Workforce Focus William R. Burke Vice President-Logistics.

Slides:



Advertisements
Similar presentations
Succession and talent management
Advertisements

HR Manager – HR Business Partners Role Description
If It Ain’t Broke, Matt Fleming President, MidwayUSA Break It!
2010 AHCA/NCAL National Quality Award Program - Gold Overview - Jeri Reinhardt Ed McMahon Tim Case.
Our Journey to Baldrige Sara Potterfield Potterfield Group Vice President-Public Relations.
Category 4 Measurement, Analysis and Knowledge Management Linda Bounds Vice President-Financial Services Joel Felten Vice President-Information Systems.
Matt Fleming President, MidwayUSA
TQA Education Criteria TQA EDUCATION CRITERIA 2007.
1 Introduction to Workforce Planning and Development in State of Alaska Executive Branch Departments.
Management and Leadership
University Methodology to Lead Change... in support of Human Resources goals for: Work Realignment Workforce Reduction and Changes Workforce Development.
Leadership in the Baldrige Criteria
Chapter 8 Setting Goals Management 1e 8- 2 Management 1e 8- 2 Management 1e 8- 2 Management 1e Learning Objectives  Describe the primary goals.
CS&T Strategy Articulation Project Results Summary June 2006 “CS&T will be the recognized leader for high quality and innovative Enterprise Information.
Strategic Planning Larry Potterfield Founder and CEO.
Customer Focus Module Preview
Company LOGO Leading, Connecting, Transforming UNC… …Through Its People Human Capital Management.
Global Talent and Global Mobility Maureen Potts Director, Global Mobility Programmes.
Human Resource Consulting Group 2 | Team 8. Agenda What is HR consulting? Global HR consulting companies Different HR functions outsourced by a company.
San Antonio Regional Relocation Council September 17, 2013 Today’s Talent Management.
Strategic HR Management
ASQ Pikes Peak Section 11 February Best Practices in Employee Engagement: A Closer Look at Baldrige Category 5-Workforce Focus Tom Huberty, CQM/OE.
Strategic Planning Larry Potterfield Founder and CEO.
CREATING TRANSFERRABLE WEALTH THROUGH STRENGTHS AND ENGAGED MANAGEMENT Jim Downing, PhD Executive Leadership Resources, Inc. January 2, 2013.
Attracting appropriate user funding in the context of declining public funding.
Linda Bounds V.P. Financial Services MidwayUSA Workforce Engagement.
District Workforce Module Preview This PowerPoint provides a sample of the District Workforce Module PowerPoint. The actual Overview PowerPoint is 62 slides.
NAEP Competency Model Today we want to: Define competencies.
TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 1 ® Building a Talent Mindset: Group Activity Groups in the session were asked to Select the management.
Accelerating Excellence with the Baldrige Framework Rebecca Anderson, PhD, MBA, CMQ-OE ASQ 1104 Monthly Meeting September 8, 2015.
Aligning the Culture at Care New England Cultural Assessment Overview Management Team August 28, 2013.
Bill Clinton Vice President - Merchandising Process Management.
Aaron Oelger Vice President-Marketing Focusing on the Custom er.
Technology planning* … is the process of identifying the ideal role of technology in an organization and mapping the evolution of that role into the future.
HR Practices For I/T Success. THIS REPORT PRESENTS I/S HUMAN RESOURCE PRACTICE RESEARCH FINDINGS WITH THE FOLLOWING OBJECTIVE Understand HR practices.
Efforts to Develop Staff Who’s Doing What. OCCR: Partnering with Brandman University Personal Leadership Self-Management How Leaders Build Trust Resilient.
© 2007 Pearson Education Managing Quality Integrating the Supply Chain S. Thomas Foster Chapter 16 Implementing and Validating the Quality System.
Creating Value by Engaging Employees in the Baldrige Process Matt Fleming President.
2008 AHCA/NCAL National Quality Award Program - Step III Overview - Jon Frantsvog Ira Schoenberger Tim Case.
Supervisors Meeting Performance Excellence at the Alamo Community Colleges August 4, 2008.
Overview What do we mean by a Learning Organisation? Why did we develop a People Development Framework? What was the process involved in building the.
Pre-Supervisory Development Programs. Our Nation’s future and the future success of our individual organizations depends on the leaders we develop today.
How to “Ace” Deployment Jeff Larkin Vice President-Marketing.
September 17, 2015 Strategic Preparation …Ready Your Business For 2016.
FINANCE - A Workforce Strategy for a High Performance Culture Delivering excellence, Engendering trust, Stimulating Innovation, Exemplifying leadership.
TEAM VALUES DEVELOPMENT PROCESS September 24, 2001.
DateWorkshop: Stakeholder Assessment 1. DateWorkshop: Stakeholder Assessment 2 Workshop Objectives This working session has been developed to help us.
Employee Engagement. What is Employee Engagement  An engaged employee is one who is fully involved in, and enthusiastic about his/her work.  Desire.
UNIT-1 Introduction to quality management PRESENTED BY N.VIGNESHWARI.
CYSSC - Cluster 2.0 Vision & Project Plan Medium Sensitivity Aug 29, 2011 Cluster 2.0 Project Team.
Workforce strategies to enhance State Oral Health Program capacity Samantha Jordan
Strategic Planning MidwayUSA Larry Potterfield, Founder and CEO.
Strategic Planning Deanna Herwald Vice President-Quality Management Systems.
Leadership MidwayUSA Larry Potterfield, Founder and CEO.
1 P-CMM ® INITIATIVE Overview. 2 B A D C Improving Organisation Organisational Capability Technology ProcessPeople.
COMMERCIALIZATION END - 2 – END Shortened LT Reduced Duty Ability to make the same product in multiple factories Better Optimize & manage capacity.
America Needs Baldrige MidwayUSA Larry Potterfield, Founder and CEO.
DEVELOPING YOUR STRATEGY Cultivating Our Competitive Advantage.
Operations focus MidwayUSA Bill Clinton Vice President of Merchandising.
1 CAREER PATHWAYS Welcome to…. Module 6 Performance Management.
Category 3: Do you listen? MidwayUSA Jeff Larkin, Vice President of Marketing Adam Ray, Vice President of Customer Support.
WORKFORCE It’s All About Process MidwayUSA Stan Frink, Vice President of Human Resources William Burke, Vice President of Logistics.
Scott Benefits Services’ Mission… Protect and Enhance the Success of our Clients by Supporting Benefit Objectives through Comprehensive Strategic Planning,
Strategic Planning MidwayUSA William Burke – VP Logistics.
KEC Dhapakhel Lalitpur
Employee Relations Part III
Understanding Motivation
Butler County JVS: Performance Driven
Delivering on Vision and Mission
Presentation transcript:

Workforce Focus William R. Burke Vice President-Logistics

Workforce Focus Today’s Learning Objectives –We will cover: Determining Employee Key Requirements Workforce Performance Management System Assessing Workforce Engagement Assessing Capability and Capacity Needs Recruitment and Selection Processes

Workforce Enrichment 5.1a [5.1a(1)] –How do you determine the key factors that affect workforce satisfaction and engagement? Satisfiers/Dissatisfiers Employee Key Requirement Survey Deploy requirements Align employee key requirements to Employee SAT/ENG Survey Deploy results against requirements

[5.1a(3)] –How does your workforce performance management system support high-performance work and workforce engagement? WPMS Model Overview Alignment/Integration Performance Reviews & Individual Development Plans Career Maps Workforce Enrichment 5.1a Purchasing Specialist 2.0+ Years APICS Module 5 A Product Line Manager 3.0+ Years MQA Examiner AREA PROCESS LEVEL Time Allocation: 40% Strategic, 60% Tactical SECTION PROCESS LEVEL

Assessment of Workforce Engagement 5.1c [5.1c(1)] –How do you assess workforce engagement? Definition of Engagement Informal Methods Formal Methods Historical Results “The extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization” MidwayUSA Employee Satisfaction & Engagement Survey Executive Summary September 2009 Primary: “The Company is good at planning for the short-term (64 th ). Secondary: “I have confidence in the leadership of the Company” (73 rd ). Tertiary: “The Company responds to Customer requests for new services” (67 th ). Fourth: “The amount of recognition I receive is appropriate” (57 th ).

Workforce Capability & Capacity 5.2a [5.2a(1)] –How do you assess your workforce capability and capacity needs? Current/Future Needs Assessment Skills Inventory Integration to Financial Planning (Current/Future)

[5.2a(2)] –How do you recruit, hire, place, and retain new members of your workforce? Job Descriptions Preferred Candidate Profile 5-Stage Hiring Process Career Development Team (CDT) Workforce Capability & Capacity 5.2a

Questions? Thank you! Our best wishes to you in your pursuit of performance excellence! For more information: