Congratulations! Serving as a TNCPE examiner is the most powerful - - PDF document
5/13/2019 TNCPE EXAMINER ORIENTATION 2019 Board of Examiners 1 Congratulations! Serving as a TNCPE examiner is the most powerful investment of time you will ever make. Dr. Lyle Ailshie Deputy Commissioner TN Dept. of Education 2
5/13/2019 1
1
2
5/13/2019 2
– The Southeast region – TNCPE – Applicant organizations …through – Reviewing and scoring applicants – Performing site visits – Writing feedback reports – Serving as ambassadors
3
5/13/2019 3
5
6
Through the Looking Glass Lewis Carroll, 1872
5/13/2019 4
– Baldrige Performance Excellence Program – Tennessee Center for Performance Excellence – Baldrige Excellence Framework™
– Understanding the pre-work assignment – Step-by-Step Instructions – Using Scorebook Navigator™
7
8
5/13/2019 5
economy by: – Identifying and recognizing role-model organizations – Establishing criteria for evaluating improvement efforts – Disseminating and sharing best practices
9
Mac Baldrige
10
5/13/2019 6
– Ease of entry into process – 5, 15, 35, or 50-page application
– 50-page application – Same requirements as Level 4 TNCPE application
11
12
5/13/2019 7
– 4-tiered application program – All receive site visit & written feedback report – Train internal experts as examiners – Learn & share best practices as a member
– Must win your state’s or region’s top award to be eligible to apply to Baldrige
13
Mission
To drive organizational excellence across Tennessee and the Southeast region
Purpose
To strengthen the economy of Tennessee and the Southeast region
Vision To be the partner of choice in leading organizations to
world-class performance excellence.
Values Customer Focus; Integrity; Respect;
Collaboration; Leadership; Excellence; Innovation; Continuous Improvement
Core Competencies
Building loyal relationships with key stakeholders; Operating an effective Award program
14
5/13/2019 8
15
Mark Bainbridge, VP, Caterpillar Financial Services Hal Beckham, VP & CFO, Medtronic Inc., Spine Division Lee Brown, General Manager, Erwin Utilities
for Public Service Janell Cecil, SVP & CNO, University of Tennessee Medical Center
Technology, ETSU Kevin Grayson, Asst. Dir. Technology Management, North Carolina State University David Hart, CEO, TRICOR Rebecca Hunter, Former Commissioner, TN Dept.
Paula Jacobs, VP Process Improvement, Methodist Le Bonheur Healthcare Doran Johnson, SVP, NHC South Central Region David Jones, CEO, EnableComp Wes Kelley, President and CEO, Huntsville Utilities Patrick Lawton, City Administrator, City of Germantown Stacey Max, Director of Engineering, Marvin Windows and Doors Tamera Fields Parsons, President & CEO, TNCPE Paul Saylor, President & COO, Caris Healthcare Danette Scudder, EVP, Tennessee Valley Public Power Association Amy Shreve, EVP, First Tennessee Jennifer Slayton, VP Quality, Safety, and Risk Prevention, Vanderbilt University Medical Center Van Wardlaw, EVP, TVA Alan Watson, CEO, Maury Regional Medical Center Rodney Woods, VP, BlueCross BlueShield of Tennessee
Level 4 Level 3 Excellence Level 2 Achievement Level 1 Commitment Interest Org Profile Yes Yes Yes Yes Application Focus Org Profile Basic item questions Overall item questions Multiple item questions Max Length 5 pages 5 + 15 pages 5 + 35 pages 5 + 50 pages On Site 2 wkshp 1 Day+wkshp 2 Days 3 Days Feedback Focus 7 Categories Overall questions Multiple questions Multiple questions
16
5/13/2019 9
17
Framework – with a focus on continuous improvement
participant fees
18
5/13/2019 10
19
20
5/13/2019 11
21
and Education
22
5/13/2019 12
23
Category 1 – Leadership
Item 1.1 – Senior Leadership
Areas to Address 1.1a – Vision and Values 1.1b – Communication 1.1c – Mission and Organizational Performance
Item 1.2 – Governance and Societal Contributions
Areas to Address 1.2a – Organizational Governance 1.2b – Legal and Ethical Behavior 1.2c – Societal Contributions
