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) 8:00 Welcome and Introductions – Recap Minutes from May 2014 Meeting – Actions Items Kimbel Leffew 8:15 Report on INPO Initiatives

• HuCFAM Meeting
• Leader, Team, & Organizational

Effectiveness Conference Chuck Ramsey 8:30 Recognition of George Mortensen 8:35 SRNS Management Observation Program Tom Cowlan, SRNS 9:10 Break 9:20 TASK 1: Development of a rough draft for Strategic Approach to Leadership Engagement for discussion and review by the HPI WG. Kimbel Leffew 10:15 Argonne’s Observation and Coaching Program Videos:

• Employee engagement
• Human Beings from LANL

Will Brocker, ANL Nancy VanWermeskerken, ANL

11:00 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. Chuck Ramsey 11:30 Break for Lunch 12:45 Coaching Model Video: GROW Chuck Ramsey 1:00 - 2:00 HPI Task Group Discussion concerning deliverables and Wrap- up Chuck Ramsey Kimbel Leffew

NTS Field Office Las Vegas, NV October 30, 2014

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

• rganizational 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