Slide # Name: Valerie Topic: Introduction _______________________________ Hello, my name is Valerie Fletcher, from the Ohio Department of Job and Family Services (ODJFS) I am here today with my team to share with you the experiences of Capital Services Group (CSG). CSG consists of four members. Please let me introduce my team; Shelby Banton is my team leader, and my team members are: Brent Kelley and Mark Rickrich.
Slide # Name: Val Topic: Introduction ___________________________ Today, we are going to share with you our team experience, and how we came together as a team. As an audience, you will experience the phases of project management as we did throughout this course. In our presentation, we will introduce you to a product that will play a strong role in the growth and in the culture of the State of Ohio. Our product meets and exceeds the goals of Governor Strickland to increase accountability and efficiency within the State’s orientation process. Lastly, we will conclude this presentation with our Lessons learned. We will discuss the personal insight gained from this experience, our spirited drive, and our willingness to the get the job done despite any challenge that was placed before us.
Slide # Name: Val Topic: Initiating _______________________________ In the initiating stage, our team was provided with a charge and specific deliverables. Three Project Management teams were developed according to individual team member’s strengths, improvement opportunities, and personality types. Each team was given the charge to create a new employee orientation packet for the State of Ohio. The team had to pool from several resources to gain ideas and a vision for the end product. Our biggest resource was our sponsor and facilitators and class experience. Other resources came from more experience team members. Some of team members were already involved in formal projects and were knowledgeable in managing those projects. When it was all said and done, we had to come together as a team, by respecting the strengths of our members, and using those strengths towards the end product.
Slide # Name: Val Topic: Initiating _______________________________ Before we could decide on the end product, we had to identify our stakeholders and identify what role each stakeholder played in the development of our product. We knew that the most important stakeholder in this process was the Governor, Ted Strickland. Before we could submit a product for implementation, our end product would need to meet his expectations, his mission and vision for the state of Ohio. The next stakeholder, was our sponsor, Tammy Combs-McKnew, she would be the ultimate approval person, she would guide us with the vision and goals of this project. Additionally, our facilitators, Kimberlee Wilcox and Marsha Stoops. They would ensure the goals of our sponsor. In the end, they would challenge us to be the best project managers that we could be! Next, are Front-Line Supervisors. The front-line supervisors are important stakeholders as they will develop a relationship with the new employee as he/she is on-boarded. Last but not least, were new employees for the State of Ohio. We asked ourselves the question, “What would a new employee gain from our end product?” The answer to this question would drive us to make important decisions concerning our product.
Slide # Name: Val Topic: Initiating _______________________________ After we identified our stakeholders, our team identified the business challenge of this charge . The requirements of our orientation packet had to include: An overview of state of Ohio government, An Understanding of state agencies, The Culture of State of Ohio government as envisioned by the Governor. As a team, we were given a timeline of fourteen weeks to provide deliverables that were acceptable to the facilitators and sponsor. We were in charge of developing a final product that could be implemented by July 2008.
Slide # Name: Val Topic: Initiating ____________ The next task of the team was to develop a project charter. In order to accomplish this task, our team members developed individual draft charters and analyzed the information on our draft charters to come up with the best charter for our team. Our teams biggest hurdle was that we focused too much on the medium or platform for the project instead of the content. Visits from the sponsor assisted us in understanding the governors values and needs for our orientation package. One main goal in our scope was to develop an orientation packet that would enable front-line supervisors to conduct an effective and efficient orientation. To help establish a strong productive supervisor/employee relationship. Other goals included ensuring that the program should embrace the culture, vision and values of our governor and ensuring that our deliverables were clearly defined and have explicit instructions for their use. (Click Slide Again) This information from the sponsor quickly changed our direction as we needed to work on the content of the orientation packet and the role that this packet will play in the on-boarding of a new employee. Later in this presentation, my team members will tell you all about our product deliverables.
Slide # Name: Val Topic: Initiating _______________________________ After the development of our charter, it was important to identify assumptions and constraints. We determined that the orientation process should ensure that the new employee is fully informed about his/her new job and workplace. CSG analyzed the current state of Ohio’s on-boarding process and discovered that there was a great need for the implementation of a statewide process. We identified 4 assumptions: Every agency has their own orientation processes, which may not be consistent between agencies. There is no set timeline to ensure that the employee is properly on-boarded and, New employees of the state of Ohio are not always on-boarded immediately, or never received a proper orientation. (For example, members of our team had never been involved in orientation and had been at least one year in their position) There is no existing change management process, in which the orientation processes are measured for continuous improvement and efficiency. We also identified 3 constraints: As the lead agency, DAS may choose to implement only a portion of our process, and The method of delivery of our end product may need to be modified by the agency, depending upon an employees position or access to online information or lack of online information if the employee is always in the field, and Every agency would not be required to implement the orientation packet in it’s entirety.