24
5/13/2019 13
25
26
Self assess Apply Examiner review & site visit Award Receive Feedback Report Address OFIs
2 3 4 5 1
5/13/2019 14
Independent Review Consensus Review Site Visit Review Finalize Feedback Report Complete Pre-work & Training
27
28
5/13/2019 15
– Scorebook Navigator (examiner software system) – 2019-2020 Baldrige Excellence Framework (Business version) – LifeBridge Case Study – Pre-work Assignment Packet
29
30
5/13/2019 16
31
Log on to the system Review the Framework Read the Application Create Key Factor List Print 2 copies of assignment Note # of hours Attend 3- day training
1.1 2.2 3.1 6.1
(ADLI)
7.1 7.2
(LeTCI)
32
5/13/2019 17
33
5/13/2019 18
5/13/2019 19
38
5/13/2019 20
39 40
5/13/2019 21
41 41 42
5/13/2019 22
43 44 44
5/13/2019 23
45
A key factor is an attribute of an organization or its environment that influences the way the organization
use key factors to focus their assessments on what is important to the applicant.
46
5/13/2019 24
47 48
5/13/2019 25
P.1a Work Systems The main service offering is accomplished through the
and Tissue Work System (TWS)
49
50
5/13/2019 26
51
5/13/2019 27
5/13/2019 28
Log on to the system Review the Framework Read the Application Create Key Factor List Print 2 copies of assignment Note # of hours Attend 3- day training
1.1 2.2 3.1 6.1
(ADLI)
7.1 7.2
(LeTCI)
55
1.1 2.2 3.1 6.1
identify processes and gaps; analyze using process evaluation factors (A/D/L/I)
7.1 7.2
results and identify gaps; analyze using results evaluation factors (Le/T/C/I)
56
5/13/2019 29
58
5/13/2019 30
59 60
5/13/2019 31
1. Review the overall questions for item 5.1. 2. Using the master list identified by the class, select the 4-6 most relevant key factors to keep in mind when evaluating the applicant’s response to item 5.1. 3. Write these key factors on the flipchart. 4. Report out a lesson learned.
61
1.1 2.2 3.1 6.1
identify processes and gaps; analyze using process evaluation factors (A/D/L/I)
7.1 7.2
results and identify gaps; analyze using results evaluation factors (Le/T/C/I)
62
5/13/2019 32
63
5/13/2019 33
5.1a(2) LOTS uses the Hiring Process (Figure 5.1-3) to recruit, hire, place, and retain new workforce members. Validated in the workforce survey (AOS), LOTS’s mission is the highest scoring key factor for staff engagement and satisfaction (Figures 7.3-12 and 7.3-12A). Therefore, hiring right-fit talent begins prior to employment by ensuring that the organizational culture is clear to all applicants (Figure 5.1-3, Phase 1). To ensure that the workforce represents the diverse cultures of the community, LOTS uses diverse recruiting methods, including local community colleges and universities, as well as social media sites. Donor families and recipients are also considered for appropriate positions within the
connection to the mission. The fit of organizational culture with new staff is ensured through several hiring and onboarding processes including shadowing and behavioral-based interviewing practices.
65
5/13/2019 34
68
5/13/2019 35
69
Step 1:
assigned area
selected for item 5.1.
in the application response?
Step 2:
process that LifeBridge has in place that addresses the item questions – or note a gap.
70
5/13/2019 36
– Approach (methods) – Deployment (extent to which the approach is applied) – Learning (cycles of improvement) – Integration throughout organization
“As Evidenced By” box in Scorebook Navigator
71
A = Approach: Is the process appropriate and effective? Is it systematic (repeatable and based on reliable data an information)? D = Deployment: Is the approach used consistently by all appropriate work units? L = Learning: Is there a method to improve the process? Does it encourage change, innovation, and best practice sharing? I = Integration: Is the process aligned with what the applicant said was important? Does it connect to other processes or support the Strategic Plan?
