v Commonwealth Center FOR HIGH PERFORMANCE ORGANIZATIONS INC

v Commonwealth Center FOR HIGH PERFORMANCE ORGANIZATIONS, INC. Current Literature Review BUILDING HIGH-PERFORMANCE ORGANIZATIONS IN THE TWENTY-FIRST CENTURY

Building High-Performance Organizations Current Literature Review Objectives n PMC BOD – Feb 2002 Evaluate current organizational improvement “best practice” in the context of the high performance organization model.

Building High-Performance Organizations WHAT? ENV LEADERSHIP • Philosophy • Functions • Form 4. Why do we need to be high performance? P Compe tition PMC BOD – Feb 2002 US P P Partners • Higher Moral Purpose • Self Pride • Survival 1. What is it? HP • Quality • Customer “Value” • Financial Performance HP “PICK 3+” 2. How would we know? Stakeholders Food Beneficiary Chain 5. Right “What? ” STRATEGY STRUCTURE 6. How SYSTEMS Good? 7. How WORK Treat? CULTURE VALUES VISION 3. According to whom?

Building High-Performance Organizations Current Literature Review Source United States General Accounting Office: Report to the Committee on Governmental Affairs, U. S. Senate, Transforming the Civil Service: Building the Workplace of the Future, 1995. Excerpted from the Introduction “Organizations have begun changing both their traditional organizational structures and the approaches they have taken to managing their employees. In place of centralized, hierarchical, rule based systems, they are creating decentralized, flatter, more flexible arrangements. And in place of highly detailed rules to manage their employees, they are relying increasingly on a well defined mission, a clearly articulated vision, and a coherent organizational culture to form the foundation for the key business systems and processes they use to ensure the successful outcome of their operations. Recognizing that people are central to any organization’s success, these organizations give their managers greater prerogatives to manage and their employees greater opportunity to participate in the decision that affect them and their work” PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Recommendations “Eight Principles of Managing People 1. Value people as assets rather than costs 2. Emphasize mission, vision and organizational culture 3. 4. 5. 6. 7. 8. Hold managers responsible for achieving results instead of imposing rigid, process oriented rules and standards. Choose an organizational structure appropriate to the organization rather than trying to make “one size fit all Instead of isolating the “personnel function” organizationally, integrate HRM into the mission of the organization Treat continuous learning as an investment in success rather than as a cost to be minimized Pursue an integrated rather than an ad hoc approach to information management Provide sustained leadership that recognizes change as a permanent condition, not a one time event. ” United States General Accounting Office: Report to the Committee on Governmental Affairs, U. S. Senate, Transforming the Civil Service: Building the Workplace of the Future, 1995. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Recommendation “The Principles should be treated as a Whole” “The eight principles are overlapping and interdependent and should be read as a coherent, overall approach to managing people in high performance organizations. . . [for example} valuing people is a central tenet of their organizations’ mission and vision statement…that while managers in these organizations are expected to manage for results, “results” involves more than the “bottom line”; their managers are rewarded no less for how well they support their companies’ values than for how well they help them make money…participants noted that in their organizations, performance management, career development programs, and pay and promotions standards are all tied to organizational mission, vision and culture. I short, these organizations treat effective HRM and effective business practices as inseparable. ” United States General Accounting Office: Report to the Committee on Governmental Affairs, U. S. Senate, Transforming the Civil Service: Building the Workplace of the Future, 1995. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Source Kerka, Sandra, High Performance Work Organizations, ERIC Clearinghouse, 1995. “Since the Secretary’s Commission on Achieving Necessary Skills (SCANS) issued its report in 1991, organizations have been urged to become ‘high performance workplaces’ and vocational educators are considering how best to prepare workers for them. ” PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Defining “High Performance Organization” “Since the Secretary’s Commission on Achieving Necessary Skills (SCANS) issued its report in 1991, organizations have been urged to become ‘high performance workplaces’ and vocational educators are considering how best to prepare workers for them “The most common characteristics appear to be as follows: Flatter, horizontal structure instead of vertical hierarchy Work done by teams organized around processes; teams empowered to make decision so management is decentralized and participative Empowered workers with high skill levels and cross training; reward for team performance Collaboration among teams, between labor and management, with suppliers Focus on customers, quality and continuous improvement Flexible technologies Kerka, Sandra, High Performance Work Organizations, ERIC Clearinghouse, 1995. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Defining “High Performance Organization” “The new work organizations are networked and interdependent; they feature inspiration and distributive leadership rather than micro management…characterized by ‘extraordinary people working in teams, equipped with proper technology, focused on satisfying customers and improving performance “The most successful HPWO’s seem to be those that have combined the best features of lean and team production with innovative human resource and labor relations practices. “No prototype of the HPWO may exist because the most successful companies are protean – even as we look at them they are changing and adapting to the environment of today and tomorrow. However, on the question of whether workers should be prepared for them the consensus is yes. Kerka, Sandra, High Performance Work Organizations, ERIC Clearinghouse, 1995. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Source Alliance For Redesigning Government. Creating High. Performance Government Organizations. San Francisco: Jossey Bass, 1998. “The Alliance for Redesigning Government, part of the National Academy of Public Administration, is dedicated to improving government by linking together the many thousands of people who are actively creating better ways to govern, learning from their efforts, and building tools for change” PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Defining “High Performance Organization” n n “High performance organizations are groups of employees who produce desired goods or services at higher quality with the same or fewer resources. Their productivity and quality improve continuously, from day to day, week to week, and year to year, leading to the achievement of their mission. ” “The process of transformation and of maintaining the change is people centered in high performance organizations…not simply talking about processes, technologies or techniques…[these are] tools to help them perform at a higher level” Alliance For Redesigning Government. Creating High-Performance Government Organizations. San Francisco: Jossey Bass, 1998. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Defining “High Performance Organization” n n n “…may or may not encompass the entire organization” “Eventually, for an entire organization to be high performing, all of its components must be involved, including its central management systems” “. . not restricted to traditional organization boundaries. They can encompass different bureaus and agencies [and organizations]” “…produce results using same or fewer resources. ” “…are dynamic, continually evolving entities. People in these organizations are undergoing the same process of dynamic involvement and continual growth. ” Alliance For Redesigning Government. Creating High-Performance Government Organizations. San Francisco: Jossey Bass, 1998. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Defining “High Performance Organization” n “The characteristics that distinguish high performance organizations from others: u u u Change in the relationship between people and their work Change in the relationship between organizations and their customers Change in the relationship between organizations and their external environment” Alliance For Redesigning Government. Creating High-Performance Government Organizations. San Francisco: Jossey Bass, 1998. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Defining “High Performance Organization” n “What is required to build a high performance organization u Consistent and sustained leadership u Willingness to develop performance measures u u u Change in the relationship between organizations and their external environment” Willingness to change whole organization Willingness to allocate resources to continuous learning” Alliance For Redesigning Government. Creating High-Performance Government Organizations. San Francisco: Jossey Bass, 1998. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Defining “High Performance Organization” n “Key Steps in planning for high performance u Clarifying your purpose u Understanding the environment u Engaging stakeholders [inside and outside the organization] u Crafting vision, mission, and values u Conducting useful organizational assessments u Designing a results driven plan for change Alliance For Redesigning Government. Creating High-Performance Government Organizations. San Francisco: Jossey Bass, 1998. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Source Osborne, D. and Gaebler, T. Reinventing Government Workbook: Introducing Frontline Employees to Reinvention. San Francisco: Jossey Bass, 1998 Principle I: Customer Driven Government: Meeting the needs of the customer, not the bureaucracy Principle II: Mission Driven Government: Transforming rule driven organizations Principle III: Anticipatory Government: Prevention rather than cure Principle IV: Results oriented Government: Buying outcomes rather than inputs Principle V: Competitive Government: Injecting competition into service delivery Principle VI: Enterprising Government: Earning rather than spending Principle VII: Decentralized Government: From hierarchy to participation and teamwork Principle VIII: Community Owned Government: Empowering rather than serving Principle IX: Catalytic Government: Steering rather than rowing Principle X: Market Oriented Government: Leveraging change through the market” PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Source Kerzner, Harold, In Search of Excellence in Project Management John Wiley & Sons, Inc. 1998 “Future project managers will be empowered to act as catalysts for corporate change and quality improvement. “Project management systems need to change as the organization changes in response to the ever evolving business climate. The organizations of companies excellent in project management can take almost any form. “Excellent companies integrate … business processes. “Excellence in project management is achieved when the culture of the company is able to change quickly to handle the demands of new and multiple projects. “Effective training supports project management as a profession. “To move from formality to informality demands a change in organizational culture. “Organizations must recognize the importance of behavioral factors in working relationships. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Source United States General Accounting Office: Report to Congressional Requesters: HUMAN CAPITAL: Key Principles from Nine Private Sector Organizations, 2000 (as part of ongoing effort to provide federal agencies with best practices for human capital strategies) Results in Brief 1. Treat human capital management as being fundamental to strategic business management 2. Integrate human capital functional staff into management teams 3. Leverage the internal human capital function with external expertise 4. Hire, develop, and sustain leaders according to leadership characteristics identified as essential to achieving specific missions and goals 5. Communicate a shared vision that all employees, working as one team, can strive to accomplish 6. Hire , develop and retrain employees according to competencies (knowledge , skills abilities and behaviors) 7. Use performance management systems, including pay and other meaningful incentives, to link performance to results 8. Support and reward teams to achieve high performance 9. Integrate employee input into the design and implementation of human capital policies and practices 10. Measure the effectiveness of human capital policies and practices. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Conclusions People Capability Maturity Model (People CMM) Carnegie Mellon University. Pittsburgh, PA: 2001. (original research funded by Do. D) The People CMM describes an evolutionary improvement path from ad hoc, inconsistently performed workforce practices, to a mature infrastructure of practices for continuously elevating workforce capability. The philosophy implicitly in the People CMM can be summarized in ten principles. 1. In mature organizations, workforce capability is directly related to business performance. 2. Workforce capability is a competitive issue and a source of strategic advantage. 3. Workforce capability must be defined in relation to the organization’s strategic business objectives. 4. Knowledge intense work shifts the focus from job elements to workforce competencies. 5. Capability can be measured and improved at multiple levels, including individuals, workgroups, workforce and the organization. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Conclusions 6. An organization should invest in improving the capability of those workforce competencies that are critical to its core competency as a business. 7. Operation management is responsible for the capability of the workforce. 8. The improvement of workforce capability can be pursued as a process composed from proven practices and procedures. 9. The organization is responsible for providing improvement opportunities, while individuals are responsible for taking advantage of them. 10. Since technologies and organizational forms evolve rapidly, organizations must continually evolve their workforce practices and develop new workforce competencies. People Capability Maturity Model (People CMM) Carnegie Mellon University. Pittsburgh, PA: 2001. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Conclusions “Analysis of samples throughout the 1990’s show strong support for a very positive relationship between high performance workforce practices and organization’s financial performance [Becker, 1998]. “Research into the Malcolm Baldrige National Quality Award has indicated that the inclusion of human resource management is critical in the cause and effect chain starting with strategic planning. This research has shown that the strategic planning factor in the MBNQA influences human resource management, which in turn influences process management, which directly influences both financial results and customer satisfaction. Thus, human resource management is an indirect link to these key external performance measures. “Over the last several decades, business books and the trade press have flooded managers with workforce practices each demonstrated to produce benefits in at least some applications. These practices include 360 degree performance reviews, knowledge management, team building, participatory decision making, mentoring, meeting management, and empowered work. “The fundamental impediments have been a lack of management commitment, and a piecemeal, unintegrated approach to adoption. ” People Capability Maturity Model (People CMM) Carnegie Mellon University. Pittsburgh, PA: 2001. PMC BOD – Feb 2002

Building High-Performance Organizations CMM and Quality in High(er) Performance Design and Features Quality $ $ Execution Quality POOR COMPLEX CMM LEVEL Level 1 Level 2 Level 3 Level 4 Level 5 EXCELLENT MODEST The quality of the work processes (CMM is a best practice which leads to a lower “cost of compliance”) and how well the processes are performed (doing it right the first time leads to the lowest “cost of non compliance”) will dictate the Execution Quality of a project. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Source Armstrong, Ronald, V. , Creating a Team-Based High Performance Workplace: 2001. “A team based high performance workplace is one in which the traditional structure and management operating systems, which concentrates decision making authority at the top and requires order following from all levels below, is set aside in favor of a more participative, decentralized style where teams are delegated management control of defined responsibilities. Team based high performance workplaces achieve record quality and productivity levels and increased stakeholder, employee and customer satisfaction by concentrating on practices such as – n n n PMC BOD – Feb 2002 Empowering teams to make decision about their work so that employees can make continuous improvements in key performance measures; Enhancing communication throughout the organization; Building trust between management and non supervisory employees to ensure worker support of company values; Focusing on the quality of products and services as the prime strategy to wind and keep customers; and Creating a learning organization in which worker training and education are seen as continuous investments in productivity. ”

Building High-Performance Organizations Current Literature Review Source Remarks By Secretary Of Defense Donald Rumsfeld At Opening Of DOD Acquisition And Logistics Excellence Week, 2001 “The topic today is an adversary that poses a threat, serious threat to the security of the United States of America. This adversary is one of the world’s last bastions of central planning. It governs by dictating five year plans. A single capital, it attempts to impose its demands across time zones, continents, oceans and beyond. With brutal consistency, it stifles free thought and crushes new ideas. It disrupts the defense of the United States and places the lives of men and women in uniform at risk. Perhaps this adversary sounds like the former Soviet Union, but that enemy is gone. Our foes are more subtle and implacable today. You may think I’m describing one of the last decrepit dictators of the world. But their day, too, is almost past and they cannot match the strength and size of this adversary. The adversary’s closer to home. It’s the Pentagon bureaucracy. Not the people, but the processes. Not the civilians, but the systems. Not the men and women in uniform, but the uniformity of thought and action that we too often impose on them. In this building, despite the air of scarce resources taxed by mounting threats, money disappears into duplicative duties, bloated bureaucracy, not because of greed, but gridlock. Innovation is stifled not by ill intent but by institutional inertia”. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Source The President’s Management Agenda Executive Office of the President Office of Management and Budget Fiscal Year 2002 1. Strategic Management of Human Capital 2. Competitive Sourcing 3. Improved Financial Performance 4. Expanded Electronic Government 5. Budget and Performance Integration PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Source United States General Accounting Office: Report to Congressional Requesters: HUMAN CAPITAL: 4 Human Capital Cornerstones Leadership 8 Critical Success Factors Role of the Human Capital Function Strategic Human Capital Planning Integration and Alignment Data driven Human Capital Decision Acquiring, Developing, and Retaining Talent Targeted Investments in People Human Capital Approaches Tailored to Organizational Needs Results Oriented Organizational Cultures PMC BOD – Feb 2002 Commitment to Human Capital Management Empowerment and Inclusiveness Unit and Individual Performance Linked to Organizational Goals

Building High-Performance Organizations Current Literature Review Source United States Department of Commerce: Malcolm Baldrige National Quality Award, 2002 Core Values and Concepts The criteria are built upon the following set of interrelated Core Values and Concepts: v Visionary leadership v Managing for innovation v Customer driven excellence v Management by fact v Organizational and personal learning v Public responsibility and citizenship v Valuing employees and partners v Focus on results and creating value v Agility v Systems perspective v Focus on the future PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Source United States Department of Commerce: Malcolm Baldrige National Quality Award, 2002 Categories n 1. 0 Leadership n 2. 0 Strategic Planning n 3. 0 Customer and Market Focus n 4. 0 Information and Analysis n 5. 0 Human Resource Focus n 6. 0 Process Management n 7. 0 Business Results PMC BOD – Feb 2002

Building High-Performance Organizations According to whom? ENV LEADERSHIP • Philosophy • Functions • Form PMC BOD – Feb 2002 US P P WORK CULTURE Why do we need to be high performance? P Compe tition STRATEGY STRUCTURE SYSTEMS Partners • Higher Moral Purpose • Self Pride • Survival What is it? HP • Quality • Customer “Value” • Financial Performance HP “PICK 3+” How would we know? Stakeholders Food Beneficiary Chain VALUES VISION WHAT?

Building High-Performance Organizations MALCOLM BALDRIGE NATIONAL QUALITY AWARD Criteria 1. 0 2. 0 3. 0 4. 0 PMC BOD – Feb 2002 Leadership 1. 1 Organizational Leadership 1. 2 Public Responsibility and Citizenship Strategic Planning 2. 1 Strategy Development 2. 2 Strategy Deployment Customer and Market Focus 3. 1 Customer and Market Knowledge 3. 2 Customer Relationships and Satisfaction Information and Analysis 4. 1 Measurement and Analysis of Organizational Performance 4. 2 Information Management 5. 0 6. 0 7. 0 Human Resource Focus 1. 1 Work Systems 1. 2 Employee Education Training and Development 1. 3 Employee Well being and Satisfaction Process Management 6. 1 Business Processes 6. 2 Support Processes Business Results 7. 1 Customer Focuses Results 7. 2 Financial and Market Results 7. 3 Human Resource Results 7. 4 Organizational Results 30