Slide # Name: Val Topic: Planning ______________________ Once we had considered our product assumptions and constraints, we were able to move into the planning stage of project management. The project team needed to establish it’s members and a team name. However, we had yet to decide on a name for our team or our business mission or motto. Members of our team had several ideas such as, the name “Public Servant Ohio,” because it was important to be a public servant. While other members felt it was important to remove the team as State of Ohio public employees; and therefore, become a private agency contracting with the State to perform a task. One member suggested the name Capital Consulting” relating our business to working within the capital of Ohio. The team agreed to incorporate all ideas of the team and decided on a final decision of&quot; Capital Service Group (CSG)” It wasn’t difficult to develop a motto. We took everyone’s ideas into consideration and developed a motto that was important to all of us: Our motto is “Bringing Value Government, “ because overall, we wanted to ensure that our product would make a difference in the State of Ohio culture.
Slide # Name: Val Topic: Planning _______________________________ The team members began to discern or relate to the different qualities of each member. As strong indicator used in the selection process was the Myers Briggs Personality Type Indicator (MBTI). According to MBTI the following personalities reflect CSG: Shelby is a small a (“enfP), she sees life as full of possibilities and makes connections between events and information very quickly. She appreciates affirmation from others, and readily gives appreciation and support. Mark and I are large (ISTJs)- We are serious, and earn success by thoroughness and dependability. We are practical, matter-of-fact, realistic, and responsible. We take pleasure in making everything orderly and organized. Brent is a large (ESTJ)- He is practical, realistic, matter-of-fact. He is quick to implement decisions. He has a clear set of logical standards, and systematically follows these standards. Our team MBTI is ISTJ. Differences in personality could prove quite challenging within our team; however, we chose as a team to acknowledge and understand the differences in our members in order to ensure success within the team.
Slide # Name: Val Topic: Planning _______________________________ Our team did not always consist of 4 members. CSG experienced 2 changes in teams group dynamics. Up until the 10 th week of the project, our team had 5 members. During the 3 rd week of the course, a valued member of our team was removed, and placed on another team. We expressed our regrets for loosing the member, and welcomed our new member, re-formed and proceeded through the planning stage. The change CSG experienced in the 10 th week surprised even our facilitators, our newest member dropped the course. I am proud to say, however, CSG was determined that this change in the team would not keep us from success, we re-grouped and moved forward towards our goal.
Slide # Name: Val Topic: Planning ____________________________ During the planning stages, the team was given the charge of developing a Work Breakdown Structure (WBS). This task of planning and developing a WBS proved somewhat difficult for CSG. We quickly found out that for project management, “A WBS consists of nouns and not verbs” Our process of developing a WBS started out by breaking each task down by literal duties that needed to be performed. However; for this project, we needed to develop a WBS that consisted of only deliverables. Needless to say, our first WBS was not approved. A WBS that took us a 1 day to complete incorrectly, took us an 2 hours to correct. Our teams small set-back with the WBS, turned into a wonderful Team Gantt Chart. The processed oriented task were easily entered into our Gantt Chart. By documenting our project schedule and task we were able to identify the duties that needed performed by all members.
Slide # Name: Val & Shelby Topic: Introduction of Shelby _______________________________ Now that I have discussed the Initiating and planning stages of CSGs team experience, please allow me to introduce Shelby Banton. Shelby will discuss the Execution/ and the Monitoring and Control process. Thanks Val Good Morning. It is a pleasure to be here. Execution, Monitoring and Control are the processes which help Project Managers and Team members remain focused and provides them with tools and techniques needed to deliver a quality product.
Slide # Name: Shelby Topic: Product Plan Capital Services Group embraced the professional responsibility to our stakeholder. The triple constraint is a good mechanism to assist the team in managing their projects. A high quality product should be delivered on time, within scope and budget. The project quality is affected by the balance of these three factors. It is optimal to operate in the middle section. POINT Considering the amount of deliverables we chose and the fact that we only had 14 weeks to complete the project, it was imperative that CSG adhere to the triple constraint. Although, cost was not a factor for this Project Management course, cost is important and Capital Services Group tried to develop a program inline the Governor Strickland’s Accountability initiative. “Living within our means.”
