HomeMy WebLinkAboutWS Item 02 - Grapevine University �S r��� � � t ;
MEMC} TO: H4NORAB�E MAYC?R AND MEMBERS t�F THE CiTY COUNCIL
FR{�M: BRUNC} RUMBEL(�W, CITY MANAGER ��
MEETING DATE: FEBRUARY 1, 2011
SUBJECT: Wt�RKSH4P— GRAPEVINE UNiVERSITY PRESENTATiUN
4ne of the issues discussed in my 2010 Performance Evaluatian — Acti,on Plan was the
issue of emp(oyee development and department succession pians. i wili present the
Grapevine University concept which is being designed to address these needs and may
aisa address ofiher develapmentai areas.
Althaugh the underlying purpc�se of Grapevine University is to perpetuate Grapevine's
culture, City management and the department heads on the committee are expCoring the
appropriafie directions for the project including a revised New Empiayee Orientation
(NEC3) program, new perforrnance evaivation system, as we(i as a leadership
deveiopment pragram and succession pianning.
Work an th� Grapevine University project began when ail department heads and the
CM(J met in October 20�0 ta deve(op a Business Cu(ture Policy Statem�nt (draft
attached). This Statement identifies Grapevine's core values and will be used far such
things as:
• communicating the culture to help new employees assimilate guickly and
successfully,
• developing leadership skilfs in {onger-terrn employees, and
■ measuring potentia! future leaders for key roles in the organizatior�.
January 28,2011 (9:14AM)
Gity of Grapevine
DRAFT #2 �
Business Cuiture Guiding Values
How We Treat People
One 7ouch Probfern Solving: We meet citizen needs as promptiy as possible by pushing
decision making downward, with high levels of accountability and training, and by equipping all
af our employees to be problem solvers. We believe the person doing the job knows it best,
and should be praperly enabled ta da so.
Urgency: We react to citizen cancerns with a dear sense of urgency and seriousness of purpose
that leaves na question w,e are committed to providing the best possible service to our citizens
as rapidly as possible.
Community Engagement» We pramate the highest interests of the Grapevine community—
both within and outside of the organization —through involvemer�t in our community.
involvement builds cammitment and drives success. � .
Resuits Orientation: While we always suppos-t the ir�tegrity of our processes, we never use our
processes as an excuse ta avoid problem solving, assuming individual respansibility for suceess
at every task.
Servant Leadership: We operate with an attitude of genuine humility, aiways recagnizing both
the nobili#y and obligations of aur responsibility as "public servants".
Human Dignity and Respect: We treat everyone�nrith dignity and respect regardless of the
circumstances or of their socia{ or economic standing. We serve the public interest and the
collective good, but individual peaple and their needs, are aur benchmark.
How We Lead Our Emplovees
Hiring and Promoting Excellence: We bui(d and support hiring and promotion systems that
help us recruit, select, develop and promote high performing individuals. We do not take this
for granted, but take pride in ourselves, our jobs, and the highest performance standards.
- Empowered and Accountable: We hold our employees accountable for their performance and
' � results, and empower our employees to use their talents, skills and intellect to take initiative,
make a difference and achieve greatly.
Employee Development: Our employees are the primary reason for our success. We invest in
training and developing them to their fullest potential and equipping them to be their best. We
encourage employees to pursue personal growth and development to attain their fullest
potential.
Open Communication:We recognize communication is the foundation for a high trust
environment, and that high trust is the foundation for high performance. We communicate
both internally and externally in ways that are open, honest, consistent and frequent. In
addition,we are aggressively committed to listening to both supporters and critics, constantly
� seeking ways to improve.
Learning Environment: We are a learning organization, constantly hungering to become
- better. We recognize we learn when we make mistakes, and that the mistakes do not matter
as much as how we respond to them.
Individual Contribution—Team Effort: The contributions of every employee are essential to
our overall success, and we understand the quality of service we deliver is measured one
_ interaction at a time. We achieve more by working together than we can separately, and
recognize achievement and dedication are accomplished by diligently and quietly performing
the routine and essential tasks.
Support for Family Values: We honor the commitment required of our employees to have
healthy and happy families.
Family Atmosphere: We strive to nurture a workplace in which our employees are healthy and
happy, and recognizing that all of our employees are "family".
Lead by Example: We believe that true leadership demands we walk the talk of our values.
