WIDA_FINAL

A Baldrige Performance Excellence Analysis of the
Operations Process and Workforce Results at WIDA
Lauren Brischke Mojun Li Chelsea LaRosa AnnMarie Brown
Mitch Szeflinski Melanie Gerrits Nick Mannebach
Transform Consulting
MHR 300: Organizational Behavior
December 6, 2013

2
Table of Contents
Executive Summary 2
Statement of Project Objectives 4
Organizational Profile 4-8
Key Results 9-14
Key Recommendations 14-18
Appendix & Methodology 19-33
Sources Cited & Bibliography 34

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Executive Summary
Objective
The objective of this project is to apply the Baldrige Performance Excellence Model to evaluate the
functioning of WIDA and formulate specific recommendations based on Operations Process Category and
Workforce Focus Results Category that will enhance the effectiveness and performance of WIDA.
Method
The data used to evaluate operations process and workforce focus results and formulate actionable
recommendations was collected in three ways. First the consultants held an employee interview with the
Director of Business Development and Strategy to gain insight on the organizational profile. Next, an
anonymous questionnaire was distributed with operations process and workforce focused questions to the
employees of WIDA. Then a second round of interviews was held with the HR team to gather qualitative
information on the key results, based on the survey evaluation. After completion of the report, the
consultants will conduct a formal presentation of the recommendations to WIDA.
Key Results
Based on the data collected from the interviews and survey, Transform Consulting found strengths and
opportunities for improvement in the organization’s operations and workforce focus outcomes categories.
They include:
Strength
 WIDA effectively integrates customer feedback to modify existing processes and systems to
support operational objectives and meet the needs of its customers.
Opportunities For Improvement
 WIDA does not effectively deploy their employee performance evaluation system.
 WIDA lacks communication between management and employees, showing no integration of
results that are learned from projects.
 Employees expressed a negative level of satisfaction regarding career progression and
development.
Key Recommendations
 Institutionalize the processes and systems into the organizational culture to maintain and
strengthen alignment with operational objectives through future expansion.
 Develop a formal evaluation system by increasing the number of performance review meetings to
motivate employees and keep them accountable for their goals
 WIDA lacks communication between management and employees, showing no integration of
results that are learned from projects.
 Provide individualized development plans that address each employee’s career progression and
learning objectives to improve the development system and more effectively manage career
progression in the workforce.
 Provide opportunities for advancement to meet employee’s needs for career progression.

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Statement of Project Objectives
The purpose of this project is to use the Baldrige framework to evaluate the operations process and
workforce results of WIDA. Through the use of a quantitative survey of all WIDA employees, our team
will identify the organization’s strengths and opportunities for improvement. This project will provide
recommendations and subsequent action steps to management and employees to improve operations
processes and workforce results, enhancing overall organizational effectiveness.
Organizational Profile
Organizational Environment
Products and Services
WIDA is a non-profit cooperative group that promotes educational success for English Language
Learners (ELLs) through the development and delivery of standards, assessments, research, and
professional development (both online and site-based). WIDA’s primary purpose is to provide meaningful
tools, training, and information to educators working with ELLsi
.
Some of WIDA’s products are distributed by one of WIDAs partners, the Wisconsin Center for
Education Products and Services (WCEPS) and are sold through the WIDA online store. Test materials
include test booklets, picture booklets, test administration scripts, score sheets, pre-ID labels, and score
reports. WIDA charges twenty-three dollars per child who is tested and offers an integrated solution of
resources and professional development for teachers and state administratorsii
.
Mission, Vision, and Core Values
Mission: Promote educational equity and academic achievement for linguistically and culturally
diverse students through the development and dissemination of curricular, instructional, and assessment
products and resources.
Vision: To be the most trusted resource in the education of Prekindergarten through Grade 12
language learners.
Core Values: WIDA has a “Can Do” philosophy regarding the belief in assets, contributions, and the
potential of linguistically diverse students. WIDA also values collaboration with respect to facilitating
education among educators, state and local education agencies, researchers, policy makers, and experts
worldwide. Other values include innovation through drawing from research and practice to find the best
solutions for students and educators, and service through exceeding expectations with friendly and
knowledgeable support of customers and stakeholders.

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WIDA’s Can Do Philosophy is visible:
-in their Principles of Language Development.
-in WIDA English Language Development Standards, Prekindergarten through Grade 12
-in the Can Do Descriptors.
-in all their assessments.
-in their research.
Overall, WIDA values a “Can Do” Philosophy, collaboration, innovation, and serviceiii
.
Core Competencies
The product itself would be considered a core competency as the standards and assessment are
continuously modified and refined through teacher input. The product design offers networking
opportunities and valuable cross-connections through the feedback from members of the consortium.
WIDA has a foundation for organizational growth, as the company already has member states in the
consortium who have incentive to stay with WIDA due to high switching costs. Another core competency
is the employees’ sense and display of intrinsic motivation since WIDA is not driven by profit.
Workforce Profile
WIDA currently has over 60 employees. The organization has been growing rapidly within the
last few years and recently established the department of Communication and Client Services to help
meet customer needs and facilitate interdepartmental communication. The workforce is dominated by
employees with high levels of education, mainly master degrees and doctorate degrees. Since WIDA has
become the recognized leader in the field of ELL education, it draws leading professionals from the
fieldiv
.
Key Assets
The Wisconsin Center for Education Research (WCER) provides credibility for WIDA because it
is the host institution for WIDA and one of the oldest, largest, and most productive education research
centers in the world. Other key assets include the organizational capacity for human capital and well-
developed and abundantly informed websitev
. Also, the University of Wisconsin brand is an asset as it is
a top ranked university, as well as the Madison location, which aligns with the type of business WIDA
embodies.
Key Regulatory Requirements
Since WIDA is affiliated with the University of Wisconsin – Madison, it must comply with the
rules of many regulatory agencies, as well as university and state rules.

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WIDA’s English Language Development (ELD) Standards, Data Analysis Workshops, and
Assessment Workshops must comply with the federal requirements to ensure that children with limited
English develop high levels of academic attainment in English. These standards allow ELLs to meet the
same challenging state academic content and student academic achievement standards that all children are
expected to meet.
WIDA’s ACCESS Placement TEST (W-APT) and ACCESS for ELLs comply with the federal
requirement to meet No Child Left Behind (NCLB) Title III requirements. States are mandated to
identify and annually administer a standards-based English language proficiency test to all English
Language Learners (ELLs) in grades K-12.vi
As the WIDA consortium includes over 30 member states, WIDA must also comply with terms of
interagency agreements. WIDA must comply with all the requirements of the University of Wisconsin-
Madison, such as constraints by the university pay scale through salary caps in which employees cannot
receive a raise unless they receive a change in title. vii
Organizational Relationships
Organizational Structure
The current structure of the organization consists of specialists, researchers, project managers,
administrative staff, and department directors who report to and work with executive leadership to
provide meaningful tools, training, and information to educators working with ELLs. Executive
leadership includes Communication and Business Development Director, Associate Director, and
Executive Director. The Departments include Communication and Client Services, Teaching and
Learning, Academic Language and Literacy Initiatives, Research, Assessment, and Operations. The
Associate Director oversees Teaching and Learning, Assessment, and Academic Language and Literacy
Initiatives. The Executive Director directly manages Communication and Client Services, Operations, and
Research. The head of each department supervises researchers, specialists, other managers and staff
associated with each department. WIDA is a separate entity than the Wisconsin Center for Education
Research (WCER) and the WIDA Consortium, which is a group of member states. WIDA is located on
the seventh and twelfth floors of the Educational Science building at the University of Wisconsin-
Madison. See Appendix D for formal organization chart.viii
Key Customers and Stakeholders
The majority of WIDA’s customers are educators, state and local agencies, and at the individual
level, teachers. WIDA’s “Can Do” Philosophy emphasizes the importance of the efforts from

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stakeholders, from paraprofessionals to superintendents, in making a difference in the education of ELL
students. WIDA’s largest customer is Illinois and other key customers include North Carolina, Georgia,
and the recently joined Nevadaix
.
Key Suppliers and Partners
Organizations providing development and support services to WIDA include the Wisconsin
Center for Education Research (WCER), Center for Applied Linguistics (CAL), Metritech, Inc., and
Wisconsin Center for Education Products and Services (WCEPS). The Wisconsin Center for Education
Research (WCER) is one of the most active partners, acting as the host institution. Specifically, WCER
manages complex projects that span the full scope of education, from pre-kindergarten to undergraduate
and graduate curriculum reform. CAL is based in Washington, DC and offers a range of assistance to
WIDA’s endeavors including test development and psychometrics, data analysis, ACCESS for ELLs Test
Administration Training, and professional development courses for teachers tailoring their instruction to
the WIDA ELP standards. Not only an integral part of the development of the original ACCESS test
system, CAL continues to help on multiple assessment projects. MetriTech, Inc. based in Champaign, IL
provides testing materials and a wide range of services in all phases of the development and delivery of
educational assessment products. They are responsible for the printing, scoring, reporting, and
distributing of all test materials and results. WCEPS is a non-profit organization which distributes
educational products and services created at the university to school administrators, teachers, and
students. WCEPS works closely with WIDA to distribute products WIDA creates to support ELL
educators and has been key to WIDA’s growth. Although these are the main partners and suppliers to
WIDA, others include UCLA, WestEd, Data Recognition Corporation, and many leaders in the field of
language education, curriculum development, and assessment.x
Competitive Environment
Current Competitive Position
WIDA provides services to a national market of over 30 member states in the WIDA
consortium. Their value proposition in comparison with other companies is their Can Do Philosophy,
which accentuates the positive qualities and assets of ELLs. Throughout the process of developing
products and services, WIDA envisions students as contributors to the changing educational landscape
and serve as advocates on their behalf. WIDA is also looking to grow internationally and broaden
domesticallyxi
.

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Changes in Competitive Position
To keep up with changes in technology and the schooling environment, WIDA is moving towards
computer-based testing. WIDA is also considering pursuing a new initiative towards marketing on an
individual level. Political changes have impacted WIDA’s access to funding which plays a role in their
current position. The funding team is more active in looking for financial sources to match WIDA’s
expansion needs. Also, WIDA will be moving out of its current home in the Educational Sciences
building towards a new, larger facility to accommodate organizational growth. This will allow WIDA to
enhance the research and development of their products and services and expand their market share.xii
Strategic Context
Key Strategic Challenges and Competitive Advantages
One of WIDA’s competitive advantages is the strong relationship it maintains with over 33 member
states in their consortium. The Director of Business Development and Strategy has a vast network and
relations to gain more information for meeting strategic goals, as well as involvement in many groups and
advisory committees for the federal government. These connections and interactions with groups and
other partners like the WCER provide a competitive advantage for WIDA. One strategic challenge
involves hiring and training undergraduates due to the inconsistent nature of their employment and a need
for deeper knowledge of material. A competitive disadvantage for WIDA is that they are not in the
“beltway”, like one of their main competitors English Language Proficiency Assessment (ELPA 21),
which is associated with standards developed in Washington D.C. and has more direct access to pipelines
and levels in state governmentsxiii
.
Performance Improvement System
Currently, WIDA has no effective formal or official system set in place to assess the performance
of employees. There is a more casual and open online performance planning system initiated in January
which outlines goals and the plan for the next year. This is related to the reality of limited resources to
distribute raises based on pay-for-performance methods. However, WIDA focuses on expansion of job
responsibilities through support for employee professional developmentxiv
.

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Key Results
Process Category: Operations Focus
Key Result #1 (Strength): WIDA effectively integrates customer feedback to modify existing processes
and systems to support operational objectives and meet the needs of its customers.
Supporting Evidence
 The responses to the survey question 4 in Appendix C, (“The organization designs its work
processes and systems to address the requirements of its customers.”) indicate a positive level of
approval from team members who believe the organization supports its operational objectives.
o 91% of employees agreed that WIDA has work processes and systems that focus on the
requirements of its customers.
o This survey question had the highest mean score of 4.44 out of 5. This score
demonstrates a positive result in terms of level analysis and displays a positive strength
that WIDA holds.
The organization designs its work processes and systems to address the requirements of
its customers.
Mean: 4.44/5
Interview Results
 Integrated Solution
o One of WIDA’s strength is their ability to provide its customers with a full package
integrated solution. They are able to provide its customers with a complete solution by
developing their own standards as well as their own assessments. Their ability to present
a full package solution is one of WIDA’s core competences. Further, WIDA has also
Strongly
Disagree; 0
Disagree; 0
Neutral; 3
Agree; 13
Strongly
Agree; 18
Strongly Agree: 52.9%
Agree: 38.2%
Neutral: 8.8%
Disagree: 0.0%
Strongly Disagree: 0.0%

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developed standalone assessments products that include features such as online
capabilities, early childhood development, and Spanish translations. WIDA is also able to
provide products to organizations that are already part of a different consortium.
 WIDA’s Partnerships
o WIDA has many partners such as Wisconsin Center for Education Research (WCER),
Wisconsin Center for Education Products and Services (WCEPS), Center for Applied
Linguistics (CAL). These strategic alliancesxv
have allowed them to grow their
organization and “convert research into products”. When talking about organization
partnerships, WIDA’s Director of Business Development and Strategy stated the
following: “WIDA prides itself on being customer oriented and listening to teachers
when designing and delivering its materials.” A key strength that resulted in collaborating
with these organizations has also led to valuable feedback from teachers and other key
users of WIDA’s productsxvi
.
 Proven System
o WIDA’s system has been very effective and described in an employee interview as, “10
years since the first grant, a system that is up and running”xvii
. Positive comments like this
show that members within the organization acknowledge that the operational activities
are contributing toward WIDA’s success. One of WIDA’s biggest strengths that has and
continues to contribute to this operational success is its ability to provide a valuable
service to their customers. The services they provide through their assessments and
packages add to the competitive advantage of WIDA and are essential in differentiating
themselves from their competitors. Recently, WIDA has also created a new department
called Communication and Client Services. This department focuses on the services
provided to the customers and interactions with them. This will further the differentiation
between WIDA and its competitors.
Key Result #2 (Opportunity for Improvement): WIDA does not effectively deploy their employee
performance evaluation system.
Supporting Evidence
 The responses to process category survey question 9 in Appendix C, “There is an effective
performance evaluation system” illustrates that WIDA’s employees think the process can be
modified to be more effective.

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o 79% of employees either disagreed or were neutral about WIDA having a performance
evaluation system, resulting in the lowest mean of all survey questions, 2.73
There is an effective performance evaluation system.
Mean: 2.73/5
o In an interview with an HR employee, the employee explained WIDA only performs a
performance evaluation with its employees once a year, where they set goals but it is seen
as a formality and there is no subsequent follow-up. The comments from the HR
employee reveal that WIDA is struggling with actually deploying performance
evaluations.
 In reference to workforce outcomes survey question 8 in Appendix C, “The org uses a system that
effectively rewards members for high performance and work”, employees believe that WIDA
could more effectively reward their workforce.
o Only 30% of employees agreed that WIDA uses a system that effectively rewards
members for high performance.
o The mean score for this question was 2.76, the lowest mean of workforce focused
outcome survey questions.
The organization uses a system that effectively rewards members for high performance
work.
Mean: 2.76/5
o According to a follow-up interview with an HR representative, “The University system
constrains us in terms of performance evaluations and their effectiveness.” The employee
highlighted that WIDA is not able to award an employee a raise or a bonus based on their
Strongly
Disagree; 3
Disagree;
12Neutral;
11
Agree; 5
Strongly
Agree; 2
Strongly
Disagree; 6
Disagree; 8Neutral; 9
Agree; 8
Strongly
Agree; 2
Agree: 15.2%
Neutral: 33.3%
Disagree: 36.4%
Agree: 24.2%
Neutral: 27.3%
Disagree: 24.2%