Slide # Name: Shelby Topic: Time Management _______________________________ Our well established inputs, staff assignments, defined roles and responsibilities, WBI and Gantt Chart, gave us the tools we needed to manage our time. The Gantt chart provided our team with a visual, so everyone would know what needed to be done, when and by whom. This knowledge allowed us to encourage each other and offer assistance when needed. Completing the research and getting the Toolkit and Checklist were the most crucial. They needed to be done quickly so we could use those items to create the survey and the procedures. Since we had 5 team members, we were able to start the cover page and history research as well. We were also given definite deadlines for the PM1 program. These deadline were constant and bothersome, because we felt our deliverables were more important. Yet, without them we may have missed some valuable tools which helped us complete our project. Given the time constraint we had to keep a tight reign on the time it would take to complete all portion of the deliverables. Here’s an example of how we opted to control our schedule. More research was desired for the toolkit and the checklist. We wanted to design and conduct our own survey’s to get a more current vision of what Supervisors and New Staff wanted when it comes to orientation. However, we discovered that everything had to be approved by the facilitators before it could be executed. This would take valuable time. Keeping in mind the triple constraint, we decided to go with secondary or desk research. Secondary research is data that already exists and readily available. Our team was high functioning and most members were able to complete their task timely, we had a hard time letting go of group consensus. We lost valuable time trying to make sure everyone or the majority was satisfied. We eventually used the parking lot technique, which is putting a discussion on hold, until a later date and focus on the issues at hand.
Slide # Name: Shelby Topic: Quality Assurance Quality Management – is the process involved in assuring that the project will satisfy the objectives of the project. Although, sometime mismanaged, the timeline allowed us to meet our deadlines. Which, meant our outputs could be review by the team, facilitators and the sponsor. All team members reviewed and edited the deliverables. For the most part, the comments were positively received, thus contributing to meeting our objectives. Feedback from our facilitators and the sponsor was at times a bit harder to swallow. It was like medicine. It did not taste good going down, but in the end it made US feel better. One week, they would tell us we were on track and everything looked good. The next meeting we would get slammed. However, the feedback was constructive and also contributed to high quality deliverables. The toolkit was one of our biggest challenge. Mostly, Mark’s challenge. Each week he would present the toolkit, They would tell us the loved it but and the word would come back we need more. Back to the drawing board our injured little egos would go. Then they told us it was boring. This feedback enabled us maintain quality assurance and we were able to manage our scope constraint. As for Subject Matter Experts. We also met with Martin Tabler, who had taken both PM1 and PM2. and Cindy Bridges, the sponsor from Monday’s PM1 class and Dr. Phyllis Gorman. All of these individuals had a positive impact on our end product. Their feedback was constructive and since they were so to speak “an arms length” away from our project, their feedback was more palatable. The practice run through Judges were also insightful.
Slide # Name: Topic: Quality Assurance __ When one of our team members was having a challenge. Initially, as a team we encouraged her to try again. The project manger agreed to work with her one on one to help her learn ways to improve her knowledge as well as her deliverable. As we were working on our deliverables, we still had not come up with a way to combine our deliverables into one item. This proved to be troublesome for some team members because they felt there was a piece of the puzzle still not defined. Instead of allowing this to become huge problem, we just kept focusing on our assignments, our team and our end product. We believed in our team and we were confident we would solve that problem when we had to. Team work. Whenever, there was a snag, such as Mark have to keep revising the toolkit, other members of the team Val and Brent, stepped up and took over so he could focus on that deliverable. When one deliverable came back dull and boring, we regrouped and fixed the problem. Sometime just taking 5 to 10 minutes to vent the frustrations allowed the team to get back to work as opposed to harboring bad feelings, which can distract from productivity. We knew there was a potential problem with Toby, however, instead of taking the task from her, we told her we would help her and one team member volunteered to take on the survey duties if she did not perform. This proved invaluable because as you know she did not perform. The back-up plan enabled us to keep moving and since we knew who was going to take on her duties, no-one on the team was dumped on at the last minute. This demonstrates the importance of planning.
Slide # Name: Topic: Stakeholder Management _______________________________ The facilitators provides us with an excellent communications plan. Each week they would write on the white board where we were supposed to be, what we needed to be working on and who would be coming to meet with us. This tool assisted us in making our agenda for the day so we could be more productive. The Face to Face meeting with the Sponsor, were invaluable, each meeting with her gave us a better understand of her desires and helped her understand our deliverables. As well, the Fascinators were always available to clear up misunderstandings and provide guidance Each week someone was the designated scribe. They would record the activity of the meeting. The notes were transcribe on the required form, which was review by the entire team, then submitted to the facilitators by Thursday at 3:00 p.m. This was a good way to make sure the team was on the same page and keep Kim and Marsha informed. Since, we kept getting “we want more” from the Sponsor and the Facilitators, on the toolkit, we started to suspect there might be some scope creeping going on. However, we rallied and were able to develop a quality deliverable which we were proud of.
Slide # 18 Name: Shelby/Mark Topic: Project Deliverables _______________________________ At this time I would like to introduce Mark Rickrich. He is going to discuss our deliverables. Hi, my name is Mark Rickrich and I’m an enforcement coordinator with the Ohio Environmental Protection Agency. I’ve also spent a large amount of my “spare time” these past few months with the Capital Services Group, helping develop the State of Ohio Orientation Program [reference the handouts]. CSG, in researching orientation of the State of Ohio workforce, found that orientation at the local, supervisory level is “all over the place”. While the big picture orientation (i.e., the completion of requisite forms and training), is generally conducted, what was found to be lacking and highly variable was the “local level” orientation, between the supervisor and the new-hire. To respond to these issues, and to the sponsor’s needs, CSG developed the State of Ohio Orientation Program to serve both as a prompt to supervisors to INITIATE and PLAN proactively for new-hire orientation, and to serve as a standardized procedure with which supervisors can conduct orientation. I’m here this morning to present the State of Ohio Orientation Program deliverables.
