Maricopa County (AZ) The Importance of Organizational Structure in Sector Strategies

Transcription

1 Maricopa County (AZ) The Importance of Organizational Structure in Sector Strategies Kelsie McClendon, SHRM-SCP, SPHR Chair, Maricopa County Workforce Investment Board May 13, 2015

2 Agenda Introduction and Background Workforce Development System and Role of the Board Strategy Board & Staff/Business Services Overview and Structure ish Gaps Intervention: Realignment of Board and Business Services Structure The importance of organizational structure The Lawler Star Model-Alignment of Strategy, Structure, People, Processes, and Rewards(measurement) Structure organizing principles Proposed Structure Role of Sector Committees People Processes Results so far What is next for Maricopa Workforce Connections/Investment Board Group Exercise Feedback/Questions

3 Maricopa County

4 Maricopa County Workforce Connections P30A&feature=youtu.be ce-development.aspx

5 Maricopa County Workforce Connections A subdivision of the Maricopa County Human Services Department Turnover of HSD Director and MWC Assistant Director in the last 3 years Envelopes the City of Phoenix which has its own local area designation One of the largest counties and metropolitan areas in the United States for population (#4), land mass, and population growth (#2) Business Services Supervisor and Account Representative Turnover Board Turnover and Inactivity

6 Introductions Kelsie McClendon, SHRM-SCP, SPHR Corporate Human Resource Manager for Total Transit, Inc. Chair of the Maricopa County Workforce Investment Board, the Certification Director for Arizona Society for Human Resources Management (AZSHRM) Past President/Current Member of SHRM-Greater Phoenix. 8 years of volunteer experience on the workforce development board and 19 years of Human Resources Management experience. Bachelor s Degree in Business Management from Arizona State University Master s in Labor and Human Resources Management from The Ohio State University Graduate Student (currently enrolled)-master s in Educational Technology- Arizona State University SHRM-SCP and Senior Professional Human Resources Certification (SPHR) from HRCI. kmcclendon@totaltransit.com

7 Board Role and Activities Year(s) Role Activities 2008 Joined Board as Construction Industry Liaison Construction Industry Liasion -Aligned Business Services with Construction Career Days -Served on task force to align services with Phoenix Workforce Connections Changed companies Manufacturing Industry Liaison 2012-Present Board Chair Changed compaies- Transportation Industry Liasion -Worked with Maricopa County Community Colleges to create Industrial Technician Incumbent Training program -Panelist for Business Service Representative Seminar -Utilized Summer Youth Program -Attended NAWB Forum, enrolled Board in Strategic Leadership Council Cohort # 2

8 NAWB Training-Overview of the Workforce Development System

9 NAWB Cohort-The Role of the Board Strategic Management: Strategic management skill sets are needed to build a solid operational structure for WIA funded programs, while at the same time expanding the capacity of staff and Board members to become labor market experts. Labor Market Analysis: WIBs are experts in labor market information, yet often experience a sense of drowning in the data. This leadership area develops the capacity of organizations to make sense of data, identify key stakeholders, and become leaders in making informed decisions using labor market information. This section primarily targets staff, but is applicable for interested board members. Communications/Outreach/Advocacy: This leadership area improves the organizational capacity to position the WIB and its services through the right message and communication mediums that results in engagement of funders, partners and customers. Strategic Convening: Leveraging the leadership capacity of the board to bring the right partners to the table, build effective coalitions, and move from isolated to collective impact, is a critical skill, especially during a time of budget cuts and policy scrutiny. This section provides fundamental tools for effectively identifying the right partners and advancing initiatives that make a lasting impact in the community.

10 MWC Strategy The adoption of a new Strategic Plan by the Arizona Governor s Workforce Policy Council featuring a Sector Strategy approach Our Two Year Plan utilized employment forecast data to determine the industry sectors that we wanted to focus on. Maricopa County Two Year

11 Strategy Sectors are determined by economic data, partnerships, and other factors to drive employment opportunities and economic growth in industries that will have employment gains and where Workforce Development can make the biggest impact These sectors can be changed as economic outlook changes at the boards discretion

12 Strategy Healthcare and Biosciences Construction and Trades Information Technology and Business Services Transportation and Logistics Advanced Manufacturing and Aerospace

13 Board and Business Services-Structure ish Advisory Board Assistant Director and Staff Driven Activities included attended meetings, voicing opinions, and voting on mandatory items Some functional committee and ad hoc task force work-no alignment to industry sectors Business Services not assigned to particular industries Board makeup ad hoc, many left industry sector employers but remained on the board Desired State Active Board Collaboration and alignment of Board and Staff/Business Services Activities around NAWB defined Board Roles Committee and Task forces carrying out board roles in target industry sectors Business Services assigned to target industry sectors Board makeup that had spheres of influence in target industry sectors

14 The Importance of Organizational Structure Strategy determines the direction and derived activities. The structure provides the organization architecture, vehicle frame, foundation to align people, processes, and measurements/rewards. The alignment of those components are what create an efficient and effective organizational structure.

15 Board and Business Services Structure ish

16 Board and Business Services Structure ish Gaps Discussion

17 Board and Business Services Structure ish How does this structure support the sector strategy? How do board members and staff/business services collaborate to carry out the roles of conveying, strategic management, outreach, and labor market analysis to make positive interventions in industry sectors? How do we staff the board to get the right people on the board? How do we report out on activities and measure success on the sector strategy execution?

