# Presentation: 823716

## EFFECTS 

**EFFECTS **

**Cynthia Yee, **DOE Headquarters** **
**Julie Adams, **Bonneville Power Administration
- DOE HR Forum and Training Symposium
- NNSA Service Center – Las Vegas, Nevada
- June 4, 2003

**of Organizational ****Change**

## I.	Foundational Concepts / Leadership Research 
		---Leadership Core Competencies @ BPA
		---70/ 20/10
II.	An Aligned and Integrated Human Resource Operating System
III.	Future BPA Capability and Success Models (Competencies)
IV. 	Organizational Results: Performance Matters!
		---1 Standard deviation gets you 47%
		Julie Adams, Bonneville Power Administration
V. 	Successes and Lessons Learned: Start Up; Implementation & Results
		Cindy Yee, DOE Headquarters
VI. 	Qs and As

**I.**	Foundational Concepts / Leadership Research
- 		---Leadership Core Competencies @ BPA
- 		---70/ 20/10
**II.**	An Aligned and Integrated Human Resource Operating System
**III.**	Future BPA Capability and Success Models (Competencies)
**IV.** 	Organizational Results: Performance Matters!
- 		---1 Standard deviation gets you 47%
- 		Julie Adams, Bonneville Power Administration
**V.** 	Successes and Lessons Learned: Start Up; Implementation & Results
- 		Cindy Yee, DOE Headquarters
**VI.** 	Qs and As

**Taking Competencies on the Road**

**DESTINATION**

**The Green Zone**

## Bonneville Power

**FY 2002 BPA Profile**
**3338 Total Employees: 41.6% Vancouver, WA; 32.5% Portland, OR; 25.9% in 40 other locations throughout the Northwest and Washington DC **
**67% Men and 33% Women**
**14.58% Minority Group Members**
**11.6 Average Grade**
**73% White Collar; 27% Blue Collar**
**43.6% have Bachelor’s Degree or higher**
**Supervisory Ratio: 1: 10**
**29% BPA Subsidized Public Transportation**
**5.76% Telecommute**
**Approximately 30 Children in On Site Child Care Center**
**70% Eligible to Utilize Flexi-Schedule**
**293 Employees Contacted the Employee Assistance Program**

**Bonneville Power**
**Administration**

## Since May 1996, BPA has used 
The Leadership Architect® Suite

67 Leadership Competencies
19 Stallers and Stoppers
10 Performance Dimensions

Copyright 2002 Robert W. Eichinger, All Rights Reserved

**Since May 1996, BPA has used **
**The Leadership Architect****® Suite**
**67 Leadership Competencies**
**19 Stallers and Stoppers**
**10 Performance Dimensions**
**Copyright 2002 Robert W. Eichinger, All Rights Reserved**

**Foundational**
**Concepts/Research**

## Total Research Sample
5000 people
140+ organizations, almost 50,000 raters 
About 2,000 in validity sample: 261 Individual Contributors; 1173 Managers and 503 Executives
Data collected includes VOICES® 360° Feedback results, independent performance ratings provided by the organization, promotion and job challenge information
Research findings over 10 years
Very stable and consistent
No new competencies; and none dropped
Copyright 2002 Robert W. Eichinger, All Rights Reserved

**Total Research Sample**
**5000 people**
**140+ organizations, almost 50,000 raters **
**About 2,000 in validity sample: 261 Individual Contributors; 1173 Managers and 503 Executives**
**Data collected includes VOICES® 360° Feedback results, independent performance ratings provided by the organization, promotion and job challenge**** ****information**
**Research findings over 10 years**
**Very stable and consistent**
**No new competencies; and none dropped**
**Copyright 2002 Robert W. Eichinger, All Rights Reserved**

**Research**
**Sample**

## Strategic Skills
Operating Skills
Courage
Energy and Drive
Organizational Positioning Skills
Personal and Interpersonal Skills
Trouble with People
Trouble with Results
Copyright 2002 Robert W. Eichinger, All Rights Reserved

**Strategic Skills**
**Operating Skills**
**Courage**
**Energy and Drive**
**Organizational Positioning Skills**
**Personal and Interpersonal Skills**
**Trouble with People**
**Trouble with Results**
**Copyright 2002 Robert W. Eichinger, All Rights Reserved**

**Competencies**
**Clusters**

## 67 of 67 Competencies Relate To:
Current Performance
Longer Term Performance
Promotion
Measures of Profit, Retention, Stock Options, Bonus and Potential

Copyright 2002 Robert W. Eichinger, All Rights Reserved

**67 of 67 Competencies Relate To:**
**Current Performance**
**Longer Term Performance**
**Promotion**
**Measures of Profit, Retention, Stock Options, Bonus and Potential**
**Copyright 2002 Robert W. Eichinger, All Rights Reserved**

**What Competencies**
**Relate to**

## Current Findings About

** **

** **

**Current Findings About**
**Standard HR Interventions**

**10%****	****Feedback**
**19%****	****Goal Setting**
**20%****	****Better Hiring/Selection**
**30%****	****Better Team Performance**
**46%****	****Better Training/Development**
**60%****	****Better Performance Management**
**Copyright 2002 Robert W. Eichinger, All Rights Reserved**

**See**
**Spencer**

## Best Practices?

**Best Practices?**
**Alignment**
**Selection/Hiring**
**Feedback**
**Training and Development**
**Succession**
**Copyright 2002 Robert W. Eichinger, All Rights Reserved**

## ?

**?**

- How do
- people develop
- competencies

## 70

**70**
**20**
**10**

## 70

**70**
**20**
**10**

**Assignments**
**People**
**Courses**

## B

- @

**A Candid**
**Critique**
**Bonneville Power Administration**

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**Unfinished**
**Symphony**

## BPA’s Strategic 

**Increase the Value & Share Benefits**

**Customer Satisfaction**

**Financial**
**Integrity**

**Safe &**
**Reliable**
**System**

**Environmental**
**Investment**

**High Performing Organization**

**BPA’s Strategic **
**Business Objectives**

**Low Cost**
**Provider**

## 1999 HPO 

**Summary of Analysis**
**Employee development is supported**
**Contributions are recognized**
**Employees feel connected to Agency business strategies**
**Systems are fair and open**
**Quality and quantity of communications are high**
**Management is primarily focused on employees**
**Personal integrity, trust and respect are demonstrated**

**1999 HPO **
**        ****Headlight Team Assessment**

##      1999 HPO Success Model

- Upgrade the workforce
- Retain the best
- Loyal employees
- Employees as stakeholders
**Have a shared mindset**
- Leader/employee trust
- Care values
**Manage information**
- Informing the workforce
- Opinion diversity
**Be market place agile**
- Internal change

**Manage strategic proposition**
-   Strategic vision
**Fill the talent bench**
-   Develop leaders
-   Attract talent
-   Cross functional movement
-   New assignment success
**Rewards for performance**
-   Accountabilities/consequences
-   Tie rewards/strategy
**Support employee development**
-   Align training/strategy
-   High potentials

**     ****1999 HPO Success Model**

## Four Core Competencies
Managing and Measuring Work (1st Quarter – 04)
Integrity and Trust (Price of Admission)
Coaching Inside Out---Developing Direct Reports
Leading Change: Motivating Others & Managing Vision and Purpose

(Action Learning, Since 1999: Involving 98% of all BPA Managers)

**Managing and Measuring Work ****(1****st**** Quarter – 04)**
**Integrity and Trust ****(Price of Admission)**
**Coaching Inside Out---****Developing Direct Reports**
**Leading Change: Motivating Others ****& Managing Vision and Purpose**
**(Action Learning, Since 1999: Involving 98% of all BPA Managers)**

**BPA Management Core Competencies**

##       HPO at BPA in 2003, part 1

**      ****HPO at BPA in 2003, part 1**

**In 2002, BPA established new employee survey benchmark high scores **
**for the federal section**

##      HPO at BPA in 2003, part 2

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**     ****HPO at BPA in 2003, part 2**
**...****and did well in comparison **
**with private industry benchmarks**** **

**101****	****The people I work with cooperate to get the job done**
**102****	****I am given a real opportunity to improve my skills in the organization**
**103****	****I have enough information to do my job well**
**104****	****I feel encouraged to come up with new and better ways of doing things**
**106****	****My job makes good use of my skills and abilities**
**107****	****My work gives me a feeling of personal accomplishment**
**109****	****Sufficient effort is made to get the opinions and thinking of people who work here**
**110****	****This organization is making the change necessary to compete effectively**

##       HPO at BPA in 2003, part 3

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**      ****HPO at BPA in 2003, part 3**
**           ...****and has shown good progress in recent years **** **

## Learning

**Learning**
**Agility**

## The Ability 

**The**** ****Ability**** **
**and**** ****Willingness**
**and**** ****Opportunity**
**to learn from experiences**
**successes, failures**
**and exposures**

**Copyright 2002 Robert W. Eichinger, All Rights Reserved**

## Learning From the Financial Crisis: 
BPA at a Crossroads, May 6, 2003

Theme 1	Long-term outcomes for business public values need to guide BPA
Theme 2	Aspects of BPA’s cultural base that hinder long-term outcomes need to be addressed.
Theme 3	BPA’s business infrastructure needs to better support its business objectives. 
Theme 4	Decision-making in support of long-term outcomes needs improvement.

**BPA at a Crossroads, May 6, 2003**
**Theme 1**	Long-term outcomes for business public values need to guide BPA
**Theme 2**	Aspects of BPA’s cultural base that hinder long-term outcomes need to be addressed.
**Theme 3**	BPA’s business infrastructure needs to better support its business objectives.
**Theme 4**	Decision-making in support of long-term outcomes needs improvement.

**     ****90% of organizations fail**
**       ****because they do not execute **
**their strategies**

## High Performing Organization Model

**Strategic Alignment**
- BPA Mission/Strategy/Goals

**High Performing Organization Model**

**Organizational Capability**
- Strategic Skills & Competencies

**Accountability**
- Individual & Team Roles,
- Responsibilities, Accomplishments

- Leads to

- Regional Benefits,
- BPA Results &
- Performance

- Which Require

- The Stuff of
- Organizational
- Capability

## Shared Mindset
Focus Employees’ Efforts; Increase Leader/ Employee Trust; Core Values
Make Timely Decisions
Make Tough Decisions
Manage Costs
Price Value Leader; High Productivity; Low Cost Producer; Predictable Results

CultributeTM Card Sort, March 2003

- Focus Employees’ Efforts; Increase Leader/ Employee Trust; Core Values
**Make Timely Decisions**
- Make Tough Decisions
**Manage Costs**
- Price Value Leader; High Productivity; Low Cost Producer; Predictable Results
- CultributeTM Card Sort, March 2003

**Manage Information**
- Transfer Knowledge
**Be Marketplace Agile**
- Have a Flexible Culture
**Manage Strategic Proposition**
- Strategic Vision
**Manage Stakeholders**
- Community Positioning
**Fill the Talent Bench**
- Develop Leaders
**Reward for Performance**
- Accountabilities/Consequences

**BPA Future Capability**
**Focus on Business Strategy**
**Yellow = New Challenges**

## #2 	Dealing with Ambiguity
#12	Conflict Management
#28 	Innovation Management (Rating: 51%, 17th in ranking of 2002 OAS)
#35 	Managing and Measuring Work
#36 	Motivating Others
#58 	Strategic Agility
#60 	Building Effective Teams
#65 	Managing Vision and Purpose
#24 	Functional / Technical Skills
#53 	Drive for Results

**BPA Top Future Competencies**
**Rank order to achieve organizational success**
**Blue = new skill**

**#2 ****	****Dealing with Ambiguity**
**#12****	****Conflict Management**
**#28 ****	****Innovation Management (Rating: 51%, 17****th**** in ranking of 2002 OAS)**
**#35 ****	****Managing and Measuring Work**
**#36 ****	****Motivating Others**
**#58 ****	****Strategic Agility**
**#60 ****	****Building Effective Teams**
**#65 ****	****Managing Vision and Purpose**
**#24 ****	****Functional / Technical Skills**
**#53 ****	****Drive for Results**

**Notes:**
#2 Dealing with Ambiguity---Successfully Managing Risk & Uncertainty
#12. Conflict Management---Relating to Others
#28 Innovation Management---Bringing Creativity and potential Ideas to the Marketplace
#35 Managing and Measuring Work---Managing Resources
#36 Motivating Others
#58 Strategic Agility
#60 Building Effective Teams
#65 Managing Vision and Purpose---Being Visionary on behalf of the Region’s Future
#24 Functional / Technical Skills---Professional Excellence
#53 Drive for Results---Competence in Delivery/ Getting to Green and Staying There!

## Big 8 for Executives
#2 	Dealing with Ambiguity
#14 	Creativity
#28 	Innovation Management
#36 	Motivating Others
#47 	Planning
#58 	Strategic Agility
#60 	Building Effective Teams
#65 	Managing Vision and Purpose

**#2 ****	****Dealing with Ambiguity**
**#14 ****	****Creativity**
**#28 ****	****Innovation Management**
**#36 ****	****Motivating Others**
**#47 ****	****Planning**
**#58 ****	****Strategic Agility**
**#60 ****	****Building Effective Teams**
**#65 ****	****Managing Vision and Purpose**

**Big 12 for Managers**** **
**#2 ****	****Dealing with Ambiguity**
**#12 ****	****Conflict Management**
**#14 ****	****Creativity**
**#19 ****	****Developing Direct Reports**
**#20 ****	****Directing Others**
**#28 ****	****Innovation Management**
**#35 ****	****Managing and Measuring Work**
**#36 ****	****Motivating Others**
**#47 ****	****Planning**
**#58 ****	****Strategic Agility**
**#60 ****	****Building Effective Teams**
**#65 ****	****Managing Vision and Purpose**

**BPA Future Leadership Success Models**
**Green = new for BPA**

**Notes:**
What changes for most people is very little.  A lot of individual contributor skills start high and stay high.  The corollary is also true.  What starts low stays there for the most part.  

Dealing with Ambiguity is:
 53rd of 67 competencies for individual contributors
49th of 67 for managers
45th of 67 for executives

Creativity is:
47th of 67 Competencies for Individual Contributors
51st of 67 Competencies for Managers
34th of 67 Competencies for Executives

Innovation Management is:
54th of 67 Competencies for Individual Contributors
58th of 67 Competencies for Managers
41st of 67 Competencies for Executives 

Developing Direct Reports is 67, 67, 67 for Individual Contributors, Managers and Executives 

## Managing Strategy
  Strategic Agility
  Managing Vision & Purpose
  Innovation Management
  Business Acumen
Getting the Work Out
  Action Oriented
  Managing and Measuring Work
  Process Management
  Priority Setting
  Customer Focus
Solving Difficult Problems
  Problem Solving
  Decision Quality
  Learning on the Fly 

**  ****Strategic Agility**
**  ****Managing Vision & Purpose**
**  ****Innovation Management**
**  ****Business Acumen**
**Getting the Work Out**
**  ****Action Oriented**
**  ****Managing and Measuring Work**
**  ****Process Management**
**  ****Priority Setting**
**  ****Customer Focus**
**Solving Difficult Problems**
**  ****Problem Solving**
**  ****Decision Quality**
**  ****Learning on the Fly **

**Character**
**  ****Managerial Courage**
**Change and Inspiration Skills**
**  ****Dealing with Ambiguity**
**Relationship/Network Skills**
**  ****Managing Diversity**
**  ****Political Savvy**
**  ****Comfort Around Top Management**
**  ****Organizational Agility**
**  ****Conflict Management**

**BPA’s Big HR Success Model**
**Proposed for CE & CH, Staff Managers and BPA Managers**Blue: Top 2 for Selection & Development

## #50 	Priority Setting
#62 	Time Management
#51 	Problem Solving
#52 	Process Management 
#53 	Drive for Results

Team ArchitectTM Card Sort, 5/14/2003

**#62 ****	****Time Management**
**#51 ****	****Problem Solving**
**#52 ****	****Process Management **
**#53 ****	****Drive for Results**
- Team ArchitectTM Card Sort, 5/14/2003

**#35****	****Managing and****Measuring Work**
**#39 ****	****Organizing**
**#56 ****	****Sizing Up People**
**#27 ****	****Informing**
**#42 ****	****Peer Relationships **
**#60 ****	****Building Effective Team **

**CE Work Group Success Model**
**Top 12 Developmental Opportunities**

## More than 50% of top management is within 10 years of normal retirement.
Less than 10% of top management has come from outside BPA, within the last two years.
No one in top management has managed a start-up that is now 10% or more of current revenues at BPA or another organization.
BPA rarely moves people across business units.
Average age of top management is over 55 years old.
When BPA buys or finds packages or programs from the outside, it always customizes and tailors everything before implementing it at BPA.

Change Able Card Sort, 3/6/03

**Less than 10% of top management has come from outside BPA, within the last two years.**
**No one in top management has managed a start-up that is now 10% or more of current revenues at BPA or another organization.**
**BPA rarely moves people across business units.**
**Average age of top management is over 55 years old.**
**When BPA buys or finds packages or programs from the outside, it always customizes and tailors everything before implementing it at BPA.**
- Change Able Card Sort, 3/6/03

**Barriers to Change @ BPA**
**165 of 295 - 56% neutral**

## Destination: The Green Zone

		From: 	42% (Restraining) in 1996
		To: 	56% (Neutral) in 2006 
  Change! Able Scale:	Restraining
			Chilling
			Neutral
			Supporting 
			Enabling 
		Way Forward: 	Set a goal and 
			implement strategy better!

**	****	****From: ****	****42% (Restraining) in 1996**
**	****	****To: ****	****56% (Neutral) in 2006 **
**  ****Change! Able Scale:****	****Restraining**
**	****	****	****Chilling**
**	****	****	****Neutral**
**	****	****	****Supporting **
**	****	****	****Enabling **
**	****	****Way Forward: ****	****Set a goal and **
**	****	****	****implement strategy better!**

**BPA Organizational Change Progress**

## BPA Strategy-Focused Organization 

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**BPA Strategy-Focused Organization **
**Readiness Profile, March 2003**

**Translate**
**Strategy**

**Organization**
**Alignment**

**Everyone’s**
**Job**

**Continual**
**Process**

**Executive**
**Leadership**

## 

Cynthia Yee

**Cynthia Yee**

**Lessons in the Key of Life**