Slide # Name: Mark Topic: Puzzle Theme ______________________________ First, a quick comment on the theme that runs throughout our presentation and the deliverables. CSG established a Puzzle theme with the purpose of ensuring that each new public servant knows that they are considered a key piece of the State of Ohio workforce.
Slide # Name: Mark Topic: Orientation Goals – Big Pic _______________________________ CSG established a number of general orientation goals which can be found in the handouts. Some of the goals include: Creating a positive first impression…the “WOW” factor, as in, “WOW, this is going to be a great place to work!” Ensuring buy-in to the Governor’s vision. Ensuring that the new employee knows their work tasks and resources. Relaying effective communication and good customer service practices. Reducing employee turnover, re-hiring and re-training needs, thus saving taxpayers money! CSG established a working definition of Employee Orientation as the process of expeditiously transforming new employees into effective and efficient contributing members of the State of Ohio workforce. This ties into the generic and job-specific orientation goals…
Slide # Name: Mark Topic: Orientation Goals – Job-Specific ___________________________ CSG locked in on 3 major keys to “local level” orientation, including: Making sure the new-hire thoroughly understands his/her agency’s business process and their work tasks therein. Clearly identifying the resources available to the new-hire and how those resources are best used to complete their work. Introduction and interaction with the staff the new-hire will interact with in the performance of their work. To use the Orientation Program , a supervisor can plan and prepare an effective orientation which is geared for the specific individual instead of being generic. Providing a personalized orientation will help the new hire feel wanted and glad they decided to work for the state of Ohio.
Slide # Name: Mark Topic: Project Deliverables _____________________________ The Program is a comprehensive orientation package consisting of 5 Parts : an Ohio History and Government Brochure an Orientation Toolkit a Supervisor Checklist Supervisor and Employee Surveys (and a Survey Processing Guide), and the Users Manual Additional information on the various aspects of the Program is available in your handouts.
Slide # Name: Mark Topic: Ohio History Yesterday and Today ______________________________ Part 1 of the Program, the Ohio History and Government Brochure, includes some interesting and useful pieces. The first is a section on Ohio Government yesterday, which provides information on the origins of the State of Ohio and its government. For example, how many of you know that Ohio’s land was originally established as part of the Northwest Ordinance of 1787, which also included Indiana, Illinois, Michigan, Wisconsin and part of Minnesota? For college football fans, the Big Ten Conference was known as the Little 6 back then. Just joking. T he Buckeyes first football game was played nearly 100 years later in 1890 against Ohio Wesleyan University. Also, most of you probably know that the State tree is the Buckeye, the state animal is the White-Tailed Deer and the State bird is the Cardinal, but how many of you know the State insect? It’s the “mighty” ladybug. Personally, I think it should be the mosquito.
Slide # Name: Mark Topic: Ohio Government Information ____________________________ Ok, on to Ohio Government Today. As you know, our current Governor is Ted Strickland. CSG feels it important that all incoming employees understand the Governor’s mission, which is: to provide the tax payers with efficient service, increased accountability, and transparency. The bottom line here is to ensure that new-hires understand where and how they fit in the big picture.
Slide # Name: Mark Topic: Orientation Toolkit ________________________ Alright, now on to Part 2 of the State of Ohio Orientation Program, the Orientation Toolkit, which includes an overview, the Toolkit itself, a description of the orientation methods, or Tools, and some useful appendices.
Slide # Name: Mark Topic: Orientation Toolkit _____________________________ CSG benchmarked with government agencies, colleges and various companies in regard to their orientation programs. In thinking about good project management practices, we noted that NASA was likely to have a solid PM-based approach to orientation. NASA’s “rocket scientists” did of course have a great orientation program, and their materials ended up serving as a generic template for the State of Ohio Orientation Program. A key issue we encountered was that most orientation programs were designed for large groups. Given that CSG wanted to focus orientation to the “local level”, CSG modified some of the existing orientation methods and created additional methods such that supervisors have a variety of options. There are 15 methods, or Tools, all heavily focused on interpersonal communication. We divided the Tools into 3 “use” groups based on the new-hire’s personality type (i.e., introverts, extroverts), and on education and experience.
