Organizational Development Plan

Transcription

1 Commonwealth of Massachusetts Consolidation Planning Project Plan Version /03/2009

2 Revision History The table below serves to track the key revisions made to this document for change control purposes. Date Version Change Description Author 04/07/2009 V1 Updated outline and developed document shell Deloitte Consulting 04/07/2009 V2 Detailed activities and descriptions added Deloitte Consulting 04/08/2009 V3 Executive summary, updated graphics, and Deloitte Consulting preliminary roadmap added 4/20/2009 V4 Revised to include organizational development oversight thread and change strategic recruiting to workforce planning Sub- Committee; Communications Sub- Committee; Deloitte Consulting 4/22/2009 V5 Introduction shortened and immediate next steps Deloitte Consulting added 4/24/2009 V6 Revised formatting to reflect the formatting in the Secretariat shell; adding Gantt chart diagrams; and refining introductory text Deloitte Consulting 4/26/2009 V7 Gantt chart revisions Deloitte Consulting 4/27/2009 V8 Revisions based on and Communications Sub-Committee Meeting and Consolidation Working Group Session Sub- Committee; Communications Sub- Committee; Consolidation Working Group Deloitte Consulting 4/28/2009 V9 Revisions including wording and activity date Deloitte Consulting changes 4/28/2009 V10 Revision to some owner designations after a Deloitte Consulting review to determine SCIO responsibilities 5/03/2009 V11 Revisions based on a final review Deloitte Consulting i

3 Table of Contents Revision History... i Acknowledgements... iii Executive Summary Consolidation Initiative Overview Consolidation Strategy... 5 Objectives, Approach, and Expected Benefits... 5 Guiding Principles for Developing a Career Culture Consolidation Plan... 6 Component 1: Strategic Focus... 7 Component 2: Increased Training Component 3: Career Component 4: Workforce Planning Roadmap Sample Career Paths Immediate Next Steps Appendix: Activity Objectives and Outputs ii

4 Acknowledgements The Commonwealth of Massachusetts Information Technology Division (D) is grateful to members of the Consolidation Working Group who participated in the development of the Consolidation Initiative Plan: Claudia Boldman John Glennon Mary Ann Bradley Phil Griffiths Mark D Angelo Jeffrey McCue Paul Dietl Ellen Wright During the organizational development planning startup, analysis, and validation phases, these Working Group Members met as part of the Communications and Sub-committees to provide feedback on the initial scope and approach and to develop and refine the components of the Consolidation Plan. Such constructive feedback helped the Consolidation Planning Team refine the tools and processes for participants in subsequent stages of consolidation organizational development roll-out. We greatly appreciate the time sub-committee members devoted to these sessions which served as an additional means of obtaining and clarifying the organizational development needs of Secretariat and agency-level stakeholders. Finally, the Consolidation Working Group also reviewed drafts of this plan as part of the finalization process. This final product was collaboratively refined and produced by both the Communications and Develop Sub-Committees and the Consolidation Working Group. D is very grateful to these participants for the time and hard work put forth and captured in this plan, and wishes to acknowledge those individuals who contributed. iii

5 Executive Summary Under Executive Order No. 510, certain services must be consolidated at the Commonwealth and Secretariat levels. As part of that process, the Information Technology Division (D) created a working group of Secretariat CIOs, business unit leaders, HR officials, and others to oversee the planning and implementation of this initiative. This document represents the organizational development strategy developed by the working group to complement the consolidation efforts at the Commonwealth, Secretariat, and agency levels. Developing a Career-Focused Culture The consolidation initiative presents a unique opportunity to use the changing management and operational structure as the basis for developing more comprehensive career development options for the Commonwealth s staff. The overall objective of the organizational development plan is to use consolidation to take a more strategic focus toward training and career development opportunities for staff while instituting workforce planning capacity within the Commonwealth s services. With those aims in mind, the organizational development strategy is centered around the following key components: Strategic Focus Increased Training Workforce Implications for the future: Taking a comprehensive and strategic approach to organizational development across all Secretariats and agencies will create a sustainable model that can be adapted to address evolving staff needs Training opportunities allow employees to develop industry-standard and nextgeneration skills and to increase job satisfaction Career Career development programs will facilitate knowledge transfer and improve staff retention Workforce Planning Forecasting staffing needs and strengthening recruiting programs will enable the development of a talent strategy and the identification of a talent pipeline Increasing training opportunities, providing strong career development, and focusing on workforce planning will allow the Commonwealth to reduce its dependence on services contractors. In addition to focusing on these components, the strategy was framed using the following guiding principles. An effective organizational development plan must: Be staff-focused (i.e. the plan should address staffing needs and be designed to increase staff opportunities) Identify sustainable training opportunities (i.e. programs that are not dependent on additional funding) 1

6 Focus on increased staff training as a mechanism to reduce the number of contractors providing services in the Commonwealth The expected benefits of the strategy include improved career development opportunities for the Commonwealth s services staff at all levels, increased levels of job satisfaction among those employees, and a reduced reliance on contractors for the provision of services. Strategic Focus Creating an Advisory and an Working Group will facilitate the development of a standard baseline of career development opportunities for staff at all Secretariats and agencies. These groups will also build capacity Commonwealth-wide to share leading practices and pool resources to provide common training. Finally, linking training, career development, and workforce planning efforts at each Secretariat will provide the mechanism for the process to change over time, targeting skills and staffing needs as they evolve. Increased Training Opportunities Additional staff training will enable the Commonwealth to take full advantage of the increased flexibility provided by the consolidation effort. In a post-consolidation target state, services staff will have access to a common basic level of training. In addition, Secretariats will develop training to meet their specific services needs. In the long term, increasing training opportunities for staff will allow the Commonwealth to reduce its reliance on contractors for the delivery of services. Where possible, this training will be provided using alternative methods, such as a train-the-trainer model and online training, to provide courses in the most cost effective manner. Career Programs Each Secretariat should implement career development strategies to facilitate knowledge-sharing among staff and increase job satisfaction. A formal apprenticeship program should be developed to enable knowledge transfer between senior staff, recently-hired staff, and staff who will be assuming new roles in the near future. In addition, Secretariats should develop career paths and offer mentoring and career coaching programs. Workforce Planning services throughout the Commonwealth are currently provided by an aging workforce. Approximately 78% of the services staff is over the age of 40, with 60% of those over 50. This staffing situation makes it important for the Commonwealth to forecast staffing needs so they can identify areas of focus for training and recruitment. To address staffing needs, a strategic recruiting program should be developed across Secretariats to build a strong pipeline to fill positions that will open in the next few years. This plan provides detailed descriptions of tasks needed to implement these programs and consequently, create an services career culture in the Commonwealth. 2

7 The timeline for these tasks is depicted in the figure below Initiative Timeline Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Key Milestones Org Dev Plan Sec. Plan Infra Plan Substantial Completion Component 1: Strategic Focus 1.1 Org Dev 1.2 Org Dev Wkg Group 1.3 Org dev coordinator 1.4 Leading practices 1.5 Sustainable model 1.6 Strategic plan 1.7 Implement model 1.8 Implement plan Component 2: Increased Training 2.1 UMass program 2.2 Identify needs 2.3 Capacity issues 2.4 Course calendar 2.5 Revision procedure 2.6 Staff trainers 2.7 Online training 2.8 Preliminary courses 2.9 Staff-led courses Component 3: Career 3.1 Career paths 3.2 Mentoring strategy 3.3 Apprentice framework 3.4 Pair mentors/mentees 3.5 Kick-off 3.6 Apprentice leaders 3.7 Apprenticeship roll-out Component 4: Workforce Planning 4.1 Forecast needs year staffing picture 4.3 Existing recruiting year plan 4.5 Standard internships 4.6 Recruiting events Major Milestone Exec Order 510 Compliance Deadline 3

8 1. Consolidation Initiative Overview The Mandate Executive Order No. 510 On February 19, 2009, Governor Deval Patrick issued Executive Order 510 mandating consolidation in all executive departments. The order outlined the provisions for the consolidation process, one of the seven initiatives identified in the Commonwealth s strategic plan. Specifically, the Executive Order stipulates that services will be consolidated at three organizational levels: Designated infrastructure services that will be consolidated at the Commonwealth level Designated services that will be consolidated at the Secretariat level Agency-specific services that will remain at the agency level Agency specific applications Helpdesk services Desktop & LAN services Web site information architecture Application services as proposed by SCIO Data/telecomm networks Data center services Web site hosting & portal services Shared enterprise services (incl. & directory) Additional information of the scope and benefits of the initiative and detailed information on the Secretariat and Commonwealth level consolidation of these services is provided in separate documents (i.e., the Secretariat Consolidation Plans and High-Level Infrastructure Consolidation Plan). 4

