1. 1 A WINNING STRATEGY Employee Development Plans CREATING AN ORGANIZATIONAL WORKFORCE DEVELOPMENT PLAN Presenter Mary Jane de Luchi Alameda County DCSS MaryJane.deLuchi@acgov.org

2. 2 Employee Development Plans BNET Business Dictionary defines Employee Development as: The enhancement of skills, knowledge and experience of employees with the purpose of improving performance. Employee development, unlike personal development, is usually coordinated by the employing organization (and) can use a variety of training methods. What is an EDP?

3. 3 Employee Development Plans What is an EDP? Through its Employee Development Plan, an organization encourages employees to acquire new or advanced skills, knowledge and view points, by providing learning and training facilities and avenues where such new ideas can be applied.

4. 4 Employee Development Plans Supports the department’s mission and vision Provides the blueprint for a competent workforce Specifies job-related training/curriculum Provides opportunities for professional and personal growth Why should an organization have an EDP?

5. 5 Employee Development Plans Leads to improved employee and organizational effectiveness Addresses succession planning Acknowledges an organization’s commitment to developing its workforce Why should an organization have an EDP?

6. 6 Employee Development Plans Do the County and Department Mission and Goals promote an organizational environment that values development and growth opportunities for all employees?

7. 7 Employee Development Plans The Training and Development Division creates, promotes and fosters individual and organizational effectiveness by developing and offering an array of innovative and diverse programs in support of the organization’s commitment to employee development, partnerships, and organizational enrichment. Mission

8. 8 Employee Development Plans Does the County have a development plan in place?

9. 9 For more excellent examples, visit: http://www.co.sanmateo.ca.us/portal/site/HR Employee Development Plans

10. 10 Core Competencies Employee Development Plans Starting at the Top …are skills and characteristics you need to be successful in a position and can be a combination of both leadership and technical competencies

11. 11 A Leader in Alameda County: Uses interpersonal skills to communicate effectively Provides the highest level of service delivery to diverse customers Works effectively as a member and leader of diverse teams Employee Development Plans Core Competencies

12. 12 Employee Development Plans DCSS Core Competencies The Best Employees at DCSS… Are flexible and adaptable to change Seek knowledge and learning Accept responsibility/are accountable

13. 13 Employee Development Plans The Best Caseworkers at DCSS… Exercise sound judgment on their cases Communicate effectively See the big picture/think globally DCSS Core Competencies

14. 14 Employee Development Plans To build Sound Judgment train on: Problem Solving Techniques Confidence Building – provide more opportunity for independent decision making Voluntary reassignment / temporary project teams Assess Training Gaps For Each Competency

15. 15 Employee Development Plans To Communicate Effectively Train on: Interview skills Address language barriers Assess Training Gaps For Each Competency

16. 16 Employee Development Plans Assess Training Gaps For Each Competency Cross-training Job rotation/job shadowing To see the big picture/think globally provide:

17. 17 Employee Development Plans Identify in-house trainers and subject matter experts in all competencies and areas of knowledge desired County training classes – www.co.alameda.ca.us/conference/Course_Catalog.pdf www.co.alameda.ca.us/conference/Course_Catalog.pdf Finding Training Resources Start at Home

18. 18 Employee Development Plans Finding Training Resources Start at Home Collaborative arrangements with other departments or other counties Online learning Outsource Training

19. 19 Employee Development Plans Answer: Who can afford not to train their staff? Question: Who can afford to train their staff? Barriers to Training

20. 20 Employee Development Plans Supervisor Buy-In Encourage and support attendance at training Include a training or development component goal/expectation in the annual performance review Coaching and mentoring Barriers to Training

21. 21 Employee Development Plans Continue to build a culture of training Allow the employee to self-select job- related training Do some training ‘just for fun’ Barriers to Training Training Mindset – staff don’t always recognize the value of training “This is not a priority, I have work to do, I don’t need training”

22. 22 Employee Development Plans Travel Obstacles Carpools, County vans, Public Transportation or… Bring the training to the staff Reduced opportunity for advancement – WIFM? We are preparing you for your next promotion, even if it isn’t in this department Barriers to Training

23. 23 Employee Development Plans Sets the stage for employee development and future promotion Prepares the workforce for succession replacement at all levels Shares institutional knowledge Fortifies retention Succession Planning How does the workforce development plan fit into Succession Planning?

24. 24 Employee Development Plans Currently in the U.S. Workforce, there are: 80 million Baby Boomers - (1946- 1964) Who are ready to leave the workforce 45 million Generation X-ers – (1965 – 1978) In mid-career 70 million Generation Y-ers – (1979 – 1990) Coming in to the workforce Succession Planning

25. 25 Employee Development Plans Blueprint the Plan Core Competencies/training gaps Curriculum Outline Training Resources What We’ve Done So Far:

26. 26 Employee Development Plans Prioritize and Schedule Training Energize your plan Have a roll-out celebration or a Brown Bag Lunch-and-Learn Rally Make it personal Create individual training plans for each employee Next Steps

27. 27 Employee Development Plans The more that you read, the more things you will know. The more that you learn, the more places you'll go." -- Dr. Seuss

28. 28

29. 29 Employee Development Plans: A Win/Win for Supervisors and Employees Developing Employees Through The Legacy Thinking Approach Presenter Phyllis Nance, Kern County Department of Child Support Services pnance@co.kern.ca.uspnance@co.kern.ca.us

30. 30 Employee Development subtitle

31. 31 Planning Workforce Planning Succession Planning Organizational Planning

32. 32 Legacy Thinking Looking Forward Keeping The End in Mind Creating or Refining Personal Visions

33. 33 Beginning The Legacy The Interview Questions Where do you see yourself in 5 years? At the end of your work career what do you want people to say about you and your work?

34. 34 The Legacy Statement Record the answer to the Legacy Questions Using an affirmation style create a Legacy Statement based on the answer to the Legacy Question Create a Legacy Statement Aide

35. 35 Legacy Question Answer I would like people to remember me as a Child Support Officer who was patient with all participants and staff, flexible to change, understanding and empathetic to all, consistent, thorough, hard working, and most importantly a person of integrity.

36. 36 Legacy Statement I am patient, hardworking and flexible. I am committed to being understanding and empathetic to everyone. I am a person of integrity and am consistent in my work.

37. 37 Legacy Statement Aide

38. 38 Intentional Legacy Development Identify Skill and Leadership Development Opportunities –Voluntary –Reflection –Consider 5 Year Goals –Technical Development –Leadership Development

39. 39 Intentional Legacy Development Assess Competencies –Self Assessment –Supervisor Assessment –Training Needs –Safe Environment

40. 40 Intentional Legacy Development Plan of Action –Identify Learning Activities –Seek Resources –Seek Development Projects –Set Targets and Monitor Progress –Employee Agreement

41. 41 Legacy Responsibilities Opportunities for Reflection Matching Actions With Intentions Legacy Journals

42. 42 Lasting Development We build our work legacy (however great or small) our entire career. The hope is to define how we want to be remembered and develop a body of work that will support our definition.