How to build a workforce and leadership development roadmap

Workforce And Leadership Development Roadmap

1©KaizenexConsul0ng&TrainingServicesCompany

Kaizenex offers consulting and training services to help your organization achieve Operational Excellence, supporting your Continuous Improvement and workforce development effort.

ElmerBuscadoFounder/SrConsultantOPEX&[email protected]

WeareyourpartnerinbuildingLeadershipandWorkforce

capabili9es.


Let’sstartbybuildingaroadmaptodevelophighlycapableorganiza9on.

©KaizenexConsul0ng&TrainingServicesCompany 4

What are the competencies you

need to support the Current & Future

Strategy?

What are the obstacles

to performance and capability gaps?

If instruction is needed, How you will ensure performance

and what are the priority courses?

How you will you measure the impact of

your training & development

solution?

DEFINE ASSESS DEVELOP EVALUATE


DEFINEWhatarethe

competenciesyouneedtosupporttheCurrent

&FutureStrategy

Define leadership attribute, competency and performance

measure to support future strategy

DerivedthestrategiccompetenciesandperformancemeasurefromyourStrategyMAP


The Balanced Scorecard Strategy Map Improve Shareholder Value

Revenue Growth Strategy Productivity Strategy

Build the Franchise Increase Customer Value Improve Cost Structure Improve Asset Utilization

New Revenue Sources Customer Profitability Cost per Unit Asset Utilization

Shareholder Value ROCE

Product Leadership

Customer Intimacy

Operational Excellence

Price Quality Time Function- ality

Service Relation- ships

Brand

Customer Value Proposition

Image Relationship Product/Service Attributes

“Be a Good Corporate Citizen” (Regulatory and Environmental Processes)

“Build the Frnchise” (Innovation Processes)

A Motivated and Prepared Workforce

Strategic Competencies Strategic Technologies Climate for Action

Financial Perspective

Customer Perspective

Internal Perspective

Learning & Growth Perspective

Source: Kaplan & Norton, The Strategy Focused Organization

“Achieve Operational Excellence” (Operational Processes)

“Increase Customer Value” (Customer Management Processes)

TheBalancedScorecardLinksPerformanceMeasures

Learning and Innovation

Perspective

How do we look to shareholders?

How do customers see us? What must we excel at?

Can we continue to improve and create value?


Goals Measures


Internal Business

Perspective

Goals Measures

Goals Measures

Goals Measures

BalancescorecardStrategymapclearlydepictsthevalueofcompetenciestosupportinternalprocessestoachievethecustomerandfinancialgoals.

DefineyourLeadershipAMributesandCompetenciestosupportyour

strategy


Thereisnoneedtoreinvent,greatsourcesoncompetenciesareavailableandusedbythousandsofcompanies.

FYI4thEdi0on FYI5thEdi0on LeadershipCompetenciesReferenceCards


Developingacompetenciesisasimpleprocessandnotarocketscience.

ShuffleLeadershipCompetencyCards

SortCartformMost,MiddleandLeastImportant

Rankcompetenciesandpriori9ze.


Anditprovidesanalignmentandfocusonbehaviorsthatwillsupportorganiza9on’sdirec9on.CareerStage/Leadership

ATributes ManageSelf ManageOthers

Individual&TeamEfficiency

Ac0onOriented Ac0onOriented

PrioritySeXng PrioritySeXng

ProblemSolving ProblemSolving

StandingAlone StandingAlone Planning ProcessManagement

ClearDirec9onandConstruc9veCommunica9on

CustomerFocus CustomerFocus

IntegrityAndTrust IntegrityAndTrust

PeerRela0onships PeerRela0onships

Direc0ngOthers

DevelopingDirectReportsAndOthers

Emo9onalIntelligence

ComfortAroundHigherManagementComfortAroundHigherManagement

Composure Composure

Self-knowledge Self-knowledge

Listening Listening

Mo0va0ngOthers

InterpersonalSavvyEntrepreneurial

SkillsLearningOnTheFly LearningOnTheFly

Organiza0onalAgility Organiza0onalAgility

Sampleofcompetenciesthataremissioncri0calforManageselfandManageotherfunc0on.


DefinedcompetencieswillgreatlybenefityourHRlearning,development,performanceandselec9onprocess.

Team Capabilities

Organizational Capabilities

Succession Planning

Performance Management

Interviewing & Selection Feedback

Learning Career Development

03

04

01

Competencies 02



ASSESSWhataretheobstaclestoperformanceandcapabilitygaps.

Use effective analysis tools, to define what exemplary performance

is and the gap in competencies.

