Transcript Document

Society for the Plastics Industry
Southern Region
Presents…
Competitiveness Series #4
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Investing in Human Capital to
Build a Workforce
Prepared to Compete
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Today’s Learning
Objectives
1.
2.
3.
4.
5.
6.
Understand human capital return on investment
Link your human capital programs to the business
Understand how Senior Leader’s see Human Capital
Learn from others like you
Participate in an interactive “Consulting Session”
Review some good idea product examples
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Session Feedback
• Start with the end in mind!
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Business Card Exchange
1.
2.
3.
4.
5.
6.
Position?
Type Company? Plastics; Other
Product?
Number of Employees?
Number of Locations?
#1 Challenge?
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Take a Blue Slip
Our Way to Communicate!
Take a Blue Slip
• What do you want to learn today?
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Agenda
10:00 – 11:00 Kick Off
Let’s Get Out of the Box with Some Big
Picture Thinking
11:00 – 12:45 Senior Leader Panel Discussion
12:45 – 1:15 Lunch/Break/Networking Time
1:15 – 2:15
Review & Bemis Case Study
2:15 – 3:00
Practical Exercise
3:15
Good Idea Demonstrations
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Getting Out of the Box…
Big Picture Thinking!
Leaping Ahead
Learning from Others…
•Proof of Principle
– Can modernized Human Capital Programs significantly increase
an organization’s ability to accomplish its mission more resource
efficiently? YES
 Done
•Proof of Concept
– Has the Principle been proven in similar organizations? YES
 Done
•Proof of Design
?
– Can modernized Human Capital Programs significantly increase
YOUR organization’s ability to accomplish its mission more
resource efficiently? YES - But . . .
– Depends upon YOUR application in YOUR specific circumstance
 To Do
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Measures of Performance
…It is All About Performance!
REQUIRED Level of Performance
Performance
Gap
Resources
Required
CURRENT Level of Performance
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Fundamentals
“Managing today is about finding great PEOPLE,
linking them with ideas, processes, and resources, and
ENABLING them to produce something remarkable
that leads to VALUE!”
• Leaders are Responsible for—
– Clear Goal Definition and the plan.
– Providing sufficient resources
– Ensuring people have the correct knowledge and skills
• Employees are Responsible for—
– Accomplishing goals and objectives– performance
– Contributing to Team Improvement
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Measures of Performance
…It is All About Performance!
REQUIRED Level of Performance
Options:
1. Re-allocate Current Employees
2. Hire Experienced
Performance 3. Hire New People
Gap
4. Work Overtime
5. Increase Productivity
6. Change the Process (Lean)
7. Increase Capacity (Automate)
Resources
Required
CURRENT Level of Performance
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Supporting the Business
The Mission:
Provide employees in the right numbers in
the right skills at the right time to meet
business needs.
The Goal:
An agile, competent workforce capable to
move at the speed of business.
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Human Capital “End to End”
Generate
Labor
Requirement
Recruit
Interview
Orientation
Initial Entry
Common
Training
Initial
Assignment
Business Focus:
Labor Cost
•Probationary
On the Job
Training
•In Service
Training
•Specialized
Training
Promotion
Reqs Met
Track/
Assign/
Determine
Proficiencies
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•New Job
Required
Training
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Leveraging Experience
Take
Advantage
of these
Talents
High
Quality/
High
Quantity
Shorten
this time
period
Low
Quality/
Low
Quantity
Low Cost
Lower
Skills/
Experience
Joe 1
High Cost
Most Productive Years
Joe 2
Joe 3
Lower Physical
Abilities
High Skills
Joe 4
Time of Service: 30 Year Career
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Success Principles
1. Business Focus (People, Process, plus Material =
Products)
2. Senior Leaders Must Personally Engage
3. Centralized Planning and Decentralized Execution
4. 1st Line Supervisors are Primary Trainers and
responsible for performance
5. Be Accountable to meet Return on Investment
Predictions
6. Start with the end in mind: Big Picture Thinking
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…Start with the End in Mind!
• Who are the people we are trying to serve?
• Why are we doing this?
• What kind of experience do we want our people to
have?
• What kinds of media are most appropriate for the
subject and audience?
• How much can we ask our training/instructional
staff to change the way they do things?
• How are we going to measure progress?
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Quantity vs. Quality
Move the Employee in the right Direction –
Quantity of Work
Go To Guy
High Quantity
Low Quality
High Quantity
High Quality
Low Quantity
Low Quality
Low Quantity
High Quality
New Guy
Quality of Work
What is our plan to move our people along the correct developmental path?
