Career Planning

Best Practice Detail

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Workshop Content / Agenda

Agenda Item Time DayIntroductions, Objectives and Expectations 9:00 AM

Career Planning Best Practice Workshop 9:15 AM

Break 10:30 AM

Workshop 10:45 AM

End State Best Practice Utilization Score 11:30 AM

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Objectives and Expectations

Examine current process efficiency, effectiveness, and structure Understand current gaps to best practices, and service delivery model

considerations through examination of Hackett Best Practices Begin the development of a best practices scorecard

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Aligns with strategy Reduces costs Improves productivity Promotes timely execution Enables better decision making Leverages existing and exploits emerging

technologies Ensures acceptable levels of control and

risk management Optimizes skills/capabilities of the

organization Promotes collaboration across the extended

enterprise

Hackett’s Best Practices are certified when there is a correlation with world-Hackett’s Best Practices are certified when there is a correlation with world-class performance metricsclass performance metrics

Best Practices Defined:A Hackett-Certified Practice is a proven technique that delivers measurable value

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Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

A description of each Hackett best practice for this process

A description of current utilization of this best practice

CoverageHigh Widespread impact on the enterprise and/or significant value-addMedium Impacts multiple areas, value-add is significant but less relative to processes

ranked as HighLow Impacts a single area of has limited span of adoption throughout the enterprise

CoverageHigh Widespread impact on the enterprise and/or significant value-addMedium Impacts multiple areas, value-add is significant but less relative to processes

ranked as HighLow Impacts a single area of has limited span of adoption throughout the enterprise

ApplicableYes Adoption of the best practice is in line with current/future business needsNo Best practice does not fit the current business needs

ApplicableYes Adoption of the best practice is in line with current/future business needsNo Best practice does not fit the current business needs

CommentsStatements pertaining to the technology enablement, policy enactment and other challenges and/or prerequisites associated with improving the utilization of the Best Practice

CommentsStatements pertaining to the technology enablement, policy enactment and other challenges and/or prerequisites associated with improving the utilization of the Best Practice

No Usage Strong Usage

Best Practice Scorecard

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Best Practice Session

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Development of a program that provides and monitors advancement opportunities enabling employees to grow in ways which are aligned with company goals and personally meaningful

Development of mentoring programs which are effectively utilized across the whole organization

Career PlanningProcess Definition

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Career Planning Best Practices

Career planning is performed at all levels of the organization, resulting in career plans for all employees

Individual development plans are clearly and strategically aligned with corporate mission, goals and objectives

Key people skills that contribute to obtaining and sustaining a leadership position for the company have been identified and are reassessed annually

Clear career progression/career paths are defined Specific training and development needs are defined and tied directly to

current positions and career paths Employees have direct access to training/qualification requirements for

specific career paths/positions Employees have easily accessible means to assess themselves against a

detailed competency model, create individualized development plan, and access learning resources to bridge assessed gaps

Specific incentive and development plans are defined for key employees and individuals identified as “high potential”

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Potential successors are identified and tracked for all key positions Potential successors have job and training goals aligned with the positions

they are targeted for HR facilitates Job rotation process as part of individual key development

plans Self-managed mentoring programs are available to all employees Career planning and succession planning are tightly integrated

Career Planning Best Practices

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Career Planning Best Practices

Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

Career planning is performed at all levels of the organization, resulting in career plans for all employees.

Career Planning is available to all employees and beginning April 1, 2008 a new initiative will begin (REACH).

Yes Medium

Expand the initiative and encourage all employees to develop a career plan. Utilize CHRIS to store as much data as possible .

Individual development plans are clearly and strategically aligned with corporate mission, goals and objectives

This is not done.

Yes Low

Begin aligning and document and utilize CHRIS to automate, document, and measure the process.

Key people skills that contribute to obtaining and sustaining a leadership position for the company have been identified and are assessed annually.