PeopleManagersSupervisorsTeamLeaders

ManagersAllManagers

OfficeStaffOfficeBased

OtherOfficeBasedFinance/HRProcurement

Field/Prod/ServiceStaff

Rank&FileEmployeeSalesPeople

CallCenterAgentsOperatorTechnicians

Technical/EngineersIT/SystemEngineersMechanicalEngineersElectricalEngineersOtherEngineers

Specialist

ManagingOthers

ManagingSelf

DefinetheJobfamiliesofyourOrganiza9onandconductanalysistodeterminerequiredcompetenciesandperformance.


Thevalueofanalysis


Analysisuncoverstheprecisedefini0onofperformancethatthebusiness

requiresinordertoaccomplishstrategicgoalsandobjec0ves.

Andtodefineyourexemplaryperformanceyoumustbeabletoanswertheseques9ons:

Whatdoesexemplaryperformancelooklike?Howwouldweknowitifwesawit?

Whatshouldpeopledodifferentlytobeexemplaryperformers?

Willtrainingbeneededbecausepeopledon’tknowhowtodowhatweneedthemtodo?Ifso,whatskillsdopeopleneedandwhatisworthteaching?

Ifskillsarenotneeded,whatelseisge?nginthewayofexemplaryperformance?Howcantheseobstaclesberemoved?


Doawaywith“Tradi9onalTNA”andusebelowsystema9ctoolstobeTerclarifywhatdesiredjobperformancelookslike.


Performance Analysis

Provide comprehensive recommendations on skill

needs, removing motivational barriers, and

overcoming other operational obstacles to

desired performance.

Goal Analysis

Use to take fuzzy goal statements and translate

them into measurable behavioral terms. Gives

performance expectations that can be observed,

reinforced, and measured.

Job Performance

Profiling

Identify major tasks of a job and the standards

performance for each of those tasks. Helps manager clearly

communicate performance expectations.

Source:TheNewMagerSix-PackbyRobertMager


RobertF.Mageroncesaid,“Ifyoudon’tknowwhereyou’regoing,you’reliabletoendup

somewhereelse.”

Analysishelpsusmakecertainthatweknowexactlywhereweneedtogotoimprovejob

performanceandbusinessresults.

ThereareotheranalysisproceduresweusetobeTerclarifywhatdesiredjobperformancelookslike.


Job Performance

Profiling

Identify major tasks of a job and the

standards of performance for

each of those tasks. Helps communicate

performance expectations.

Task Analysis

Define value adding steps of

how activities will be carried out and knowledge, skills and behaviors to be learned first

before tasks can be performed

Performance Analysis

provide comprehensive

recommendations on skill needs,

removing motivational barriers, and

overcoming other operational obstacles to

desired performance.

Goal Analysis

Use to take fuzzy goal statements

and translate them into measurable behavioral terms.

Gives performance expectations that can be observed, reinforced, and

measured.

Theoutcomeofanalysiswillenableustoformulateadevelopmentplanformissioncri9calcompetencies.

CareerStage/LeadershipATributes ManageSelf ManageOthers






ClearDirec9onandConstruc9veCommunica9on




Direc0ngOthers



ComfortAroundHigherManagement ComfortAroundHigherManagement

Composure Composure


Listening Listening

Mo0va0ngOthers




Improvable

Meets

Exceeds

Legend

SampleOnly



DEVELOPIfinstruc0onisneededHowyouwillensurePerformanceandwhatAretheprioritycourses?

Employ performance-base training in developing your leaders and workforce.

Deploying curriculum and priority courses.

Inthisstage,mostofussimplyassumethatalackofskillsistheonlyproblem,andthattrainingis

theonlypossiblesolu9on.thenallowmetopresentthe

succeedingslidesfirst.


ThiswerethecommonanswersIgatheredWheniasked,“WhyPeopleDon’tPerform?”

•  Don’tknowhow•  Don’tknowwhat’sexpectedof

them•  Don’thavetheauthority•  Don’tgetfeedback•  Badornon-existent

documenta9on

•  NoJobaids•  Worksta9onshaveobstacles•  Organiza9onstructureinterferes•  Punished/ignoredfordoingit

right•  Rewardedfordoingitwrong•  Nobodyno9ces.


Itrevealsthatonly1outof11concernsrequirestrainingsolu9ons

Trainingisnottheonlysolu9on.Itisjustpartofthesolu9ontooverallperformanceconcerns.

23

Skill and

Self-Efficacy

Operational

Supports

(Hills)

Motivation

To Perform

(Will)

High Performance

And Proficiency

SoitonlymeansthatDifferentObstaclesCallforDifferentSolu9ons

Obstacle

24

Solu9on KeyAc9onsDesign&DeliverPerformance-basedinstruc0on

Isdesiredperformancepunishedinsomeway?Isitpunishingtoperformwell?Isundesiredperformancerewarded?DoesmisbehavinggetmoreaMen0onthandoingitright?Arethereanyconsequencesatall?

