A WINNING STRATEGY Employee Development Plans

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A WINNING STRATEGYEmployee Development Plans

• CREATING AN ORGANIZATIONAL WORKFORCE DEVELOPMENT
  PLAN
• Presenter
• Mary Jane de Luchi
• Alameda County DCSS
• MaryJane.deLuchi_at_acgov.org

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Employee Development Plans
What is an EDP?
BNET Business Dictionary defines Employee
Development as The enhancement of skills,
knowledge and experience of employees with the
purpose of improving performance. Employee
development, unlike personal development, is
usually coordinated by the employing organization
(and) can use a variety of training methods.
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Employee Development Plans
What is an EDP?
Through its Employee Development Plan, an
organization encourages employees to acquire new
or advanced skills, knowledge and view points, by
providing learning and training facilities and
avenues where such new ideas can be applied.
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Employee Development Plans
Why should an organization have an EDP?

• Supports the departments mission and vision
• Provides the blueprint for a competent workforce
• Specifies job-related training/curriculum
• Provides opportunities for professional and
  personal growth

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Employee Development Plans
Why should an organization have an EDP?

• Leads to improved employee and organizational
  effectiveness
• Addresses succession planning
• Acknowledges an organizations commitment to
  developing its workforce

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Employee Development Plans
Do the County and Department Mission and Goals
promote an organizational environment that values
development and growth opportunities for all
employees?
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Employee Development Plans
Mission
The Training and Development Division creates,
promotes and fosters individual and
organizational effectiveness by developing and
offering an array of innovative and diverse
programs in support of the organizations
commitment to employee development, partnerships,
and organizational enrichment.
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Employee Development Plans
Does the County have a development plan in place?
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Employee Development Plans
For more excellent examples, visit http//www.co.
sanmateo.ca.us/portal/site/HR
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Employee Development Plans
Starting at the Top
Core Competencies
are skills and characteristics you need to be
successful in a position and can be a combination
of both leadership and technical competencies
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Employee Development Plans
Core Competencies

• A Leader in Alameda County
• Uses interpersonal skills to communicate
  effectively
• Provides the highest level of service delivery to
  diverse customers
• Works effectively as a member and leader of
  diverse teams

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Employee Development Plans
DCSS Core Competencies

• The Best Employees at DCSS
• Are flexible and adaptable to change
• Seek knowledge and learning
• Accept responsibility/are accountable

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Employee Development Plans
DCSS Core Competencies

• The Best Caseworkers at DCSS
• Exercise sound judgment on their cases
• Communicate effectively
• See the big picture/think globally

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Employee Development Plans
Assess Training Gaps For Each Competency

• To build Sound Judgment train on
• Problem Solving Techniques
• Confidence Building provide more opportunity
  for independent decision making
• Voluntary reassignment / temporary project teams

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Employee Development Plans
Assess Training Gaps For Each Competency

• To Communicate Effectively Train on
• Interview skills
• Address language barriers

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Employee Development Plans
Assess Training Gaps For Each Competency
To see the big picture/think globally provide

• Cross-training
• Job rotation/job shadowing

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Employee Development Plans
Finding Training Resources Start at Home

• Identify in-house trainers and subject matter
  experts in all competencies and areas of
  knowledge desired
• County training classes www.co.alameda.ca.us/conf
  erence/Course_Catalog.pdf

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Employee Development Plans
Finding Training Resources Start at Home

• Collaborative arrangements with other departments
  or other counties
• Online learning
• Outsource Training

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Employee Development Plans
Barriers to Training
COT
Question Who can afford to train their staff?
Answer Who can afford not to train their staff?
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Employee Development Plans
Barriers to Training

• Supervisor Buy-In
• Encourage and support attendance at training
• Include a training or development component
  goal/expectation in the annual performance review
  
• Coaching and mentoring

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Employee Development Plans
Barriers to Training
Training Mindset staff dont always recognize
the value of training

• Continue to build a culture of training
• Allow the employee to self-select job-related
  training
• Do some training just for fun

This is not a priority, I have work to do, I
dont need training
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Employee Development Plans
Barriers to Training

• Travel Obstacles
• Carpools, County vans, Public Transportation or
• Bring the training to the staff
• Reduced opportunity for advancement WIFM?
• We are preparing you for your next promotion,
  even if it isnt in this department

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Employee Development Plans
Succession Planning
How does the workforce development plan fit into
Succession Planning?

• Sets the stage for employee development and
  future promotion
• Prepares the workforce for succession replacement
  at all levels
• Shares institutional knowledge
• Fortifies retention

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Employee Development Plans
Succession Planning

• Currently in the U.S. Workforce, there are
• 80 million Baby Boomers - (1946- 1964) Who are
  ready to leave the workforce
• 45 million Generation X-ers (1965 1978)
  In mid-career
• 70 million Generation Y-ers (1979 1990)
  Coming in to the workforce

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Employee Development Plans
What Weve Done So Far

• Blueprint the Plan
• Core Competencies/training gaps
• Curriculum Outline
• Training Resources

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Employee Development Plans
Next Steps

• Prioritize and Schedule Training
• Energize your plan
• Have a roll-out celebration or a Brown Bag
  Lunch-and-Learn Rally
• Make it personal
• Create individual training plans for each employee

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Employee Development Plans
The more that you read, the more things you will
know. The more that you learn, the more places
you'll go." -- Dr. Seuss
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Employee Development Plans A Win/Win for
Supervisors and Employees

• Developing Employees
• Through The Legacy Thinking Approach
• Presenter
• Phyllis Nance, Kern County Department of Child
  Support Services pnance_at_co.kern.ca.us

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Employee Development

• subtitle

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Planning

• Workforce Planning
• Succession Planning
• Organizational Planning

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Legacy Thinking

• Looking Forward
• Keeping The End in Mind
• Creating or Refining Personal Visions

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Beginning The Legacy

• The Interview Questions
• Where do you see yourself in 5 years?
• At the end of your work career what do you want
  people to say about you and your work?

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The Legacy Statement

• Record the answer to the Legacy Questions
• Using an affirmation style create a Legacy
  Statement based on the answer to the Legacy
  Question
• Create a Legacy Statement Aide

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Legacy Question Answer

• I would like people to remember me as a Child
  Support Officer who was patient with all
  participants and staff, flexible to change,
  understanding and empathetic to all, consistent,
  thorough, hard working, and most importantly a
  person of integrity.

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Legacy Statement

• I am patient, hardworking and flexible. I am
  committed to being understanding and empathetic
  to everyone. I am a person of integrity and am
  consistent in my work.

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Legacy Statement Aide
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Intentional Legacy Development

• Identify Skill and Leadership Development
  Opportunities
• Voluntary
• Reflection
• Consider 5 Year Goals
• Technical Development
• Leadership Development

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Intentional Legacy Development

• Assess Competencies
• Self Assessment
• Supervisor Assessment
• Training Needs
• Safe Environment

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Intentional Legacy Development

• Plan of Action
• Identify Learning Activities
• Seek Resources
• Seek Development Projects
• Set Targets and Monitor Progress
• Employee Agreement

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Legacy Responsibilities

• Opportunities for Reflection
• Matching Actions With Intentions
• Legacy Journals

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Lasting Development

• We build our work legacy (however great or
  small) our entire career. The hope is to define
  how we want to be remembered and develop a body
  of work that will support our definition.