Slide # Name: Mark Topic: Description of Tools – Group 1: One-on-One Methods ______________________________ The first of the 3 groups involves One-on-One Methods. This includes the Buddy System, Mentoring Program and Shadow Boxing [reference the handouts for all Tools]. These are all fairly self-explanatory so I won’t go into them in any detail, other than to point out that the Buddy System and Shadow Boxing, or Shadowing, Tools are best for new employees with little experience, while the Mentoring Program will be best-suited for more experienced new-hires. Additional guidance and information on all of the Tools is available in the Program appendices.
Slide # Name: Mark Topic: Description of Tools – Group 2: Open Discussion Forums ____________________________ The second group involves Open Discussion Forums. These Tools will be best for extroverted new-hires, as all of them involve significant interaction, just in a variety of different manners. One Tool in particular, Boot Camp, is designed for situations when a new-hire must be brought up to speed in an expedited manner. It involves the “fire hose” approach to information, which isn’t recommended for new-hire orientation, but CSG felt it appropriate to include at least one Tool for expedited orientations.
Slide # Name: Mark Topic: Description of Tools – Group 3: Supervisor-Led Strategies ____________________________ Group 3, Supervisor-Led Strategies, are also fairly self-explanatory, and have been created with introverted new employees in mind. One Tool, the Freestyle Review was designed with more experienced employees in mind, as this Tool enables a new-hire to efficiently focus on only the pertinent orientation information.
Slide # Name: Mark Topic: Supervisor Checklists __________________________ The purpose of this checklist is also to prompt supervisors to plan for orientation, and to assist them in conducting a more effective and informative orientation. It is also a vehicle to encourage and remind Supervisors to plan the performance review process, which will be a benchmark to assist Supervisors in conducting performance reviews in a timely manner, given the Agency’s desire to cultivate accountability to State Government. The checklist has 3 main sections, including: Prior to the First Day; the Welcome and Introduction; and the Evaluation/Signoff. To ensure that all items on the Checklist are covered,
Slide # Name: Mark Topic: Supervisor Checklist Info _____________________________ the Checklist prompts the supervisor to ensure that the new-hires work station (e.g, computer passwords, phone, email, business cards and offices supplies) is prepared to create an efficient and inviting first impression. Review information about the Employee and the Agency. Make certain they have all necessary items to provide that good first impression A key to Day 1 and the initial orientation are identifying practical matters such as work hours and emergency procedures, but also to more job-specific details including introductions to staff and management and to the agency’s mission. The Checklist ensures that the new-hire is introduced to all appropriate agency policies and procedures, and also provides an opportunity for the supervisor to point out and encourage use of the many career development opportunities available to State of Ohio employees, including DAS’s Project Management training program! To ensure that all items on the Checklist are covered, both the new employee and the supervisor are required to sign-off on the checklist, which is placed in the employee’s permanent record.
Slide # Name: Mark Topic: Employee and Supervisor Surveys ______________________________ Next up is Part 4, the Employee and Supervisor Surveys. CSG designed the State of Ohio Orientation Program to include a feedback loop such that the Program can undergo continuous improvement. At the conclusion of the orientation process, both the employee and the supervisor are required to complete a survey on the orientation process. To ensure that orientation data state-wide is captured for possible Program improvements, Survey Processing Procedures were established. requiring that completed surveys be sent to the new-hires HR manager and then on to DAS…which will have the responsibility of continuously improving and updating the Program documents and making them available on the DAS web page.
Slide # Name: Mark Topic: Users Manual ______________________________ And lastly, Part 5, the Users Manual, which can also be found in the handouts. The Users Manual is a simple set of general instructions for use of the State of Ohio Orientation Program. Well, that’s pretty much the end of my schpiel on our Project Deliverables. Frankly, I think we’ve got a great product here, and I’m going to hand the presentation off now to Brent Kelley, “our marketer extroardinaire”, to highlight our conclusions and recommendations. Thank you.
Slide # Name: Brent Kelley Topic: Conclusions - Recommendations _______________________________ Hello, My name is Brent Kelley. I work with the Ohio Department of Transportation. I have been apart of the Capital Service Group for 14 Weeks on this project. I am here to discuss the Conclusion & Recommendation phases of our project. I want to describe the current environment that exists within the State of Ohio Government.
Slide # Name: Brent Kelley Topic: Single Largest Challenge _ What is potentially one of the single largest challenges that the State Of Ohio Government will likely face over then next ten years? Is it a lack revenue? – financial capital or income to fund projects and budgets Is it a lack of resources? material equipment utilized to perform various functions Is It a lack of direction or planning? That doesn’t address issues that effectively All of these unarguably are strong issues at the forefront of government obstacles on a day to day basis.
Slide # Name: Brent Kelley Topic: Workforce _______________________________ One of the single largest challenges government will likely face is a diminishing pool of seasoned employees. This concept may be hard to rationalize considering the climate that exists right now. The current workforce throughout all sectors has a significant number of managers, supervisors, group leaders, and employees many of whom are eligible to retire soon. These individuals have played an integral role in the operation & performance within their respective agencies. State of Ohio government as a whole has benefited greatly from this institutional knowledge and capability for some time. Imagine this valuable resource no longer there without that knowledge and experience to benefit from. What impact could this have on our ability to be effective and productive in today’s challenging times. How do you replace this “ institutional knowledge? Are there additional factors impacting this picture?
