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Description:

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Task Instructions:

The organization identifies the workforce competencies that are critical to its business strategies and objectives.

1. 1. The organization evaluates its strategic business and workforce plans to identify workforce competencies that are critical to achieving its business strategies and objectives.
   2. The organization periodically re-evaluates its business and workforce plans to identify additions or deletions to its list of critical workforce competencies.

The organization quantifies its capability in each of its critical workforce competencies.

1. 1. Trends to be analyzed for each critical workforce competency are based on capability objectives established in the strategic workforce plan.
   2. For each critical workforce competency, a quantitative capability management strategy is established and maintained.
   3. Quantitative analyses of capability are conducted according to the quantitative capability management strategy for each critical workforce competency.
   4. The organization develops quantitative models of capability in its critical workforce competencies for use in workforce planning and management.
   5. Capability results for each critical workforce competency are reported to responsible individuals, incorporated into workforce planning and other workforce practices as
      appropriate, and updated on a periodic or event-driven basis consistent with the
      quantitative capability management strategy.

The organization’s capability in each of its critical workforce competencies is managed quantitatively.

1. 1. Quantitative analyses of capability in each critical workforce competency are used by responsible individuals to evaluate progress in achieving capability goals, predict future capability levels, identify factors that affect capability levels, evaluate the effects of workforce practices and activities on capability
      levels, and identify needs for corrective action.
   2. Corrective actions are taken when capability results deviate significantly from capability goals for a critical workforce competency.

Measurable objectives for contributing to capability growth in critical workforce competencies are established for workforce practices and activities.

1. 1. Measurable objectives for contributing to capability growth are established for workforce practices and activities based on such factors as the capability development objectives for the critical workforce competency established in the strategic workforce plan, the nature of how specific workforce practices affect capability in each critical workforce competency, the capability of the individuals participating in the workforce activities related to the practice, and how capability will be measured.
   2. Measurable objectives for contributing to capability growth are developed through the involvement of those responsible for coordinating or managing each affected workforce practice across the organization, reviewed by responsible individuals with expertise in performing the relevant workforce practices, and communicated to all affected parties.

The organization quantitatively evaluates the impacts of workforce practices and activities on capability in each of its critical workforce competencies.

1. 1. An evaluation strategy is established and maintained for evaluating the impact of workforce practices and activities on capability in critical workforce competencies.
   2. Measures of capability improvement are defined in each critical workforce competency for use in developing capability baselines and evaluating the impact of workforce practices and activities.
   3. Analysis methods are defined for evaluating the impact of workforce practices and activities on the capability of critical workforce competencies.
   4. Data on the impact of workforce practices and activities are collected from appropriate sources and prepared for analysis.
   5. The impacts of workforce practices and activities on capability baselines are evaluated quantitatively.
   6. Evaluation results are reported to responsible individuals in accordance with the evaluation strategy.

The impacts of workforce practices and activities on the organization’s capability in each of its critical workforce competencies are managed quantitatively.

1. 1. Responsible individuals use quantitative analyses to evaluate the impact of workforce practices and activities on the capability baselines of selected workforce competencies, identify conditions under which these impacts vary, predict future capability levels based on anticipated future impacts of workforce practices and activities, and identify needs for corrective action.
   2. Results that differ significantly from expectations or capability objectives for each of the organization’s critical workforce competencies are analyzed for their causes, and remedial actions are proposed, if appropriate.
   3. Proposed actions are reviewed, approved, taken, and their completion is tracked.
   4. When appropriate or beneficial to capability results, the performance of workforce practices is brought under quantitative control.
   5. Evaluation results for the impact of workforce practices and activities on competency baselines are used in performing other workforce activities.

Process performance baselines are developed and maintained for critical competency-based processes.

