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How to build a workforce and leadership development roadmap
The document outlines Kaizenex's approach to developing a workforce and leadership development roadmap for clients. It involves four steps: 1) Define the competencies needed to support the organization's current and future strategy using tools like balanced scorecards. 2) Assess performance obstacles and capability gaps using analysis tools to define exemplary performance. 3) Develop solutions like training if needed, prioritizing courses to ensure performance. 4) Evaluate the impact of the training and development solutions. Training is presented as just one part of an overall solution, with 70% of learning coming from experience, 20% from people, and 10% from courses. A systematic approach using analysis tools is advocated to fully understand performance gaps.
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How to build a workforce and leadership development roadmap
- 1. Workforce And LeadershipDevelopment Roadmap 1 © Kaizenex Consul0ng & Training Services Company
- 2. Kaizenex offers consulting andtraining services to help your organization achieve Operational Excellence, supporting your Continuous Improvement and workforce development effort. Elmer Buscado Founder / Sr Consultant OPEX & Instruc9on Designer [email protected] www.kaizenex.com
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- 4. Let’s start by building a roadmap to develop highly capable organiza9on. © Kaizenex Consul0ng & Training Services Company 4 What arethe 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
- 5. © Kaizenex Consul0ng & Training Services Company 5 DEFINE What are the competencies you need to support the Current & Future Strategy Define leadershipattribute, competency and performance measure to support future strategy
- 6. Derived the strategic competencies and performance measure from your Strategy MAP © Kaizenex Consul0ng & Training Services Company 6 The BalancedScorecard 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 ImageRelationshipProduct/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) The Balanced Scorecard Links Performance Measures 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? Customer Perspective Goals Measures Financial Perspective Internal Business Perspective Goals Measures Goals Measures Goals Measures Balance scorecard Strategy map clearly depicts the value of competencies to support internal processes to achieve the customer and financial goals.
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- 10. And it provides an alignment and focus on behaviors that will support organiza9on’s direc9on. Career Stage / Leadership ATributes Manage Self Manage Others Individual & Team Efficiency Ac0on Oriented Ac0on Oriented Priority SeXng Priority SeXng Problem Solving Problem Solving Standing Alone Standing Alone Planning Process Management Clear Direc9on and Construc9ve Communica9on Customer Focus Customer Focus Integrity And Trust Integrity And Trust Peer Rela0onships Peer Rela0onships Direc0ng Others Developing Direct Reports And Others Emo9onal Intelligence Comfort Around Higher Management Comfort Around Higher Management Composure Composure Self-knowledge Self-knowledge Listening Listening Mo0va0ng Others Interpersonal Savvy Entrepreneurial Skills Learning On The Fly Learning On The Fly Organiza0onal Agility Organiza0onal Agility Sample of competencies that are mission cri0cal for Manage self and Manage other func0on. 10 © Kaizenex Consul0ng & Training Services Company
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- 12. © Kaizenex Consul0ng & Training Services Company 12 ASSESS What are the obstacles to performance and capability gaps. Use effectiveanalysis tools, to define what exemplary performance is and the gap in competencies.
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- 16. Do away with “Tradi9onal TNA” and use below systema9c tools to beTer clarify what desired job performance looks like. 16 © Kaizenex Consul0ng & Training Services Company Performance Analysis Provide comprehensive recommendations onskill 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: The New Mager Six-Pack by Robert Mager
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- 18. There are other analysis procedures we use to beTer clarify what desired job performance looks like. 18 © Kaizenex Consul0ng & Training Services Company Job Performance Profiling Identify major tasks ofa 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.