18 Intervention: Alignment of Board and Business Services Structure Book From the Ground Up by Dr. Edward Lawler, Management Professor USC, details principles and best practices in organization design More information:

19 Traditional Organizational Structure- Functional Alignment based on activities

20 New Organizational Structure Model

21 Organizing Principles Old Organizing Principles Alignment not a primary source of effectiveness Bureaucracy is most effective source control Only top levels/technical experts add value/make decisions lower levels perform tasks via vertical processes Organizations designed around functions Effective managers controlling key to effectiveness New Organizing Principles Alignment is a primary source of effectiveness Involvement is most effective source of control All members of the organization add value/make decisions Tasks performed via lateral processes Organizations designed around customers Effective leaders setting the vision, values, and supporting are the keys to effectiveness

22 Questions to Ask Who are our customers? (hint: demand driven system) What are our lateral processes? Board and Business Services? Job Seeker Services and Partners? Educational and Training Providers? How should our board, business services, and workforce development system be organized to carry out those lateral processes for the customer?

23 Structure Sector Committees comprised of business services staff and board members that are focused on particular industry sectors An additional committee that will represent other industries, find opportunities for workforce development (i.e. partnerships, grants, etc.), and support the sector committees in navigating the workforce development system.

24 New Structure

25 What s Next?-People Validate Sectors Assign Current Board Members to their Sector Committee(s) of Interest Recruit New Board Members from Sectors where additional representation would be a benefit to our strategy

26 TASK FORCE BOARD MEMBERS MWC Staff Activities Aerospace & Defense and Manufacturing Bio-Science and Healthcare Information Technology and Service Businesses Construction, Trades, and Renewable Energy Logistics and Transportation Tony Abraham, Modern Industries, Inc Jim Godfrey, Jim Godfrey & Associates LLC April McLaughlin, Karen Poole, Maricopa Community College Robin Schaffer, Arizona Nurses Association James Marshall, Scottsdale Lincoln Health Network Donna Pettigrew, Arizona College Christoph Hilscher, Chase Card Services Rick McCartney, InMedia Company, Llc Steve Troxel, Prencipia Melissa Rafalski, HNR Construction LLC Vanessa Andersen, Rummel Construction, Inc Shawn Hutchinson, IBEW Local Rodney Pack, Arizona Pipe Trades Apprenticeship Kelsie McClendon, Total Transit, Inc OPEN Aerospace and Defense, Advanced Manufacturing Heath Anderson maricopa.gov Bioscience & Healthcare Don Motz maricopa,gov Yvette Fielder maricopa.gov Yvette Fielder maricopa.gov Nancy Lee maricopa.gov Advanced Manufacturing Apprenticeship Program Healthcare Sector Taskforce in partnership with Phoenix Chamber of Commerce Grant for data collection to identify skill gaps Youth coding program in-partnership with Intel and Maricopa Community Colleges Expanding partnerships with apprenticeship programs Convening employers in partnership with the Arizona Trucking and Transit Associations

27 Process Task committees to carry out their roles Identify, leverage, and convene key players in the sector: Economic Development, Businesses, Associations, Educational Providers, and other partners Hold or participate in sector meetings and foster other channels of communications within sector

28 Process Determine Sector/Employer pain points Create and execute strategies, initiatives, programs, etc. that maximize employment opportunities and business growth in sectors (i.e. Career Pathway Interventions) Lead in career pathways-connect pathways back to job seekers and special populations Measure and Report Performance Results within Industry Sectors and for each intervention invested in Make adjustments as needed

29 Process Example Sector Task Force Updates as a regular agenda item I. Task Force and Committee Updates a. Updates were given on each individual sector i. No Aerospace & Defense and Manufacturing update. ii. Robin Schaeffer gave Healthcare taskforce update. iii. Steve Troxel gave update on Information Technology and Service Businesses. Patricia gave brief update on Intel partnership for youth. iv. No Construction, Trades, and Renewable Energy update v. Kelsie McClendon gave Logistics and Transportation update vi. No Update on At Large Industries vii. No Workforce Systems update viii. Apprenticeships Video presented on apprenticeships. Nancy Avina will link. Update by Shawn Hutchinson, on apprenticeships working with Maricopa Workforce. Discussion. ix. Tony Maldonado gave youth update, x. No Membership Updates. xi. Kelsie McClendon gave brief Executive update

30 Results so Far Board Members report having more clarity about what their roles are in-order to drive the strategy and are more active Some board members have dropped out that didn t want to take an active role opening up opportunities for new members that are better aligned with our sectors and direction Business Service Representatives are taking the lead, in collaboration with board members, in convening in industry sectors to determine needs and providing services where appropriate

31 What is next for MWC? Upgrading the capabilities of Business Services and Board Members to lead in Business Engagement and Career Pathway Interventions Working with State of Arizona, City of Phoenix, and Educational Partners to create a true regional approach connecting via the industry sectors. Operationalizing continuous process of identifying sector/employer needs, deploying interventions, and measuring results/roi Making adjustments to target industry sectors, partners, and other components as needed Leveraging technology to help in execution of strategy, processes, and specific interventions

32 Conclusions Articulating strategy and creating and internal board and staff structure is a predecessor to a regional approach You have to get your ship aligned so that it can align with other ships The strategy is derived from the state, regional, and local plan and the role of the board is well articulated by the NAWB Strategic Council Cohort (Outreach, Convene, Strategic Management, Labor Market Data/Data-Driven Evaluation) The Lawler Star model provides a human centered design to organizational structure that is customer focused and helps to facilitate a sector or any desired strategy Once the structure is built, it becomes clearer what members are needed in the organization, where their activities should occur, and how to measure the results of those activities along the same organizational seems

33 Group Discussion What is your organization and role? What is your organization s strategy? Who are your customers? What are your lateral processes? Board and Business Services? Job Seeker Services and Partners? Educational and Training Providers? How should you re your organization be organized in the workforce development system be to carry out those lateral processes for the customer?

34 Feedback/Questions