Skills have been identified and a series of courses are offered to improve these skills. Various assessment tools are part of the courses. One is only assessed if they take the courses.

Yes Medium

Encourage employees to attend these courses and expect graduates to perform accordingly. Prestige will be associated with completion.

Clear career progression/career paths are defined

Beginning April 1, 2008, City wide Career counseling and coaching via CTDCE will be available to employees who want it.

Yes Medium

Continue the program, encourage its use, train small cadre of employees as career counselors

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Career Planning Best Practices

Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

Specific training and development needs are defined and tied directly to current positions and career paths.

This is not done.

Yes Medium

Begin associating training and development needs with positions and career paths.

Employees have direct access to training and qualification requirements for career paths and positions.

The Civil Service System provides minimum qualifications (MQs) for classified positions.

Yes Low

Employees have easily accessible means to assess themselves against a detailed competency model, create individualized development plan, and access learning resources to bridge assessed gaps.

This is not available. Initiative begins on April 1, 2008.

Yes Medium

Utilize CHRIS to best of its ability to achieve this. Significant work may be required to develop the associations in the data (competency to job code and training course to job code).

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Career Planning Best Practices

Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

Specific incentive and development plans are defined for key employees and individuals identified as "high potential".

There is no process in place to identify “high potential” employees.

Yes Low

Implement as needed and as resources permit.

Potential successors are identified and tracked for all key positions.

There is no succession planning process.

Yes Low

Implement as needed and as resources permit.

Potential successors have job and training goals aligned with the positions they are targeted for.

There is no succession planning process.

Yes Low

Implement as needed and as resources permit.

HR facilitates a job rotation process as part of individual key development plans.

There is no job rotation process

Yes Low

Implement as needed and as resources permit.

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Career Planning Best Practices

Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

Self-managed mentoring programs are available to all employees.

No mentoring programs available

Yes Low

Implement as needed and as resources permit.

Career planning and succession planning are tightly integrated.

There is some career planning and no succession planning at this time.

Yes Medium

Utilize CHRIS to store data and begin analysis to tightly integrate.

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The development of an organization's structure and management practices to enable achievement of the company's strategies and goals.

Identification of development efforts needed to support changes in organization structure; e.g., "We think the future of the organization looks like this", ensuring the right people are in the right place at the right time.

Assisting senior management in determining optimal structures to support ongoing business needs and strategies

Performance ManagementProcess Definition

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Performance Management Best Practices

Employee development and training needs evaluation is performed at least annually as part of the performance appraisal process.

Learning goals are incorporated into employee performance management programs and financial incentives.

Managers/supervisors are prompted via workflow to begin the performance appraisal process.

Online, secure, role-based access developed for viewing current and historical appraisal data by the employee and their management chain.

Organization objectives are cascaded down through the organization to business unit, team, and individual goals.

Performance objectives are based upon organizational role. Employee goals and objectives are set annually at the beginning of the

performance management process. Managers discuss each employee's performance with them a minimum of two

times per year.

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Performance Management Best Practices

Online capability established for appropriate resources to update and adjust job performance evaluations based on changing job standards and requirements.

When employees transfer or have a new manager during an evaluation period, the evaluation is co-determined by both managers when possible.

Employees receive a final performance review with a score at the end of the review period.

Performance management reviews are reviewed and approved by the 2nd line manager prior to review with the employee.

Senior managers have access to reports summarizing the results of the performance management process.

Performance evaluation results are reviewed at senior levels to ensure consistency and normal distributions of low to high performers.

Executive coaching and needs assessment programs are being utilized in line with organizational strategies.

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Performance Management Best Practices

360 Degree feedback programs are being used on a regular basis 360 Degree feedback programs share components with the performance

management process. Individuals providing 360 Degree feedback are selected by the employee and

supervisor. Performance improvement plans are developed utilizing information from both

the performance management and 360 Degree feedback programs.