How.We Manaqe Our Resources
Stewardship: We recognize we have been entrusted with.the duty of using citizen owned
resources to advance the interests of our entire community. We use those resources with an
� intense commitment to ensuring they are used well and responsibly with a high degree of
attention to both efficiency and effectiveness.
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Prioritization: We realize we have limited resources, and can not do everything we desire, or -
even that needs to be done. As a result, we use our professional expertise to set priorities, and � _
discipline ourselves to focus on the highest priorities first.
Constant Improvement:We are committed to pursuing constant improvement through hard
work, creativity and innovation. Our goal is continuous improvement in all that;we do, and
. recognize that all improvement begins with me. '�
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High Accountability: We embrace a culture of accountability and are committetl to
implementing the processes and mechanisms which contribute to such. '
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- How We Make Decisions '
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Integrity: We always, under every circumstance, and in every situation, act witli integrity and
honor the public trust by following the highest ethical standards. .
Evidence Based Decision Making: We are committed to making decisions based on accurate,
reliable and readily available data and evidence rather than on emotion, or the way we have '
always done it, always valuing informed decisions. 'i �
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Solutions Based Not Problems Based:We have a rigorous understanding of the;challenges we
face, but will focus on solutions more than the problems. -
Strategic: We always consider the long term in our decisions and actions, envisioning,
preparing for, and shaping our future. �;
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Institution Before Self: We recognize that our service to the community is a noble calling and
that we are involved in a mission that is larger than our own personal needs and desires.
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How We Confront Challenaes � I,
Change Management: We operate with flexibility and a constant readiness to embrace change
to become better, while being wise enough to know what should not be changed.
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Positive Attitude: We are positive in how we tackle even the toughest issues, displaying
contagious optimism, confident but not arrogant. We believe in and share the values of the ___
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— organization and are committed to sharing them and passing them on to coming generations of
' ' leaders.
Balance: We recognize that most challenges are not simple decisions between right and wrong,
but involve complex choices between competing good options. We work to find and maintain
balance in all our decisions.
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Philosophieal Context of the Plan
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An ideal employee development program must be: '
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1. Noble — it recognizes and honors the sense that_public service is a calling and that integrity is
always paramount. �
2. Holistic—it addresses both personal and professional development. �i
3. Challenging—it teaches genuine humility,thoughtfulness and a hunger to constantly learn.
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4. Thorough—it covers all major aspects of leadership. �
5. Honest—it deals with brutal reality. �
6. Collaborative—it helps participants learn from many people and sources. �
7. Reformational—it inspires and channels a_desire to make things better. j
8. Hands on—it lets the participants engage in real world problem solving. �
9. Rigorous—it requires participants to invest to gain the most. � `
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- 10. Comprehensive — it addresses all four of the primary leadership roles = technical leader,
strategic business leader, change leader,and influence leader.
11. Developmental — it addresses all four leadership dimensions— relational, operational, systems
and strategic leadership.
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Components Included in the Plan . -
Several specific training components will be included in the overall program. These include: -
1. Next Generation Leadership Program.
2. New Employee Orientations.
3, Relational Leadership—including Human Relations and Customer Service. �
4. Operational Leadership—including Supervisory Skills and Management Skills.i ,
5. Systems Leadership—including Trust Building and Systems Building. �
6. Strategic Leadership—for the Executive Team but using a cascading learning model.
7. Personal Competencies. _ �
8. Technological Competencies.
9. Professional Competencies. II
In addition to the above training components, several other initiatives are included as well. These
include:
- 1. Development of a Business Culture Policy Statement to formalize communication of what the
Grapevine business culture is, and what is expected from employees.
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2. Incorporation of cultural messages into City recruitment documents even before employees are
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hired. !
3. Incorporation of psychometric assessments to assess customer service behavioral orientation ,
and other behavioral characteristics into the employee selection process. �
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4. Incorporation of individual employee development plans into their annual review process that
� � includes expectations for training to strengthen specific skill sets, etc for the coming year.
5. Incorporation of attainment of individual employee development plan goals into the
promotional consideration process— NOT a guarantee, but a foundational consideration (like a
college degree).
Phase I—Business Culture Policv Statement
Phase I should be development of a Business Culture Policy Statement. This is foundational to all of the
additional items to come. This is the ideal place to have employees highly engaged. I recommend that
you sele.ct an opinion leader in each of the departments to serve on a committee to develop this
document. Assign a Next Generation Leader to manage this process and lead the initiative. Have them
contact a number of other cities to get copies of their mission, vision and values statements, and then
have them draft a document. The most effective process will be for the leader to take the committee
� through a brainstorming session to identify Grapevine values,then take the committee through a review
- of other cities documents for additional ideas. These two steps could be accomplished in about a 3/day
session. Then,the leader should go back and word smith a draft document. The draft document should
be informally reviewed by the CM and ACM's and input provided. Then the leader can go back to the
committee for a second session of about a half day in which they should be able to refine the document.