9 2. Consolidation Strategy Objectives, Approach, and Expected Benefits The consolidation initiative will change the manner in which services are operated and managed throughout the Commonwealth. These structural changes will transform the manner in which services are provided throughout the Commonwealth. This plan is intended to incorporate a comprehensive career and workforce development framework into that transformation. This section of the plan provides basic information on organizational development components that each Secretariat should include in their consolidation planning effort as part of developing a career culture across all services to increase opportunities for staff. The organizational development plan focuses on four key components: Strategic focus Staff training Career development Workforce planning The overall objective of the organizational development plan is to use the consolidation initiative to apply a more strategic focus toward training and career development opportunities for staff while building workforce planning capacity within the Commonwealth s services. Approach including taking a strategic focus overall to organizational development, identifying training opportunities, building on existing career development programs, and enhancing workforce planning efforts was used to develop this organizational development plan. Guiding Principles for Developing a Career Culture Guiding principles were developed to provide a framework for the organizational development plan that moves toward the goals of building opportunities for current staff while reducing the dependence on contractors for the delivery of services. The following principles were chosen to create a plan that: Is staff-focused (i.e., plan should address staff needs and be designed to increase staff opportunities) Identifies sustainable training opportunities (i.e., programs that are not dependent on additional funding) Focuses on increased staff training as a mechanism to reduce the number of contractors providing services in the Commonwealth Expected Benefits of the Strategy The benefits of implementing this organizational development strategy include: Improved career development opportunities for services staff Increased staff job satisfaction 5

10 Reduced reliance on contractors for the delivery of services 3. Consolidation Plan The framework for creating the organizational development plan is divided into four components strategic focus, increased training, career development, and workforce planning. The figure below highlights the implications each of these components for the future organizational development state. Strategic Focus Increased Training Workforce Implications for the future: Taking a comprehensive and strategic approach to organizational development across all Secretariats and agencies will create a sustainable model that can be adapted to address evolving staff needs Training opportunities allow employees to develop industry-standard and nextgeneration skills and to increase job satisfaction Career Career development programs will facilitate knowledge transfer and improve staff retention Workforce Planning Forecasting staffing needs and strengthening recruiting programs will enable the development of a talent strategy and the identification of a talent pipeline Increasing training opportunities, providing strong career development, and focusing on workforce planning will allow the Commonwealth to reduce its dependence on services contractors. The table below provides information on the desired target state for each component after consolidation has been completed. The current state of each of these components varies by Secretariat and at the Commonwealth-level. Each Secretariat level consolidation plan and the high-level infrastructure consolidation plan include a baseline analysis for each of these components at the Secretariat level. Component Component 1: Strategic Focus Target State SCIOs, business leaders, and HR directors meet regularly as part of an Advisory A working group of and business staff is created to identify staff needs and concerns and work with the 6

11 Component 2: Increased Training Component 3: Career Component 4: Workforce Planning Advisory Leading practices are leveraged across Secretariats and agencies to build sustainable training programs A 5-year plan is used to guide training development and project workforce needs A basic level of training is offered Commonwealth-wide Secretariat-specific training is developed and offered to relevant Secretariat staff Alternative training methods (e.g. train-the-trainer model, online training, etc) are used to deliver material Mentoring is used to develop new staff Apprenticeship programs are used to facilitate knowledge transfer Secretariats use projected staffing needs to build a strategic recruiting plan Partnerships with local schools exist to develop an talent pipeline The tables below outline the key activities that each Secretariat should complete in order to move closer to the desired organizational development target state for each organizational development component Component 1: Strategic Focus Creating an Advisory will facilitate the creation of a standard baseline of development opportunities for staff at all Secretariats and agencies. The should consist of, business unit, and HR leaders, with representation from staff organizations. This broadbased organization will enable Secretariats to effectively identify organizational development needs and a sustainable approach, including a funding model, for providing these programs both now and in the future. In addition, an Working Group composed of, business, and HR staff will facilitate the incorporation of staff needs and concerns into the organizational development approach. Finally, linking training, career development, and workforce planning efforts across the Commonwealth will institute a comprehensive and integrated approach to organizational development, building the capacity necessary for the process to change over time, targeting skills and staffing needs as they evolve. Plan Timeline, Owners, and Support In cooperation with D, Each Secretariat should complete the identified activities in the table below, to institute a Commonwealth-wide strategic focus toward organizational development. 1 Each of the activities is categorized as a preparation activity an activity needed to prepare for career development program implementation or an implementation activity an activity needed to implement a career development program. 1 See the Appendix for more information on the objectives and expected outputs of each of these activities 7