1. 1. Measures are defined for competency-based processes.
   2. An analysis strategy is established and maintained for computing and analyzing process performance baselines for each critical competency-based process selected for analysis.
   3. Quantitative analyses of capability of each critical competency-based process are conducted according to the analysis strategy to determine the current capability of each critical competency-based process, how the capability of each critical competency-based process relates to unit and organizational performance, factors that affect the capability of each critical competency-based process, and capability levels of a competency-based process under different
      conditions of factors that affect it, if relevant.
   4. Process performance baselines for critical competency-based processes are reported to appropriate individuals and incorporated into planning and tracking, predicting performance, understanding the factors that affect the performance of competency-based processes, identifying opportunities for improving the performance of competency-based processes, and evaluating the capability of competency-based processes compared to the capability required to achieve the organization’s performance objectives.
   5. Process performance baselines are incorporated into the unit’s Quantitative Performance Management activities.
   6. Process performance baselines are continually updated, adjusted, and recomputed based on new performance data.

The capability of critical competency-based processes is managed quantitatively.

1. 1. The results of performing competency-based processes are compared to process performance baselines for critical competency-based processes within each critical workforce competency.
   2. Process performance baselines are used by responsible individuals to monitor and predict the performance of business activities, identify conditions under which the capability of a competency-based process varies, identify how the capability of the workforce affects the capability of competency-based processes, identify needs for improvement of competency-based processes, identify factors that affect business performance, evaluate the effects of workforce practices and activities on the capability of competency-based processes, and identify needs for corrective action.
   3. Corrective action is taken when the results of performing competency-based processes deviate significantly their process performance baselines.

The organization uses its capability data and process performance baselines in developing quantitative models of performance.

1. 1. Data are analyzed to develop quantitative models of capability and performance such as  the effect of learning and competency development on the capability of competency-based processes, differences in the capability of competency-based processes across individuals at different skill levels, workgroups, units, or under varying conditions, the effect of aggregating capability results across individuals at different skill levels, workgroups, units, or the organization, how the capabilities of competency-based processes interact to affect the performance of business activities, the impact of overall performance among alternate ways of organizing business activities or competency-based processes, and the effects of workforce practices on the capability of competency-based processes.
   2. Quantitative models of the capability of competency-based processes are used in planning and tracking committed work, predicting performance and results at the individual, workgroup, unit, organizational levels, and strategic business and workforce planning.

The impact of workforce practices and activities on the capability and performance of competency-based processes is evaluated and managed quantitatively.

1. 1. Methods and associated measures are defined for evaluating the impact of workforce practices and activities on the capability and performance of competency-based processes.
   2. Data on the impact of workforce practices and activities are collected from appropriate sources and prepared for analysis.
   3. The impact of workforce practices on capability baselines and process performance baselines is evaluated.
   4. Quantitative analyses of the impact of workforce practices and activities are
      used by responsible individuals to evaluate their impact on the capability and performance of various competency-based processes, conditions under which their impact varies, and needs for corrective action.
   5. Corrective actions are taken when quantitative evaluations indicate that the actual impact of workforce practices and activities deviates significantly from expectations. These actions may include correcting problems in the performance of workforce activities, adjusting expectations regarding the impact of workforce practices and activities on the capability and performance of competency-based processes, redesigning or adjusting workforce practices to improve their impact, and altering the performance of workforce practices and activities under different conditions to improve their impact.

Evaluations of the impact of workforce practices and activities on the capability and performance of  competency-based processes are used in performing other business and workforce activities, as appropriate.

1. 1. Evaluation results are used in strategic business and workforce planning to evaluate or predict such factors as the rate at which the capability of competency-based processes can be improved, the probability of achieving strategic capability levels for competency-based processes and quantitative performance objectives, the effectiveness with which increases in the capability of competency-based processes can lead to improved business performance, or the return-on-investment for expenditures of time or financial resources on improving the capability of competency-based processes.
   2. Evaluation results are used to guide such actions as designing more effective workforce practices for motivating, improving, and sustaining performance, redesigning, replacing, or eliminating ineffective workforce practices, or setting or allocating more realistic or effective quantitative performance objectives.