� Then the committee should meet with the Executive Team to present the recommended Grapevine
� Business Culture Policy Statement. In all,this could be completed in about 30 days.
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- <���r Phase II—Next Generation Leadership Pro�ram
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� Work can begin on this program prior to completion of Phase I. This program is designed to invest
additional time and energy and attention in a small group of competitively selected employees who
have been determined to have high potential for future promotion. Participation should not convey an
expectation ofpromotion, but should better prepare the parti�ipants for promotion. This program has
been designed to be complementary to, but not duplicative of, all other components. ATTACHMENT A
provides a detailed DRAFT game plan for how this program could operate.
�Phase III—New Emplovee Orientation
New Employee Orientation contains four key componerits. The first is Human Relations training which
includes those courses which often are viewed as compliance type courses because of the legal liability
an organization may have for failing to provide basic level training in the various topics identified below.
The City is probably already offering some of these courses. Providing these via an online system is the
•� most cost effective, and best insures a consistent and documented set of expectations.
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All new employees should take all of the New Employee Orientation classes within 6�0 days of becoming
employed. However, in the first year of this new comprehensive training initiative, ALL current
employees should also take all of the classes. This is critical to ensure not only that f�ont line employees
sense the commitment of all up line management, but also to ensure that all up line management
knows what all of their subordinates are being taught, and that mixed messages are not being sent. This
approach also provides a stronger legal defense in the event of a lawsuit resulting from alleged
harassment, discrimination, ethical violation,or identity theft. �
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If the Human Relations classes are taken in an online environment, that is not too daunting of an
undertaking. '
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A. Human Relations Training Classes ;
a. Ethics '
b. Harassment Prevention in the Workplace �
c. Respective Diversity in the Workplace
d. Red Flag Identity Theft Prevention �
e. Local Gov 101 �
f. Anger.and Stress Management i
g. Employee Accountability
B. City of Grapevine Business Culture I
a. This should be a single class, offered live in which senior management should have at
_ least some role. 'Specific curriculum should be developed for this class similar to what
the City of Flower Mound has done to "imprint" their Q3 values on�all employees. This ��
should not simply be a powerpoint type process, but carefully developed training
content which includes case studies, class room discussion, etc. It�would include work �
ethic, ethical conduct, Grapevine "family" orientation, respect for citizens and fellow
employees,serving as a representative ofthe City,being passionate�ly committed,etc.
C. City of Grapevine Business Process Classes �
a. This is probably a two hour class that covers issues such as purchasing policy, gifts,
ethics policy, media policy,etc.
D. City of Grapevine Benefits, Etc I
a. This is probably a two hour class that covers benefits and related�policy issues such as
, vacation leave,sick leave,deferred compensation, etc. ;
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Phase IV—Customer Service �
It is important to note that effective customer service is a product of a cultural orientation, and not of
simply sending someone to a customer service class. The Customer Service Training is designed to
perpetuate the cultural commitment of Grapevine to deliver exceptional customer service by focusing
on essential customer skill sets rather than simply teaching on "customer service". ; , -
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- , All new employees should take all of the Customer Service classes within their first year of becoming
�' employed. However, in the first year that Phase IV is launched, ALL current employees should also take
all of the classes. This is critical to ensure not only that front line employees sense the commitment of
all up line management, but also to ensure that all up line management knows what all of their
subordinates are being taught, and that mixed messages are not being sent. The personality style class
should be offered live, but all ofthe others could be done as online classes.
Once employees have completed the entire online series, they should participate in a single half day
Customer Service symposium. This half day Customer Service symposium should be offered twice per
year, depending upon demand,to meet the needs of employees who have not attended yet, as well as �
to serve as a refresher for employees engaged in front line customer service. This annual symposium
can also serve to reinforce the Human Relations and Grapevine Business Culture values. Employees who
are directly engaged in customer service type citizen interactions should re take all of the Customer
-services classes once every three years, in addition to attending the annual Customer Service
symposium.