Visitthesiteassessthesitua0on.Ini0atestudy,processimprovement,leanorsixsigmaproject.Involveyourteamandletthembepartofthesolu0on.

Instruc0on

Consequences

RemoveorWorkAround

Skills

Mo0va0onal

Opera0onal

AnotherthingthatIwouldliketointroducetoyouis..,


70% 20% 10%

Toughjobexperience People(Boss) Courses

70:20:10Learningconcept

(Yeah,Iknowitisnotnew.)

70:20:10becomestheLearningStrategyofmanyLargeCorpora9on

Ittellsusthatlessonslearnedbysuccessfulandeffec9vemanagersareroughly•  70percentfromtoughjobs•  20percentfrompeople(mostlytheboss)•  10percentfromcoursesandreading.


70% 20% 10%


Source:CareerArchitectPlanner(1996LomingerPress)

Now,Whydowes9llneedtraininginterven9onwhen90%isavailableinsideourorganiza9on?

Becausewithjobexperience…WearenotonlypickingGOODbehaviorsbutalsoadaptBADbehaviorsAndbecausewithpeople…WearenotonlyexposetoGOODBossesbutalsoconformstoBADbosses.


70% 20% 10%


Sinceweunderstandnowhowouraudiencelearnsweneedtoadaptitonhowwedesignourcourse.


70% 20% 10%


DeveloporInvestonhighlyexperien9altrainingwithOn-Jobapplica9on.

Use“Performance-BasedTraining”methodologyinyourdesignanddevelopment.

Andwhenyoudeployedthelearning,involvetheirleader’sfirst.Rememberpeoplelearnsfromthemtwicethanyourcourse.

•  InvestindevelopingyourLeaders•  Weneedleaderswhodevelopstheirteams•  Leadersareeffec9vedriversofperformance

andbehaviors


70% 20% 10%


YouheardPerformance-BasedTrainingtwiceandmaybeyoustartedaskingalready,“Whatisit?”

Performance-Basedtrainingisstructuredarounddefinedandmeasurableprocessesthatarealignedwithperformancegoals,afullperformanceimprovementmethodologythattakesintoaccountthethreefactorsthataffectperformancemainly:


Skill Will Hills

Thelackofaneffec0veinstruc0on

TheabsenceoffiMedconsequencesfor

desirable/undesirablebehaviors

Thepresenceofworkplaceobstaclesthatinterferewithdesired

performance

31

Training Ends

Performance Based Training

Academic Approach to Training

BecausePBTfocusonperformance,andnotonsubjectmaTercontent,weareabletoeliminatethelearningcurve.*

*LearningcurveistypicalofthesubjectmaMerbased,academicapproachtotrainingthatwe’reaccustomedto.

Herearethe7characteris9coftheperformance-basedtraining,thereasonitguaranteedsuccess.

32

Trainingprovidesclearlystatedperformance

objec0ves

Trainingisderiveddirectlyfromthejob

Trainingmeetsthespecificneeds&characteris0csof

learners

Trainingprovidesprac0ce&immediate

feedback

Prac0cemirrorsactualjobcondi0ons

Alllearnersmustdemonstratecompetence

Trainingincludesonlywhatisneededto

performtoexpecta0ons

GuaranteedSuccess

Performance-BasedTrainingfollowsADDIEconcept.

Analyze Design Develop Implement Evaluate

SimpleTrainingProcesswithAdvanceDevelopmentTools


JobProfilingJobAnalysisPerformanceAnalysisGoalAnalysis

TaskAnalysis

DerivingPerformanceObjec0ves

SkillHierarchies

Performance-BasedLessonPlanning

ModuleDevelopment

RelevantSkillPrac0ce

SkillCheck

LessonPlanning

ModuleDelivery

RelevantSkillPrac0ce

SkillCheck

TrainingEvalua0on

SelfEfficacyBeforeandAqerPerformanceMonitoring

SkillCheck-SelfEvalua0on

DefiningPerformanceCriteria&Measurement

Audi0ngandimprovingexis0ngtrainingmodule

Conver0ngexis0ngmoduletoPerformance-based

Performance-BasedTrainingisperfectforanytypeofdeliverymethod.

Analyze Design Develop Implement Evaluate


Instructor-Led

Training Self-paced

E-learning

LEADERSHIP

COMMUNI-CATION

BUSINESS&OPERATIONS

CONTINUOUSPROCESSIMPROVEMENT

AdvanceIntermediateBasic

DeliveringPresenta0on

LeadingTeams* SeXngObjec0ves*

ManagingPerformance*

GivingFeedback*

Effec0veMee0ngs

FinanceEssen0al

A3ProblemSolvingLeanIntroduc0on&7Waste

5SandVisualManagement

ManagingChange

Delega0ngEffec0vely

AchievingQuality

BecomingMoreEffec0ve

ManagingBudget

DevelopingJobInstruc0on SixSigmaTraining

ManagingJobRela0ons

LeaderStandardWork

ValueStreamMapping

ManagingProject

ManagingTime

MakingBusinessDecision

StrategyFormula0on

LeadingSafety

7QualityControlTools

Completed

WithPerformance-basedtrainingcapabilityitwouldbeeasierforyoutobuildcustomizedcurriculumfortheorganiza9on.


