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DRIVEDesign Concepts
Deliver Responsive Individual Value-based Evaluations
3/29/2007
Prince William CountyVirginia
30 miles south of Washington, DCPopulation: 371,178 (as of 6/15/2006)Median Household Income: $81,204 (2005)County Government budget: $694,010,000 (FY07) [Does not include school budget]Staff: 3,393 FTE (FY07)35 Departments
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DO WE HAVE THE RIGHT __________ ?• Customers • Key Products &
Services• Business Strategy• Org. Structure• Work Processes• Support Processes• Equipment, Facilities,
Technology,Information, etc.
•PEOPLE– Right competencies– Development process– Feedback/Coaching
(360o)– Resolution Process
(PerformanceAppraisal)
VISION PM VALUESLeadership Philosophy
Individual Behavioral ValuesOperating System Values
Behaviors+~~~~~~~~~
-~~~~~~~~~
Feedback/Coaching (360º)Resolution Process
(Discipline System)
{
PERFORMANCEWORK CULTURE
= Performance MeasuresPM
Strategic Thinking:•Mission/Niche•Theory of the Business
(strategy/structures/systems)
+
Prepare Business Case
Strategic Planning•Set Direction•Capacity Building
Prepare Business Plan
Tactical Operational Plan•Action Plan Goals & Objectives•Resources Plan
Monitoring & Corrective Action
PM
PM
(Outcomes)
(Strategic Goals & Objectives)
(Input, Throughput, Output)
VISION / VALUES TO STRATEGY / STRUCTURE / SYSTEMS
PM
PM
PM
Commonwealth Centers for High Performance Organizations
LEADERSHIP FUNCTIONS
© 1988-2006 Commonwealth Center for High-Performance Organizations, Inc. – permission to use for non-commercial purposes granted with citation
3/29/2007
/2007
PWC System For Results PWC System For Results Oriented GovernmentOriented Government
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Putting It All Together
HPENVLEADERSHIP
PhilosophyFunctionsForm WORK
CULTURE
STRATEGYSTRUCTURESYSTEMS
VA
LU
ES
VIS
ION 5. Right
what?6. How
good?7. How
treat?
• Higher Moral Purpose• Self Pride• Survival
4. Why do we need to be high performing?
3. According to whom?
1. What is it?
2. How
would w
e know?
• Quality• Customer
“Value”• Financial Performance
“PICK 3+”
HP
Other Stake-holdersFood
ChainBeneficiary
Chain
USP
Partners
Compe-
tition
Environmental Scan
PP
Marketing
Commonwealth Centers for High Performance Organizations
Introduction/Overview: HPO CHANGE MODEL
© 1988-2006 Commonwealth Center for High-Performance Organizations, Inc. – permission to use for non-commercial purposes granted with citation
3/29/2007
We measure our
on the
scale
We measure our
on the
scale
Prince William County VisionPrince William County is a premier Prince William County is a premier
community where we treasure the community where we treasure the richness of our past and the promise richness of our past and the promise
of our future. We are diverse and of our future. We are diverse and dynamic with a thriving economy dynamic with a thriving economy
where citizens and businesses grow where citizens and businesses grow and succeed together. We are a and succeed together. We are a global business and technology global business and technology
leader for the 21st centuryleader for the 21st century..
Prince William County VisionPrince William County is a premier Prince William County is a premier
community where we treasure the community where we treasure the richness of our past and the promise richness of our past and the promise
of our future. We are diverse and of our future. We are diverse and dynamic with a thriving economy dynamic with a thriving economy
where citizens and businesses grow where citizens and businesses grow and succeed together. We are a and succeed together. We are a global business and technology global business and technology
leader for the 21st centuryleader for the 21st century..
