Tools and techniques used by Paul Hurly

• My passion is assisting managers and employees to create highly productive, effective and convivial workplaces.

• I have witnessed scores of workplaces be transformed by management who learned to engage and empower employees – both as individuals and teams.

• High-performing people are indeed the only competitive advantage.

• Human resource professionals, using a range of business transformational, facilitation and management tools, can contribute significantly to the success of all enterprises.

Part 1: Managing and Enhancing Staffing Systems

Job Analysis and Job Evaluation Tools

Finding great Talent

for your organization

has never requiredmore skill on

management’s part.

Tools for Effective Staff Selection

Talent Management

Roll up Career fair booth

Print Advertising B&W

Print Advertising - Colour

Community Health Care AgencyCommunity Health Care Agency

Employer Branding Activities

Part 2: Workforce Planning

Workforce Needs Analysis

Demand Analysis

Workforce Planning Projections:Person Months

Succession PlanningReplacement Charts

Part 3:Part 3:Performance Management SystemsPerformance Management Systems

Behavioral Competency Appraisal

Performance Management Standards

DACUM Analysis

DACUM Research Chart for Middle Manager A

Develop Work Unit Operations Plan

A-1 Review business plan for alignment with operations plan

A-2 Identify target customers & expectations

A-3 Develop work unit mission statement

A-4 Identify SWOT

A-5 Identify work unit goals & objectives

A-6 Identify expectations of work unit

A-7 Identify critical success & quality control factors

A-8 Create business strategies for work unit

A-9 Identify required resources (e.g., physical, fiscal, plant)

A-11 Identify tactics to support strategies

A-12 Develop deployment process for operations plan

B

Implement Work Unit Operations Plan

B-1 Announce operations plan to stakeholders

B-2 Solicit feedback from stakeholders

B-3 Review operations plan based on feedback

B-4 Solicit stakeholder support

B-6 Establish logistics for operation plan implementation

B-7 Align work unit resources with operations plan

C

Manage Work Unit Human Resources

C-1 Admini-ster company policies & procedures

C-2 Develop work unit policies & procedures

C-3 Admini-ster work unit policies & procedures

C-4 Provide work unit job analysis

C-6 Select work unit personnel

C-7 Assign work unit employee performance objectives

C-8 Admin-ster compensation plan

C-9 Assess work unit employee training needs

D

Manage Work Unit Fiscal/Physical Resources

D-1 Develop work unit budget (C&O)

D-2 Secure work unit budget (C&O)

D-3 Admini-ster approved work unit budget

D-4 Safeguard assets according to company procedures

D-5 Maintain work unit physical resources

E

Maintain Work Unit Stakeholder Relationships

E-1 Identify work unit stakeholders

E-2 Identify work unit stakeholder expectations

E-3 Negotiate stakeholder expectations

E-4 Resolve stakeholder concerns

E-6 Implement plan to meet stakeholder expectations

E-7 Revise plan according to stakeholder feedback

F

Maintain Work Unit Business Operations

F-1 Manage work unit personnel work activity

F-2 Manage work unit work flow systems

F-3 Manage work unit production activities (e.g., special projects)

F-4 Monitor work unit facilities operations

F-5 Maintain productivity standards

F-6 Monitor work unit process control standards

F-7 Verify adherence to quality control standards

F-9 Align work unit market operations trends with plant

F-10 Manage work unit business risks

F-12 Evaluate business trends & information for work unit action

F-13 Enforce safety & health procedures

G

Evaluate Work Unit Business Performance

G-1 Establish work unit performance measurement procedures

G-2 Assess work unit performance (actual vs. best practices)

G-3 Assess work unit performance (actual vs. goals)

G-4 Solicit feedback from customers & stakeholders to improve work unit performance

G-5 Develop action plan to improve work unit performance

G-6 Implement work unit performance improvement work unit plan

H

Pursue Professional Development

H-1 Identify gaps in skills & knowledge

H-2 Develop a professional growth plan

H-3 Partici-pate in community activities

H-4 Read professional literature

H-6 Partici-pate in continuing education

H-7 Attend to personal health

H-8 Participate in professional organizations & conferences

H-9 Complete increasingly more difficult/challenging work unit projects

SWOT = Strengths, Weaknesses, Opportunity, Threat C & O = Capital & Operating

Duties Tasks

DACUM Research Chart for Middle Manager A

Develop Work Unit Operations Plan

A-1 Review business plan for alignment with operations plan

A-2 Identify target customers & expectations

A-3 Develop work unit mission statement

A-4 Identify SWOT

A-5 Identify work unit goals & objectives

A-6 Identify expectations of work unit

A-7 Identify critical success & quality control factors

A-8 Create business strategies for work unit

A-9 Identify required resources (e.g., physical, fiscal, plant)

A-11 Identify tactics to support strategies

A-12 Develop deployment process for operations plan

B

Implement Work Unit Operations Plan

B-1 Announce operations plan to stakeholders

B-2 Solicit feedback from stakeholders

B-3 Review operations plan based on feedback

B-4 Solicit stakeholder support

B-6 Establish logistics for operation plan implementation

B-7 Align work unit resources with operations plan

C

Manage Work Unit Human Resources

C-1 Admini-ster company policies & procedures

C-2 Develop work unit policies & procedures

C-3 Admini-ster work unit policies & procedures

C-4 Provide work unit job analysis

C-6 Select work unit personnel

C-7 Assign work unit employee performance objectives

C-8 Admin-ster compensation plan

C-9 Assess work unit employee training needs

D

Manage Work Unit Fiscal/Physical Resources

D-1 Develop work unit budget (C&O)

D-2 Secure work unit budget (C&O)

D-3 Admini-ster approved work unit budget

D-4 Safeguard assets according to company procedures

D-5 Maintain work unit physical resources

E

Maintain Work Unit Stakeholder Relationships

E-1 Identify work unit stakeholders

E-2 Identify work unit stakeholder expectations

E-3 Negotiate stakeholder expectations

E-4 Resolve stakeholder concerns

E-6 Implement plan to meet stakeholder expectations

E-7 Revise plan according to stakeholder feedback

F

Maintain Work Unit Business Operations

F-1 Manage work unit personnel work activity

F-2 Manage work unit work flow systems

F-3 Manage work unit production activities (e.g., special projects)

F-4 Monitor work unit facilities operations

F-5 Maintain productivity standards

F-6 Monitor work unit process control standards

F-7 Verify adherence to quality control standards

F-9 Align work unit market operations trends with plant

F-10 Manage work unit business risks

F-12 Evaluate business trends & information for work unit action

F-13 Enforce safety & health procedures

G

Evaluate Work Unit Business Performance

G-1 Establish work unit performance measurement procedures

G-2 Assess work unit performance (actual vs. best practices)

G-3 Assess work unit performance (actual vs. goals)

G-4 Solicit feedback from customers & stakeholders to improve work unit performance