Building High-Performance Organizations 31 Baldrige Mapped to the HPO Model • Philosophy • Functions • Form 1. 0 Leadership 2. 0 Strategic Planning 3. 0 Customer and Market Focus 4. 0 Information and Analysis 5. 0 Human Resource Focus 6. 0 Process Management PMC BOD – Feb 2002 7. 0 Business Results VALUES VISION ENV LEADERSHIP 5. Right “What? ” STRATEGY STRUCTURE 6. How SYSTEMS Good? 7. How WORK Treat? CULTURE HP • Quality • Customer “Value” • Financial Performance

Building High-Performance Organizations The Baldrige Criteria as a System 3. 1 Identify Customers and their Needs/Requirements (Customer and Market Knowledge) Establish Mission/V ision/Values and Leadership System 1. 0 (Leadership) Define Measures of Success and Collect Data 4. 0 (Information and Analysis) 3. 2 (Customer Satisfaction Determination) Develop Goals, Key Success Factors, and Strategies Tied to Performance Measures 2. 0 (Strategic Planning) Environment/ Gap/Results Organizational Leadership Philosophy, Functions, Form (Vision/Values) Organizational Leadership Functions: (SCVA, VV SSS) Build Loyal Relationships with Important Customers 3. 2 a (Customer Relationships) Organizational Leadership Create and Manage Human Resource Systems to Achieve High Performance 5. 0 (Human Resource Focus) (SI &S, LTCR, EEE) Define, Measure, Control and Continuously Improve Key Work Processes 6. 0 (Process Management) Theory of the Business Achieve Excellent Levels and Trends in Measures of Customer Satisfaction, Financial/Market Performance, H. R. Results, and Organizational Effectiveness Results 7. 0 (Business Results) PMC BOD – Feb 2002 Functions: Mission/Niche Operational Performance Plan High(er) Performance Results: Pick 3+ 32