12 Durations of each key activity are specified in the start and end dates listed in the table below. Resource needs to implement and drive this plan forward are specified below at two levels: (1) Activity Owner the key person responsible for driving and overseeing the activity, and (2) Activity Support the types of resources needed to assist the activity owner in executing these activities. Key Activity Start Date End Date Owner Support Preparation Activities 1.1 Establish an Advisory made up of SCIOs, Business Leaders, HR Directors, and Staff Organization Leaders - to coordinate organizational development programs across Secretariats 1.2 Establish an Working Group made up of, business, and HR staff to identify staff development needs and work collaboratively with the Advisory 1.3 Identify an organizational development coordinator to work with the Advisory and Working Group and to manage organizational development efforts at the Commonwealth-level 09/30/ /08/2009 CCIO 09/30/ /08/2009 CCIO SCIOs, Business, HR, and Union leaders SCIOs,, business, and HR staff; NAGE 09/30/ /08/2009 CCIO/HRD 0.5 FTE 2 2 The organizational development coordinator can be selected from either an or HR unit. The one selection criterion is that the selected person must be able to devote a significant amount (at least 50%) of his/her time to coordinating organizational development efforts. This resource commitment is necessary to develop organizational development programs that will be sustained over time. 8

13 Key Activity Start Date End Date Owner Support 1.4 Identify organizational development (i.e. training, career development, & workforce planning) leading practices across Secretariats and agencies 1.5 Develop a sustainable funding model for organizational development activities (i.e. training, career development, workforce planning) 1.6 Develop a 5-year strategic plan for organizational development programs 09/11/ /30/ /30/ /30/ /30/ /30/2010 Implementation Activities 1.7 Implement sustainable funding model across Secretariats 12/30/ /30/ Implement strategic plan across Secretariats 12/30/2009 On-going Working Group Advisory Advisory Advisory Advisory Third-party assistance, if necessary Third-party assistance, if necessary Working Group; thirdparty assistance if necessary Budget staff; Legislative support, if necessary leaders; Business leaders Key Assumptions Funding and/or resources are available to allocate fifty-percent of an existing staff member s time to coordinating organizational development efforts across the Commonwealth It is possible to create a sustainable funding model for organizational development activities Critical Path Dependencies Appropriate and sufficient stakeholder participation in organizational development efforts Appropriate support from leadership to sustain organizational development activities 9

14 Component 2: Increased Training Additional staff training will enable the Commonwealth to take full advantage of the increased flexibility provided by the consolidation effort. In a post-consolidation target state, services staff will receive a common basic level of training. In turn, this training will enable the Commonwealth to reduce its dependence on contractors for the delivery of services. Because many training needs will cut across Secretariats, the majority of training activities should be managed at the Commonwealth-level. The table below identifies key training needs for selected services staff. Common Training Needs Target Group Project Management Foundation* Management-level Staff Risk / Resource Management* Management-level Staff Cost, Finance, ROI, and Quality* Management-level Staff Training on Standardized Platforms (Hardware & Software) Selected Staff Cross-Agency Application Training Business Analysts; Application Developers; Senior-Level Architects JAVA Applications Course A* Application Developers JAVA Applications Course B* Application Developers Object-Oriented Methodology Requirements and Use Cases* Business Analysts; Application Developers; Senior-Level Architects Object-Oriented Methodology Architecture, Analysis, Design* Application Developers; Senior-Level Architects Object-Oriented Methodology Implementation* Application Developers; Senior-Level Architects.Net Applications Business Analysts; Application Developers; Senior-Level Architects Service Oriented Applications Applications Developers IL Methodology Selected Staff *These courses are currently part of the Professional Pilot Program facilitated by UMass-Boston. In addition to these basic training needs, each Secretariat consolidation plan includes information on Secretariat-specific training needs. The high-level infrastructure plan includes information on training specific to services provided at the Commonwealth-level. In cooperation with D, Each Secretariat should complete the identified activities in the table below, to institute a Commonwealth-wide strategic focus toward organizational development. 3 3 See the Appendix for more information on the objectives and expected outputs of each of these activities 10

