Description
This approach focuses on identifying and using the different strengths that employees bring to the workplace to promote high levels of engagement. Knowledge of strengths helps in putting together work teams for projects; it helps employees bring more enthusiasm and energy to work. Research by the Gallup
Organization demonstrates that people who use their strengths nearly every day at work are much more likely to be and remain engaged employees. According to Gallup, engaged employees "work with passion and feel a profound connection with their company. They drive innovation and move the organization forward."
Target audience - All employees
Time frame
Currently done as a regular part of Executive Leadership Institute and Management Academy. Occasionally Now Discover Your Strengths is used as part of a department retreat or a team initiative
Format
Strengths identification is done through reading the book, Now Discover Your Strengths and taking an online inventory. Five signature strengths are identified. Group activities then help participants plan how to use their strengths for the success of their team.
Another option to identify strengths is to go to
http://www.authentichappiness.sas.upenn.edu/ and take the VIA Signature Strengths questionnaire. There is no charge for this inventory.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed?
Over 100 employees of the organization have participated in formal programs identifying their strengths.
Employees are encouraged to take the initiative to find out what their strengths are and to cultivate them. Managers throughout the organization need to take steps to identify and build on the strengths of their employees. Building a strengths based organization will increase employee engagement and ultimately lead to enhanced citizen satisfaction.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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Preparing to Compete for Promotions
Description
Often, promoting from within is in the best interest of the organization as well as our employees. Internal employees who have developed expertise and leadership skills bring knowledge of the culture and existing relations to their new positions. Qualified employees need to be able to compete successfully with candidates from outside the organization. Assistance and training with the following components could help these internal candidates be successful:
Resume preparation and revision
Assessment center practice and feedback.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed?
This component is currently unavailable. One class in assessment center practice and feedback was conducted for interested Management Academy and ELI graduates. Additional resources will be necessary for this to be regularly available.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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Dual Track Career Paths
Description
Promotion into a supervisory position should not be the only way employees are able to move to a higher level. Unique technical skills and specialization are pathways to professional advancement in many organizations and need to be more available here.
Primary lead partner - Human Resources and Department Directors
What’s happening now and what’s needed?
Some departments (for example, Public Works – Engineering and Technology Solutions) have made headway in this area. Examples of career tracks need to be shared throughout the organization.
For additional information and to contribute ideas and energy
Contact:
Alethea.Bell@durhamnc.gov 560-4214
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Getting Employees to the Right Place
Forecasting
Description
A systematic review of future organizational priorities and goals to include:
- What skills will our workforce need in the future?
- What talents are we going to need as a result of the new demands of the work environment?
- What are our needs going to be?
- What will we be doing 5 years from now?
Outline strategies identifying what we should do as an organization to prepare in the areas of workforce development for current and future employees.
Target audience - The entire organization will be involved.
Time frame
The negative impact of increasing number of retirements and changing environment may be diminished with early long term strategic planning.
Format
Conduct a comprehensive study that looks at departmental and organization-wide trends and projected needs.
Primary lead partner - Executive Team and Human Resources
What’s happening now and what’s needed? - No organized effort is currently underway.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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Talent Bank
Description
A talent back is a way for employees to make their skills, knowledge, strengths, and interests public to the organization so that managers who need these talents for short term projects, new positions or existing vacancies can access these skills sets. This would increase opportunities to grow and develop internal talent.
Target audience
Employees who want the opportunity to use and further develop skills and abilities that they may not be fully using in their current positions. Managers who have needs that cannot be met with their current employees.
Time frame - Varies according to the project or need.
Format
This could potentially take the form of employee maintained web pages where employees could post their interests and managers could “shop” for needed skills.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed?
A potential sponsor might be EO/EA if that department could include an internal component. This plan could build on the recommendations of the Business Practices Task Team.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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SOPS and Turnover Files
Description
Create a way for employees more structured transitions when employees leave positions so that the Standard Operational Procedures (SOPs) and processes are communicated in an efficient and effective manner. If implemented effectively, this would provide a decrease in knowledge loss.
Target audience
All employees within the organization, but especially those who contemplate retirement in the next year or so.
Time frame - This would vary according to the project or need.
Format
Mikel Simpson created a formatted turnover file for his position of Water Billing Crew Chief that could be utilized as a sample template.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed?
Work unit supervisors and employees should evaluate their procedures and processes for creating SOP’s and Turnover Files.
For additional information and to contribute ideas and energy
Contact:
Mike.Simpson@durhamnc.gov 560-4186 x248
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Job Descriptions Library
Description
Create a database with all job descriptions for all positions currently in existence.
Target audience - All employees within the organization.
Time frame - This project could be completed with support of individual Departments.
Format
An online job database already exists but many positions are not represented in the database.
Jobs Library
Primary lead partner
Human Resources
What’s happening now and what’s needed?
Individual Departments and Human Resources need to work together to complete this database.
For additional information and to contribute ideas and energy
Contact:
Alethea.Bell@durhamnc.gov 560-4214 x270
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