Business activities involving dependencies among multiple workforce competencies are identified.
- Business activities where individuals representing two or more workforce competencies have shared dependencies or defined interfaces between their competency-based processes are identified and evaluated on such factors as how frequently they occur in ordinary business operations, the opportunity to improve operating efficiency or quality by integrating their processes more tightly, the frequency with which coordination problems occur in these interactions that result in poor efficiency or reduced quality, and the impact that greater efficiency or accuracy in these operations would have on improving business performance, quality, or customer satisfaction.
- The organization selects those business activities that involve multiple workforce competencies evaluated as having the most impact on its business performance as candidates for integrating their competency-based processes.
Dependencies and interfaces among multiple workforce competencies are analyzed to identify opportunities for integrating their competency-based processes.
- Individuals who perform business activities that involve multiple competencies are involved in analyzing and integrating competency-based processes.
- Competency-based processes used by different workforce competencies are analyzed to identify opportunities for improved efficiency such as iterative processes within or among workforce competencies that could be reduced by tighter integration among competency-based processes, sequential processes within or among workforce competencies that could be performed in parallel, idle time that could be eliminated by tighter integration, sources of defects that could be reduced or eliminated, and joint rather than separate activities that reduce effort, lower costs, shorten schedule, reduce errors, or improve the quality of products or services.
- Analyses are performed to identify the most efficient methods for integrating competency-based processes for each situation selected for integration.
- The most efficient methods for integrating multiple competency-based processes are selected.
Integrated competency-based processes are defined and made available for use.
- Integrated competency-based processes are defined for use in multidisciplinary organizational structures, such as multi-disciplinary workgroups.
- Integrated competency-based processes are documented and made available for guiding those performing business activities involving dependencies among multiple workforce competencies.
Work is designed to incorporate integrated competency-based processes, where appropriate.
Organizational structures support multi-disciplinary work that integrates competency-based processes.
Skills needed for performing integrated competency-based processes are developed.
- A responsible individual analyzes situations in which integrated, competency-based processes are performed to determine development needs.
- Plans for developing skill in performing integrated, competency-based processes are documented as development objectives for the workgroup or other multi-disciplinary entity, specific training and development actions to achieve these objectives, input to competency development or workgroup development plans and activities, or the schedule for performing the development activities.
- Those involved in multi-disciplinary work perform their planned development activities.
- Plans are reviewed for the accomplishment of development activities and their impact on multi-disciplinary performance.
- Corrective action is taken when development activities do not achieve their intended objective.
The work environment supports work by individuals or workgroups using integrated competency-based processes.
- Individuals using integrated competency-based processes for a significant portion of their committed work are co-located to the extent possible.
- When needed, common workspaces are provided for performing integrated competency-based processes.
- Communication and coordination tools are provided, as necessary, for performing integrated competency-based processes.
- Joint access to information that may be specific to a given competency is provided when needed for performing integrated competency-based processes.
Workforce competency descriptions are revised to incorporate integrated competency-based processes.
Workforce practices and activities are defined and adjusted to support integrated competency-based activities.
- Recruiting and selection activities are adjusted, where appropriate, to identify candidates with the skill and willingness to work in interdisciplinary environments and using integrated competency-based processes.
- Where appropriate, units plan their business activities to expand the use of integrated competency-based processes where they offer performance benefits.
- Competency development plans and activities are enhanced to include preparation for performing integrated competency-based processes.
- Communication and coordination activities are enhanced to improve integration and cooperation among different workforce competencies.
- Performance discussions with individuals or workgroups include feedback on the performance of integrated competency-based processes, where appropriate.
- Career planning practices and activities incorporate capability in integrated competency-based processes among the criteria for advancement, and the ability to move between workforce competencies as a component of graduated career opportunities, where appropriate.
- Adjustments to compensation and reward activities reflect capability and performance of integrated competency-based processes.
Workgroups performing integrated competency-based processes tailor and use them for planning committed work.
- Workgroups that include members with different workforce competencies define their workgroup processes from tailored combinations of the competency-based processes defined for performing business activities unique to each workforce competency involved, and integrated competency-based processes for performing the business activities in which they share dependencies, and standard workgroup processes tailored for use with interdisciplinary situations.
- The workgroup’s integrated processes are used for planning their business activities and establishing commitments, defining roles for workgroup members, guiding the performance of committed work, orienting new members to the workgroup, coordinating work dependencies with other organizational entities, and collecting data and developing lessons learned.
Workgroups use integrated competency-based processes for work involving multiple workforce competencies.
- Work being performed using integrated competency-based processes is reviewed on a periodic or event-driven basis to determine status and make necessary adjustments.
- If significant deviations of progress from plan are observed, corrective actions are taken, which could include making adjustments or improvements to integrated competency-based processes.
- Data on the performance of multi-disciplinary work are captured and maintained.
The performance of integrated competency-based processes is evaluated to identify needed adjustments and updates.
- Those using integrated competency-based processes to perform at least part of their committed work evaluate these processes on a periodic or event-driven basis to determine needs for adjustment.
- Adjustments to integrated competency-based processes that are specific to a situation are implemented and recorded.
- Adjustments that may be generic across situations are recommended for incorporation into the documented integrated competency-based process.