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performance because of the constraints set by the University. On the other end of the
spectrum, the employee also stated, “It is harder to fire a low performer in the University
than in a private company. Again, rating someone a low performer when you can’t exit
them from the company doesn’t have many benefits.”xviii
o WIDA is lacking support of management to ensure these goals come to fruition. The
current system of only meeting with employees once a year is seen as a formality to
employees and there is variable follow up depending on the manager facilitating these
meetings, resulting in a lack of motivation to meet these goalsxix
.
Key Result #3 (Opportunity for Improvement): WIDA lacks communication between management and
employees, showing no integration of results that are learned from projects.
Supporting Evidence
 The responses from the survey illustrate that members believe while processes have an approach,
deployment, and learning from projects there is no further integration from management into
subsequent projects.
o In response to process outcomes question 7 in Appendix C, (“There is direct
communication of results from senior management to employees.”) the mean response
was 3.29, positioning the mean in the bottom third of all survey questions. The response
shows that the employees feel management could do a better job of explaining results and
providing information as to why a project succeeded or failed for future reference.
There is direct communication of results from senior management to employees.
Mean: 3.29/5
 According to an interview with HR personnel there are several reasons why the organization is
lacking integration of results.
Strongly
Disagree; 2
Disagree;
11
Neutral; 3
Agree; 11
Strongly
Agree; 7
Agree: 32.4%
Neutral: 8.8%
Disagree: 32.4%

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 In 2013 WIDA doubled its size, going from 30 to over 60 employees and evolved from a
relatively small informal organization to a functional layout. The result has been a more
diversified yet siloed organizationxx
.
o Tasks prior to the functional layout change were primarily team-based and the new silo
mentality has caused issues, particularly with those who were used to the previous layout
and a less formalized culture.
o “WIDA HR and Operations is constantly trying to figure out what levels of cross
departmental information sharing and collaborations is optimal to keep the organization
moving forward quickly (easier to do with less collaboration) without sacrificing the
ability to work together that makes WIDA special”.xxi
 Additional issues related to the evolution of WIDA and its subsequent impact on integration
includes inexperienced and/or unqualified supervisors that don’t know how to communicate
appropriately or function how they did in the old system, focusing on individual projects.
o According to an employee interview, this may stem from the employees resistance to be
managed in the standard corporate structure. As educators, they may reject or be
reluctant to the idea of a more corporate, hierarchical, and formalized structure.xxii
Results Category: Workforce Outcomes
Key Result #4 (Opportunity for Improvement): Employees expressed a negative level of satisfaction
regarding career progression and development.
Supporting Evidence
 The employees have a negative perception regarding opportunities for career progression,
specifically on promotions and advancement.
o In response to workforce outcomes question 9 in Appendix C (“The policies for
promotion and advancement are fair.”), the mean response was 2.88, positioning the
mean response in the lowest 33% of all survey questions.
The policies for promotion and advancement are fair.
Mean: 2.88/5

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 According to an employee interview, the overall structure and evolution of the organization
creates issues for career progression and policies for advancement.
o There is a lack of resources due to the fact that “the University system is not responsive
to WIDA needs for advancing the workforce in comparison to a private company”xxiii
.
o System requirements— “Most of the ways that we meet growth needs for salary or
position changes are compromises with the system rather than doing exactly what you
would like. People accept this in exchange for the stability and benefits of working for
the University.”xxiv
 Uncertainty about the future due to the rapid expansion of WIDA, there is no formalized career
map progression, leading to overall uncertainty. Because WIDA is expanding so rapidly, a
standard career progression would be hard to establish based on the dynamic environment,
culture, and organizational structure. Although entrepreneurs may enjoy this challenge, the
majority have a reluctant understanding of the current limitations in career progression, accepting
the high-growth situation, but anxious about their personal future.xxv
Key Recommendations
Operations Process Category
Key Result #1 (Strength): WIDA effectively integrates customer feedback to modify existing processes
and systems to support operational objectives and meet the needs of its customers.
Strongly
Disagree; 3
Disagree; 5
Neutral; 18
Agree; 5
Strongly
Agree; 1 Strongly Agree: 3.1%
Agree: 15.6%
Neutral: 56.3%
Disagree: 15.6%

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RECOMMENDATION #1: Institutionalize the processes and systems into the organizational culture to
maintain and strengthen alignment with operational objectives through future expansion.
Supporting Action Steps:
 WIDA should not only utilize the new Communication and Client Services department to
continue to provide high levels of customer satisfaction but also interact with other departments
in the organization. It is important to communicate to the organization what type of problems the
client service is resolving and learn from customers to help strengthen the culture of quality
throughout the organization.xxvi
 During the WIDA Nation Conference the management of the organization should integrate the
results from the customer satisfaction surveys to all employees. WIDA already has an effective
customer feedback system, resulting in positive customer satisfaction. Employees are responsible
for sharing what they learned from customer feedback throughout their organization.xxvii
 Assign ongoing accountability for the organization’s culture to a committee of leaders and
members in the organization such as the department directors. Directors should continue to
evaluate the effectiveness of the culture and make adjustments to strengthen or sustain alignment
with the strategy of the organization.xxviii
 WIDA’s Department Directors should focus on continuously improving the systems and
processes by maintaining what they are passionate about, and what they do better than their
competitors by providing integrated solutions for customers.xxix
Key Result #2 (Opportunity for Improvement): WIDA does not effectively deploy a performance
evaluation system.
RECOMMENDATION #1: Develop a formal evaluation system by increasing the number of
performance review meetings to motivate employees and keep them accountable for their goals
 Increase the number of performance evaluation meetings with employees to twice a year, instead
of once a year.
o The initial meeting at the beginning of the year should involve a review of the previous
year’s goals and set specific, measurable, assignable, realistic, and time-based goals for
individual employees for the upcoming year.xxx

