Workforce Development Pilot Program Superior Court of California, County of Orange

1. Workforce Development Pilot Program Superior Court of California, County of Orange WRIPAC – Napa, April 2008

2. Program Overview • Individual Assessments • Related Reading • Individual Coaching & Mentoring Sessions • Individual Development Plans • Group Workshops • Brown Bag Lunches with Speakers

3. WDP Selection Planning • Identified critical positions at the Executive and Upper Management level • Merit-based approach limited to only management level positions • Similar to a recruitment process. Self selection by online application

4. Phase 1 Promotability Evaluation based on Court Competencies Situational Judgment Test Phase 2 Interview based on 16 PF assessment tool Presentation to panel of two Chief Officers and an outside consultant Selection Process

6. Situational Judgment Test Example Courtesy of Dennis Joiner and Associates

7. Results of Selection • 24 applicants • 20 eligible (management level) that participated in Phase 1 • 12 participated in Phase 2 • 8 selected into program

8. Ground Rules • Confidentiality • Safe Environment • Respect, Trust and Honesty • Accountability ~ Sharing IDP with managers ~ Updates on progress ~ Periodic meetings between HR Coaches, manager and participant ~ Coaches and Mentors are here to support and advise, not to give directives. Each participant is accountable for their own development plan.

9. Assessments • Institute for Personality and Ability Testing (IPAT) 16PF www.ipat.com • Keirsey Temperament Sorter www.keirsey.com • Hartman-Kinsel Profile www.hartmaninstitute.org • PROFILOR 360º www.personneldecisions.com

10. Related reading • Type Talk at Work • Now, Discover Your Strengths ~includes Clifton Strength Finder Inventory • The Emotionally Intelligent Manager • Selling Yourself Without Selling Out

11. HR Coaches Internal/External Specific training on professional coaching Certified in use of assessments Create self-awareness around strengths and weaknesses Help people identify goals and create action plans Mentors Internal Senior level with expertise in organization “Bigger picture” role – broader organizational perspective Multiple work experiences for sharing Personal advocate Organizational and career maneuvering Coaching and Mentoring

12. 3 Tiered Approach • Mentors • Specialty Coaches • HR Coaches

13. Specialty Coaches Different from HR Coaches and Mentors: • Experts in designated organizational area • Help strengthen knowledge of specific area • Provides better understanding of areas outside the participant’s natural environment • Helps participant understand how the specific area fits into to organization to create the whole picture

14. Specialty Coaches Lunch and Learn Informational Sessions • Networking • AOC/Judicial Committees • How to Promote within the Court • Budgeting 101 • Court Operations

15. HR Coaches • They facilitate professional growth. • They offer career guidance. • They encourage leadership development. • They offer help with the formation of employee IDP. • They listen, listen, listen!!! And ask many, many questions! • They keep employees focused on career objectives. • They offer support while employees stretch outside his/her comfort zone.

16. Creating A Partnership • Coaches listen carefully to understand your interests, opinions and concerns. • They pay attention to the choices you make. • They help clarify your expectations. • They provide candid, yet tactful feedback.

17. Promoting Persistence • Coaches periodically review your goals and ask about your progress. • They encourage you to keep pushing forward. • They help you set realistic expectations for progress. • They provide ongoing feedback to recognize progress.

18. Development Planning • Coaches collaborate with you to identify developmental objectives. • They focus on current performance and future opportunity. • They focus on your priorities as they relate to the court’s needs. • Coaches give specific feedback, support and encouragement. • Coaches expect you to be accountable for your actions.

19. Mentors • Develop leaders within the organization which nurtures commitment, retention, and succession planning • Provides guidance and assistance and can foster long-term relationships • Inspires creativity and idea exposure • Helps others see what they cannot see for themselves • Exposes others to situations which they normally wouldn’t be exposed to

20. Bottom Line Coaches and mentors will partner to: • Establish clear goals • Make conscious choices • Inspire & motivate development • Support growth • Take action

21. Individual Development Plans • Development FIRST Workbook ~ FIRST Learning Plan * Focus on priorities * Implement something everyday * Reflect on what happens * Seek feedback and support * Transfer learning to the next level Courtesy of Personnel Decisions International

22. GAPS GridEngage and Inspire Courtesy of Personnel Decisions International

23. Managing Expectations • Manager support ~ Encourage meetings with participants on development plans ~ Work with HR Coaches and participants in creating stretch assignment ~ HR Coaches also here to support managers

24. Feedback Survey Lessons Learned: • Make sure participants have a say in choosing his/her mentor • Create a plan and communicate in advance • Do not over-assess

25. Feedback Survey Positive Outcomes: • Manager’s see improvement in performance in current jobs • Participants learning what is expected at the next level position • Participants having better relationships with direct reports and sharing developmental experiences, techniques and tips

26. Next Steps • Conduct a mini 360° feedback assessment to measure progress • Roll out next generation • Track 1 for Managers • Track 2 for Supervisors

27. Thank You for Your Attention!!! Questions???