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Workforce Development Pilot Program Superior Court of California, County of Orange WRIPAC – Napa, April 2008 Program Overview • • • • • • Individual Assessments Related Reading Individual Coaching & Mentoring Sessions Individual Development Plans Group Workshops Brown Bag Lunches with Speakers WDP Selection Planning • Identified critical positions at the Executive and Upper Management level • Merit-based approach limited to only management level positions • Similar to a recruitment process. Self selection by online application Selection Process Phase 1 • Promotability Evaluation based on Court Competencies • Situational Judgment Test Phase 2 • Interview based on 16 PF assessment tool • Presentation to panel of two Chief Officers and an outside consultant Workforce Development Program Manager’s Promotability Evaluation Form Applicant Name: How long have you supervised the applicant? If less than 90 days, who was the applicant’s previous manager? Can you adequately evaluate the applicant? Yes No Competency Area Needs Improvement: Has not shown the required KSA’s. 1. Leading Change Continual Learning Flexibility Strategic Thinking Comments: 2. Leading People Conflict Management Integrity/Honesty Team Building Comments: 3. Results Driven Accountability Decisiveness Problem Solving Comments: 4. Business Acumen Financial Management HR Management Comments: 5. Building Coalitions Communication Oral Communication Organizational Savvy Written Communication Comments: Developing: Has few of the required KSA’s as defined in the Resource Guide. Performing: Has demonstrated competence in the KSA’s as defined in the Resource Guide. High Performing: Has demonstrated strength in applying the KSA’s as defined in the Resource Guide. Don’t Know: Have not had the opportunity to observe KSA’s. Situational Judgment Test Example Courtesy of Dennis Joiner and Associates Results of Selection • 24 applicants • 20 eligible (management level) that participated in Phase 1 • 12 participated in Phase 2 • 8 selected into program Ground Rules • • • • Confidentiality Safe Environment Respect, Trust and Honesty Accountability ~ Sharing IDP with managers ~ Updates on progress ~ Periodic meetings between HR Coaches, manager and participant ~ Coaches and Mentors are here to support and advise, not to give directives. Each participant is accountable for their own development plan. Assessments • Institute for Personality and Ability Testing (IPAT) 16PF www.ipat.com • Keirsey Temperament Sorter www.keirsey.com • Hartman-Kinsel Profile www.hartmaninstitute.org • PROFILOR 360º www.personneldecisions.com Related reading • Type Talk at Work • Now, Discover Your Strengths ~includes Clifton Strength Finder Inventory • The Emotionally Intelligent Manager • Selling Yourself Without Selling Out Coaching and Mentoring HR Coaches • Internal/External • Specific training on professional coaching • Certified in use of assessments • Create self-awareness around strengths and weaknesses • Help people identify goals and create action plans Mentors • Internal • Senior level with expertise in organization • “Bigger picture” role – broader organizational perspective • Multiple work experiences for sharing • Personal advocate • Organizational and career maneuvering 3 Tiered Approach • Mentors • Specialty Coaches • HR Coaches Specialty Coaches Different from HR Coaches and Mentors: • Experts in designated organizational area • Help strengthen knowledge of specific area • Provides better understanding of areas outside the participant’s natural environment • Helps participant understand how the specific area fits into to organization to create the whole picture Specialty Coaches Lunch and Learn Informational Sessions Networking AOC/Judicial Committees How to Promote within the Court Budgeting 101 Court Operations HR Coaches • They facilitate professional growth. • They offer career guidance. • They encourage leadership development. • They offer help with the formation of employee IDP. • They listen, listen, listen!!! And ask many, many questions! • They keep employees focused on career objectives. • They offer support while employees stretch outside his/her comfort zone. Creating A Partnership • Coaches listen carefully to understand your interests, opinions and concerns. • They pay attention to the choices you make. • They help clarify your expectations. • They provide candid, yet tactful feedback. Promoting Persistence • Coaches periodically review your goals and ask about your progress. • They encourage you to keep pushing forward. • They help you set realistic expectations for progress. • They provide ongoing feedback to recognize progress. Development Planning • Coaches collaborate with you to identify developmental objectives. • They focus on current performance and future opportunity. • They focus on your priorities as they relate to the court’s needs. • Coaches give specific feedback, support and encouragement. • Coaches expect you to be accountable for your actions. Mentors • Develop leaders within the organization which nurtures commitment, retention, and succession planning • Provides guidance and assistance and can foster long-term relationships • Inspires creativity and idea exposure • Helps others see what they cannot see for themselves • Exposes others to situations which they normally wouldn’t be exposed to Bottom Line Coaches and mentors will partner to: • Establish clear goals • Make conscious choices • Inspire & motivate development • Support growth • Take action Individual Development Plans • Development FIRST Workbook ~ FIRST Learning Plan * Focus on priorities * Implement something everyday * Reflect on what happens * Seek feedback and support * Transfer learning to the next level Courtesy of Personnel Decisions International GAPS Grid Engage and Inspire Where the person is Where the person is going Self Other Abilities Goals and Values How do you see yourself? What matters to you? Perceptions Success Factors How do others see you? What matter to others and/or the organization? Courtesy of Personnel Decisions International Managing Expectations • Manager support ~ Encourage meetings with participants on development plans ~ Work with HR Coaches and participants in creating stretch assignment ~ HR Coaches also here to support managers Feedback Survey Lessons Learned: • Make sure participants have a say in choosing his/her mentor • Create a plan and communicate in advance • Do not over-assess Feedback Survey Positive Outcomes: • Manager’s see improvement in performance in current jobs • Participants learning what is expected at the next level position • Participants having better relationships with direct reports and sharing developmental experiences, techniques and tips Next Steps • Conduct a mini 360° feedback assessment to measure progress • Roll out next generation Track 1 for Managers Track 2 for Supervisors Thank You for Your Attention!!! Questions???