72
5/13/2019 37
73 74
5.1a(2) LOTS uses the Hiring Process (Figure 5.1-3) to recruit, hire, place, and retain new workforce members. Validated in the workforce survey (AOS), LOTS’s mission is the highest scoring key factor for staff engagement and satisfaction (Figures 7.3-12 and 7.3-12A). Therefore, hiring right-fit talent begins prior to employment by ensuring that the organizational culture is clear to all applicants (Figure 5.1-3, Phase 1). To ensure that the workforce represents the diverse cultures of the community, LOTS uses diverse recruiting methods, including local community colleges and universities, as well as social media sites. Donor families and recipients are also considered for appropriate positions within the
connection to the mission. The fit of organizational culture with new staff is ensured through several hiring and onboarding processes including shadowing and behavioral-based interviewing practices.
5/13/2019 38
phases of interviews
effectiveness; esp. whether diversity is achieved
and capability/capacity process
76
5/13/2019 39
77
1.1 2.2 3.1 6.1
identify processes and gaps; analyze using process evaluation factors (A/D/L/I)
7.1 7.2
results and identify gaps; analyze using results evaluation factors (Le/T/C/I)
78
5/13/2019 40
– Are any of the gaps significant to the applicant? – If so, these are good sources of OFIs.
– Think vertically (responses to the areas of the Criteria)… – And horizontally (A-D-L-I)
– Use key factors!
79
phases of interviews
effectiveness; esp. whether diversity is achieved
and capability/capacity process
80
5/13/2019 41
81
Strengths/OFIs (List approximately 6 of the most important OFIs/Gaps and Strengths for this Item in order of their importance to the applicant.) KF Ref. ++
As Evidenced By A D L I Item Ref.
1
5.1a(2) Strength: The Hiring Process (Figure 5.1-3) is used to systematically recruit and hire new workforce members. As evidenced by…
82
5/13/2019 42
– The organization mentions shadowing and behavioral based interviewing, but no onboarding steps are included. – Not listed in hiring process (Figure 5.1-3).
83
84
5/13/2019 43
85 86
5/13/2019 44
1.1 2.2 3.1 6.1
identify processes and gaps; analyze using process evaluation factors (A/D/L/I)
7.1 7.2
results and identify gaps; analyze using results evaluation factors (Le/T/C/I)
87
88
5/13/2019 45
89 90
5/13/2019 46
91
1. Based on the class’s evaluation of item 5.1, discuss the appropriate scoring ranges for approach, deployment, learning, and integration. 2. As a table-team, determine the “best fit” scoring range for item 5.1 overall. 3. Select a percentage score for item 5.1 (in a 5% increment) and write it on the chart paper.
92
5/13/2019 47
93 93 94
5/13/2019 48
95
1.1 2.2 3.1 6.1
identify processes and gaps; analyze using process evaluation factors (A/D/L/I)
7.1 7.2
results and identify gaps; analyze using results evaluation factors (Le/T/C/I)
96
5/13/2019 49
97
Organization (examples + key factors) Evaluation Factors Criteria questions = value- added feedback
Your Outline
from the application (usually related to an evaluation factor)
to other examiners on your team Feedback-Ready Comments
developed and provide value to the applicant
factors, the applicant’s response and your analysis
structure
98
5/13/2019 50
Is the comment Criteria-based? Is it insightful? T = Start with the “topic sentence” or main point E = Give 1 – 2 supporting examples from the application S = Explain the “so what” (relevance) to the applicant by linking the comment to a key factor T = Try it out loud!
99
words
Criteria language
prescriptive
well the application is written
what it does well
improve
the application
sentences
what”
100
5/13/2019 51
101
5.1a(2) It is unclear whether LOTS has a systematic approach for onboarding new members of its workforce. The Hiring Process (Figure 5.1-3) does not include steps for
An effective process for onboarding new workforce members may help LOTS create a mission-driven workforce that is highly motivated and engaged in saving lives.