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o Employees will have a formalized second meeting with their manager to review their
progress on the current year’s goals and the manager can provide further support and
direction.xxxi
 WIDA has a strong intrinsic reward as a motivating factor due to their involvement in the
education industry. They should capitalize on this by implementing an employee of the year
program where managers nominate the top performer in their department based on goal
achievement.
 During review meetings, managers should discuss working styles with employees, providing
feedback and recommendations on how to manage their behaviors in the work environment.xxxii
o Feedback from managers should be specific, behavior-based, and constructive to provide
favorable outcomes.xxxiii
Key Result #3 (Opportunity for Improvement): WIDA lacks communication between management and
employees, showing no integration of results that are learned from projects.
RECOMMENDATION #1: In order to improve communication throughout all levels of WIDA, the
organization should develop a matrix design to better complement their strategy.
 Establish a climate for change by having management's responsible for educating their
employees’ about the necessity of change to obtain employee buy-in and to improve
communication across units.xxxiv
 The management should first introduce the idea of the matrix design to the organization, which
promotes cross functional communication and interaction within units. This design allows for the
development and improvement of project team capabilities along with the promotion of people
development. WIDA has the vertical structure of a matrix but is lacking the horizontal, cross-unit
structure.xxxv
 As some employees may not support the change to a more formalized structure, WIDA must
overcome possible resistance through education and communication about the new structure and
ask for employee suggestions regarding the change.xxxvi
 Use structured supervisor positions of each unit to help resolve issues concerning communication
and inexperience by having specific job outline and tasks.xxxvii
 Based on budgetary constraints, WIDA should hire for cultural fit within the organization and
develop their project managers. The Director of Business Strategy and Development should be

17
responsible for conducting interviews and selecting appropriate managers. The hiring for fit
evaluation should be based on the following criteria:
o Effective time management, being an open communicator, established credibility due to
their own individual success and expertise, and show confidence in their ability to align
the team with the processes and system.xxxviii
 Product or project managers should take charge of the commercialization of the products,
assigning specific tasks within their units and then providing crossover with other units to finalize
the product.
(See Appendix E for proposed matrix design)
Key Result #4 (Opportunity for Improvement): Employees expressed a negative level of satisfaction
regarding career progression and development.
RECOMMENDATION #1: Provide individualized development plans that address each employee’s
career progression and learning objectives to improve the development system and more effectively
manage career progression in the workforce.
 Management should design professional development plans which include opportunities for
advancing skills in new technologies through personal and career counseling, career development
and employability services using methods such as on-the-job training, computer-based services,
and mentoring.
o On-the-job training and ongoing development should be utilized because it is a cost-
effective way to link training to both organizational needs and employee needs. This
creates a more engaged and satisfied workforce that has more incentive to stay at WIDA
with a long-term focus because of an increased perceived link between effort and
performancexxxix
.
 Provide frequent positive and immediate feedback for workers by specifically focusing
on a behavior, describing its impact and following through on the next steps. This would
facilitate the translation of goal-directed effort to performance.xl
 Create a systematic approach for professional development funding to promote more effective use
of resources for professional development. Allocating the funds more efficiently will enhance
WIDA’s ability to plan for career development.

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o Segmenting rewards to determine the best use of funds to attract, retain, and motivate
employees.
 Modify job description and design to include additional responsibilities or increased autonomy so
employees can control their own decisions and ensure high significance of tasks associated with
each job so employees feel valued.xli
RECOMMENDATION #2: Provide opportunities for advancement to meet employee’s needs for career
progression.
 Identify the most active needs of employees and deploy a strategy that allows growth,
achievement, and advancement of employees through suggestion systems and brown bag
lunches.xlii
 Since WIDA does not have the resources for cash incentive and pay-for-performance programs
management should implement cost-effective ways to provide advancement opportunities
including
o Allowing employees the choice of which projects they want to work on
o Adding more skill development opportunities
o Utilizing internal training which enables administrative employees to develop technical
and managerial skills
o Subsidized certifications
o Rotational assignments on a progressively higher level
 Set up a formal reward system that focuses on intrinsic rewards which complements the culture at
WIDA.xliii
o Intrinsic rewards could include more responsibilities and recognition (increased
scheduling flexibility, formal career planning, free products, favorable job assignments,
formal recognition certificates, travel rewards).
o Celebrate accomplishments by recognizing high performers in award ceremonies or
newsletters. xliv
 Recognition could sufficiently substitute for cash incentives or promotions
because employees have a passion for work for reasons that go beyond money or
status, recognition and non-cash rewards can serve as opportunities for
advancement.xlv