15 Each of the tasks is categorized as a preparation activity an activity needed to prepare for training program implementation or an implementation activity an activity needed to implement a training program. Durations of each key activity are specified in the start and end dates listed in the table below. Resource needs to implement and drive this plan forward are specified below at two levels: (1) Activity Owner the key person responsible for driving and overseeing the activity, and (2) Activity Support the types of resources needed to assist the activity owner in executing these activities. Key Activity Start Date End Date Owner Support Preparation Activities 2.1 Work with UMass to develop training options and curriculum, including offering another session of existing pilot courses beginning in September 05/18/ /30/2009 HR Directors SCIOs Identify basic and Secretariat-level training needs for services staff, using such methods as a staff survey and an analysis of services currently provided by contractors 2.3 Determine capacity needs for training (e.g. the number of staff that would need access to training, the process for filling openings in training courses, training locations, etc) 2.4 Develop course calendar 09/30/ /30/ /15/ /15/ /15/ /30/2009 Working Group Advisory Advisory Advisory Working Group Coordinator 11

16 Key Activity Start Date End Date Owner Support 2.5 Establish a procedure for continuously reviewing training needs and updating offerings, with a focus on building succession planning capacity and providing training in emerging technologies 2.6 Identify staff to serve as agency level trainers under train-the-trainer model 2.7 Identify existing online training opportunities, select additional online training opportunities and implement online training Commonwealth-wide 2.8 Begin preliminary course roll-outs with trainer group 2.9 Schedule and conduct courses led by Secretariat and agency trainers 11/15/ /30/2009 Implementation Activities Advisory 10/11/ /11/2009 HR Directors 11/30/2009 5/31/2010 Advisory Working Group and Business Leadership Working Group; Online training providers 11/30/2009 5/31/2010 UMass HR Directors 01/01/2010 On-going Secretariat and Agency Trainers N/A Key Assumptions SCIOs are active participants in the training development process Funding and capacity exists to develop and implement online training courses Critical Path Dependencies Appropriate and sufficient stakeholder participation in training development and implementation Coordination with other segments of the consolidation effort to determine the appropriate timeline for offering training to facilitate a smooth consolidation process Component 3: Career To promote career development each Secretariat should implement create career path guidance and facilitate knowledge sharing among staff. Career paths include identified roles and job descriptions for staff in each service grouping and at various levels. These are not meant to force staff into a certain development model, but rather to be linked to training and other development programs and to guide staff as they choose the manner in which they would like their careers to progress. A sample career 12

17 path diagram is provided in section 6 of this document. In addition, Secretariats should create mentoring programs, which would build informal coaching relationships between senior and junior staff, and apprenticeship programs, more formal career development programs targeted primarily at newlyhired staff, to facilitate knowledge transfer. These types of activities will become increasingly important as senior-level staff retire over the next few years (see component 4 for more information on how this plan addresses the issues associated with staff retirement). Plan Timeline, Owners, and Support In cooperation with D, Each Secretariat should complete the identified tasks in the table below, to institute a Commonwealth-wide strategic focus toward organizational development. 4 Each of the tasks is categorized as a preparation activity an activity needed to prepare for career development program implementation or an implementation activity an activity needed to implement a career development program. Durations of each key activity are specified in the start and end dates listed in the table below. Resource needs to implement and drive this plan forward are specified below at two levels: (1) Activity Owner the key person responsible for driving and overseeing the activity, and (2) Activity Support the types of resources needed to assist the activity owner in executing these activities. Key Activity Start Date End Date Owner Support Preparation Activities 3.1 Identify and validate preliminary career paths used to guide staff opportunity development (e.g. training, mentoring, etc) 3.2 Develop strategy for establishing mentoring and coaching programs at the Commonwealth and Secretariat levels, including the creation of guidelines, standards, and expected outcomes for mentoring programs 10/11/ /30/ /25/ /25/2009 Advisory Advisory Working Group; NAGE Working Group; Coordinator; HR Directors 4 See the Appendix for more information on the objectives and expected outputs of each of these activities 13

