1. Career Planning Best Practice Detail

2. 2 Answerthink Overview | June 30, 2003 2 Workshop Content / Agenda Agenda ItemTimeDay Introductions, Objectives and Expectations9:00 AM Career Planning Best Practice Workshop9:15 AM Break10:30 AM Workshop10:45 AM End State Best Practice Utilization Score11:30 AM

3. 3 Answerthink Overview | June 30, 2003 3 Objectives and Expectations  Examine current process efficiency, effectiveness, and structure  Understand current gaps to best practices, and service delivery model considerations through examination of Hackett Best Practices  Begin the development of a best practices scorecard

4. 4 Answerthink Overview | June 30, 2003 4  Aligns with strategy  Reduces costs  Improves productivity  Promotes timely execution  Enables better decision making  Leverages existing and exploits emerging technologies  Ensures acceptable levels of control and risk management  Optimizes skills/capabilities of the organization  Promotes collaboration across the extended enterprise Hackett’s Best Practices are certified when there is a correlation with world- class performance metrics Best Practices Defined: A Hackett-Certified Practice is a proven technique that delivers measurable value

5. 5 Answerthink Overview | June 30, 2003 5 Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments A description of each Hackett best practice for this process A description of current utilization of this best practice Coverage High Widespread impact on the enterprise and/or significant value-add MediumImpacts multiple areas, value-add is significant but less relative to processes ranked as High LowImpacts a single area of has limited span of adoption throughout the enterprise Coverage High Widespread impact on the enterprise and/or significant value-add MediumImpacts multiple areas, value-add is significant but less relative to processes ranked as High LowImpacts a single area of has limited span of adoption throughout the enterprise Applicable YesAdoption of the best practice is in line with current/future business needs NoBest practice does not fit the current business needs Applicable YesAdoption of the best practice is in line with current/future business needs NoBest practice does not fit the current business needs Comments Statements pertaining to the technology enablement, policy enactment and other challenges and/or prerequisites associated with improving the utilization of the Best Practice Comments Statements pertaining to the technology enablement, policy enactment and other challenges and/or prerequisites associated with improving the utilization of the Best Practice No Usage Strong Usage Best Practice Scorecard

6. 6 Answerthink Overview | June 30, 2003 6 Best Practice Session

7. 7 Answerthink Overview | June 30, 2003 7  Development of a program that provides and monitors advancement opportunities enabling employees to grow in ways which are aligned with company goals and personally meaningful  Development of mentoring programs which are effectively utilized across the whole organization Career Planning Process Definition

8. 8 Answerthink Overview | June 30, 2003 8 Career Planning Best Practices  Career planning is performed at all levels of the organization, resulting in career plans for all employees  Individual development plans are clearly and strategically aligned with corporate mission, goals and objectives  Key people skills that contribute to obtaining and sustaining a leadership position for the company have been identified and are reassessed annually  Clear career progression/career paths are defined  Specific training and development needs are defined and tied directly to current positions and career paths  Employees have direct access to training/qualification requirements for specific career paths/positions  Employees have easily accessible means to assess themselves against a detailed competency model, create individualized development plan, and access learning resources to bridge assessed gaps  Specific incentive and development plans are defined for key employees and individuals identified as “high potential”

9. 9 Answerthink Overview | June 30, 2003 9  Potential successors are identified and tracked for all key positions  Potential successors have job and training goals aligned with the positions they are targeted for  HR facilitates Job rotation process as part of individual key development plans  Self-managed mentoring programs are available to all employees  Career planning and succession planning are tightly integrated Career Planning Best Practices

10. 10 Answerthink Overview | June 30, 2003 10 Career Planning Best Practices Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments Career planning is performed at all levels of the organization, resulting in career plans for all employees. Career Planning is available to all employees and beginning April 1, 2008 a new initiative will begin (REACH). YesMedium Expand the initiative and encourage all employees to develop a career plan. Utilize CHRIS to store as much data as possible. Individual development plans are clearly and strategically aligned with corporate mission, goals and objectives This is not done. YesLow Begin aligning and document and utilize CHRIS to automate, document, and measure the process. Key people skills that contribute to obtaining and sustaining a leadership position for the company have been identified and are assessed annually. Skills have been identified and a series of courses are offered to improve these skills. Various assessment tools are part of the courses. One is only assessed if they take the courses. YesMedium Encourage employees to attend these courses and expect graduates to perform accordingly. Prestige will be associated with completion. Clear career progression/career paths are defined Beginning April 1, 2008, City wide Career counseling and coaching via CTDCE will be available to employees who want it. YesMedium Continue the program, encourage its use, train small cadre of employees as career counselors