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Appendix & Methodology
Summary Table of Key Results, Recommendations, and Supporting Action Steps
Key Results Performance
Excellence
Category
Strength or
Opportunity
for
Improvement
Recommendations Supporting Action
Steps
1. WIDA
effectively
integrates
customer
feedback to
modify existing
processes and
systems to
support
operational
objectives and
meet the needs
of its customers.
Operations
Process
Strength 1. Institutionalize the
processes and systems
into the organizational
culture to maintain and
strengthen alignment with
operational objectives
through future expansion.
1a. WIDA should
not only utilize the
new Communication
and Client Services
department to
continue to provide
high levels of
customer satisfaction
but also interact with
other departments in
the organization.
1b. During the
WIDA Nation
Conference the
management of the
organization should
integrate the results
from the customer
satisfaction surveys
to all employees.
1c. Assign ongoing
accountability for
the organization’s
culture to a
committee of leaders
and members in the
organization such as
the department
directors.
1d. WIDA’s
Department
Directors should
focus on
continuously
improving the
systems and
processes by

20
maintaining what
they are passionate
about, and what they
do better than their
competitors by
providing integrated
solutions for
customers.
2. WIDA does
not effectively
deploy a
performance
evaluation
system.
Operations
Process
Opportunity
for
Improvement
1. Develop a formal
evaluation system by
increasing the number of
performance review
meetings to motivate
employees and keep them
accountable for their goals
1a. Increase the
number of
performance
evaluation meetings
with employees to
twice a year, instead
of once a year.
1b. WIDA has a
strong intrinsic
reward as a
motivating factor
due to their
involvement in the
education industry.
1c. During review
meetings, managers
should discuss
working styles with
employees,
providing feedback
and
recommendations on
how to manage their
behaviors in the
work environment.
3. WIDA lacks
communication
between
management and
employees,
showing no
integration of
results that are
learned from
projects.
Operations
Process
Opportunity
for
Improvement
1. In order to improve
communication
throughout all levels of
WIDA, the organization
should develop a matrix
design to better
complement their strategy.
1a. Establish a
climate for change
by having
management's
responsible for
educating their
employees’ about
the necessity of
change to obtain
employee buy-in and
to improve
communication

21
across units.
1b. The management
should first
introduce the idea of
the matrix design to
the organization,
which promotes
cross functional
communication and
interaction within
units.
1c. As some
employees may not
support the change
to a more formalized
structure, WIDA
must overcome
possible resistance
through education
and communication
about the new
structure and ask for
employee
suggestions
regarding the
change.
1d. Use structured
supervisor positions
of each unit to help
resolve issues
concerning
communication and
inexperience by
having specific job
outline and tasks.
1e. Based on
budgetary
constraints, WIDA
should hire for
cultural fit within the
organization and
develop their project
managers.
1f. Product or
project managers

22
should take charge
of the
commercialization
of the products,
assigning specific
tasks within their
units and then
providing crossover
with other units to
finalize the product.
4. Employees
expressed a
negative level of
satisfaction
regarding career
progression and
development.
Workforce
Focus
Opportunity
for
Improvement
1. Provide individualized
development plans that
address each employee’s
career progression and
learning objectives to
improve the development
system and more
effectively manage career
progression in the
workforce.
2. Provide opportunities
for advancement to meet
employee’s needs for
career progression.
1a. Management
should design
professional
development plans.
1b. Create a
systematic approach
for professional
development
funding to promote
more effective use of
resources for
professional
development.
1c. Modify job
description and
design to include
additional
responsibilities or
increased autonomy
so employees can
control their own
decisions and ensure
high significance of
tasks associated with
each job so
employees feel
valued.
2a. Identify the most
active needs of
employees and
deploy a strategy
that allows growth,
achievement, and
advancement of
employees through
suggestion systems

23
and brown bag
lunches.
2b. Since WIDA
does not have the
resources for cash
incentive and pay-
for-performance
programs
management should
implement cost-
effective ways to
provide
advancement
opportunities.
2c. Set up a formal
reward system that
focuses on intrinsic
rewards which
complements the
culture at WIDA.
Appendix A: Methodology Section
Three methods were used to collect and analyze data based on the Baldrige framework and organizational
effectiveness at WIDA. These methods included:
1. Personal interview with the Director of Business Development and Strategy
To attain baseline knowledge regarding the organization itself and its mission, vision, and goals the
consultants held an interview with the Director of Business Development and Strategy. This interview
provided the consultants with information to integrate into the organizational profile. Furthermore, it
helped to set the foundation for the types of challenges and strengths the company has, guiding the
consultants on what survey categories and questions to focus on.
2. Online Survey distributed to WIDA employees
To evaluate the operations process at WIDA and be able to analyze the workforce outcome results, a
comprehensive online survey was was created and distributed. Initially the consultants collaborated and
brainstormed specific areas that the results should measured by. As a group, Transform Consulting
picked individual questions based on these targeted areas.
The survey consisted of two sections: 9 questions based on operations process and 11 questions based on
workforce outcomes. The answers were recorded on a 1-5 scale progressing from strongly disagree,
disagree, neutral, agree, strongly agree. From the respondents that completed the survey, the key results
were formulated based on the operations process and the workforce results.