G-5 Develop action plan to improve work unit performance

G-6 Implement work unit performance improvement work unit plan

H

Pursue Professional Development

H-1 Identify gaps in skills & knowledge

H-2 Develop a professional growth plan

H-3 Partici-pate in community activities

H-4 Read professional literature

H-6 Partici-pate in continuing education

H-7 Attend to personal health

H-8 Participate in professional organizations & conferences

H-9 Complete increasingly more difficult/challenging work unit projects

SWOT = Strengths, Weaknesses, Opportunity, Threat C & O = Capital & Operating

Duties Tasks

Competency Design

Competency Models

CORE COMPETENCIESQuality Orientation 1

Customer Understanding 1Fact Finding 1

Thor’ness & Att’n to Detail 1Flexibility 1

CORE COMPETENCIESMotivating Others 2

Developing Talent 2Customer Understanding 3

Results Focus 1Impact 2

CORE COMPETENCIESLeadership 3

Commercial Orientation 3Results Focus 3

Impact 3

CORE TECHNICAL (TBA)Job Specific Skills Role Profile Skills

CORE TECHNICAL (TBA)Job Specific Skills Role Profile Skills

CORE TECHNICAL (TBA)Job Specific Skills Role Profile Skills

CORE TECHNICAL (TBA)Job Specific Skills Role Profile Skills

CORE TECHNICAL (TBA)Job Specific Skills Role Profile Skills

CORE COMPETENCIESQuality Orientation 2

Customer Understanding 2Fact Finding 2

Thor’ness & Att’n to Detail 2Self Confidence 1

ExecutiveExecutiveExecutive

LeaderLeaderLeader

ManagerManagerManager

SupervisorSupervisorSupervisor

TeamTeamTeam

ADDED VALUE skills, knowledge & behaviours

ADDED VALUE skills, knowledge & behaviours

ADDED VALUE skills, knowledge & behaviours

ADDED VALUE skills, knowledge & behaviours

ADDED VALUE skills, knowledge & behaviours

CORE COMPETENCIESLeadership 2

Commercial Orientation 2Decision Making 3

Results Focus 2Relationship Building 2

DEVELOPMENT

DEVELOPMENT

DEVELOPMENT

DEVELOPMENT

DEVELOPMENT

Employee Performance ScorecardSection A Weighting x Achieved Result

(0.0-5.0)= Score Max. Score Total Score

Section A

(A) x (B) = (C) (B*5)

Objective #1 22.50% 3.5 0.79 1.13

Objective #2 22.50% 4.0 0.90 1.13

Objective #3 22.50% 3.5 0.79 1.13

Objective #4 22.50% 4.0 0.90 1.13

Objective #5 10.00% 3.0 0.30 0.50

Subtotal 100.00% 18.0 3.68 5.00 3.68

Section B Rating x Achieved Result per rating (0-5)

= Score Max. Score Total Score Section B

22 Behavioral competencies (A) x (B) = (C) (D= # comp. x 5) (5 X C/D)

Far Exceeds Standards 5 3.0 15.00 110.00

Exceeds Standards 4 7.0 28.00 0.00

Meets Standards 3 9.0 27.00 0.00

Needs Improvement 2 3.0 6.00 0.00

Unsatisfactory 1 0.0 0.00 0.00

Subtotal 22.0 76.00 110.00 3.45

Overall Rating (0-5.0) Score x Weighting = Rating

Section A Score: 3.68 70% 2.57

Section B Score: 3.45 30% 1.04

Overall Rating/Score 3.61

Application ofKirkpatrick Four-Level Evaluation Model

Level

Evaluation Type

(What is measured)

Evaluation Description and Characteristics

Examples Of Evaluation Tools And

Methods

Relevance And Practicability

1 Reaction

Reaction evaluation is how the delegates felt about the training or learning experience

E.g., 'happy sheets', feedback forms

Also verbal reaction, post-training surveys or questionnaires

Quick and very easy to obtain

Not expensive to gather or to analyze

2 Learning

Learning evaluation is the measurement of the increase in knowledge - before and after

Typically assessments or tests before and after the training

Interview or observation can also be used

Relatively simple to set up; clear-cut for quantifiable skills

Less easy for complex learning

3 Behaviour

Behaviour evaluation is the extent of applied learning back on the job - implementation

Observation and interview over time are required to assess change, relevance of change, and sustainability of change

Measurement of behaviour change typically requires cooperation and skill of line-managers

4 Results 

Results evaluation is the effect on the business or environment by the trainee

• Measures are already in place via normal management systems and reporting - the challenge is to relate to the trainee

Individually not difficult; unlike whole organization

Process must attribute clear accountabilities

Psychometric and Behavioral Assessment Tools

Commercial Tools

Custom-made Tools

Compensation System Design

Part 4: Improving HRTransactional Processes

Benchmarking and Best Practices

Employer of Choice

Assessing HR Processes and HR Customer Satisfaction

Performance and LeadershipDevelopment

Sample Self-Service Learning Cafeteria Resources

Formal Learning Non-Formal Learning

In-House Courses and Seminars registration

Streamed video on demand or DVD via the BG learning library

List of External Courses and Conference

Managing BG Mentoring Network

Cross-training Online library (like Amazon)

On-line self-directed courses (with testing)

Online PowerPoint presentations

Secondment postings Online Assessment tools

List of career coaches

Lunch n learn schedule

Developing Policies and Procedures

Total Reward Systems

Business Process Redesign/Continuous Improvement

Organizational Effectivenessand Change Management

Part 5:

Strategic Vision and Planning Facilitation

Employee Surveys

Assessing Climate and Culture

Commercial

Adapted

Organizational Restructuring

Using the Balanced Scorecard

Facilitated use both in Human Resource and operational units since 1994.

HR Strategy Map

Change Models

Change Management

Baron and Greenberg, 1990

Truly sustainable organizations

have learned to attract, retain and harness

high-performing talent.

A skilled Human Resource business partner can assist business leaders to invest

effectively in Human Capital.