18 Key Activity Start Date End Date Owner Support 3.3 Build a framework for an apprenticeship program 3.4 Pair mentors and job coaches with mentees based on career goals and needs 3.5 Conduct career development kick-off event(s) 3.6 Identify and train apprenticeship program leaders 3.7 Roll-out apprenticeship program 10/25/ /25/2009 Implementation Activities 11/01/ /25/ /25/ /25/ /25/ /31/ /01/2010 On-going Advisory Coordinator Coordinator Coordinator Coordinator Working Group; Coordinator; HR Directors HR Directors HR Directors HR Directors HR Directors Key Assumptions There is sufficient staff interest in and leadership support for career path development There is sufficient staff interest in and leadership support for apprenticeship and mentoring programs Critical Path Dependencies Appropriate and sufficient stakeholder participation in career development efforts Appropriate support from leadership to sustain career development activities Component 4: Workforce Planning services throughout the Commonwealth are currently provided by an aging workforce. Approximately 78% of the services staff is over the age of 40, with 60% of those over 40 falling into the 50 and above demographic. This staffing situation makes it necessary for Secretariats to forecast staffing needs in order to identify areas of focus for training and recruitment. To address staffing needs Secretariats should also implement programs to provide the opportunity for seasoned staff to pass their 14

19 valuable institutional knowledge on to other staff and to build a strong pipeline exists to provide continuity of services as aging staff retire. Plan Timeline, Owners, and Support In cooperation with D, Each Secretariat should complete the identified tasks in the table below, to institute a Commonwealth-wide strategic focus toward organizational development. 5 Each of the tasks is categorized as a preparation activity an activity needed to prepare for strategic recruiting program implementation or an implementation activity an activity needed to implement a strategic recruiting program. Durations of each key activity are specified in the start and end dates listed in the table below. Resource needs to implement and drive this plan forward are specified below at two levels: (1) Activity Owner the key person responsible for driving and overseeing the activity, and (2) Activity Support the types of resources needed to assist the activity owner in executing these activities. Key Activity Start Date End Date Owner Support Preparation Activities 4.1 Conduct analysis to forecast retirement trends among 10/11/ /26/2010 HR Directors services staff Coordinator 4.2 Develop aggregate picture of staff skills needs for the next 5 years across all Secretariats 10/18/ /26/ Identify existing recruiting partnerships (e.g. internship programs, links to programs at local colleges, etc) at Secretariats and agencies 10/18/ /01/ Develop a 5-year plan for addressing projected staffing and recruiting needs 11/01/ /01/ Standardize internship programs across all Secretariats Implementation Activities 02/01/ /30/2010 Coordinator Coordinator Advisory Coordinator HR Directors HR Directors; Recruiting Directors Coordinator; HR Directors HR Directors 5 See the Appendix for more information on the objectives and expected outputs of each of these activities 15

20 Key Activity Start Date End Date Owner Support 4.6 Conduct recruiting events with HR Directors; partner schools 02/01/2009 On-going Recruiting Directors Coordinator Key Assumptions Data is available to forecast recruiting and skills needs Funding is available to expand internship and recruiting opportunities Critical Path Dependencies Appropriate and sufficient stakeholder participation in career development efforts Appropriate support from leadership to sustain recruiting activities 16

21 5. Roadmap The graphic below depicts a roadmap for developing and implementing the four organizational development components Initiative Timeline Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Key Milestones Org Dev Plan Sec. Plan Infra Plan Substantial Completion Component 1: Strategic Focus 1.1 Org Dev 1.2 Org Dev Wkg Group 1.3 Org dev coordinator 1.4 Leading practices 1.5 Sustainable model 1.6 Strategic plan 1.7 Implement model 1.8 Implement plan Component 2: Increased Training 2.1 UMass program 2.2 Identify needs 2.3 Capacity issues 2.4 Course calendar 2.5 Revision procedure 2.6 Staff trainers 2.7 Online training 2.8 Preliminary courses 2.9 Staff-led courses Component 3: Career 3.1 Career paths 3.2 Mentoring strategy 3.3 Apprentice framework 3.4 Pair mentors/mentees 3.5 Kick-off 3.6 Apprentice leaders 3.7 Apprenticeship roll-out Component 4: Workforce Planning 4.1 Forecast needs year staffing picture 4.3 Existing recruiting year plan 4.5 Standard internships 4.6 Recruiting events Major Milestone Exec Order 510 Compliance Deadline 17