102
5/13/2019 52
103 104
5/13/2019 53
105
Where the rubber meets the road!
106
5/13/2019 54
107
1.1 2.2 3.1 6.1
identify processes and gaps; analyze using process evaluation factors (A/D/L/I)
7.1 7.2
results and identify gaps; analyze using results evaluation factors (Le/T/C/I)
108
5/13/2019 55
1.1 2.2 3.1 6.1
identify processes and gaps; analyze using process evaluation factors (A/D/L/I)
7.1 7.2
results and identify gaps; analyze using results evaluation factors (Le/T/C/I)
110
5/13/2019 56
111
Performance Levels (Le)
Validity or meaningful scale
Trends (T) *
Rate of improvement or sustainability
Comparisons (C)
Appropriateness; benchmarks
Integration (I)
Importance, harmonization, segmentation
* Note: Unfavorable trends may be explained in the narrative
112
5/13/2019 57
7.3a(1) … Workforce Growth (Figure 7.3-4) demonstrates continued staffing levels and stable New Hire Diversity (Figure 7.3-4A) over the past three years as services have expanded.
7.3a(3) … On workforce surveys, staff members repeatedly indicate an exceptional level of understanding of how their individual positions contribute to the mission, exceeding health care median performance (Figure 7.3-11).
5/13/2019 58
115 116
5/13/2019 59
117
5/13/2019 60
7.3a(1) Some results relating to workforce capacity
demonstrate flat or unfavorable trends. For example, the percentage of ethnically diverse new hires has decreased from 2016-2018 (Figure 7.3-4A) while the
decline (Figure 7.3-4). Adverse trends such as these may make it difficult for LOTS to sustain the supportive culture of its workforce.
119 120
5/13/2019 61
121
▪ TNCPE Office (615) 889-8323 ▪ Examiners@TNCPE.com
122
5/13/2019 62
123 Spell Check. The spell check will
spelling for the entire evaluation.
save your work. The icon will turn red if the Save-Reminder time has expired. Find & Replace Text. This works like the MS Word tool. Pop-out data entry area Field. Opens the data entry field in a new window for improved viewing. Print Preview. Creates a printer- friendly version of what you see on the screen you’re working on. Delete Row. Deletes row of text in a data entry field. Display the Criteria. This tool displays the Criteria assigned to your scorebook. If needed, wording from the Criteria can be copied and pasted into the data entry fields you will fill out. Move Row Up. Moves up a row of text in a data entry field. Display the Application. If implemented by your Program, this tool will display a copy of your application documents, including documents uploaded by the team lead. Move Row Down. Moves down a row of text in a data entry field. Record notes and action items. This screen may be used as a log of action items that need resolution or discussion. It includes some handy tools that can help you fill out the fields, like a calendar for determining due dates and a drop-down menu you can use to tag action items as “close,” “open,” or “parking lot.”
▪ CTRL + increases the font size (magnifies your screen) ▪ CTRL – decreases the size ▪ CTRL 0 (zero) returns to normal
5/13/2019 63
Review | Questions?
125
Log on to the system Review the Framework Read the Application Create Key Factor List Print 2 copies of assignment Note # of hours Attend 3- day training
1.1 2.2 3.1 6.1
(ADLI)
7.1 7.2
(LeTCI)
126
5/13/2019 64
127
– Include time you spent on pre-work – You will complete a pre-work evaluation form in class
– LifeBridge Case Study – Baldrige Excellence Framework
– You will be given a copy of the Framework of your choice
128
5/13/2019 65
129
Orientation May 9, May 14, May 16, May 21 Three-day training course
Nashville
Oak Ridge
Memphis
Greensboro, NC
Bristol
Nashville II
130
Intent to Apply due April 15 Application due (Level 2, 3, 4)* July 15
(with Criteria Response and Org Profile)
Teams formed late July Examiner Assessment
Judges review mid-November Deliver Feedback Reports by Dec. 31 Conference & Banquet late February/early March 2020 * Level 1 Applications are accepted year-round
5/13/2019 66
131
Phone: 615-889-8323 E-mail: examiners@tncpe.org