Slide # Name: Brent Kelley Topic: Competition - Retention _______________________________ The two areas of internal & external challenge that greatly impact this problem. The competition from local, city, county and municipal governments; Federal and Private sectors are all recruiting for candidates for there organizations. The second area of concern exists with the current cycle: training, developing and educating employees within state government. An employee is trained, Receives and obtains considerable education & knowledge this is combined with some development of skills and experience. This is only to have a non-State of Ohio agency receive the benefit without having to make the investment. This picture exemplifies the need and value for effectively on-boarding new hire employees that are attracted to employment within State of Ohio Government. This requires a proactive approach in implementing a system that can make strides in turning this cycle around.
Slide # Name: Brent Kelley Topic: Purpose _______________________________ To enhance the new hire orientation process by making it more personable and comfortable for the prospective employee It is important that the new employee understand that they are a vital piece that makes total picture of The State of Ohio Government. This will provide an informative overview of State Governments. The Guidance & Leadership of Our Governor Ted Strickland in his vision and values to create a culture in government that will meet challenges of today and into the future.
Slide # Name: Brent Kelley Topic: Process _______________________________ Our program provides the front line supervisor/manger the capability to effectively communicate The State Of Ohio Orientation Program is effective through 4 key areas: It provides the supervisor/manager the capability to select and customize there own method of delivery of orientation for their employees. The employee becomes a stakeholder because they become knowledgeable about State Government through the information presented & shared throughout the program. The survey establishes a basis for communication, due to the fact that all participants are actively involved in the process. All feedback, input, and enhancements are made available to all agencies because the information doesn’t stay at the local level.
Slide # Name: Brent Kelley Topic: Pay Off _______________________________ Who benefits from this program? The beginning of any relationship is greatly impacted by it’s start. If the beginning phase starts off well then the potential exists for a good relationship The supervisor / employee establish an effective line of communication straight in the introductory stages of a work relationship. The fact that the line communication has some depth & strategy reinforces that both parties are be heard and establishes a strong base. Anytime a couple or group of people effectively work together the level of cohesiveness increases. This is important for all stake holders, supervisors, group leaders, and employees to focus on enhancing their group dynamics potential. This type of environment enables the possibility of enjoying the work place and the interaction that takes place with others. This also leads to employees remaining longer with a group or organization because it’s a mutually beneficial experience. How does the State Of Ohio get a return on it’s investment? More employees will stay here and longer when an environment of respect & communication are strongly regarded. he CSG plan starts right out in the beginning building this framework. These tools will enable more supervisors, managers and employees to get more value from the orientation and training implemented with this program. The value becomes realized when the benefit from flexibility there are many This may give way to the employee contributing some additional experience, knowledge or value to the environment that came from another place. The program will enable employees to be more productive and feel committed to a strong team atmosphere training is given the organization as a whole tends to receive the benefit in productivity in job skills and performance in the work place.
Slide # Name: Brent Kelley Topic: Risks _______________________________ What are the possible risks if we continue business as usual? Continue the same cycle of employee turn over The effectiveness and production continue to stay the same or where yet decrease. The training resources people, information, material are limited, it’s important to make wise use of these assets to get the results All resources need to be manages as effect as possible. We are funded by citizens of the This also is an extension of poor management of resources. For everything function there are costs associated with it. In performing research for this project, it was identified from many sources that there is in fact no change management process in place to effectively implement a solution. .
Slide # Name: Brent Kelley Topic: Recommendations _______________________________ The format or method has a great impact on the how the information is received. Our intent is for the color graphics to draw attention and interest to our material. Our optimal choice is the Proto Type design on a folder so that other material could be included. It could easily be put onto a website Disk for location without internet connectivity The color graphics, pictures and captions are best received in vivid authentic format. If the material is presented in black & white it can still be seen but not as effective as other methods. In depth knowledge, practice Delivery methods, observation, communication, This platform offers valuable information to everyone on any level. The Blue Print for Life Long Learning in conjunction with DAS Human Resource Academy could present the program in group settings to effectively equip all of employees within the workforce.
Slide # Name: Brent Kelley Topic: Lessons Learned _______________________________ This as been a great experience here with our team (CSG) Capital Services group. I am glad to have served with my team members. This project has reinforced my belief that everyone can work together. All of the collective knowledge, skills, and ability can be leveraged to produce results. Many of the techniques I learned will be valuable in my career in state government. This Project Management Class has presented many different tools in which to manage and develop project performance. A great example of this is the Parking Lot Technique. In an instance when there is significant debate over an issue. This could lead to distraction and Idle conversation. The objective is to table an issue that requires substantial discussion and negotiation. Then progress on with everything else and come back to that issue at a later time in the day. This really helps the team stay on task working productively.