24
Please see Appendix B for a copy of the survey and Appendix C for the quantitative survey results.
3. In-depth follow-up interviews with WIDA HR personnel
After the quantitative survey results, the consultants conducted follow-up qualitative interviews to fully
understand and analyze the survey results. The qualitative information gathered combined with the
survey results were the basis for the key results and following recommendations.
Appendix B: Blank Copy of Operations and Workforce Outcomes Survey
This survey is intended to facilitate the completion of a Management and Human Resources project done
in the UW School of Business. The project is designed to evaluate the functioning of an organization and
to formulate specific recommendations that will enhance the effectiveness and performance of the
organization. Your results are completely confidential.
How would you rate your
experience regarding the
operations process category?
Strongly
Disagree
Somewhat
Disagree
Neutral Somewhat
Agree
Strongly
Agree
The organization has designed work
processes and systems that support
its mission, vision, and values
The organization design facilitates
inter-departmental communication
The organization uses methods to
control the costs associated with its
work processes and systems
The organizational designs its work
processes and systems to address the
requirements of its customers
After completion of projects, does
your boss provide constructive
feedback to improve future
performance
There is effective project
management to facilitate efficient
completion of projects
There is direct communication of
results from senior management to

25
employees
The organization provides
appropriate functional group/team
sizes for completion of projects
There is an effective performance
evaluation system
How would you rate your
experience regarding the
workforce outcomes results
category?
Strongly
Disagree
Somewhat
Disagree
Neutral Somewhat
Agree
Strongly
Agree
The organization effectively manages
its members so that they can
complete their work
its members to support the
achievement of its vision and
strategic objectives
The organization implements policies
and practices that support the
wellbeing of its members
The organization creates a work
environment that supports members
doing their best work
The organization fosters a culture
that promotes open communication
and high performance
The organization implements
methods to assess the satisfaction and
engagement of its members
career progression and succession
planning for its members
The organization uses a system that
effectively rewards members for high
performance work
The policies for promotion and

26
advancement are fair
Your skills and knowledge are being
put to use with your daily tasks
I see myself working for WIDA my
entire career
Appendix C: Summary of Results
Survey Results
Question #
Strongly
Disagree(1) Disagree(2) Neutral(3) Agree(4)
Strongly
Agree(5) Mean Total
Operations
Process
1 0 5 1 19 9 3.941 34
2 2 8 4 16 4 3.353 34
3 3 9 8 8 5 3.091 33
4 0 0 3 13 18 4.441 34
5 1 4 7 15 7 3.676 34
6 3 8 2 13 8 3.441 34
7 2 11 3 11 7 3.294 34
8 1 7 7 9 10 3.588 34
9 3 12 11 5 2 2.727 33
Workforce
Outcomes
1 0 4 3 20 7 3.882 34
2 0 3 4 16 10 4.000 33
3 0 3 3 12 15 4.182 33
4 0 2 5 12 14 4.152 33
5 0 3 4 10 16 4.182 33
6 2 2 2 16 11 3.970 33
7 4 7 8 7 7 3.182 33
8 6 8 9 8 2 2.758 33
9 3 5 18 5 1 2.875 32
10 1 2 0 14 16 4.273 33
11 1 2 9 14 7 3.727 33
Operations Process Survey Questions
1. The organization has designed work processes and systems that support its mission, vision,
and values.

27
2. The organizational design facilitates inter-departmental communication.
3. The organizations uses methods to control the costs associated with its work processes and
systems.
4. The organization designs its work processes and systems to address the requirements of its
customers.
Strongly
Disagree; 0 Disagree; 5
Neutral; 1
Agree; 19
Strongly
Agree; 9
Strongly
Disagree; 2
Disagree
; 8
Neutral; 4
Agree; 16
Strongly
Agree; 4
Strongly
Disagree; 3
Disagree
; 9
Neutral; 8
Agree; 8
Strongly
Agree; 5
Strongly
Disagree; 0
Disagree; 0
Neutral; 3
Agree; 13
Strongly
Agree; 18
Agree: 55.9%
Neutral: 2.9%
Disagree: 14.7%
Agree: 47.1%
Neutral: 11.8%
Disagree: 23.5%
Agree: 24.2%
Neutral: 24.2%
Disagree: 27.3%
Agree: 38.2%
Neutral: 8.8%
Disagree: 0.0%

28
5. After completion of projects, your boss provides constructive feedback to improve future
performance.
6. There is effective project management to facilitate efficient completion of projects.
7. There is direct communication of results from senior management to employees.
8. The organization provides appropriate functional group/team sizes for completion of
projects.
Strongly
Disagree; 1
Disagree; 4
Neutral; 7
Agree; 15
Strongly
Agree; 7
Strongly
Disagree; 3
Disagree; 8
Neutral; 2
Agree; 13
Strongly
Agree; 8
Strongly
Disagree; 2
Disagree;
11
Neutral; 3
Agree; 11
Strongly
Agree; 7
Strongly
Disagree; 1
Disagree; 7
Neutral; 7
Agree; 9
Strongly
Agree; 10
Agree: 44.1%
Neutral: 20.6%
Disagree: 11.8%
Agree: 38.2%
Neutral: 5.9%
Disagree: 23.5%
Agree: 32.4%
Neutral: 8.8%
Disagree: 32.4%
Agree: 26.5%
Neutral: 20.6%
Disagree: 20.6%

