PRO-TEC Business Management Capstone / WorkForce Criterion
Paper MUST BE SPECIFIC to PRO-TEC. Not a lot of fill/generic information.
Using information from the PRO-TEC Application Summary and Baldrige as well as from the Workforce criterion, answer the following quesitons.
Areas to make sure all are covered:
1. Key points from the Workforce Focus category (category 5) that are relevant to their Workforce Focus system – SPECIFICALLY TO PRO-TEC –make sure to cite PRO-TEC application summary as well as Baldrige award that SPECIFICALLY relates to Workforce Focus category. Include information relating to Workforce criterion.
2. Looking at the section on Workforce Focus, discuss how the organization has addressed the Workforce Focus criterion with respect to ….ORA, sustainability, the triple bottom line (people, planet and profits – address each element separately) the organization as a system, etc.. SPECIFICALLY TO THE WORKFORCE FOCUS (SECTION 5 OF THE PRO-TEC APPLICATION SUMMARY).
3. SPECIFICALLY tie Workfoce criterion for PRO-TEC to Senge’s Fifth Disciplines of a learning environment – at least in two areas.
How do you engage your workforce to achieve organizational and personal success?
This criterion examines the organization’s systems for engaging, developing, and assessing the engagement of their workforce, with the aim of enabling and encouraging all members of the workforce to contribute effectively and to the best of their ability. These systems are intended to foster high performance, to address the organization’s core competencies, and to help accomplish their action plans and ensure organizational sustainability.
High-performance work is characterized by flexibility, innovation, knowledge and skill sharing, good communication and information flow, alignment with organizational objectives, customer focus, and rapid response to changing business needs and marketplace requirements. The focus of this Item is on a workforce capable of achieving high performance.
Many studies have shown that high levels of workforce engagement have a significant, positive impact on organizational performance. Research has indicated that engagement is characterized by performing meaningful work; having organizational direction, performance accountability, and an efficient work environment; and having a safe, trusting, and cooperative environment. In many nonprofit organizations, employees and volunteers are drawn to and derive meaning from their work becausethe work is aligned with their personal values.
Factors inhibiting engagement should be understood and addressed by the organization. Compensation and recognition systems should be matched to the organization’s work systems.
Depending on the nature of the organization’s work, workforce responsibilities, and the stage of organizational and personal development, workforce development needs might vary greatly. These needs might include gaining skills for knowledge sharing, communication, teamwork, and problem solving; interpreting and using data; meeting customer requirements; accomplishing process analysis and simplification; reducing waste and cycle time; working with and motivating volunteers; and setting priorities based on strategic alignment or cost/benefit analysis. Education needs also might include advanced skills in new technologies or basic skills, such as reading, writing, language, arithmetic, and computer skills.
Learning and development opportunities might occur inside or outside the organization and could involve on the-job, classroom, computer-based, or distance learning, as well as developmental assignments, coaching, or mentoring.
An organization’s knowledge management system should provide the mechanism for sharing the knowledge of its people and the organization to ensure that high performance work is maintained through transitions. Each organization should determine what knowledge is critical for its operations and should then implement systematic processes for sharing this information. This is particularly important for implicit knowledge (i.e., knowledge personally retained by members of the workforce).
Measures to evaluate the effectiveness and efficiency of the workforce and leader development and learning systems might address the impact on individual, unit, and organizational performance; the impact on customer related performance; and a cost/benefit analysis. In addition to direct measures of workforce engagement through formal or informal surveys, some other indicators include absenteeism, turnover, grievances, and strikes.
How do you build an effective and supportive workforce environment?
This criterion examines the organization’s workforce environment, your workforce capability and capacity needs, how you meet those needs to accomplish the work of the organization, and how you ensure a safe and supportive work climate. The aim is to build an effective environment for accomplishing the work and for supporting the workforce.
Most organizations, regardless of size, have many opportunities to support their workforce. Some examples of services, facilities, activities, and other opportunities are personal and career counseling, career development and employability services, recreational or cultural activities, formal and informal recognition, non work-related education, day care, special leave for family responsibilities and community service, flexible work hours and benefits packages, outplacement services, and retiree benefits, including extended health care and ongoing access to services.
All organizations, regardless of size, are required to meet minimum regulatory standards for workforce safety; however, high-performing organizations have processes in place to ensure that they not only meet these minimum standards, but go beyond a compliance orientation. This includes designing proactive processes, with input from people directly involved in the work, to ensure a safe working environment.
Identifying improvement opportunities (5.1c) might draw on your workforce-focused results presented in Item 7.4 and might involve addressing workforce-related problems based on their impact on your business results reported in response to other Category 7 Items.
What are your workforce-focused performance results?
This criterion examines the organization s workforce-focused performance results, with the aim of demonstrating how well the organization has been creating and maintaining a productive, engaging, and caring work environment for all members of your workforce.
Results measures reported for indicators of workforce engagement and satisfaction might include improvement in local decision making, organizational culture, and workforce knowledge sharing. Input data, such as the number of cash awards, might be included, but the main emphasis should be on data that show effectiveness or outcomes.
For example, an outcome measure might be increased workforce retention resulting from establishing a peer recognition program or the number of promotions that have resulted from the organization s leadership development program.
Results reported for indicators of workforce capacity and capability might include staffing levels across organizational units and certifications to meet skill needs. Additional factors may include organizational restructuring, as well as job rotations designed to meet strategic directions or customer requirements.
Results reported might include generic or organization specific factors. Generic factors might include safety, absenteeism, turnover, satisfaction, and complaints (grievances). For some measures, such as absenteeism and turnover, local or regional comparisons might be appropriate. Organization-specific factors are those you assess for determining your workforce engagement and climate. These factors might include the extent of training, retraining, or cross-training to meet capability and capacity needs; the extent and success of self-direction; the extent of union-management partnering; or the extent of volunteer involvement in process and program activities.
If you have quesitons, please message me right away. Double check grammar for accuracy.
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