HPI Integration for Organizational Effectiveness October 30, 2014 - PowerPoint PPT Presentation

HPI Integration for Organizational Effectiveness October 30, 2014 Kim Leffew and Chuck Ramsey, Co-Chairs

HPI Integration for Organizational Effectiveness HPI Task Group Meeting Agenda Time Activity Presenter(s) Welcome and Introductions Kimbel Leffew – Recap Minutes from May 2014 8:00 Meeting – Actions Items Report on INPO Initiatives Chuck Ramsey - HuCFAM Meeting 8:15 - Leader, Team, & Organizational Effectiveness Conference NTS Field Office 8:30 Recognition of George Mortensen Las Vegas, NV SRNS Management Observation Tom Cowlan, SRNS 8:35 October 30, 2014 Program 9:10 Break TASK 1: Development of a rough Kimbel Leffew draft for Strategic Approach to 9:20 Leadership Engagement for discussion and review by the HPI WG. Argonne’s Observation and Will Brocker, ANL Coaching Program Nancy VanWermeskerken, ANL 10:15 Videos: - Employee engagement - Human Beings from LANL TASK 2: Discuss HPI Task Group Chuck Ramsey Path Forward for FY 2015 – Improvement in Observation and Coaching. 11:00 Continue addressing task deliverable such as white paper, best practices, guidance document, etc. 11:30 Break for Lunch Coaching Model Video: GROW Chuck Ramsey 12:45 HPI Task Group Discussion Chuck Ramsey 1:00 - 2:00 concerning deliverables and Wrap- Kimbel Leffew up

HPI Integration for Org Effectiveness 2015 Initiatives  DOE & Contractor Leadership Guidance: Provide draft document based on the DOE HPI Handbook (DOE -HDBK-1028- 2009), INPO’s ‘ Leadership Fundamentals to Achieve and Sustain Excellent Station Performance’ (9/07) and recognized leadership approaches across the DOE complex.  All levels of leaders  Practices for Organizational Effectiveness  Engaging employees

HPI Integration for Org Effectiveness 2015 Initiatives  Observation and Coaching:  Purpose: Provide a guidance document that promotes organizational learning and improvement through engagement  Establish standard of effective coaching for all organizational levels that builds trust and accountability  Recognize possible barriers to coaching and suggest solutions  Build on proven practices in DOE and industry

HPI Integration for Org Effectiveness 2015 Initiatives …maybe not.

INPO Human Performance Activities  Hu Corporate Functional Area Managers Meeting (HUCFAM) May 2014  Significant linkage between HPI and Organizational Effectiveness  INPO HPI department has been disbanded but practices will continue.  Leadership and coaching  Addressing Cumulative Impact Study  Top Clock Resets: 1.Slips, trips and falls; 2. Procedure Use; 3. LOTO/wrong component

INPO Human Performance Activities

INPO Human Performance Activities: Effectiveness  Leadership Five Things : Clarity – communicate clearly  Passion – be passionate about what we do as leaders  Have determination  Actionable steps – communicate the how and why  Right and Wrong – know what it is for a given situation and act appropriately.  SERVE Model for Leaders: See the future (vision) and articulate it to staff. Engage and develop others. Reinvent continuously to find remove barriers to mission success. Value results AND relationships. Embody the Values of uncompromising trust and superior performance.

INPO Human Performance Activities: Effectiveness  Coaching C.I.S Emphasis on coaching and engagement  “Coaching to Sustain and Change Fundamental Behaviors”  Current Industry Practices  “Coach until you can't get it wrong, not just until you get it right .”  “ Competency fades quicker than confidence .”   Trust Building Care about employees  Have integrity  Demonstrate competence.  “Trust is directly proportional to effective responses to employee concerns”

INPO Human Performance Activities: Effectiveness  Engagement (leaders, teams, staff)  Understand the mission and their part in it  Give discretionary effort  Doubles when proud of the organization  Talent Development – Invest in your people Warning Flags: 1. Absence of talent metrics (ready-now people) 2. HR is only pushing existing programs and not a strategic consultant for all parts of the org. 3. Pipeline strategy is not effective or evident. 4. Promotions happen outside of the succession plan. (promotions should result in as-good-as or better org performance) 5. Talent process is not integrated as part of normal business. 6. Leaders are not held accountable for talent development. 7. A disconnect exists between the talent present and the results you’re getting. 8. Honest and candid feedback is absent.

HPI Integration for Org Effectiveness SRNS Management Observation Program Tom Cowlam, SRNS

HPI Integration for Org Effectiveness TASK 1: Development of a rough draft for Strategic Approach to Leadership Engagement for discussion and review by the HPI WG.

HPI Integration for Org Effectiveness Argonne’s Observation and Coaching Program Will Brocker Nancy Van Wermeskerken Videos: Employee Engagement: Who’s sinking your boat Human Beings

HPI Integration for Org Effectiveness TASK 2: Discuss HPI Task Group Path Forward for FY 2015 – Improvement in Observation and Coaching.  Continue addressing task deliverable such as white paper, best practices, guidance document, etc.

HPI Integration for Org Effectiveness  A coaching method to consider: GROW Model (http://wn.com/grow_model )  Goal  Reality  Options  Forward

HPI Integration for Org Effectiveness  Current State of White Paper:  Review  Assignment of collaborative tasks

HPI Integration for Org Effectiveness