ImprovingJobMethods

SalesFundamentals

Marke0ngFundamentals


EVALUATEHowwillyoumeasuretheimpactofyourtraining&development

solu0on?

Integrating the leadership attribute and competency development in the annual performance assessment

and strategy development.

FindwaystoMeasureandchecktheimpactofyoursolu9on.

CareerStage/LeadershipATributes ManageSelf ManageOthers






ClearandConstruc9ve

Communica9on




Direc0ngOthers



ComfortAroundHigherManagement ComfortAroundHigherManagement

Composure Composure


Listening Listening

Mo0va0ngOthers




Improvable

Meets

Exceeds

Legend


Before Aqer Before Aqer

RevisitKPIDashboard,askfeedbackandifpossiblecorrelatetheimpactoncapabilitydevelopment


Con9nuouslyrepeatthecycletocon9nuouslyimproveandprovideinputsinshapingyourstrategy.


DEFINEWhatarethe

competenciesyouneedtosupporttheCurrent

&FutureStrategy

ASSESSWhataretheobstaclestoperformanceandcapabilitygaps.

DEVELOPIfinstruc0onisneededHowyouwillensurePerformanceandwhatAretheprioritycourses?

EVALUATEHowyouwillyouknowTheimpactofyour

solu0on?






Product Leadership

Customer Intimacy




Brand














TheBalancedScorecardLinksPerformanceMeasures

Learning and Innovation

Perspective

How do we look to shareholders?

How do customers see us? What must we excel at?

Can we continue to improve and create value?


Goals Measures


Internal Business

Perspective

Goals Measures

Goals Measures

Goals Measures






Product Leadership

Customer Intimacy




Brand














HowDoIStartwithPerformance-Basedtobuildahighlycapableorganiza9on?

40

Start Small

Limit Risk Build a plan based on

scalable steps

Build support by demonstrating financial return

•  Identify an underperforming area •  Partner with a supportive business owner •  Document results

KAIZENEX4SimpleStepstoPerformance-Based

41

Selected Underperforming Area

•  Requires limited resources (people/time/money) •  Ensures successful first steps toward performance-based (gaining buy-in) •  Provides basis for measuring improvement (ROI)

Set Clear

Expectations

Identify

Gaps

Develop

Action Plan

Job Performance

Profile

Performance Analysis Report

Recommendations Report

Develop Competencies and

Performance measure

42

MakeYourBusinessaModel

Assess Your Organization

Develop Internal Skills

Monitor Performance

Provide Expert Modeling

Kaizenex Can Help

Ø Work side by side on projects while building internal capacity

Ø Quality review and coach

Ø  Provide inhouse workshops for skill-building

Ø  Provide an objective organization assessment

PMIMarikinaFactory

Roadmap Organiza0onAssessment PerformanceAnalysis JobAnalysis,TaskAnalysis

Skill-Building InhouseWorkshops -TechTrainingProfessionals TraintheTrainer

Capacity-Building Coaching,JointProjects

Results:•  Reducethelearningcurve•  ImproveOperatorsPerformance(Up0me,Quality,Safety,etc.)•  ImproveQualityofTrainingMaterialsandAssessment.

43

44

Drama9cImprovementsinBasicTechnicalTrainingOpera9onsCourseofLargestTobaccoCompanyinMarikina,Philippines

Criteria Before After Improvement Average Machine Performance (1 month after the basic training)

40% & below 50%-58% After attending advance module – 58% to 62% Average 1Yr & above Experience worker is

60-65% # Weeks Training Development

4 months 1-2 months Reduced length of training by 75%

Training Time Delivery

8 weeks 4 weeks Reduced length of training by 50%

Status after the training

Still on Job Coach

Standalone can operate

Reduce the learning curve.

1 Week Machine Performance after the training

40+ hours 55% - 65% Reduced length of training by 90%

45

  Fullyperformance-based

  Par0allyperformance-basedbutnotfullythere

  Wanttomovetherebuts0llac0vity-basedrightnow

  Notsure

HowPerformance-BasedAreYou?

46

NextSteps

•  MakeKAIZENEXyourlong-termpartner.

•  [email protected];ContactNumber:+639174024533

•  Visitoursite:www.kaizenex.com

“…skilled people (more than any other resource) now define an organization’s competitive advantage.”

-- Smith Barney

Thank You


Leadership & Management

How to build a workforce and leadership development roadmap