A. Customer Service Training Classes , �
a. Understanding Different Personality Styles(using the DISC assessment)
b. Extraordinary Customer Service � � �
c. Time Management
d. Effective Interpersonal Communications - '
_� e. Learning the Language of Multiple Generations
- f. Conflict Resolution
g. Pruning Negativity
Phase V—Supervisorv Leadership
All new supervisors should take all Supervisory Series classes within one year of being hired, or being
promoted into a supervisory position, and once every three years thereafter. This helps_ensure
continuity and consistency ofithe Grapevine culture and business practices.
All of this series could be faken online. Each year,there should be a full day Supervisory Symposium for
_ all Supervisors. This one day training session will serve as a refresher on core concepts, as well as
reinforce Grapevine Business Culture values. , In addition, all supervisors would be expected to
participate in the Customer Service Symposium once every other year. They should also take all of the
online Customer Service classes again, once every three years.
A. Supervisory Leadership Classes
a. fVow That I am a Supervisor _
b. Professional Ethics
_ c. Employment Law and Supervisory Practices
; d. Instilling Customer Service Values
-- e. Managing Communication Processes
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f. Understanding and Managing Generations i
g. Hiring the Right People _
h. Managing Emplayee Performance j
i. Leading Teams
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j. The Art ofi Effective Delegation �
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k. Managing Change ;
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Phase Vl–Mana�erial Leadershiq ;
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AI1 new mid 1eve1 managers should take all Manageriaf teadership Series c(asses within ane year af being
hired, ar being promoted into a Mid Management position, and once every three years thereafter. This
helps ensure continuity and consistency of the Grapevine culture and business prac"tices.
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Much of this series cou(d be taken oniine. Each year, there should be a full day Management
Symposium for all Mid Level Managers. This one day training session will serve as;a refresher on core
concepts, as well as reinforce Grapevine Business Culture values. In addition, all Mid Level Managers
would take a!! of the online Custamer Service classes ance every three years, arid all of the online
Supervisory Classes once eVery three years, as we41 as participating in the one da�y Customer Service
Symposium ance every three years,and in the Supervisary Sympasium every other y�ar.
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A. Managerial Leadership Series - i
a. Toois far Successfu! �eadership � �
b. Persuasive Cammunication ' (
c. Buiiding an Effective Business Case I
d. Managing a Budget �
e. Presentations with an Impact �
f. Business Writing Ski!!s
g. Hitting Your Target: Effective Gaal Setting i
h. Halding Successful Meetings - ;
i. Successfu(Project P)anning '
j. On Your Mark,Get Set, Motivate? i ,
k. Understanding and Utilizing PerFormance Measurements ____j _..
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Phase VIt–Trust Buildin�and Svstert�s Buitdin�leacfership{for Det�t Heads and Abave}
At its' heart, institutionaiiz'sng Grapevine pNA is about trust bvild'sng and systems �}UlICIillg. These
courses are designed far seniar ievei managers and should be taken iive. Each sessian wi11 include an
explicit discussion regarding how that particular topic and the content presented is app(icable ta
nurturing, reinforcing and perpetuating the Grapevine DNA. �
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A. Trust Building Series
� a. BuiidingTrustin a Diverse Environment
_ b. HoningYourEmotionallntelligence
c. Building High Performance Teams
d. Coaching and Mentoring
e. Managing Relatianships
f. Political Sawy
g. Dealing with the Media
B. Systems Buiiding Series
a. Budget and Finance for Non Financial Managers
b. Strategic Planning
c. Problem Solving and Decision Making
d. Creating a Culture of Accountability
e. (ntroduction ta Lean Government
f. Reducing Cost in the Workpiace
g. Successian Planning - _
Phase Vtlt—Modifiication of Recruitment Selectian.Evatuation and Prom�tian Processes
� •' To institutionafize the Grapevine DNA into the organization's pracesses and systems so that they are seif
perpetuating withoufi dependence upon the efFectiveness of any particular individual, demands that
internal NR related systems be modified to overtly reinforce that DNA in the way employees are
/,- recruited,selected,evaluated, and promoted.
Infiernai systems and processes which shouid be considered for modification include development of a
recruitment video which explains and defines the Grapevine culture and organization for prospective
employees; assessment and selection processes ta improve hiring processes effectiveness in selecting
candidates who wlll thrive in the unique Grapevine culture; performance evaluation processes to ensure
that employees are rewarded and coached for improvernent in ways that encourage the specific
- Grapevine DNA; and pramotional processes which include arganizatianaE exceilence, fit and cu(tural
perpetuatian considerations. -"�-
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