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BUILDING OUR WORK FORCE USING COMPETENCES

2011 KY PRIMARY CARE ASSOCIATION Recruitment and Retention Training Hilton 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

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BUILDING OUR WORK FORCE USING COMPETENCES

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  1. 2011 KY PRIMARY CARE ASSOCIATION Recruitment and Retention TrainingHilton Suites Lexington Green 245 Lexington Green Circle Lexington, KY 40503March 31, 2011

  2. BUILDING OUR WORK FORCE USING COMPETENCES Gene Childress, Senior Consultant, Center for Quality People & Organizations Ellen Bowman, Senior Consultant, Center for Quality People & Organizations

  3. 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 3

  4. 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

  5. Lean Management The generic name for the Toyota Production System 5

  6. To many people LEAN is Less Employees Are Needed 6

  7. In reality Lean is Let Everyone Assist Now 7

  8. TheHuman System of Lean Management

  9. Results of ImplementingHuman 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 10

  11. Alignment of Values Society Economy Company Group Self 11

  12. Key Values • Mutual Trust • Demonstrating the confidence that each will act in the best interest of the other and the company • Respect • Actively believing that oneself and one’s associates are valuable, responsible, reliable • Continuous Improvement • Engaging in systematic problem solving processes aimed at eliminating waste and increasing efficiency 12

  13. THETOYOTAWAY Toyota BasicBusiness Practices by concentrating knowledge of each & every employee Teamwork Respect for People for the benefit of all customers & stakeholders Respect we strive to realize ambitious goals Challenge Continuous Genchi through steady, fact-driven progress Improvement Genbutsu Kaizen pursuing highest standards of excellence guided by best possible course of action Values Practices 14

  14. 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

  15. 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).

  16. 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

  17. Identifying Lean Core Competencies Thinking and Operational Abilities • Grasp the Situation • Problem Solving • Process Management • Company Business Perspective • Development • Operationaland Technical Skills

  18. Identifying Lean Core Competencies Leadership & Teamwork Abilities • Coordinate and Communicate • Collaborate and Cooperate • Initiate and Influence • Build and Maintain Relationships

  19. Significance of Human Resource System “Even if the company has excellent systems and invests much resources into it, the company will not necessarily achieve great results unless the people who manage the systems are highly competent enough.” Toyota Motor Corporation, Japan

  20. How to Produce Quality People and Organizations! Competencies + Capability of Members = Environment + Motivation

  21. Determining Competencies How do you determine competencies? Job Analysis

  22. 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.

  23. Job Analysis ExampleManufacturing

  24. Workplace Competencies Here is a list of common competencies found in the workplace. (Handout)

  25. Job Analysis Exercise List 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.

  26. 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

  27. Critical Output Analysis (COPA) • A process for obtaining job competencies (Handout)

  28. 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

  29. 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

  30. LISTENING Let us practice listening Select two people at to debate a subject Pick any subject you want but one must be for it and one again it & decide who goes first First speaker has 1 minute to speak The other listens then repeats what they heard after the 1 minute is up Second speaker has 1 minute to speak The 1st speaker listens and repeats what they heard. All others listen to both then give feedback as to what they heard each say & how well they listen.

  31. Employee Development Plan • Review an employee development form as an example of employee development plan (Handout)

  32. Center for QualityPeople and Organizations 2089 Frankfort Pike P.O. Box 427 Georgetown, KY 40324 502-867-3995 Jean Jeffords, Office Manager cqpo.org Gene W. Childress Senior Consultant Email: gene.w.childress@gmail.com Ellen Bowman Senior Consultant Email: cqpo.ebowman@gmail.c​om

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