2011 KY PRIMARY CARE ASSOCIATION
Recruitment and Retention Training
Hilton Suites Lexington Green
245 Lexington Green Circle
Lexington, KY 40503
March 31, 2011
BUILDING OUR WORK FORCE USING
COMPETENCES
Gene Childress, Senior Consultant, Center for
Quality People & Organizations
Ellen Bowman, Senior Consultant, Center for
Quality People & Organizations
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
3
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
Lean Management
• The generic name for the Toyota
Production System
5
To many people LEAN is
Less
Employees
Are
Needed
6
In reality Lean is
Let
Everyone
Assist
Now
7
The
Human System of Lean
Management
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
9
It Starts with Values
Values
Beliefs
Thoughts
Actions
Habits
Character
Destiny
10
Alignment of Values
Society
Economy
Company
Group
Self
11
Key Values
•Mutual Trust
Demonstrating the confidence that each will
act in the best interest of the other and the
company
•Respect
Actively believing that oneself and one’s
associates are valuable, responsible,
reliable
•Continuous Improvement
Engaging in systematic problem solving
processes aimed at eliminating waste
and increasing efficiency
12
13
THE TOYOTA WAY
Respect
for People
Continuous
Improvement
Teamwork
Respect
by concentrating knowledge
of each & every employee
for the benefit of all
customers & stakeholders
Challenge
we strive to realize
ambitious goals
Genchi
Genbutsu
through steady, fact-driven
progress
Kaizen
Values
Toyota Basic Business Practices
pursuing highest standards of
excellence guided by best
possiblePractices
course of action
14
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
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 person’s 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).
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
Identifying Lean Core Competencies
Thinking and Operational Abilities






Grasp the Situation
Problem Solving
Process Management
Company Business Perspective
Development
Operational and Technical Skills
18
Identifying Lean Core Competencies
Leadership & Teamwork Abilities

Coordinate and Communicate

Collaborate and Cooperate

Initiate and Influence

Build and Maintain Relationships
19
Human System for Lean Management
A Partnership Between an Organization and its Employees
ORGANIZATION PROVIDES STABLE EMPLOYMENT & SUSTAINS OR IMPROVES WORKING CONDITIONS
Lean Core Competences
Thinking & Operational
Abilities 1-6
3-Process
Management
4-Company
Business
Perspective
2-Problem
Solving
1-Grasp the
Situation
ORGANIZATION
Organizational Prosperity is
achieved through
Continuous Improvement
Objectives
5-Development
EMPLOYEES
MUTUAL
TRUST
10-Build &
Maintain
Relationships
9-Initiate
&
Influence
Leadership &
Teamwork Abilities 7-10
6-Operational
& Technical
Skills
Employee Satisfaction is
experienced through the
Continuous Improvement
Process
7-Coordinate
& Communicate
8-Collaborate
&
Cooperate
EMPLOYEES CONTRIBUTE EFFORTS TO REALIZE COMPANY MEASURES
20
Significance of Human
Resource System
“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
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How to Produce Quality People and
Organizations!
Competencies
+
Capability of Members =
Environment
+
Motivation
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Determining Competencies
How do you determine
competencies?
Job Analysis
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.
24
Job Analysis Example
Manufacturing
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Workplace Competencies
Here is a list of common
competencies found in the
workplace.
(Handout)
Job Analysis
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.
27
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
Critical Output Analysis (COPA)
• A process for obtaining job
competencies
(Handout)
29
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
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 don’t hear what
we are listening.
Let’s practice listening
LISTENING
Let us practice listening
1.
2.
3.
4.
5.
6.
7.
Select two people at to debate a subject
Pick any subject you want but one must be for it and one
again it & decide who goes first
First speaker has 1 minute to speak
The other listens then repeats what they heard after the 1
minute is up
Second speaker has 1 minute to speak
The 1st speaker listens and repeats what they heard.
All others listen to both then give feedback as to what
they heard each say & how well they listen.
Employee Development Plan
• Review an employee
development form as an
example of employee
development plan
(Handout)
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: gene.w.childress@gmail.com
Ellen Bowman
Senior Consultant
Email: cqpo.ebowman@gmail.c​om