ORGANIZATIONAL PERFORMACE ALIGNMENT (OPA)
El propósito de Organizacional Performance Alignment, perteneciente al Nivel 5, es aumentar la correspondencia de los resultados del performance respecto del performance de la organización y de los objetivos del negocio. Esta área de proceso se basa en el análisis de los procesos basados en la competencia. Este análisis permite administrar las actividades de fuerza de trabajo para lograr los objetivos de negocio de la organización.
Goals
1- The alignment of performance among individuals, workgroups, units, and the organization is continuously improved.
2- The impact of workforce practices and activities on aligning individual, workgroup, unit, and organizational performance is continuously improved.
3- Organizational Performance Alignment 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 aligning performance across individuals, workgroups, units, and the organization.
2- An organizational role(s) is assigned responsibility for coordinating performance alignment activities across the organization.
Ability to Perform
1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring the unit’s involvement in the organization’s performance alignment activities.
2- Adequate resources are provided for performing Organizational Performance Alignment activities.
3- Individuals performing Organizational Performance Alignment activities develop the knowledge, skills, and process abilities needed to perform their responsibilities.
4- Individuals and workgroups participating in Organizational Performance Alignment activities receive appropriate orientation in Organizational Performance Alignment practices.
5- The practices and procedures for performing Organizational Performance Alignment are defined and documented.
Practices Performed
1- Workgroups continuously improve the alignment of performance
among individuals and across the workgroup.
2- Units align performance among individuals, workgroups, and other entities within the unit.
3- The organization aligns performance across units and with the organization’s business objectives.
4- The impact of the organization’s workforce practices and activities on aligning performance is understood quantitatively.
5- The impact of workforce practices and activities on performance alignment is managed quantitatively.
6- Evaluations of the impact of workforce practices and activities on performance alignment are used in performing other business and workforce activities.
Measurement and Analysis
1- Measurements are made and used to determine the status and performance of the organization’s performance alignment activities.
2- Measurements are made and used to determine the effectiveness of the organization’s performance alignment activities.
Verifying Implementation
1- A responsible individual(s) verifies that the organization’s performance alignment activities 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 performance alignment activities, status, and results; and resolves issues.
3- The definition and use of measures of individual, workgroup, unit, and organizational performance are periodically audited for compliance with organizational policies.
CONTINUOUS WORKFORCE INNOVATION (CWI)
El propósito de Continuous Workforce Innovation, perteneciente al Nivel 5, es identificar y evaluar las prácticas de las fuerzas de trabajo mejoradas, e implementar mejoras o innovaciones en la organización. las personas son responsables de mejorar continuamente el performance de las actividades de la fuerza de trabajo. Un grupo es responsable de coordinar las mejorar de las prácticas de la fuerza de trabajo. Estas mejoras son evaluadas cuantitativamente y los resultados son comunicados a la fuerza de trabajo.
Goals
1- The organization establishes and maintains mechanisms for supporting continuous improvement of its workforce practices and technologies.
2- Innovative or improved workforce practices and technologies are identified and evaluated.
3- Innovative or improved workforce practices and technologies are deployed using orderly procedures.
4- Continuous Workforce Innovation 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 Continuous Workforce Innovation activities.
2- An organizational role(s) is assigned responsibility for coordinating the continuous innovation and improvement of workforce practices across the organization.
Ability to Perform
1- Within each unit, a responsible individual(s) coordinates actions regarding proposals for improving workforce practices and activities and manages deployment of improvements or innovations.
2- Adequate resources are provided for continuously improving workforce practices and activities.
3- Those responsible for continuously innovating and improving workforce practices and activities develop the knowledge, skills, and process abilities needed to perform their responsibilities and to apply relevant evaluation methods and continuous improvement techniques.
4- Individuals receive orientation or preparation in the innovative or improved workforce practices and technologies adopted by the organization.
5- The practices and procedures for performing Continuous Workforce Innovation are defined and documented.
Practices Performed
1- The organization establishes a framework for continuously improving its workforce practices and activities.
2- Individuals and workgroups are empowered to continuously improve their performance of workforce activities.
3- A continuous improvement program is established to encourage individuals and workgroups to propose improvements to workforce practices and activities.
4- Workforce opinions about their working conditions are periodically evaluated to identify areas that would most benefit from innovative or improved practices.
5- Data regarding the impact of the organization’s workforce practices and activities are analyzed to identify areas that would most benefit from innovative or improved practices.
6- Quantitative objectives are established for improving the impact of workforce practices and activities.
7- The organization continuously investigates innovative workforce practices and technologies.
8- Innovative and improved workforce practices and technologies are evaluated and selected for implementation.
9- When appropriate, innovative or improved workforce practices or technologies are evaluated in trials to evaluate their benefits and most effective methods for implementation.
10- The deployment of innovative or improved workforce practices or technologies is planned and prepared.
11- Innovative or improved workforce practices and technologies are implemented according to their deployment plans.
12- The effectiveness and benefits of innovative or improved workforce practices and technologies are evaluated quantitatively.
13- The status and results of the organization’s Continuous Workforce Innovation activities are periodically reviewed and communicated across the organization.
Measurement and Analysis
1- Measurements are made and used to determine the status and performance of activities for continuously innovating and improving workforce practices and activities.
2- Measurements are made and used to determine the effectiveness of continuously innovating and improving workforce practices and technologies.
Verifying Implementation
1- A responsible individual(s) verifies that the activities for continuously innovating and improving workforce practices are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.
2- Executive management periodically reviews the Continuous Workforce Innovation activities, status, and results; and resolves issues.