Building High-Performance Organizations Current Literature Review Source United States Office of Management and Budget: Workforce Skills Analysis Tool for Supervisors, Managers and Executives. http: //www. opm. gov/workforceplanning/index. htm http: //www. opm. gov/ workforceplanning/index. htm Continual Learning Grasps the essence of new information; masters new technical and business knowledge; recognizes own strengths and weaknesses; pursues self development; seeks feedback from others and opportunities to master new knowledge. Creativity and Innovation Develops new insights into situations and applies innovative solutions to make organizational improvements; creates a work environment that encourages creative thinking and innovation; designs and implements new or cutting edge programs/ processes. External Awareness Identifies and keeps up to date on key international policies and economic, political, and social trends that affect the organization. Under stands near term and long range plans and determines how to best be positioned to achieve a competitive business advantage in a global economy. Flexibility Is open to change and new information; adapts behavior and work methods in response to new information, changing conditions, or unexpected obstacles. Adjusts rapidly to new situations warranting attention and resolution. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Skills Resilience Deals effectively with pres sure; maintains focus and intensity and remains optimistic and persistent, even under adversity. Recovers quickly from setbacks. Effectively balances personal life and work. Service Motivation Creates and sustains an organizational culture which permits others to provide the quality of service essential to high performance. Enables others to acquire the tools and support they need to perform well. Shows a commitment to public service. Influences others toward a spirit of service and meaningful contributions to mission accomplishment. Strategic Thinking Formulates effective strategies consistent with the business and competitive strategy of the organization in a global economy. Examines policy issues and strategic planning with a long term perspective. Determines objectives and sets priorities; anticipates potential threats or opportunities. Vision Takes a long term view and acts as a catalyst for organizational change; builds a shared vision with others. Influences others to translate vision into action. Conflict Management Identifies and takes steps to prevent potential situations that could result in unpleasant confrontations. Manages and resolves conflicts and disagreements in a positive and constructive manner to minimize negative impact. United States Office of Management and Budget: Workforce Skills Analysis Tool for Supervisors, Managers and Executives. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Skills Leveraging Diversity Recruits, develops, and retains a diverse high quality workforce in an equitable manner. Leads and manages an inclusive workplace that maximizes the talents of each person to achieve sound business results. Respects, understands, values and seeks out individual differences to achieve the vision and mission of the organization. Develops and uses measures and rewards to hold self and others accountable for achieving results that embody the principles of diversity. Integrity/Honesty Instills mutual trust and confidence; creates a culture that fosters high standards of ethics; behaves in a fair and ethical manner toward others, and demonstrates a sense of corporate responsibility and commitment to public service. Accountability Assures that effective controls are developed and maintained to ensure the integrity of the organization. Holds self and others accountable for rules and responsibilities. Can be relied upon to ensure that projects within areas of specific responsibility are completed in a timely manner and within budget. Monitors and evaluates plans, focuses on results and measuring attainment of outcomes. Customer Service Balancing interests of a variety of clients; readily readjusts priorities to respond to pressing and changing client demands. Anticipates and meets the needs of clients; achieves quality end products; is committed to continuous improvement of services. United States Office of Management and Budget: Workforce Skills Analysis Tool for Supervisors, Managers and Executives. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Skills Team Building Inspires, motivates, and guides others toward goal accomplishments. Consistently develops and sustains cooperative working relationships. Encourages and facilitates cooperation within the organization and with customer groups; fosters commitment, team spirit, pride, trust. Develops leadership in others through coaching, mentoring, rewarding, and guiding employees Decisiveness Exercises good judgment by making sound and well informed decisions; perceives the impact and implications of decisions; makes effective and timely decisions, even when data are limited or solutions produce unpleasant consequences; is proactive and achievement oriented. Entrepreneurship Identifies opportunities to develop and market new products and services within or outside of the organization. Is willing to take risks; initiates actions that involve a deliberate risk to achieve a recognized benefit or advantage. Problem Solving Identifies and analyzes problems; distinguishes between relevant and irrelevant information to make logical decisions; provides solutions to individual and organizational problems. Written Communication Expresses facts and ideas in writing in a clear, convincing, and organized manner. United States Office of Management and Budget: Workforce Skills Analysis Tool for Supervisors, Managers and Executives. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Skills Technical Credibility Understands and appropriately applies procedures, requirements, regulations, and policies related to specialized expertise. Is able to make sound hiring and capital resource decisions and to address training and development needs. Understands linkages between administrative competencies and mission needs. Financial Management Demonstrates broad understanding of principles of financial management and marketing expertise necessary to ensure appropriate funding levels. Prepares, justifies, and/or administers the budget for the program area; uses cost benefit thinking to set priorities; monitors expenditures in support of programs and policies. Identifies cost effective approaches. Manages procurement and contracting. Human Resources Management Assesses current and future staffing needs based on organizational goals and budget realities. Using merit principles, ensures staff are appropriately selected, developed, utilized, appraised, and rewarded; takes corrective action. Technology Management Uses efficient and cost effective approaches to integrate technology into the workplace and improve program effectiveness. Develops strategies using new technology to enhance decision making. Understands the impact of technological changes on the organization. United States Office of Management and Budget: Workforce Skills Analysis Tool for Supervisors, Managers and Executives. PMC BOD – Feb 2002

Building High-Performance Organizations Current Literature Review Skills Influencing/Negotiating Persuades others; builds consensus through give and take; gains cooperation from others to obtain information and accomplish goals; facilitates “win win” situations Interpersonal Skills Considers and responds appropriately to the needs, feelings, and capabilities of different people in different situations; is tactful, compassionate and sensitive, and treats others with respect. Oral Communication Makes clear and convincing oral presentations to individ als or groups; listens effectively and clarifies uals or groups; listens effectively and clarifies Makes clear and convincing oral presentations to individ u information as needed; facilitates an open exchange of ideas and fosters an atmosphere of open communication Partnering Develops networks and builds alliances, engages in cross functional activities; collaborates across boundaries, and finds common ground with a widening range of stakeholders. Utilizes contacts to build and strengthen internal support bases Political Savvy Identifies the internal and external politics that impact the work of the organization. Approaches each problem situation with a clear perception of organizational and political reality; recognizes the impact of alternative courses of action United States Office of Management and Budget: Workforce Skills Analysis Tool for Supervisors, Managers and Executives. PMC BOD – Feb 2002

Building High-Performance Organizations PMC BOD – Feb 2002 39