11. 11 Answerthink Overview | June 30, 2003 11 Career Planning Best Practices Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments Specific training and development needs are defined and tied directly to current positions and career paths. This is not done. YesMedium Begin associating training and development needs with positions and career paths. Employees have direct access to training and qualification requirements for career paths and positions. The Civil Service System provides minimum qualifications (MQs) for classified positions. YesLow Employees have easily accessible means to assess themselves against a detailed competency model, create individualized development plan, and access learning resources to bridge assessed gaps. This is not available. Initiative begins on April 1, 2008. YesMedium Utilize CHRIS to best of its ability to achieve this. Significant work may be required to develop the associations in the data (competency to job code and training course to job code).

12. 12 Answerthink Overview | June 30, 2003 12 Career Planning Best Practices Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments Specific incentive and development plans are defined for key employees and individuals identified as "high potential". There is no process in place to identify “high potential” employees. YesLow Implement as needed and as resources permit. Potential successors are identified and tracked for all key positions. There is no succession planning process. YesLow Implement as needed and as resources permit. Potential successors have job and training goals aligned with the positions they are targeted for. There is no succession planning process. YesLow Implement as needed and as resources permit. HR facilitates a job rotation process as part of individual key development plans. There is no job rotation process YesLow Implement as needed and as resources permit.

13. 13 Answerthink Overview | June 30, 2003 13 Career Planning Best Practices Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments Self-managed mentoring programs are available to all employees. No mentoring programs available YesLow Implement as needed and as resources permit. Career planning and succession planning are tightly integrated. There is some career planning and no succession planning at this time. YesMedium Utilize CHRIS to store data and begin analysis to tightly integrate.

14. 14 Answerthink Overview | June 30, 2003 14  The development of an organization's structure and management practices to enable achievement of the company's strategies and goals.  Identification of development efforts needed to support changes in organization structure; e.g., "We think the future of the organization looks like this", ensuring the right people are in the right place at the right time.  Assisting senior management in determining optimal structures to support ongoing business needs and strategies Performance Management Process Definition

15. 15 Answerthink Overview | June 30, 2003 15 Performance Management Best Practices  Employee development and training needs evaluation is performed at least annually as part of the performance appraisal process.  Learning goals are incorporated into employee performance management programs and financial incentives.  Managers/supervisors are prompted via workflow to begin the performance appraisal process.  Online, secure, role-based access developed for viewing current and historical appraisal data by the employee and their management chain.  Organization objectives are cascaded down through the organization to business unit, team, and individual goals.  Performance objectives are based upon organizational role.  Employee goals and objectives are set annually at the beginning of the performance management process.  Managers discuss each employee's performance with them a minimum of two times per year.

16. 16 Answerthink Overview | June 30, 2003 16 Performance Management Best Practices  Online capability established for appropriate resources to update and adjust job performance evaluations based on changing job standards and requirements.  When employees transfer or have a new manager during an evaluation period, the evaluation is co-determined by both managers when possible.  Employees receive a final performance review with a score at the end of the review period.  Performance management reviews are reviewed and approved by the 2nd line manager prior to review with the employee.  Senior managers have access to reports summarizing the results of the performance management process.  Performance evaluation results are reviewed at senior levels to ensure consistency and normal distributions of low to high performers.  Executive coaching and needs assessment programs are being utilized in line with organizational strategies.

17. 17 Answerthink Overview | June 30, 2003 17 Performance Management Best Practices  360 Degree feedback programs are being used on a regular basis  360 Degree feedback programs share components with the performance management process.  Individuals providing 360 Degree feedback are selected by the employee and supervisor.  Performance improvement plans are developed utilizing information from both the performance management and 360 Degree feedback programs.

18. 18 Answerthink Overview | June 30, 2003 18 Performance Management Best Practices Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments Employee development and training needs evaluation is performed at least annually as part of the performance appraisal process. Do not know, as this is not a centralized activity. YesMedium Record results in CHRIS so it can be monitored and managed. Learning goals are incorporated into employee performance management programs and financial incentives. This is done to a small degree. In this context, we are considering tuition reimbursement as a financial incentive. YesLow Develop a process to incorporate learning goals and track progress in CHRIS. Managers/supervisors are prompted via workflow to begin the performance appraisal process. PEP – They are notified through the dashboard. CMAGE and AFSCME are not. YesLow Supervisors are prompted using workflow. Online, secure, role- based access developed for viewing current and historical appraisal data by the employee and their management chain. PEP – this is done. CMAGE and AFSCME – this is not available in today’s system. YesLow Record appropriate data in CHRIS and consider 3 rd party vendors. Role-based access for the employee and their management chain.

19. 19 Answerthink Overview | June 30, 2003 19 Performance Management Best Practices Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments Organization objectives are cascaded down through the organization to business unit, team, and individual goals. Columbus *Stat has a dashboard that cascades goals to the program level. YesMedium Provide more training in PEP to increase the number of employees that do this. Incorporate into CMAGE and AFSCME. Performance objectives are based upon organizational role. PEP – this is done. CMAGE and AFSCME – this is not done. YesMedium Improve coverage of doing this. Employee goals and objectives are set annually at the beginning of the performance management process. This is done. YesMedium Increase the amount of data available for analysis through CHRIS or a 3 rd party vendor software package. Managers discuss each employee's performance with them a minimum of two times per year. This is encouraged but unsure how often it is really performed. YesMedium Track progress in CHRIS or a 3 rd party vendor software package.

20. 20 Answerthink Overview | June 30, 2003 20 Performance Management Best Practices Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments Online capability established for appropriate resources to update and adjust job performance evaluations based on changing job standards and requirements. This is done for PEP. This is not done for CMAGE and or AFSCME YesMedium Utilize CHRIS or a 3 rd party vendor software package to make this available for all. When employees transfer or have a new manager during an evaluation period, the evaluation is co- determined by both managers when possible. This is not done. YesMedium Develop a process for this to be done and utilize CHRIS or a 3 rd party vendor software package to store and share the data. Employees receive a final performance review with a score at the end of the review period. This is the policy. It is uncertain how many comply. YesMedium Utilize CHRIS to track so it can be managed and percentage of compliance raised.

21. 21 Answerthink Overview | June 30, 2003 21 Performance Management Best Practices Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments Performance management reviews are reviewed and approved by the 2nd line manager prior to review with the employee. This is done for PEP. This is not done for CMAGE or AFSCME. YesMedium Develop a process by which this is done by all. Track in CHRIS or a 3 rd party vendor software package and manage appropriately. Senior managers have access to reports summarizing the results of the performance management process. This is done for PEP. This is not done for CMAGE or AFSCME. YesMedium Develop a process by which this is done by all. Track in CHRIS or a 3 rd party vendor software package and manage appropriately. Performance evaluation results are reviewed at senior levels to ensure consistency and normal distributions of low to high performers. This is just beginning for PEP. YesMinimum Continue to improve for PEP and incorporate into CMAGE and AFSCME.

22. 22 Answerthink Overview | June 30, 2003 22 Performance Management Best Practices Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments Executive coaching and needs assessment programs are being utilized in line with organizational strategies. This is not done. YesLow Develop a process to do so. 360 Degree feedback programs share components with the performance management process. This is not done YesLow This could be a long term goal. Individuals providing 360 Degree feedback are selected by the employee and supervisor. This is not done YesLow This could be a long term goal.

23. 23 Answerthink Overview | June 30, 2003 23 Performance Management Best Practices Best PracticeCurrent Practice Usage Now | Future End-State Vision Applicability | Coverage Comments Performance improvement plans are developed utilizing information from both the performance management and 360 Degree feedback programs. This is not done. No