EMPOWERED WORKGROUPS (EW)
El propósito de Empowered Workgroups, perteneciente al Nivel 4, es determinar los grupos de trabajo con sus responsabilidades y autoridad para determinar cómo llevar a cabo las actividades del negocio de manera mas efectiva. Esta área de proceso involucra el delegar la responsabilidad y autoridad respecto de los resultados del trabajo; y entrenar a los miembros respecto de las técnicas y procesos necesarios para realizar los trabajos.
Goals
1- Empowered workgroups are delegated responsibility and authority over their work processes.
2- The organization’s workforce practices and activities encourage and support the development and performance of empowered workgroups.
3- Empowered workgroups perform selected workforce practices internally.
4- Empowered Workgroups practices are institutionalized to ensure they are performed as defined organizational processes.
Commitment to Perform
1- The organization establishes and maintains a documented policy for
conducting Empowered Workgroups activities.
2- An organizational role(s) is assigned responsibility for coordinating empowerment activities and tailoring workforce practices to support empowered workgroups.
Ability to Perform
1- Each empowered workgroup has an individual(s) or organizational entity that is assigned responsibility as its sponsor and to whom it is accountable.
2- Adequate resources are provided for performing Empowered Workgroups activities.
3- All affected parties develop the knowledge, skills, and process abilities needed to develop effective relationships with empowered workgroups.
4- Individuals responsible for tailoring or administering workforce practices for empowered workgroups develop the knowledge, skills, and process abilities needed to perform their responsibilities.
5- The practices and procedures for performing Empowered Workgroups are defined and documented.
Practices Performed
1 Work responsibilities are designed to provide an empowered workgroup with optimal control over an integrated set of business activities.
2 Empowered workgroups are formed with a statement of their mission and authority for accomplishing it.
3 The individual(s) or organizational entity to which an empowered workgroup is accountable provides business objectives and negotiates responsibilities and commitments with the empowered workgroup.
4 Empowered workgroups are delegated the responsibility and authority to determine the methods by which they will accomplish their committed work.
5- Empowered workgroups use appropriate methods for making decisions on their commitments and methods of operation.
6- The organization’s work environment supports the development and performance of empowered workgroups.
7- The organization’s workforce practices are tailored for use with empowered workgroups.
8- Responsibility and authority for performing selected workforce activities is delegated to empowered workgroups.
9- Empowered workgroups tailor workforce activities delegated to them and plan for their adoption.
10- Empowered workgroups perform the workforce activities delegated to them.
11- Empowered workgroups participate in managing their performance.
12- Adjustments to the compensation of members of empowered workgroups are based, in part, on issues related to workgroup performance.
Measurement and Analysis
1- Measurements are made and used to determine the status and performance of workforce practices for empowering workgroups.
2- Measurements are made and used to determine the effectiveness of workforce practices for empowering workgroups.
Verifying Implementation
1- A responsible individual(s) verifies that the organization’s workforce practices for empowering workgroups are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.
2- Executive management periodically reviews the organization’s Empowered Workgroups activities, status, and results; and resolves issues.
3- The definition and use of empowered workgroup performance data are periodically audited for compliance with organizational policies.
COMPETENCY BASED ASSETS (CBA)
El propósito de Competency Based Assets, perteneciente al Nivel 4, es capturar el conocimiento, experiencia y habilidades desarrolladas en la realización de los procesos basados en la competencia. Esto se realiza con la finalidad de aumentar la capacidad y el performance. Se tiene un conjunto de información en formato estándar, lo cual llegar a ser un componente de una o más competencias de las fuerzas de trabajo. Las prácticas de las fuerzas de trabajo y las actividades son ajustadas de acuerdo al desarrollo y uso de los activos basados en la competencia.
Goals
1- The knowledge, experience, and artifacts resulting from performing competency-based processes are developed into competency-based assets.
2- Competency-based assets are deployed and used.
3- Workforce practices and activities encourage and support the development and use of competency-based assets.
4- Competency-Based Assets activities are institutionalized to ensure they are performed as defined organizational processes.
Commitment to Perform
1- The organization’s stated values encourage knowledge sharing between individuals and workgroups, when appropriate.
2- The organization establishes and maintains a documented policy for developing and using competency-based assets.
3- An organizational role(s) is assigned responsibility for coordinating across the organization the activities involved in capturing and reusing competency-based assets.
Ability to Perform
1 Within each unit, an individual(s) is assigned responsibility and authority for ensuring that members of the unit participate in capturing and using competency-based assets, as appropriate.
2- A responsible individual(s) coordinates the activities for capturing and using competency-based assets within each workforce competency.
3- Adequate resources are provided for capturing and using
competency-based assets.
4- Those responsible for various tasks involved in developing and deploying the organization’s competency-based assets develop the knowledge, skills, and process abilities needed to perform their responsibilities.
5- Individuals involved in capturing or using competency-based assets develop the knowledge, skills, and process abilities needed to perform their responsibilities.
6- The practices and procedures for capturing or using competency-based assets are defined and documented.
Practices Performed
1- Individuals and workgroups capture and retain information and artifacts that emerge from performing competency-based processes.
2- Communication vehicles are established to support the sharing of competency-based information and artifacts within and among competency communities.
3- A strategy for developing and deploying competency-based assets is created for each affected workforce competency.
4- Selected components of competency-based information and artifacts are organized into competency-based assets and made available for use.
5- Competency-based assets are updated to reflect periodic revisions in the knowledge, skills, and process abilities constituting workforce competencies.
6- Competency-based assets are integrated into competency-based processes and related technologies, as appropriate.
7- Individuals and workgroups use competency-based assets in performing their business activities.
8- Information resulting from the use of competency-based assets is captured and made available.
9- Competency development activities incorporate competency-based assets.
10- Mentoring or coaching activities are organized to deploy competency-based assets.
11- Workforce practices and activities encourage and support the development and use of competency-based assets.
12- Compensation practices and activities are defined and performed to motivate the development and use of competency-based assets.
Measurement and Analysis
1- Measurements are made and used to determine the status and performance of activities for contributing to and using competency- based assets.
2- Measurements are made and used to determine the effectiveness of competency-based assets on improving competencies and performance.
Verifying Implementation
1- A responsible individual(s) verifies that the organization’s activities for developing and using competency-based assets are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.
2- Executive management periodically reviews the Competency-Based Assets activities, status, and results; and resolves issues.
3- The definition and use of competency-based assets measures and information are periodically audited for compliance with organizational policies.