1

District Workforce Module Preview• This PowerPoint provides a sample of the District

Workforce Module PowerPoint. The actual Overview PowerPoint is 62 slides.

• The sample demonstrates the types of interactive activities included in the District Workforce Module.

• Each slide is included in the Participant’s Guide and the Facilitator’s Guide.

• There are live links in the presentation to extend learning.

2

WORKFORCE FOCUS MODULEDistrict Leadership

3

Purpose and Objectives

• Purpose • Engage the team in examining the current work

environment and how to encourage the workforce to achieve organizational and personal success.

• Outcomes• Examine steps to build an effective workplace• Develop processes to ensure workforce is supported to

meet strategic objectives.• Determine methods to encourage workforce to achieve

organizational and personal success.

4

Organizational ProfileEnvironment, Relationships, and Strategic Situations

1Leadership

CORE

VALUES

2Strategic Planning

3Customer

Focus

5Workforce

Focus

6Operations

Focus

7Results

4Measurement, Analysis, and Knowledge Management

Leadership Triad Results Triad

1

5

Workforce Focus Article

• Individually scan the article Looking at Workforce Focus Criteria. • Get into groups of four and assign each person a section of the

article.• Have each person deeply read his or her section, and develop a

two sentence summary, two key words from the section with in context definition, and one way your district might apply the information.

• Each person will share what was developed in order of the article.

• As a team, develop for the entire article an “elevator speech” for the article.

6

Assessment SessionWorkforce Focus

7

Data Review(insert personal data)

Q 7 Q 8 Q 9 Q 10 Q 11 Q 120

0.5

1

1.5

2

2.5

3

3.5

Workforce Assessment

WorkforceAxis Title

8

Reviewing Data

• Individually review the data submitted by the workforce and determine what strikes you as important.• What trends do you see?• What are the extremes in the data?• What insights does the data provide?

•Share with a partner what you find important.

•Be ready to share with the whole group your conversation.

Closure

• Share with one other person your insights and one data point you think you need more information on before planning for an improved workforce and environment.

18

Session One

Workforce Profile

22

Partner Activity Please stand and find someone not seating in your area.

Greet your partner and decide who is partner A and partner B in responding to the question. What are three words that describe your workforce and

how do those words fit your current mission?

Partner B will respond to the question first as partner A listens, then asks questions (3 minutes).

Switch duties partner A responds while partner B listens, then asks questions (3 minutes).

23

Determining Your Workforce Segments

• Every employee is part of a workforce system that should meet the organizational mission and work toward the vision.

• A workforce in a school district is varied and each workforce segment contributes different components to success.

• Each segment of the workforce requires specific needs to accomplish their work.

• Those closest to the work know best how to improve to processes and results.

24

Session Two

Workforce Innovation

30

Workforce Innovation

• High performing school districts are intentional about innovation.

• Innovation is an ingrained component of continuous improvement.

• There are direct and functional processes supporting innovation.

• Innovation is accepted from customers but its roots are with those closest to the work.

31

90 Day Cycle Innovation Protocol• The 90 Day Cycle originated from the Institute for Health

Care Improvement and was fully developed for educators by the Carnegie Foundation for the Advancement of Teaching.

• The 90 Day Cycle provides the perfect partner to the strategic plan.

• This tool integrates a complete and targeted way to make sure an innovation is making the improvement desired.

• There are three phases to the 90 Day Cycle• Phase One Scan• Phase Two Focus• Phase Three Summarize

34

Session ThreeTraining and Transfer

41

Training and Measuring Transfer• Training must be aligned to strategic objectives or innovation.

• Prior to training an assessment of the needs of the workforce helps focus and streamline training.

• There are two kinds of training that need to be evaluated:• Training needs to evaluated for satisfaction of training methods.• Training needs to be evaluated for satisfaction of being able to implement the

frameworks or processes from the training.

• Transfer of training is measured through the level of quality of implementation, the fidelity to the process provided in training, the level of implementation intensity, and the consistency of all three occurring in the workplace.

• One other area of measurement should be the return on investment of the training by measuring results, accuracy, time on task, and other effectiveness and efficiency measures.

42

18

Example DescriptorsStrategic Objective Quality Descriptor

3.1.2 All schools include strategies for implementing small group structures.

100% of SBUSD school strategic plans include an objective for implementing small group structures in every classroom. The implementation includes weekly or bi-weekly small group instruction based on student results of on-going assessment as addresses both remedial and growth activities. A portion of every students classroom instruction is personalized to meet their needs through direct instruction. This requires frequent skill based assessment at or above grade level with grouping based on skills needed with practice and teacher feedback provided prior to re-testing.

Session FourOrganizational Culture

51

Organizational Efficacy and Culture• High performing school districts build the capacity of the

workforce to achieve both organizational and personal success.

• To ensure the workforce is able to achieve the organizational mission, leaders need to create a culture of self and group efficacy.

• There is research supporting the relationship between group efficacy and performance Gulley (2002).

• Building a high performing culture is intentional and strategic process that is measured.

52

Organizational Culture Checklist

54

• Have members of your workforce provide you information, based on the Organizational Culture Checklist.

• Discuss the results of the checklist and determine your two most important next steps.

• This will provide you with a starting point to building a culture with potential to exceed your mission and move toward your vision.