Slide # Name: Brent Kelley Topic: Conclusion _______________________________ The State of Ohio Orientation Program will take a proactive approach in developing a stronger on boarding process that will translate into a more effective and productive work force.
Slide # Name: Capital Service Group Topic: Question & Answer _______________________________ This concludes the presentation, our team members will step forward to answer any questions or input you may have thankyou.
The Team Experience <ul><ul><ul><li>Product Objective and Challenge </li></ul></ul></ul><ul><ul><ul><ul><li>Creation of a New Orientation packet </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Pulling from resources </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Forming as a team </li></ul></ul></ul></ul>
<ul><ul><ul><li>Who will benefit from this product? </li></ul></ul></ul><ul><ul><ul><ul><li>Stakeholder Identification </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>The Governor </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Facilitators and Sponsor </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Front-line Supervisors </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>New State of Ohio Employees </li></ul></ul></ul></ul></ul>The Team Experience
<ul><ul><li>The Business Challenge </li></ul></ul><ul><ul><ul><li>Main components of the Orientation Packet </li></ul></ul></ul><ul><ul><ul><li>Final project measurement </li></ul></ul></ul><ul><ul><ul><ul><li>Implementation by July 2008 </li></ul></ul></ul></ul>The Team Experience
<ul><ul><li>Charter Development </li></ul></ul><ul><ul><ul><li>Mission Statement </li></ul></ul></ul><ul><ul><ul><li>Scope Statement </li></ul></ul></ul><ul><ul><ul><li>Product Deliverable </li></ul></ul></ul>The Team Experience
The Team Experience <ul><li>Team Name </li></ul><ul><li>Capital Service Group </li></ul><ul><ul><li>“ Bringing Value to Government” </li></ul></ul>
<ul><ul><ul><ul><ul><li>Shelby (enfP) </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Valerie (ISTJ) </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Brent (ESTJ) </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Mark (ISTJ) </li></ul></ul></ul></ul></ul>The Team Experience Team Personality Types Capital Services Group Type ISTJ
<ul><ul><ul><li>Realignment of team Members </li></ul></ul></ul><ul><ul><ul><ul><li>Changes in team members </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Changes in roles </li></ul></ul></ul></ul>The Team Experience
<ul><ul><ul><li>Work Breakdown Structure (WBS) </li></ul></ul></ul><ul><ul><ul><li>Gantt Chart Development </li></ul></ul></ul>The Team Experience
Time Management <ul><ul><li>Inputs </li></ul></ul><ul><ul><li>Gantt Chart Monitoring </li></ul></ul><ul><ul><li>Schedule Control </li></ul></ul>
Quality Assurance Monitoring <ul><ul><li>Quality Assurance Monitoring </li></ul></ul><ul><ul><ul><ul><li>Team member quality and control </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Review of team member deliverables </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Feedback </li></ul></ul></ul></ul><ul><ul><ul><ul><li>SMEs </li></ul></ul></ul></ul>
Stakeholder Management <ul><ul><ul><li>Communication Management Plan </li></ul></ul></ul><ul><ul><ul><li>Face to Face </li></ul></ul></ul><ul><ul><ul><li>Meeting Minutes </li></ul></ul></ul><ul><ul><ul><li>Avoiding Scope Creep </li></ul></ul></ul>
State of Ohio Orientation Program Mark Rickrich Project Deliverables
An Important Piece of the Puzzle <ul><li>The theme established for the project involved a picture of the State of Ohio broken into puzzle pieces, with one piece of the puzzle set off to the side, symbolizing the new employee and their importance as a key piece of the puzzle </li></ul>
Orientation Goals <ul><li>Positive First Impression </li></ul><ul><li>Buy-in to the Governor’s Vision </li></ul><ul><li>Employee Familiarity with Work </li></ul><ul><li>Effective Communication </li></ul><ul><li>Reducing Employee Turnover </li></ul><ul><li>Increasing Accountability and Efficiency </li></ul><ul><li>Saving Taxpayers Millions of Dollars! </li></ul>
Job-Specific Orientation Goals <ul><li>Ensure understanding of Agency’s business process and employees work tasks </li></ul><ul><li>Provide details on the resources the employee needs to perform work tasks </li></ul><ul><li>Introduce employee to personnel they will interact with on a regular basis in job </li></ul>