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Life Cycle Skills
Development Program
Management
Skills
Supervisor
Development
Training
Complex
Tasks
Pre-Employment
Employment
Skills
Supervisor
Skills
Training
V
Basic
Skills
Intermediate
Skills
Mentor
Skills
Advanced
Skills
IV
Initial
Entry
Skills
Training
Basic
Training
Practical
Application
Coaching/
Evaluation
Skills
Evaluation
Intermediate
Training
II
Practical
Application
Coaching/
Evaluation
Soft Skills
Development
Advanced
Training
III
Practical
Application
Coaching/
Evaluation
Experienced Personnel
I
Competency Level
Career
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Learning:
Effort vs. Competency
1. “I know” skill:
– Exchange of Information
– Computer Based Training
2. “I can do” skill:
– Performance based skills transfer
– Computer Assisted Instruction
3. “I can adopt and apply” skill:
– The actual performance requirement
– Practical Application and Coaching
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Understand the Cost of Training
Overwhelming Cost of Training is Student Labor
Student Labor
Instructor Contact
Time
Materials
Classroom Instruction
Time
Admin Labor & Other
%
0
10
20
30
40
50
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Sample Performance Metrics
1.
2.
3.
4.
5.
6.
7.
8.
9.
Productivity of Work Units (Cost, Schedule, Quality,
Safety, Revenue)
Quality of Work Units (Reduction in rework, customer
complaints)
Employee Retention Rates
Internal Promotion Rates
Absentee Rates
Employee Accident/Incident rates
Time for New Hires to begin productive work: “Time to
Competency”
Smile Sheets
Supervisor Feedback
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Measurement and Metrics
1. Did you waste your time?
2. Did you learn what the course was
designed to teach you?
3. Could you do your job better?
4. How much did it cost to train you versus
the performance improvement gained?
5. Did the business get better?
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Metrics Process
What is the
Business
Objective?
Three Levels:
Modify
Measures
What
Measurement
Methods and
tools will we
use?
Modify
Processes
Who are the
Stakeholders
and what do
they need to
know?
Aid DecisionMaking
Which
Framework is
best?
What Should
I Measure?
Outcome
Program
How should
we collect
and analyze
the
Measures?
What do the
Measures tell
us and how
should we
change?
System
Goal:
Predictive
Measurement
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Performance Improvement
“A Systems Engineering Approach”
• How are you doing it now? Current State Map
• What are the opportunities for improvement? Good Idea List
• What does the future system look like? Future State Map
• What does the perfect system look like? Perfect State Map
• How do we get from here to there? Plan of Action and
Milestones with Resources Required and Return on Investment
Prediction
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Senior Leader Panel Discussion
Use the Blue Slips!
Case Study
Bemis Manufacturing
Practical Exercise
Performance Improvement
“A Systems Engineering Approach”
• How are you doing it now? Current State Map
• What are the opportunities for improvement? Good Idea List
• What does the future system look like? Future State Map
• What does the perfect system look like? Perfect State Map
• How do we get from here to there? Plan of Action and
Milestones with Resources Required and Return on Investment
Prediction
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Scenario
Barto Plastics Company
Corporate Overview
• Product: 3 Plastic Containers
• 3 Locations in United States (Virginia, Michigan, and
Ohio)
• 350 Employees
– Skilled: 200
– Unskilled: 150
• Current Training Program: On the Job Training
• Business Problem:
–
–
–
–
Increase capacity from 10,000 to 50,000 per day.
Decrease cycle/change-over time
Aging Equipment with decreasing reliability
Acquiring a new plant to increase capacity in next year
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Hiring Process – Current State
Production
Identifies
Requirement
HR Posts
Requisition &
Sends to OET
HR
Receives
Applications
Welding Test
Hiring
Decision
Drug Screen
and
Physical
HR Admin
Inprocessing
8 Hours of
Video
OSHA Training
OJT
Training
HR
Schedules
Interviews
Production
Interviews
Offer Sent
Applicant
Given Report
Date
Hiring Tact Time: 80 days
Cost: $1,000
Time to Competency: 2 years
Attrition Rate: 1st Year 50%
Hiring Forecast: 10 per month
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Current State
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The Process
A Repeatable Template
A Systems Engineering
Approach
•
•
•
•
•
•
Phase 1 – Data Gathering and Understanding
Phase 2 – Design
Phase 3 – Development
Phase 4 – Pilot, Data Capture, & Analysis
Phase 5 – Roll-Out
Phase 6 - Enterprise Implementation
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Phase 1
Task
Phase 1 – Data
Gathering and
Understanding
Training Program
Milestones
Courseware
milestones
-Confirm training
requirements, prerequisites, recertification
criteria, etc.