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Performance Management Best Practices

Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

Employee development and training needs evaluation is performed at least annually as part of the performance appraisal process.

Do not know, as this is not a centralized activity.

Yes Medium

Record results in CHRIS so it can be monitored and managed.

Learning goals are incorporated into employee performance management programs and financial incentives.

This is done to a small degree. In this context, we are considering tuition reimbursement as a financial incentive.

Yes Low

Develop a process to incorporate learning goals and track progress in CHRIS.

Managers/supervisors are prompted via workflow to begin the performance appraisal process.

PEP – They are notified through the dashboard.CMAGE and AFSCME are not.

Yes Low

Supervisors are prompted using workflow.

Online, secure, role-based access developed for viewing current and historical appraisal data by the employee and their management chain.

PEP – this is done. CMAGE and AFSCME – this is not available in today’s system.

Yes Low

Record appropriate data in CHRIS and consider 3rd party vendors. Role-based access for the employee and their management chain.

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Performance Management Best Practices

Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

Organization objectives are cascaded down through the organization to business unit, team, and individual goals.

Columbus *Stat has a dashboard that cascades goals to the program level.

Yes Medium

Provide more training in PEP to increase the number of employees that do this. Incorporate into CMAGE and AFSCME.

Performance objectives are based upon organizational role.

PEP – this is done. CMAGE and AFSCME – this is not done.

Yes MediumImprove coverage of doing this.

Employee goals and objectives are set annually at the beginning of the performance management process.

This is done.

Yes Medium

Increase the amount of data available for analysis through CHRIS or a 3rd party vendor software package.

Managers discuss each employee's performance with them a minimum of two times per year.

This is encouraged but unsure how often it is really performed. Yes Medium

Track progress in CHRIS or a 3rd party vendor software package.

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Performance Management Best Practices

Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

Online capability established for appropriate resources to update and adjust job performance evaluations based on changing job standards and requirements.

This is done for PEP. This is not done for CMAGE and or AFSCME

Yes Medium

Utilize CHRIS or a 3rd party vendor software package to make this available for all.

When employees transfer or have a new manager during an evaluation period, the evaluation is co-determined by both managers when possible.

This is not done.

Yes Medium

Develop a process for this to be done and utilize CHRIS or a 3rd party vendor software package to store and share the data.

Employees receive a final performance review with a score at the end of the review period.

This is the policy. It is uncertain how many comply.

Yes Medium

Utilize CHRIS to track so it can be managed and percentage of compliance raised.

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Performance Management Best Practices

Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

Performance management reviews are reviewed and approved by the 2nd line manager prior to review with the employee.

This is done for PEP. This is not done for CMAGE or AFSCME.

Yes Medium

Develop a process by which this is done by all. Track in CHRIS or a 3rd party vendor software package and manage appropriately.

Senior managers have access to reports summarizing the results of the performance management process.

This is done for PEP. This is not done for CMAGE or AFSCME.

Yes Medium

Develop a process by which this is done by all. Track in CHRIS or a 3rd party vendor software package and manage appropriately.

Performance evaluation results are reviewed at senior levels to ensure consistency and normal distributions of low to high performers.

This is just beginning for PEP.

Yes Minimum

Continue to improve for PEP and incorporate into CMAGE and AFSCME.

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Performance Management Best Practices

Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

Executive coaching and needs assessment programs are being utilized in line with organizational strategies.

This is not done.

Yes Low

Develop a process to do so.

360 Degree feedback programs share components with the performance management process.

This is not done

Yes Low

This could be a long term goal.

Individuals providing 360 Degree feedback are selected by the employee and supervisor.

This is not done

Yes Low

This could be a long term goal.

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Performance Management Best Practices

Best Practice Current PracticeUsage

Now | Future

End-State Vision

Applicability | Coverage Comments

Performance improvement plans are developed utilizing information from both the performance management and 360 Degree feedback programs.

This is not done.

No