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3/29/2007

DRIVEDesign Concepts

Deliver Responsive Individual Value-based Evaluations

3/29/2007

Prince William CountyVirginia

30 miles south of Washington, DCPopulation: 371,178 (as of 6/15/2006)Median Household Income: $81,204 (2005)County Government budget: $694,010,000 (FY07) [Does not include school budget]Staff: 3,393 FTE (FY07)35 Departments

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DO WE HAVE THE RIGHT __________ ?• Customers • Key Products &

Services• Business Strategy• Org. Structure• Work Processes• Support Processes• Equipment, Facilities,

Technology,Information, etc.

•PEOPLE– Right competencies– Development process– Feedback/Coaching

(360o)– Resolution Process

(PerformanceAppraisal)

VISION PM VALUESLeadership Philosophy

Individual Behavioral ValuesOperating System Values

Behaviors+~~~~~~~~~

-~~~~~~~~~

Feedback/Coaching (360º)Resolution Process

(Discipline System)

{

PERFORMANCEWORK CULTURE

= Performance MeasuresPM

Strategic Thinking:•Mission/Niche•Theory of the Business

(strategy/structures/systems)

+

Prepare Business Case

Strategic Planning•Set Direction•Capacity Building

Prepare Business Plan

Tactical Operational Plan•Action Plan Goals & Objectives•Resources Plan

Monitoring & Corrective Action

PM

PM

(Outcomes)

(Strategic Goals & Objectives)

(Input, Throughput, Output)

VISION / VALUES TO STRATEGY / STRUCTURE / SYSTEMS

PM

PM

PM

Commonwealth Centers for High Performance Organizations

LEADERSHIP FUNCTIONS

© 1988-2006 Commonwealth Center for High-Performance Organizations, Inc. – permission to use for non-commercial purposes granted with citation

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/2007

PWC System For Results PWC System For Results Oriented GovernmentOriented Government

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Putting It All Together

HPENVLEADERSHIP

PhilosophyFunctionsForm WORK

CULTURE

STRATEGYSTRUCTURESYSTEMS

VA

LU

ES

VIS

ION 5. Right

what?6. How

good?7. How

treat?

• Higher Moral Purpose• Self Pride• Survival

4. Why do we need to be high performing?

3. According to whom?

1. What is it?

2. How

would w

e know?

• Quality• Customer

“Value”• Financial Performance

“PICK 3+”

HP

Other Stake-holdersFood

ChainBeneficiary

Chain

USP

Partners

Compe-

tition

Environmental Scan

PP

Marketing


Introduction/Overview: HPO CHANGE MODEL


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We measure our

on the

scale

We measure our

on the

scale

Prince William County VisionPrince William County is a premier Prince William County is a premier

community where we treasure the community where we treasure the richness of our past and the promise richness of our past and the promise

of our future. We are diverse and of our future. We are diverse and dynamic with a thriving economy dynamic with a thriving economy

where citizens and businesses grow where citizens and businesses grow and succeed together. We are a and succeed together. We are a global business and technology global business and technology

leader for the 21st centuryleader for the 21st century..

Prince William County VisionPrince William County is a premier Prince William County is a premier

community where we treasure the community where we treasure the richness of our past and the promise richness of our past and the promise

of our future. We are diverse and of our future. We are diverse and dynamic with a thriving economy dynamic with a thriving economy

where citizens and businesses grow where citizens and businesses grow and succeed together. We are a and succeed together. We are a global business and technology global business and technology

leader for the 21st centuryleader for the 21st century..

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BLOCK’S “BUREAUCRATIC vs ENTREPRENEURAL CYCLES”BUREAUCRATIC CYCLE

THE PATRIARCHAL CONTRACTREQUIRES:- submittal to a higher authority; the “top” knows

best; management is autocratic, centralized control; hierarchical; values clear lines of authority

- denial of self-expression; be careful, safe- personal sacrifice for unnamed future rewards- believing the contract is “just” or seen as

“disloyal”

MYOPIC SELF-INTEREST- success is defined as obtaining personal rewards

-- e.g., advancement, gaining more formal authority, tangible rewards, and “corporate jewelry”

MANIPULATIVE TACTICS- autocratic culture and personal ambition support

behaviors which are personally strategic, cautious, and indirect -- i.e., manipulative; based on controlling people without their knowing it; “playing the game”