-Review frequency
and volume of each
course
-Determine student
selection criteria
-Identify and
specify end user
equipment
requirements
-Map current
process flow
-Analyze content
and requirements of
course offerings
-Identify for each
course the core
elements for
competency
-Categorize core
elements by
complexity level
-Identify technical
infrastructure
requirements to
support delivery
Integration
milestones
-Determine
interface
requirements for
feeding data into
Management
System
-Identify system
testing
methodology and
process flow
ROI Milestones
-Interview key
stakeholders on
metrics for success
criteria
-Identify evaluation
methods for ROI
levels 1-5
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Phase 2
Task
Phase 2 –
Design
Training Program
Milestones
Courseware
milestones
-Map proposed
process flow from
selection to
evaluation for each
Use Case
-Develop proposed
procedures
-Communicate
process and
procedures to
Technical staff for
system design and
integration
-Develop a detailed
Design Plan and
Instructional
Strategy document
-Define the type of
training, pages,
content, navigation,
graphics, user
interfaces via Use
Cases
Integration
milestones
Develop proposed
database structure
and conventions
based on Business
Rules
ROI Milestones
-Develop a
comprehensive ROI
impact study
-Create data
collection tools and
process
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Phase 3
Task
Phase 3 –
Development
Training Program
Milestones
-Create
instructional
documentation of
the new Training
Program process
incorporating
Training
Management
Functional
requirements
Courseware
milestones
-Program and test
Tier 1 and Tier 2
Integration
milestones
Develop a
Technical Prototype
to ensure
management
system interface is
defined and tested
ROI Milestones
Update Evaluation
system
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Phase 4
Task
Phase 4 – Pilot,
Data Capture,
and Analysis
Training Program
Milestones
-Pilot the program
with a statistically
significant sample
size
-Confirm or make
adjustments to the
Business Model as
required
Courseware
milestones
-Pilot the
courseware with a
statistically
significant sample
size (Phase Tier 2
after Tier 1)
-Modify as
necessary
Integration
milestones
ROI Milestones
-Complete data
integration of
piloted sample
-Confirm or modify
as required
Conduct detailed
ROI analysis of the
sample based upon
predetermined
success metrics
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Phase 5
Task
Phase 5:
Roll-Out
Training Program
Milestones
-Tier 1 program is
fully implemented,
tested, and evaluated
prior to Tier 2
implementation
Courseware
milestones
Integration
milestones
-Full
implementation of
Tier 1 and Tier 2 in
phases
-Test and evaluation
of the courseware
-Complete data
integration Tier 1
and Tier 2 in phases
ROI Milestones
Conduct detailed
ROI analysis based
upon predetermined
success metrics
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Phase 6
Task
Phase 6:
Enterprise
Implementation
Training Program
Milestones
Incorporate Tier 3
(TBD)
Courseware
milestones
Incorporate Tier 3
(TBD)
Integration
milestones
Incorporate Tier 3
(TBD)
ROI Milestones
Incorporate Tier 3
(TBD)
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Program Planning Model
Executive Review Board (ERB)
• Sets Strategic Direction based on business priorities
ERB Actions:
Defines what needs to be
included in the business
case and the criteria it will
use to judge the projects
Scores, Ranks. and
selects projects
based on defined
criteria
Fund
Next
Phase?
No
Pre-Concept
Understanding
Evaluate the
appropriateness of
project
concept
Analysis
Assess the
viability,
value, return
on
investment,
and risk;
complete
high-level
design
Yes
Reviews projects at
measurable checkpoints that
set boundaries to monitor
and fund the project
Fund
Next
Phase?
Yes
No
Evaluates projects to
determine whether
components can be
reused
Fund
Next
Phase?
Yes
No
Definition
and design
Creation and
Development
Develop
detailed
project plan.
Document
agreement
Develop and
verify offering
against
specifications
Pilot
Implementation
and testing
Conduct final
test/pilot.
Proceed to
completion if
valid
Roll Out
Ramp to full
production.