- 19. The outcome of analysis will enable us to formulate a development plan for mission cri9cal competencies. Career Stage / Leadership ATributes Manage Self Manage Others Individual & Team Efficiency Ac0on Oriented Ac0on Oriented Priority SeXng Priority SeXng Problem Solving Problem Solving Standing Alone Standing Alone Planning Process Management Clear Direc9on and Construc9ve Communica9on Customer Focus Customer Focus Integrity And Trust Integrity And Trust Peer Rela0onships Peer Rela0onships Direc0ng Others Developing Direct Reports And Others Emo9onal Intelligence Comfort Around Higher Management Comfort Around Higher Management Composure Composure Self-knowledge Self-knowledge Listening Listening Mo0va0ng Others Interpersonal Savvy Entrepreneurial Skills Learning On The Fly Learning On The Fly Organiza0onal Agility Organiza0onal Agility Improvable Meets Exceeds Legend Sample Only 19 © Kaizenex Consul0ng & Training Services Company
- 20. © Kaizenex Consul0ng & Training Services Company 20 DEVELOP If instruc0on is needed How you will ensure Performance and what Are the priority courses? Employ performance-basetraining in developing your leaders and workforce. Deploying curriculum and priority courses.
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- 22. This were the common answers I gathered When i asked, “Why People Don’t Perform?” • Don’t know how • Don’t know what’s expected of them • Don’t have the authority • Don’t get feedback • Bad or non-existent documenta9on • No Job aids • Work sta9ons have obstacles • Organiza9on structure interferes • Punished/ignored for doing it right • Rewarded for doing it wrong • Nobody no9ces. © Kaizenex Consul0ng & Training Services Company 22 It reveals that only 1 out of 11 concerns requires training solu9ons
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- 25. Another thing that I would like to introduce to you is.., © Kaizenex Consul0ng & Training Services Company 25 70% 20% 10% Tough job experience People (Boss) Courses 70:20:10 Learning concept (Yeah, I know it is not new.)
- 26. 70:20:10 becomes the Learning Strategy of many Large Corpora9on It tells us that lessons learned by successful and effec9ve managers are roughly • 70 percent from tough jobs • 20 percent from people (mostly the boss) • 10 percent from courses and reading. 26 © Kaizenex Consul0ng & Training Services Company 70% 20% 10% Tough job experience People (Boss) Courses Source: Career Architect Planner (1996 Lominger Press)
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- 28. Since we understand now how our audience learns we need to adapt it on how we design our course. 28 © Kaizenex Consul0ng & Training Services Company 70% 20% 10% Tough job experience People (Boss) Courses Develop or Invest on highly experien9al training with On-Job applica9on. Use “Performance-Based Training” methodology in your design and development.
- 29. And when you deployed the learning, involve their leader’s first. Remember people learns from them twice than your course. • Invest in developing your Leaders • We need leaders who develops their teams • Leaders are effec9ve drivers of performance and behaviors 29 © Kaizenex Consul0ng & Training Services Company 70% 20% 10% Tough job experience People (Boss) Courses
- 30. You heard Performance-Based Training twice and maybe you started asking already, “What is it?” Performance-Based training is structured around defined and measurable processes that are aligned with performance goals, a full performance improvement methodology that takes into account the three factors that affect performance mainly: © Kaizenex Consul0ng & Training Services Company 30 Skill Will Hills The lack of an effec0ve instruc0on The absence of fiMed consequences for desirable /undesirable behaviors The presence of workplace obstacles that interfere with desired performance
- 31. 31 Training Ends Performance Based Training Academic Approachto Training Because PBT focus on performance, and not on subject maTer content, we are able to eliminate the learning curve.* *Learning curve is typical of the subject maMer based, academic approach to training that we’re accustomed to.