22 6. Sample Career Paths The table below includes a potential career pathway for Commonwealth staff under the consolidation model. SAMPLE CAREER PATHWAY TO BE ADDED PENDING INTERNAL REVIEW 18

23 7. Immediate Next Steps Incorporate organizational development tasks into Secretariat consolidation plans Create the Advisory and Working Group Select the Coordinator 19

24 Appendix: Activity Objectives and Outputs Component 1: Strategic Focus - Key Activities Objectives and Expected Outputs Each key activity listed in the first component section of the plan strategic focus - is tied to an objective or purpose and expected results. The table below provides these objectives and outputs. Key Activity Objective (Purpose) Expected Outputs To develop a coordinated and comprehensive Commonwealthwide approach to organizational development 1.1 Establish an Advisory made up of SCIOs, Business Leaders, HR Directors, and Staff Organization Leaders - to coordinate organizational development programs across Secretariats 1.2 Establish an Working Group made up of, business, and HR staff to identify staff development needs and work collaboratively with the Advisory 1.3 Identify an organizational development coordinator to work with the Advisory and Working Group and to manage organizational development efforts at the Commonwealth-level 1.4 Identify organizational development (i.e. training, career development, & workforce planning) leading practices across Secretariats To account for staff needs and concerns during the organizational development process To build the capacity for standardized organizational development programs at the Commonwealth and Secretariat levels To build a repository of organizational development best practices and inform career development strategies Regular interaction between, business, HR, and staff organization leadership to discuss organizational development programs Commonwealth-wide standards for training, career development, and workforce planning programs Strategies for building the capacity necessary to meet those standards at each Secretariat development programs that reflect staff needs and concerns Comprehensive organizational development programs for staff throughout the Commonwealth A better understanding of organizational development possibilities Increased availability of 20

25 Key Activity Objective (Purpose) Expected Outputs and agencies effective organizational development programs 1.5 Develop a sustainable approach, including a funding model for organizational development activities (i.e. training, career development, workforce planning) To build capacity to sustain organizational development programs over time Consistent organizational development programs (i.e. training that does not stop due to funding issues) 1.6 Develop a 5-year strategic plan for organizational development programs 1.7 Implement sustainable funding model and approach across Secretariats 1.8 Implement strategic plan across Secretariats To develop a strategic approach to providing organizational development opportunities in the short-term To build capacity to offer training in the most costeffective manner across Secretariats To build capacity to think strategically about organizational development and plan for future skills and staff needs development programs that can be changed over time to meet evolving staff needs Consistent organizational development programs The capacity to move organizational development programs forward based on a strategic plan Component 2: Increased Training - Key Activities Objectives and Expected Outputs Each key activity listed in the second component section of the plan increased training - is tied to an objective or purpose and expected results. The table below provides these objectives and outputs. Key Activity Objective (Purpose) Expected Outputs 2.1 Work with UMass to develop training options and curriculum, including To utilize existing pilot program as a pilot and partner with UMass to develop other, more Increased access to the courses developed under the pilot program offering another session of existing pilot courses cost-effective, training models More cost-effective training options beginning in September 2009 Additional training curriculum 2.2 Identify basic and Secretariat-level training needs for services staff, using such methods as a staff survey and an analysis of services currently provided by contractors To develop a standard training curriculum across all services and Secretariat-specific curriculum at the Secretariat level A targeted skill level for services staff Opportunities for staff to increase skills in certain key areas, including skills areas where contractors are currently providing services 21