Communicate
to audiences
Manage Life
Cycle
Determine
ongoing
demand for
current
course or
need to
update/delete
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Project Management Life Cycle
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Sample Training Modernization Program
Plan of Action and Milestones
Phase 1 Phase 2
Jan
Feb
Mar
Apr
May
Jun
Jul
Phase 3
Aug
Sep
Analysis and
Understanding
Definition and Design
May 1- 31
June 1 – Aug 31
Pilot
Program
Decision
Oct
Nov
Dec
Courseware
Vendor
Selection
Execution
Decision
Pilot/Prototype Creation and Development
and Systems Integration Test
Oct 2 – Oct 16
Courseware Development
Oct 1 – March 30, 2004
SOJT Pilot Begins
Dec 1 – Jan 31
ERB Program Reviews
Monthly
Program Implementation Support
July 1, 2002 – Jan 31
Training Model Development
July 1, 2003 – Sept 30
Strategic Communications Program
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Sample Training Modernization Program
Plan of Action and Milestones (continued)
Phase 4
Jan
Feb
Mar
Phase 5
Apr
May
Jun
Jul
Phase 6
Aug
Major
Report
Out
Sep
Oct
Nov
Dec
Major
Report
Out
Final
Report
Out
Courseware Development and Automated Support Tool Integration
Jan 1 – March 30
Special Skills Analysis
ERB Program Reviews
Monthly
Dec 15 – August 31
Pilot Implementation, Data Capture
Dec 1 – April 30
Integrated Training Strategy Development
Integrated Training Integration and
Testing
Jan 1 – June 30
June 1 – Aug 31
Training Pilot
Sep 1 – Dec 31
Strategic Communications Program
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Phase 1: Data Gathering
and Understanding
• Time: ~ 4 weeks
• Deliverables:
–
–
–
–
–
–
–
–
“Current State” Human Capital Value Stream Map
Total Cost of Ownership Model “Current State”
Defined Client application of the Life Cycle Skills Development Model
Identification of Key Cost Drivers
Develop and Define a list of “Good Ideas” for Management Review
Establish an Executive Review Board and Program Team (Client and TMG)
Identification of Stakeholders with defined Value Propositions
Strategic Communications (Internal and External)
• Client Requirement:
–
–
–
–
Provide an Internal Program Manager
Full Access to gather information by TMG Program Manager
Non-Intrusive Information Gathering
Decision on which Good Ideas to further Develop into Pilot Project(s)
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Training Audience Analysis
Top Seven Training Populations (-) Engineering
1200
1000
979
967
933
796
800
776
768
710
600
400
200
0
X11
X18
X33
X31
X36
X42
X43
5929 Total Population
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Some Good Ideas
1.
2.
3.
4.
5.
6.
7.
8.
9.
Apply the Life Cycle Skills Development model to
develop Client Career Maps linked directly to Lean
Value Stream Map
Use the Process Step Skills List to develop Client Team
“Visibility” Map with Bench Strength analysis… The
Client Depth Chart!
Detailed Skills Training and Development Program
Technology Enhanced Hiring and Orientation Program
Team Leader Development Program
Technical School Out Reach Program
Use ACT Work Keys as Pre-Hiring Skills Assessment
Use 2nd Shift as a Training and Development Center
Others?
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Phase 2: Definition and Design
• Time: ~ 6-8 weeks
• Deliverables:
–
–
–
–
–
–
“Future State” Human Capital Value Stream Map
Total Cost of Ownership Model “Future State”
Pilot Project(s) Return on Investment Predictions
Pilot Metrics Definition Document
Expanded Pilot Project Architecture Document
Detailed Plan of Action and Milestones with Test Plan for Pilot
Project Implementation.
– Strategic Communications Campaign Revisions and Execution
• Client Requirement:
– Assign Project Team for each Pilot Project (Program Manager, IT
Point of Contact, and Specific Team Members/Subject Matter
Experts as required)
– Allocate Resources
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Phase 3: Creation and
Development
• Time: ~ 2 -3 Months
• Deliverables:
– Build the System and its components
– Produce Pilot Project User and Technical Documentation
– Define a Testing Plan and scenarios with Data Capture and Test
Plan
– Strategic Communications Campaign (Internal and External)
• Client Requirement:
– Chair Monthly Executive Review Board meetings and provide
guidance to Program Team
– Approval/Guidance at Designated In Progress Reviews
– Implementation, Data Capture and Analysis as required by Project
Team
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Phase 3: Creation and
Development
The Training Program
Program Re-Design
(ROI/Metrics/Instructor Training/Method Revisions)
Current
State
Automated Support Tool
(LMS, Computers, DML)
Future
State
Courseware Updates and Development
(ILT, CBT, CAI,)
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Phase 4: Pilot Implementation,
Data Capture, and Analysis
• Time: ~ 2 Months
• Deliverables: Based Upon Each Pilot Project
–
–
–
–
–
–
Test the System and all components
Measure results and compare to ROI prediction.
Adjustments as required.
