planning
  Process. This process follows the PDCA cycle.
  The planning phase begins with multiple data
  gathering activities in the fall. In December,
  there is a leadership offsite where managers,
  process champions, and stakeholders provide
  briefings. At this time, leaders consider the
  factors identified in 2.1-2 Key Planning Factors
  and identify potential blind spots.
• After considering the key factors and blind spot
  information, leaders review core competencies,
  strategic challenges and advantages and
  objectives identified in the previous plan and
  update as needed. The finalized plan is deployed
  to the workforce, partners, and suppliers through
  the methods identified in figure 1.1-2
  Communication Methods.
• A key improvement made to the plan last year was
  to align the environmental scan and analysis of
  the previous years results with the completion
  of the fiscal year. This allowed leaders to
  integrate plan requests with budget requests.

51
Drafting PROCESS Narratives

• Exercise 15 minutes
• Review the example,
• What part(s) of the criteria were not addressed?
• What would you add to improve this narrative?
• Draft an improvement to the narrative
• Be prepared to share and discuss

52
Drafting RESULTS Narratives

• Why the result is important (Integration)
• Interpret the chart to clarify aspects related
  to levels, trends, comparisons, integration, and
  projections

53
Drafting RESULTS Narratives

• Example 7.3a(2)
• The results in figure 7.3-8 show market
  penetration. The jump in 2002 aligns with the
  opening of the Springfield CBOC. Projections for
  2010, 2011, and 2012 are based on Vetpop data and
  the opening of our fifth CBOC in Utica

54
Drafting RESULTS Narratives

• Exercise 5 minutes
• Review the example,
• Does it tell what is in the chart or explain the
  chart?
• Discuss

55
Evaluating narratives

• PROCESS narratives. Review draft narratives to
  ensure you have addressed
• All parts of the Multiple Requirements
• Approach
• Deployment
• Learning
• Integration
• RESULTS narratives. Review draft narratives to
  ensure you have addressed
• Key areas identified as important
• Levels
• Trends
• Comparisons
• Integration
• Projections

56
Plan for completing the application

• You know the process
• You know how to produce the pieces
• You know how to evaluate the pieces
• You know how to put the pieces together

57
Plan for completing the application

• Is your Key Factors Worksheet approved/final?
• Are your processes and data/information tables
  agreed to by members of the writing team?
• Does everyone on the writing team have copies of
  the approved Key Factors Worksheet, processes,
  and data/information tables?
• Draft
• Process narratives
• Results graphs
• Draft Results narratives
• Put the pieces together
• Team review and revision
• Leadership review
• Revise and finalize
• Copies, signature, submission

58
Plan for completing the application

• Exercise 15 minutes
• Where is your team in the application development
  process (see list on previous page)? This is
  your starting point
• The application is due to Administration
  Coordinator by April 24, 2009
• Using the list of general tasks on the previous
  slide and the end date of April 24, 2009 draft a
  general plan for completing your application

59
Post Test

• Exercise 5 minutes
• The course post test is located in the back of
  the participant book
• Instructions are the same as the pre-test

60
THANK YOU

• Eric Malloy
• Tim Spain