2011 KY PRIMARY CARE ASSOCIATION Recruitment and Retention Training Hilton Suites Lexington Green...

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2011 KY PRIMARY CARE ASSOCIATION

Recruitment and Retention TrainingHilton Suites Lexington Green

245 Lexington Green Circle Lexington, KY 40503

March 31, 2011

BUILDING OUR WORK FORCE USING COMPETENCES

Gene Childress, Senior Consultant, Center for Quality People & Organizations

Ellen Bowman, Senior Consultant, Center for Quality People & Organizations

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The Center for Quality People & Organizations

The Center is a non-profit joint effort between the Scott County School System and Toyota Motor Manufacturing Kentucky, Inc.

Vision – To build quality people and organizations through implementing continuous improvement in a team culture where servant leaders empower willing people and organizations to reach their full potential

Goals of this Session

To learn about:• Making our organization more effective and

efficient• The value of competencies in the workplace• How to determine competencies• Developing systems using competencies• Using competencies in employee evaluation• Reviewing coaching and counseling skills

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Lean Management

• The generic name for the Toyota Production System

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To many people LEAN is

LessEmployees Are Needed

7

In reality Lean is

LetEveryone AssistNow

TheHuman System of Lean

Management

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Results of Implementing Human Systems

• High levels of customer satisfaction and loyalty• Increased employee satisfaction• Higher retention rates• Lower health-care costs• Increased creativity • Engaged workforce

10

It Starts with Values

Values Beliefs Thoughts Actions Habits Character Destiny

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Alignment of Values

Society

EconomyCompany

Group

Self

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Key Values

•Mutual TrustMutual TrustDemonstrating the confidence that each will Demonstrating the confidence that each will act in the best interest of the other and the act in the best interest of the other and the

companycompany

•RespectRespect

Actively believing that oneself and one’s Actively believing that oneself and one’s associates are valuable, responsible, associates are valuable, responsible,

reliablereliable

•Continuous ImprovementContinuous Improvement

Engaging in systematic problem solving Engaging in systematic problem solving processes aimed at eliminating waste processes aimed at eliminating waste and increasing efficiencyand increasing efficiency

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THETHE TOYOTATOYOTA WAYWAY Toyota Basic Business Practices

ValuesValues Practices

for People

Challenge

by concentrating knowledge of each & every employee

for the benefit of all customers & stakeholders

we strive to realize ambitious goals

through steady, fact-driven progress

pursuing highest standards of excellence guided by best

possible course of action

GenchiGenbutsu

Kaizen

Respect

Teamwork

ImprovementContinuous

Respect

KYPCA Values

Take a moment and share with the person next to you and identify three

values that are important to your organization

We will then make a list for the group

Competency• A knowledge, skill, or ability, or a

particular combination of the three; this characteristic can also be extended to include a circumstance that can influence a person’s ability to work. e.g. (possession of a drivers license enabling a worker to drive a car, if required to do so by an employer).

How Can We Use Competencies

• When we know what knowledge, skills, and abilities are needed to do a job, we can:

–Hire more effective employees– Evaluate employees more efficiently–Develop employees to become more

productive

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Identifying Lean Core Competencies

Thinking and Operational Abilities Grasp the Situation Problem Solving Process Management Company Business Perspective Development Operational and Technical Skills

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Identifying Lean Core Competencies

Leadership & Teamwork Abilities

Coordinate and Communicate

Collaborate and Cooperate

Initiate and Influence

Build and Maintain Relationships

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Human System for Lean Management A Partnership Between an Organization and its Employees

MUTUAL TRUST

3-Process Management

4-Company Business

Perspective

5-Development

6-Operational & Technical

Skills

8-Collaborate &

Cooperate

9-Initiate &

Influence

7-Coordinate & Communicate

10-Build & Maintain

Relationships

1-Grasp the Situation

2-Problem Solving

ORGANIZATION

Organizational Prosperity is achieved through

Continuous Improvement Objectives

EMPLOYEES

Employee Satisfaction is experienced through the

Continuous Improvement Process

Lean Core Competences

EMPLOYEES CONTRIBUTE EFFORTS TO REALIZE COMPANY MEASURES

ORGANIZATION PROVIDES STABLE EMPLOYMENT & SUSTAINS OR IMPROVES WORKING CONDITIONS

Thinking & Operational Abilities 1-6

Leadership & Teamwork Abilities 7-10

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““Even if the company has excellent Even if the company has excellent systems and invests much resources into systems and invests much resources into it, the company will not necessarily it, the company will not necessarily achieve great results unless the people achieve great results unless the people who manage the systems are highly who manage the systems are highly competent enough.”competent enough.”

Toyota Motor Corporation, JapanToyota Motor Corporation, Japan

Significance of Human Resource System

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How to Produce Quality People and Organizations!

Capability of Members = Environment

+

Competencies

+

Motivation

Determining Competencies

How do you determine competencies?

Job Analysis

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Job Analysis

Definition

A document that describes specific position duties and responsibilities in the context of a team environment and the skills required to perform the work at acceptable levels.

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Job Analysis Example

Manufacturing

Workplace Competencies

Here is a list of common competencies found in the

workplace.

(Handout)

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ExerciseList the tasks that you perform in your

current job. Then identify the competencies needed to perform each

using the Job Analysis form.

Share with your partner.

Job Analysis

Developing an Evaluation Process

To develop an evaluation process, you need:–A strategic plan that asks for updated job

descriptions.–A job analysis that determines competencies– Job descriptions based on competencies–An evaluation process that is built on the

behaviors that demonstrate the competencies needed–An employee development plan

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Critical Output Analysis (COPA)

•A process for obtaining job competencies

(Handout)

COPA Example• Examine a COPA Form• Review a COPA Example• Review a Job Description• Review a Job Description using

COPA Data• How to Develop an Evaluation

Process

Employee Development

Communications are the key to Employee Relations

The key to good communications is the ability to listen. Many problems occur in

organizations because we don’t hear what we are listening.

Let’s practice listening

LISTENING Let us practice listening1. Select two people at to debate a subject2. Pick any subject you want but one must be for it and one

again it & decide who goes first3. First speaker has 1 minute to speak4. The other listens then repeats what they heard after the 1

minute is up5. Second speaker has 1 minute to speak6. The 1st speaker listens and repeats what they heard.7. All others listen to both then give feedback as to what

they heard each say & how well they listen.

Employee Development Plan

• Review an employee development form as an

example of employee development plan

(Handout)

Center for QualityPeople and Organizations

2089 Frankfort PikeP.O. Box 427

Georgetown, KY 40324502-867-3995

Jean Jeffords, Office Managercqpo.org

Gene W. ChildressSenior Consultant

Email: gene.w.childress@gmail.com

Ellen BowmanSenior Consultant

Email: cqpo.ebowman@gmail.c om