Map ROI to organization needs
Determine Enterprise Implementation Strategy
Strategic Communications Campaign Continues
• Client Requirement:
– Continued Support & Access
– Implementation as Agreed in Test Plan Concept
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Phase 5 - n: Roll Out and
Implementation
• Time: TBD
• Deliverables:
– Determine Roll Out Implementation Strategy
– Based upon Test Results Identify Other Areas within Enterprise
where model applies and begin compressed Phase 1 – 4.
– Make Pilot Adjustments as required.
– Map and generate ROI data to organization needs
– Strategic Communications Campaign Continues
• Client Requirement: TBD
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Let’s Wrap It Up
Random Thoughts
…from the Trenches
• Aging of the Workforce
• Attrition
• Courseware Vendor Selection and
Management
• IT/LMS/LCMS Debate
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Trainer’s Creed
• Must Enhance PERFORMANCE!
• Reduce Time and Effort between Subject Matter
Experts and Users (Trainers/Educators, Developers,
Resource Managers, Students, Managers, Others)
• Increase Senior Leader Confidence in Resource
Decisions Based upon Empirical NOT Anecdotal
Evidence – Visibility on Long-Term Consequences
of Near-Term Decisions
Biggest competitor is “Do Nothing”!
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Today’s Learning
Objectives
1. Allow you to make better human capital decisions or
recommendations
2. Understand human capital investment justifications
3. Link your human capital programs to the business
4. Understand how Senior Leader’s see Human Capital
5. Learn from others like you
6. Participate in an interactive “Consulting Session”
7. See some product examples
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Take a Blue Slip
• What did you learn today?
• If you were “King” what would you do
when you get home?
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Thank You!
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Product Demonstrations
Measures of Performance
…It is All About Performance!
REQUIRED Level of Performance
Web Based
Instructor Led
Performance Performance Oriented (Hands On)
Gap
Computer Based
Paper Based
Electronic Performance Support
Resources
Required
CURRENT Level of Performance
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Synchronize and Integrate
Current
Systems
Training Systems
Enterprise Learning
Center
Human Resources
Systems
Accounting Systems
…to create a Leader’s Decision Support Tool
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Resource Allocation Model
Market and Business
Environment
Focus on
Efficiency
Connectivity
Context
PIPES
Networks
Bandwidth
$$$$
Merge
Operational and
Training
Systems
USER ACCESS
End Points
Delivery Tools
Learning Management
System
Content
INFORMATION
&
COURSEWARE
Digital Library
“Content is
KING”
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Delivery to
Individual &
Groups When and
Where Needed
High
Performance
Organizations
ROI
Job Commitment
Productivity
Turnover
Profitability
Technology Gives Learners, Leaders,
Trainers, and Instructors More Choices!
Paper
Slides
Video
CD / DVD
Physical
Product Integration Engine
Electronic
Bandwidth Required :
Selected Media Load
Text
Graphics
56K
1.5Mb
Animation
10Mb
Audio
100Mb
Video
1,000Mb
Simulations
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Where Are You Now?
Where Do You Want to be?
When?
Advanced Distributed Learning
Intelligent Tutors
Reusable Objects
Knowledge Databases
Desktop Simulation
EPSS
Distributed Learning
PC-Based VTT
Web-Based
Distance Learning
Correspondence Courses
Travelling Professors
Video Tapes
CD ROM
VTT
Classroom
Any Time
Any Place
Right Time
Right Place
My Time
My Place
Learning Domain
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Technology…
Connects the Individual to the Organization
The critical concept . . .
“If the technology does not support or INCREASE
your PERFORMANCE level or make the USER’s
job easier, then do not invest.”
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The Challenge
“If you can describe the process from “end to end” by
which you operate, the technology decisions are easy.”
AND . . .
1. You Must Understand Everyone’s
Perspective.
2. You Must Identify and Work to
Accomplish Each Value Proposition.
3. You must leverage existing programs
and migrate current successes to
future programs.
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Changed the Instructional Model
2002
Instructor Led
Training
6%
2003
Computer Based
Training
39%
Instructor Led
Training
100%
Computer
Assisted Training
55%
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eLearning Principles
 Decide on Metrics (Expected Outcomes) Up Front…Organizational
Performance Metrics - NOT Technical Standards!
 Subject Matter Experts Create and Maintain Current and Relevant
Content…the Information
 Learning Media (i.e., Courseware, Information, Text, Video, Paper, iDVD,
Classroom Instruction, etc.) is Selected/Modified/Created as Close to
the Intended Training Audience as Possible
 Must Keep the “Information” Separate from the “Technology” until the
Learner and their environment has been defined.
 Technology gives the learner, leaders, trainers, and administrators more
delivery options than ever before
 eLearning is NOT an “Either/Or” Decision…It is an Integration Issue
(Physical vs. Electronic)
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