DEPENDENCY- we feel our survival is in the hands of someone

else; our situation depends on what others decide and how they choose to treat us

ENTREPRENEURIAL CYCLETHE ENTREPRENEURAL CONTRACT SEES:

- authority as coming from within each person; individuals are responsible for their own actions and for the success of the organization; management focuses the organization on its purpose and helps create the needed culture and structure

- self-expression is necessary to free people’s energy, excitement, passion, and motivation

- commitment to the commonly held vision and values forms the basis for responsible individual action

- people committing to the organization because they want to, not because they have to

ENLIGHTENED SELF-INTEREST- success is defined as making a contribution, doing

something important, serving internal partners and external customers, acting with integrity; personal rewards are of secondary importance

AUTHENTIC TACTICS- behavior is direct and honest; information and control are

shared; people know where they stand

AUTONOMY- we feel our survival is in our own hands; we take

responsibility for our own situation and futureAdapted from Peter Block, The Empowered Manager (San Francisco: Josey-Bass, 1991), pp. 21-23


LEADERSHIP PHILOSOPHY


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3. Suprasystems Integration / Stewardship

Gluing the parts of the organization back together to accomplish the vision; creation of mechanisms that align the parts to form an integrated whole.

Requires a stewardship role from individuals; rising above “turf” to serve the larger whole; linking with others to address cross-organizational issues; “steward of the whole” versus “owner of the piece.”




3/29/2007* Adapted from Rensis Likert, The Human Organization, (New York: McGraw-Hill, 1967)

** Adapted from Marvin Weisbord, “Why Organizational Development Hasn’t Worked (So Far) in Medical Centers” Health Care Management Review (Spring, 1976).

SYSTEM 1(ExploitativeAutocratic)

SecurityMoney

None

DownOnly

Boss Alone

Top Down

Hostile

Mediocre

SYSTEM 2(BenevolentAutocratic)

Status

Little

MostlyDown

Boss Mostly, Some Technical

at 1st Level

Top Down

Mixed(toward

negative)

Fair to Good

SYSTEM 3(Consultative)

GrowthRecognition

Some

Upand

DownBoss Focused: Asks, Decides,

Explains

At Top, withConsultation

Mixed(towardpositive)

Good to Excellent

SYSTEM 4(Participative)

IdentityAchievement

Influence

Much

Up, Down, and

Sideways

Team Based

Group Participation

Favorable

Excellent

EMPLOYEEMOTIVATION

TEAMWORK

COMMUNI-CATION

DECISIONMAKING

GOALS SET

EMPLOYEE ATTITUDES

OUTPUT

SYSTEM “Zero”**

(Laissez Faire)Higher Level

(comes from outside org.)

Mixed(but mostly within

tech. areas)

Mixed(but mostly on

technical issues)

Mixed

Mixed(sometimes not

set at all)

Mixed(positive toward job

but not org.)

Mixed(poor to good)

LIKERT’S FOUR ORGANIZATIONAL PHILOSOPHIES*


LEADERSHIP PHILOSOPHY


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FOCUS OF THE HPO MATERIAL

Individual

Team/Unit

Micro-Business

“NOG’s”ALIGNMENT

Organization

Circle of Concern

Circle of Influence

Circle of ControlNOG’s = Naturally Occurring Groups


Introduction/Overview: HPO CHANGE MODEL


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County Measures

Department/Division Measures

Unit/Individual Performance Values

Knowledge & Skills

50% 50%

VISION

Our VISION statement is the foundation for all elements of the evaluation

There is an equal balance between the WHAT and the HOW

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The categories will be weighted based upon grade level

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3/15/2007 72

VISION

County Measures

Dept/DivisionMeasures

Individual Performance Values Knowledge

& Skills

Pay Grades 1Pay Grades 1––14 14 (Police PS 1(Police PS 1-- PS 13):PS 13):

50% 50%

5% 15%

30% 25% 25%

80% Individual20% PWC Team

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3/15/2007 73

VISION

County Measures


Individual Performance

Values Knowledge

& Skills

Pay Grades 15Pay Grades 15––18 18 (Police PS 14 (Police PS 14 -- PS 18):PS 18):

50% 50%

10%

20% 20% 25% 25%

70% Individual

30% PWC Team

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3/15/2007 74

VISION

Values Knowledge

& Skills

Pay Grades 19 and above:Pay Grades 19 and above:

50% 50%

15% 25%10%

25% 25%

60% Individual


Individual Performance

County Measures

40% PWC Team

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County-wide Component

Total 3Based on data from the annual Citizen’s SurveyMeasures updatedannually for DRIVEOCTOBER

County

Measures

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Department/Division component

Total 4Most measures based on data from the annual Citizen’s SurveyMeasures updatedannually for DRIVEOCTOBER

Dept/Division Measures

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Unit/Individual Component

Total 42 must be actual measures2 can be individual goalsCollaboration between supervisor and employeeUpdated annually for each employees yearly evaluation

Unit/Individual

Measures

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Values ComponentWe measure our

on the

scale

We measure our

on the

scale

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Knowledge & Skills Component

8 Minimum

23 Maximum

(4 Core)

(4 Core)

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Performance/behavior fails to meet the defined performance requirements/expectations. Deficiencies must be corrected and better performance achieved and maintained in the future. Requires significant amount of direction and coaching. The employee is not performing the job at expected level for employees in this position. The employee does not behave/conduct himself/herself consistent with the County’s vision and or values.

Significantly below requirements/expectations

Performance/behavior does not fully meet the job requirements/expectations. Capable of producing work that is of reasonable quality, but often produces work which may not be up to standard. Does not use time or resources effectively.

Does not fully meet requirements/expectations

Performance/behavior meets the defined job requirements/expectations. The employee is performing the job at the level expected for employees in this position. Requires minimal direction and coaching. Consistently meets job requirements with few errors and minimal revision.

Fully Achieves requirements/expectations

Performance/behavior regularly exceeds job requirements/expectations. Is able to work with little direction and produces high quality work. Adds value to the organization. Makes his/her own decisions and is a self-starter.

Exceeds requirements/expectations

Performance/behavior consistently exceeds all, or virtually all, job requirements/expectations. The employee consistently performs outstanding work, regularly above and beyond what is expected of employees in this job. Routinely models behavior consistent in the County’s vision and values and makes other outstanding leadership contributions. The quality of work from this person is better than most of his/her peers. This rating is to be used for only exemplary performance and behavior.

Greatly exceeds requirements/expectations

Description of PerformanceLevelScaling Process

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REWARDS

0%0%Significantly Below

0%1%Does Not Fully Achieve

0%3%Fully Achieves

1%3%Exceeds

2%3%Greatly Exceeds

One Time Performance Increase Based on Current Salary

Annual Merit Increase As a Percentage of Current Salary

Performance on Requirements/Expectations

May not be able to be fully funded every year: dependent on compensation package approved by the Board of County Supervisors

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Intranet-Based Process

OIT will provide an evaluation form on the IntranetThis form will use the power of technology to simplify the process for the supervisorThis electronic form will be ready for the 3rd phase of training this spring

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Quality Control

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Training

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3/15/2007 81

Three Different Types of Reactions to ChangeThree Different Types of Reactions to Change

? Resistant

? Neutral

? Supportive

3/29/2007

DO WE HAVE THE RIGHT __________ ?• Customers • Key Products &

Services• Business Strategy• Org. Structure• Work Processes• Support Processes• Equipment, Facilities,

Technology,Information, etc.

•PEOPLE– Right competencies– Development process– Feedback/Coaching

(360o)– Resolution Process

(PerformanceAppraisal)

VISION PM VALUESLeadership Philosophy

Individual Behavioral ValuesOperating System Values

Behaviors+~~~~~~~~~

-~~~~~~~~~

Feedback/Coaching (360º)Resolution Process

(Discipline System)

{

PERFORMANCEWORK CULTURE

= Performance MeasuresPM

Strategic Thinking:•Mission/Niche•Theory of the Business

(strategy/structures/systems)

+

Prepare Business Case

Strategic Planning•Set Direction•Capacity Building

Prepare Business Plan

Tactical Operational Plan•Action Plan Goals & Objectives•Resources Plan

Monitoring & Corrective Action

PM

PM

(Outcomes)

(Strategic Goals & Objectives)

(Input, Throughput, Output)

VISION / VALUES TO STRATEGY / STRUCTURE / SYSTEMS

PM

PM

PM




3/29/2007

THANK YOU!

And now we will DRIVE off into the HPO sunset!

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