26 Key Activity Objective (Purpose) Expected Outputs A determination, based on survey findings, of staff-identified training needs To determine the scope of A better understanding training needed and the of the training needs of availability of training resources staff 2.3 Determine capacity needs for training (e.g. the number of staff that would need access to training, the process for filling openings in training courses, training locations, etc) 2.4 Develop course calendar To create a plan for rolling out training to staff 2.5 Establish a procedure for To build capacity to adapt continuously reviewing training offerings as staff needs training needs and updating evolve offerings, with a focus on building succession planning capacity and providing training in emerging technologies 2.6 Identify staff to serve as agency level trainers under train-the-trainer model 2.7 Identify existing online training opportunities, select additional online training opportunities and implement online training Commonwealth-wide 2.8 Begin preliminary course roll-outs with trainer group To build capacity to implement training in a relatively costeffective manner To build capacity to implement training in a relatively costeffective manner Data on the number and location of staff interested in particular training opportunities A catalogue of training resources throughout services including online training capabilities, training centers, and existing training partnerships A training timeline Targeted training that utilizes resources effectively Training programs that can be adjusted over time to build needed skills capacity internally Cost-effective training that will enable sustainability despite changes in funding levels Cost-effective training that will enable sustainability despite changes in funding levels To develop staff who can serve Cost-effective training as trainers for their peers Staff who can not only train their peers through formal courses, but serve as informal advisors 2.9 Schedule and conduct To increase training availability A deeper base of staff 22

27 Key Activity Objective (Purpose) Expected Outputs courses led by Secretariat trained in targeted areas and agency trainers Component 3: Career - Key Activities Objectives and Expected Outputs Each key activity listed in the third component section of the plan career development - is tied to an objective or purpose and expected results. The table below provides these objectives and outputs. Key Activity Objective (Purpose) Expected Outputs 3.1 Identify and validate preliminary career paths To build a framework for career development and growth and to Increased transparency surrounding job roles used to guide staff opportunity development (e.g. training, mentoring, etc) provide staff with a better mechanism for determining potential opportunities More staff awareness of the possibilities for career development and growth 3.2 Develop strategy for establishing mentoring and coaching programs at the Commonwealth and Secretariat levels, including the creation of guidelines, standards, and expected outcomes for mentoring programs 3.3 Build a framework for an apprenticeship program 3.4 Pair mentors and job coaches with mentees based on career goals and needs 3.5 Conduct career development kick-off event(s) 3.6 Identify and train apprenticeship program leaders 3.7 Roll-out apprenticeship program To create capacity for informal career development and knowledge-sharing among services staff To develop the plans and approach necessary to establish an apprenticeship program To build informal career development capacity through mentoring and coaching To connect mentors and coaches with their mentees and counselees and to build general awareness of the new career development programs To establish the apprenticeship program To kick-off the apprenticeship program A comprehensive approach to building career development opportunities at each Secretariat An avenue for knowledge-sharing among staff A plan for establishing an apprenticeship program for new services staff or services staff preparing to enter a new service area or new delivery level Mentoring and job coaching networks at each Secretariat Awareness of and enthusiasm for career development efforts The capacity to transfer knowledge between senior and junior staff More formal career development opportunities for 23

28 Key Activity Objective (Purpose) Expected Outputs leaders and apprentices Component 4: Workforce Planning - Key Activities Objectives and Expected Outputs Each key activity listed in the fourth component section of the plan workforce planning - is tied to an objective or purpose and expected results. The table below provides these objectives and outputs. Key Activity Objective (Purpose) Expected Outputs 4.1 Conduct analysis to forecast retirement trends among To build a picture of the future recruiting needs for services A better understanding of staff demographics services staff across Secretariats and agencies Data needed to plan for future staffing needs 4.2 Develop aggregate picture of staff skills needs for the next 5 years across all Secretariats To create a Commonwealthwide picture of future recruiting needs for services A comprehensive picture of services staff demographics 4.3 Identify existing recruiting partnerships (e.g. internship programs, links to programs at local colleges, etc) at Secretariats and agencies 4.4 Develop a 5-year plan for addressing projected staffing and recruiting needs 4.5 Standardize internship programs across all Secretariats 4.6 Conduct recruiting events with partner schools To identify programs that can be used and expanded to facilitate recruiting efforts To develop an approach for targeting identified recruiting needs in the near term To build the capacity to hire interns in all services at all levels (i.e. Commonwealth, Secretariat, agency) To build recognition of opportunities among potential recruits and tap into existing talent pipelines A catalogue of existing services recruiting efforts A strategic approach to recruiting Increased capacity to address future staffing needs Comprehensive and standardized intern experience across all services and levels Increased talent pipeline for recruiting Improved recruiting efforts Increased demand among for services positions with the Commonwealth 24