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- 33. Performance-Based Training follows ADDIE concept. Analyze Design Develop Implement Evaluate Simple Training Process with Advance Development Tools 33 © Kaizenex Consul0ng & Training Services Company Job Profiling Job Analysis Performance Analysis Goal Analysis Task Analysis Deriving Performance Objec0ves Skill Hierarchies Performance-Based Lesson Planning Module Development Relevant Skill Prac0ce Skill Check Lesson Planning Module Delivery Relevant Skill Prac0ce Skill Check Training Evalua0on Self Efficacy Before and Aqer Performance Monitoring Skill Check - Self Evalua0on Defining Performance Criteria & Measurement Audi0ng and improving exis0ng training module Conver0ng exis0ng module to Performance- based
- 34. Performance-Based Training is perfect for any type of delivery method. Analyze Design Develop Implement Evaluate 34 © Kaizenex Consul0ng & Training Services Company Instructor- Led Training Self-paced E-learning
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- 36. © Kaizenex Consul0ng & Training Services Company 36 EVALUATE How will you measure the impact of your training & development solu0on? Integrating theleadership attribute and competency development in the annual performance assessment and strategy development.
- 37. Find ways to Measure and check the impact of your solu9on. Career Stage / Leadership ATributes Manage Self Manage Others Individual & Team Efficiency Ac0on Oriented Ac0on Oriented Priority SeXng Priority SeXng Problem Solving Problem Solving Standing Alone Standing Alone Planning Process Management Clear and Construc9ve Communica9on Customer Focus Customer Focus Integrity And Trust Integrity And Trust Peer Rela0onships Peer Rela0onships Direc0ng Others Developing Direct Reports And Others Emo9onal Intelligence Comfort Around Higher Management Comfort Around Higher Management Composure Composure Self-knowledge Self-knowledge Listening Listening Mo0va0ng Others Interpersonal Savvy Entrepreneurial Skills Learning On The Fly Learning On The Fly Organiza0onal Agility Organiza0onal Agility Improvable Meets Exceeds Legend 37 © Kaizenex Consul0ng & Training Services Company Before Aqer Before Aqer
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- 39. Con9nuously repeat the cycle to con9nuously improve and provide inputs in shaping your strategy. © Kaizenex Consul0ng & Training Services Company 39 DEFINE What are the competencies you need to support the Current & Future Strategy ASSESS What are the obstacles to performance and capability gaps. DEVELOP If instruc0on is needed How you will ensure Performance and what Are the priority courses? EVALUATE How you will you know The impact of your solu0on? The BalancedScorecard 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 ImageRelationshipProduct/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) The Balanced Scorecard Links Performance Measures 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? Customer Perspective Goals Measures Financial Perspective Internal Business Perspective Goals Measures Goals Measures Goals Measures 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 ImageRelationshipProduct/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)
- 40. How Do I Start with Performance-Based to build a highly capable organiza9on? 40 Start Small Limit Risk Builda plan based on scalable steps Build support by demonstrating financial return • Identify an underperforming area • Partner with a supportive business owner • Document results
- 41. KAIZENEX 4 Simple Steps to Performance-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. 42 Make Your Business a Model Assess Your Organization Develop Internal Skills Monitor Performance Provide Expert Modeling KaizenexCan 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
- 43. PMI Marikina Factory Roadmap Organiza0on Assessment Performance Analysis Job Analysis, Task Analysis Skill-Building Inhouse Workshops - Tech Training Professionals Train the Trainer Capacity-Building Coaching, Joint Projects Results: • Reduce the learning curve • Improve Operators Performance (Up0me, Quality, Safety, etc.) • Improve Quality of Training Materials and Assessment. 43
- 44. 44 Drama9c Improvements in Basic Technical Training Opera9ons Course of Largest Tobacco Company in Marikina, Philippines Criteria Before AfterImprovement 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. 45 Fully performance-based Par0ally performance-based but not fully there Want to move there but s0ll ac0vity- based right now Not sure How Performance-Based Are You?
- 46. 46 Next Steps • Make KAIZENEX your long-term partner. • CONTACT US NOW and let us know how we can help. [email protected]; Contact Number: +63 917 4024533 • Visit our site: www.kaizenex.com “…skilled people (more than any other resource) now define an organization’s competitive advantage.” -- Smith Barney
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