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BLOCK’S “BUREAUCRATIC vs ENTREPRENEURAL CYCLES”BUREAUCRATIC CYCLE
THE PATRIARCHAL CONTRACTREQUIRES:- submittal to a higher authority; the “top” knows
best; management is autocratic, centralized control; hierarchical; values clear lines of authority
- denial of self-expression; be careful, safe- personal sacrifice for unnamed future rewards- believing the contract is “just” or seen as
“disloyal”
MYOPIC SELF-INTEREST- success is defined as obtaining personal rewards
-- e.g., advancement, gaining more formal authority, tangible rewards, and “corporate jewelry”
MANIPULATIVE TACTICS- autocratic culture and personal ambition support
behaviors which are personally strategic, cautious, and indirect -- i.e., manipulative; based on controlling people without their knowing it; “playing the game”
DEPENDENCY- we feel our survival is in the hands of someone
else; our situation depends on what others decide and how they choose to treat us
ENTREPRENEURIAL CYCLETHE ENTREPRENEURAL CONTRACT SEES:
- authority as coming from within each person; individuals are responsible for their own actions and for the success of the organization; management focuses the organization on its purpose and helps create the needed culture and structure
- self-expression is necessary to free people’s energy, excitement, passion, and motivation
- commitment to the commonly held vision and values forms the basis for responsible individual action
- people committing to the organization because they want to, not because they have to
ENLIGHTENED SELF-INTEREST- success is defined as making a contribution, doing
something important, serving internal partners and external customers, acting with integrity; personal rewards are of secondary importance
AUTHENTIC TACTICS- behavior is direct and honest; information and control are
shared; people know where they stand
AUTONOMY- we feel our survival is in our own hands; we take
responsibility for our own situation and futureAdapted from Peter Block, The Empowered Manager (San Francisco: Josey-Bass, 1991), pp. 21-23
Commonwealth Centers for High Performance Organizations
LEADERSHIP PHILOSOPHY
© 1988-2006 Commonwealth Center for High-Performance Organizations, Inc. – permission to use for non-commercial purposes granted with citation
3/29/2007
3. Suprasystems Integration / Stewardship
Gluing the parts of the organization back together to accomplish the vision; creation of mechanisms that align the parts to form an integrated whole.
Requires a stewardship role from individuals; rising above “turf” to serve the larger whole; linking with others to address cross-organizational issues; “steward of the whole” versus “owner of the piece.”
Commonwealth Centers for High Performance Organizations
LEADERSHIP FUNCTIONS
© 1988-2006 Commonwealth Center for High-Performance Organizations, Inc. – permission to use for non-commercial purposes granted with citation
3/29/2007* Adapted from Rensis Likert, The Human Organization, (New York: McGraw-Hill, 1967)
** Adapted from Marvin Weisbord, “Why Organizational Development Hasn’t Worked (So Far) in Medical Centers” Health Care Management Review (Spring, 1976).
SYSTEM 1(ExploitativeAutocratic)
SecurityMoney
None
DownOnly
Boss Alone
Top Down
Hostile
Mediocre
SYSTEM 2(BenevolentAutocratic)
Status
Little
MostlyDown
Boss Mostly, Some Technical
at 1st Level
Top Down
Mixed(toward
negative)
Fair to Good
SYSTEM 3(Consultative)
GrowthRecognition
Some
Upand
DownBoss Focused: Asks, Decides,
Explains
At Top, withConsultation
Mixed(towardpositive)
Good to Excellent
SYSTEM 4(Participative)
IdentityAchievement
Influence
Much
Up, Down, and
Sideways
Team Based
Group Participation
Favorable
Excellent
EMPLOYEEMOTIVATION
TEAMWORK
COMMUNI-CATION
DECISIONMAKING
GOALS SET
EMPLOYEE ATTITUDES
OUTPUT
SYSTEM “Zero”**
(Laissez Faire)Higher Level
(comes from outside org.)
Mixed(but mostly within
tech. areas)
Mixed(but mostly on
technical issues)
Mixed
Mixed(sometimes not
set at all)
Mixed(positive toward job
but not org.)
Mixed(poor to good)
LIKERT’S FOUR ORGANIZATIONAL PHILOSOPHIES*
Commonwealth Centers for High Performance Organizations
LEADERSHIP PHILOSOPHY
© 1988-2006 Commonwealth Center for High-Performance Organizations, Inc. – permission to use for non-commercial purposes granted with citation
3/29/2007
FOCUS OF THE HPO MATERIAL
Individual
Team/Unit
Micro-Business
“NOG’s”ALIGNMENT
Organization
Circle of Concern
Circle of Influence
Circle of ControlNOG’s = Naturally Occurring Groups
Commonwealth Centers for High Performance Organizations
Introduction/Overview: HPO CHANGE MODEL
© 1988-2006 Commonwealth Center for High-Performance Organizations, Inc. – permission to use for non-commercial purposes granted with citation
3/29/2007
3/29/2007
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County Measures
Department/Division Measures
Unit/Individual Performance Values
Knowledge & Skills
50% 50%
VISION
Our VISION statement is the foundation for all elements of the evaluation
There is an equal balance between the WHAT and the HOW
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The categories will be weighted based upon grade level
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VISION
County Measures
Dept/DivisionMeasures
Individual Performance Values Knowledge
& Skills
Pay Grades 1Pay Grades 1––14 14 (Police PS 1(Police PS 1-- PS 13):PS 13):
50% 50%
5% 15%
30% 25% 25%
80% Individual20% PWC Team
