2011 ky primary care association recruitment and retention training hilton suites lexington green...

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2011 KY PRIMARY CARE ASSOCIATION Recruitment and Retention Training Hilton Suites Lexington Green 245 Lexington Green Circle Lexington, KY 40503 March 31, 2011

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2011 KY PRIMARY CARE ASSOCIATION Recruitment and Retention Training Hilton Suites Lexington Green 245 Lexington Green Circle Lexington, KY 40503 March 31, 2011 Slide 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 Slide 3 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 Slide 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 Slide 5 5 Lean Management The generic name for the Toyota Production System Slide 6 6 To many people LEAN is Less Employees Are Needed Slide 7 7 In reality Lean is Let Everyone Assist Now Slide 8 The Human System of Lean Management Slide 9 9 Results of Implementing Human Systems High levels of customer satisfaction and loyalty Increased employee satisfaction Higher retention rates Lower health-care costs Increased creativity Engaged workforce Slide 10 10 It Starts with Values Values Beliefs Thoughts Actions Habits Character Destiny Slide 11 11 Alignment of Values Society Economy Company Group Self Slide 12 12 Key Values Mutual TrustMutual Trust Demonstrating the confidence that each will act in the best interest of the other and the company RespectRespect Actively believing that oneself and ones associates are valuable, responsible, reliable Continuous ImprovementContinuous Improvement Engaging in systematic problem solving processes aimed at eliminating waste and increasing efficiency Slide 13 13 Slide 14 14 THE TOYOTA WAY Toyota Basic Business Practices Values Practices for People Challenge by concentrating knowledge of each & every employee for the benefit of all customers & stakeholders we strive to realize ambitious goals through steady, fact-driven progress pursuing highest standards of excellence guided by best possible course of action Genchi Genbutsu Kaizen Respect Teamwork Improvement Continuous Respect Slide 15 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 Slide 16 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 persons 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). Slide 17 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 Slide 18 18 Identifying Lean Core Competencies Thinking and Operational Abilities Grasp the Situation Problem Solving Process Management Company Business Perspective Development Operational and Technical Skills Slide 19 19 Identifying Lean Core Competencies Leadership & Teamwork Abilities Coordinate and Communicate Collaborate and Cooperate Initiate and Influence Build and Maintain Relationships Slide 20 20 Slide 21 21 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 Significance of Human Resource System Slide 22 22 How to Produce Quality People and Organizations! Capability of Members = Environment + Competencies + Motivation Slide 23 Determining Competencies How do you determine competencies? Job Analysis Slide 24 24 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. Slide 25 25 Job Analysis Example Manufacturing Slide 26 Workplace Competencies Here is a list of common competencies found in the workplace. (Handout) Slide 27 27 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. Job Analysis Slide 28 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 Slide 29 29 Critical Output Analysis (COPA) A process for obtaining job competencies (Handout) Slide 30 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 Slide 31 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 dont hear what we are listening. Lets practice listening Slide 32 LISTENING Let us practice listening 1.Select two people at to debate a subject 2.Pick any subject you want but one must be for it and one again it & decide who goes first 3.First speaker has 1 minute to speak 4.The other listens then repeats what they heard after the 1 minute is up 5.Second speaker has 1 minute to speak 6.The 1 st speaker listens and repeats what they heard. 7.All others listen to both then give feedback as to what they heard each say & how well they listen. Slide 33 Employee Development Plan Review an employee development form as an example of employee development plan (Handout) Slide 34 Center for Quality People 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: [email protected] Ellen Bowman Senior Consultant Email: [email protected]