29
9. There is an effective performance evaluation system.
Workforce Outcomes Survey Questions
1. The organization effectively manages its members so that they can complete their work.
2. The organization effectively manages its members to support the achievement of its vision
and strategic objectives.
3. The organization implements policies and practices that support the wellbeing of its
members.
Strongly
Disagree; 3
Disagree;
12Neutral;
11
Agree; 5
Strongly
Agree; 2
Strongly
Neutral; 3
Agree; 20
Strongly
Agree; 7
Strongly
Neutral; 4
Agree; 16
Strongly
Agree; 10
Agree: 15.2%
Neutral: 33.3%
Disagree: 36.4%
Agree: 48.5%
Neutral: 12.1%
Disagree: 9.1%
Agree: 58.8%
Neutral: 8.8%
Disagree: 11.8%

30
4. The organization creates a work environment that supports members doing their best
work.
5. The organization fosters a culture that promotes open communication and high
performance.
6. The organization implements methods to assess the satisfaction and engagement of its
members.
Strongly
Neutral; 3
Agree; 12
Strongly
Agree; 15
Strongly
Neutral; 5
Agree; 12
Strongly
Agree; 14
Strongly
Neutral; 4
Agree; 10
Strongly
Agree; 16
Strongly
Disagree; 2
Disagree; 2
Neutral; 2
Agree; 16
Strongly
Agree; 11
Agree: 36.4%
Neutral: 9.1%
Disagree: 9.1%
Agree: 36.4%
Neutral: 15.2%
Disagree: 6.1%
Agree: 30.3%
Neutral: 12.1%
Disagree: 9.1%
Agree: 48.5%
Neutral: 12.1%
Disagree: 9.1%

31
7. The organization effectively manages career progression and succession planning for its
members.
8. The organization uses a system that effectively rewards members for high performance
work.
9. The policies for promotion and advancement are fair.
10. Your skills and knowledge are being put to use with your daily tasks.
Strongly
Disagree; 4
Disagree; 7
Neutral; 8
Agree; 7
Strongly
Agree; 7
Strongly
Disagree; 6
Disagree; 8Neutral; 9
Agree; 8
Strongly
Agree; 2
Strongly
Disagree; 3
Disagree; 5
Neutral; 18
Agree; 5
Strongly
Agree; 1
Strongly
Disagree; 1
Disagree; 2
Neutral; 0
Agree; 14
Strongly
Agree; 16
Agree: 21.2%
Neutral: 24.2%
Disagree: 21.2%
Agree: 24.2%
Neutral: 27.3%
Disagree: 24.2%
Agree: 15.6%
Neutral: 56.3%
Disagree: 15.6%
Agree: 42.4%
Neutral: 0.0%
Disagree: 6.1%

32
11. I see myself working for WIDA my entire career.
Appendix D: Organizational Chart
Strongly
Neutral; 9
Agree; 14
Strongly
Agree; 7
Agree: 42.4%
Neutral: 27.3%
Disagree: 6.1%

33
Appendix E: Proposed Matrix Design

34
Sources Cited
i
http://www.wida.us/index.aspx
ii
HR Manager, WIDA
iii
http://www.wida.us/index.aspx
iv
HR Associate, WIDA
v
Director of Strategy and Business Development, WIDA
vi
http://www.wida.us/membership/NCLB.aspx
vii
Director of Strategy and Business Development, WIDA
viii
HR Associate, WIDA
ix
HR Associate, WIDA
x
http://wida.us/aboutus/partners.aspx
xi
Director of Business Development and Strategy, WIDA
xii
xiii
xiv
HR Associate, WIDA
xv
Kuzuhara, Loren. Strategic Management Webinar, Sept 25 2013
xvi
xvii
xviii
HR Manager, WIDA
xix
HR Associate, WIDA
xx
HR Personnel, WIDA
xxi
HR Associate, WIDA
xxii
HR Associate, WIDA
xxiii
HR Manger, WIDA
xxiv
HR Associate, WIDA
xxv
HR Representative, WIDA
xxvi
Kuzuhara, Loren. Organizational Culture Webinar, Oct 16 2013
xxvii
xxviii
Kuzuhara, Loren. Organizational Culture Webinar, Oct 16 2013
xxix
xxx
Kuzuhara, Loren. Work Motivation and Performance Webinar, Nov 8 2013
xxxi
xxxii
Kuzuhara, Loren. Individual Differences & Personal Effectiveness Webinar, Oct 20 2013
xxxiii
Kuzuhara, Loren. Communication Webinar, Nov 21 2013
xxxiv
Kuzuhara, Loren. Organizational Change Webinar, Oct 7 2013
xxxv
Kuzuhara, Loren. Organizational Design Webinar, Sept 26 2013
xxxvi
Kuzuhara, Loren. Organizational Change Webinar, Oct 7 2013
xxxvii
xxxviii
Kuzuhara, Loren. Communication Webinar, Nov21 2013
xxxix
xl
Kuzahara, Loren, Communication, Nov 20 2013
xli
xlii
Kuzuhara, Loren, Communication, Nov 20 2013
xliii
Kuzahara, Loren, Organizational Culture, Oct 16 2013
xliv
Kuzahara, Loren, Individual Differences & Personal Effectiveness, Oct 21 2013
xlv
Kuzahara, Loren, Individual Differences & Personal Effectiveness, Oct 21, 2013
Bibliography
WIDA. (2011). Retrieved from http://www.wida.us/index.aspx
No child left behind and WIDA. (2011). Retrieved from http://www.wida.us/membership/NCLB.aspx
Partners & Links. (2011). Retrieved from http://wida.us/aboutus/partners.aspx

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