CSG - Project Deliverables <ul><li>State of Ohio Orientation Program Components: </li></ul><ul><ul><ul><ul><li>Ohio History and Government Brochure </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Orientation Toolkit </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Supervisor Checklist </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Supervisor and Employee Surveys </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Users Manual </li></ul></ul></ul></ul>
Ohio Government Yesterday <ul><li>History and Perspective </li></ul><ul><ul><li>Origins of statehood </li></ul></ul><ul><ul><li>Early Ohio government </li></ul></ul><ul><li>Interesting information </li></ul><ul><ul><li>Ohio’s capitol and 88 counties </li></ul></ul><ul><ul><li>State symbols and emblems </li></ul></ul>
Ohio Government Today <ul><li>Current Ohio Government </li></ul><ul><li>Governor Ted Strickland and his vision for Ohio </li></ul><ul><li>Provides a schematic of Ohio’s government </li></ul>
Orientation Toolkit <ul><li>Orientation Overview and Goals </li></ul><ul><li>Orientation Toolkit </li></ul><ul><li>Description of Tools </li></ul><ul><li>Explanatory Appendices </li></ul>
Orientation Toolkit <ul><li>15 different orientation methods, or “Tools” </li></ul><ul><li>The Tools are oriented toward interpersonal communication </li></ul><ul><li>The Tools are divided into 3 groups </li></ul><ul><ul><ul><li>Personality type </li></ul></ul></ul><ul><ul><ul><li>Education level </li></ul></ul></ul><ul><ul><ul><li>Work experienc e </li></ul></ul></ul>
Description of Tools <ul><li>Group 1: One-on-One Methods </li></ul><ul><ul><li>Buddy System </li></ul></ul><ul><ul><li>Mentoring Program </li></ul></ul><ul><ul><li>Shadow Boxing </li></ul></ul>
Description of Tools <ul><li>Group 2: Open Discussion Forums </li></ul><ul><ul><ul><ul><li>Q&A Mini-Sessions </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Roundtable Sessions </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Resource Train </li></ul></ul></ul></ul><ul><ul><ul><ul><li>“ Do Call” List </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Reverse Interviews </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Boot Camp </li></ul></ul></ul></ul>
Description of Tools <ul><li>Group 3: Supervisor-Led Strategies </li></ul><ul><ul><ul><li>Supervisor-Directed Study </li></ul></ul></ul><ul><ul><ul><li>Scavenger Hunt </li></ul></ul></ul><ul><ul><ul><li>Orientation Quiz </li></ul></ul></ul><ul><ul><ul><li>Multi-Media Presentation </li></ul></ul></ul><ul><ul><ul><li>Who’s Who and What Do They Do </li></ul></ul></ul><ul><ul><ul><li>Freestyle Resource Review </li></ul></ul></ul>
Supervisor Checklist <ul><li>Effective and Informative Orientation </li></ul><ul><li>Performance Review Process </li></ul>
Supervisor Checklist Info <ul><li>Prior to day 1 preparation </li></ul><ul><li>Welcome </li></ul><ul><li>Position description and resources </li></ul><ul><li>Discussion of work hours, leave, etc. </li></ul><ul><li>Agency policies and procedures </li></ul><ul><li>Career development resources </li></ul><ul><li>Accountability </li></ul>
Surveys <ul><li>Purpose </li></ul><ul><li>Supervisor and the New Employee </li></ul><ul><li>Feedback and Monitoring </li></ul><ul><li>Analysis and Revisions </li></ul>
Users Manual <ul><li>General instructions for use of the </li></ul><ul><li>State of Ohio Orientation Program </li></ul><ul><li>Ohio History and Government Brochure </li></ul><ul><li>Orientation Toolkit </li></ul><ul><li>Supervisor Checklist </li></ul><ul><li>Surveys and Processing Guide </li></ul>
Process <ul><li>Supervisor </li></ul><ul><li>Employee </li></ul><ul><li>Communication </li></ul><ul><li>Change </li></ul>
Pay Off <ul><ul><li>Supervisor/employee rapport </li></ul></ul><ul><ul><ul><li>Strengthening communication </li></ul></ul></ul><ul><ul><ul><li>Teamwork </li></ul></ul></ul><ul><ul><ul><li>Reduction of job remorse </li></ul></ul></ul><ul><ul><ul><li>Increase Employee retention </li></ul></ul></ul>
Risks <ul><li>Employee Turnover </li></ul><ul><li>Loss of Productivity </li></ul><ul><li>Wasted Training Financial Resources </li></ul><ul><li>Poor Resource Management </li></ul><ul><li>No Change Management Process </li></ul>
Recommendations <ul><li>Proto type per Specification </li></ul><ul><li>Website </li></ul><ul><li>Disk or Accessible Storage medium </li></ul><ul><li>Hard copy (printed version) </li></ul><ul><li>Training </li></ul>
Lessons Learned <ul><li>Team Work </li></ul><ul><li>Value Input from Others </li></ul><ul><li>Valuable Techniques </li></ul>
Conclusion <ul><li>Growth of State </li></ul><ul><li>State of </li></ul><ul><ul><li>Ohio </li></ul></ul><ul><ul><li>Orientation Program </li></ul></ul>