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VISION
County Measures
Dept/DivisionMeasures
Individual Performance
Values Knowledge
& Skills
Pay Grades 15Pay Grades 15––18 18 (Police PS 14 (Police PS 14 -- PS 18):PS 18):
50% 50%
10%
20% 20% 25% 25%
70% Individual
30% PWC Team
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3/15/2007 74
VISION
Values Knowledge
& Skills
Pay Grades 19 and above:Pay Grades 19 and above:
50% 50%
15% 25%10%
25% 25%
60% Individual
Dept/DivisionMeasures
Individual Performance
County Measures
40% PWC Team
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County-wide Component
Total 3Based on data from the annual Citizen’s SurveyMeasures updatedannually for DRIVEOCTOBER
County
Measures
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Department/Division component
Total 4Most measures based on data from the annual Citizen’s SurveyMeasures updatedannually for DRIVEOCTOBER
Dept/Division Measures
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Unit/Individual Component
Total 42 must be actual measures2 can be individual goalsCollaboration between supervisor and employeeUpdated annually for each employees yearly evaluation
Unit/Individual
Measures
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Values ComponentWe measure our
on the
scale
We measure our
on the
scale
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Knowledge & Skills Component
8 Minimum
23 Maximum
(4 Core)
(4 Core)
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Performance/behavior fails to meet the defined performance requirements/expectations. Deficiencies must be corrected and better performance achieved and maintained in the future. Requires significant amount of direction and coaching. The employee is not performing the job at expected level for employees in this position. The employee does not behave/conduct himself/herself consistent with the County’s vision and or values.
Significantly below requirements/expectations
Performance/behavior does not fully meet the job requirements/expectations. Capable of producing work that is of reasonable quality, but often produces work which may not be up to standard. Does not use time or resources effectively.
Does not fully meet requirements/expectations
Performance/behavior meets the defined job requirements/expectations. The employee is performing the job at the level expected for employees in this position. Requires minimal direction and coaching. Consistently meets job requirements with few errors and minimal revision.
Fully Achieves requirements/expectations
Performance/behavior regularly exceeds job requirements/expectations. Is able to work with little direction and produces high quality work. Adds value to the organization. Makes his/her own decisions and is a self-starter.
Exceeds requirements/expectations
Performance/behavior consistently exceeds all, or virtually all, job requirements/expectations. The employee consistently performs outstanding work, regularly above and beyond what is expected of employees in this job. Routinely models behavior consistent in the County’s vision and values and makes other outstanding leadership contributions. The quality of work from this person is better than most of his/her peers. This rating is to be used for only exemplary performance and behavior.
Greatly exceeds requirements/expectations
Description of PerformanceLevelScaling Process
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REWARDS
0%0%Significantly Below
0%1%Does Not Fully Achieve
0%3%Fully Achieves
1%3%Exceeds
2%3%Greatly Exceeds
One Time Performance Increase Based on Current Salary
Annual Merit Increase As a Percentage of Current Salary
Performance on Requirements/Expectations
May not be able to be fully funded every year: dependent on compensation package approved by the Board of County Supervisors
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Intranet-Based Process
OIT will provide an evaluation form on the IntranetThis form will use the power of technology to simplify the process for the supervisorThis electronic form will be ready for the 3rd phase of training this spring
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Three Different Types of Reactions to ChangeThree Different Types of Reactions to Change
? Resistant
? Neutral
? Supportive
3/29/2007
DO WE HAVE THE RIGHT __________ ?• Customers • Key Products &
Services• Business Strategy• Org. Structure• Work Processes• Support Processes• Equipment, Facilities,
Technology,Information, etc.
•PEOPLE– Right competencies– Development process– Feedback/Coaching
(360o)– Resolution Process
(PerformanceAppraisal)
VISION PM VALUESLeadership Philosophy
Individual Behavioral ValuesOperating System Values
Behaviors+~~~~~~~~~
-~~~~~~~~~
Feedback/Coaching (360º)Resolution Process
(Discipline System)
{
PERFORMANCEWORK CULTURE
= Performance MeasuresPM
Strategic Thinking:•Mission/Niche•Theory of the Business
(strategy/structures/systems)
+
Prepare Business Case
Strategic Planning•Set Direction•Capacity Building
Prepare Business Plan
Tactical Operational Plan•Action Plan Goals & Objectives•Resources Plan
Monitoring & Corrective Action
PM
PM
(Outcomes)
(Strategic Goals & Objectives)
(Input, Throughput, Output)
VISION / VALUES TO STRATEGY / STRUCTURE / SYSTEMS
PM
PM
PM
Commonwealth Centers for High Performance Organizations
LEADERSHIP FUNCTIONS
© 1988-2006 Commonwealth Center for High-Performance Organizations, Inc. – permission to use for non-commercial purposes granted with citation