Beyond EmployeeBeyond EmployeeSatisfaction: AddressingSatisfaction: Addressingthe Workforce Duringthe Workforce DuringSystem ReformSystem Reform

Jennifer CobiaAssistant Project Manager

Meghan HoweSenior Project ManagerAssistant Project Manager

Crime & Justice Institute jcobia@crjustice.org

Senior Project ManagerCrime & Justice Institutemhowe@crjustice.org

Mark HendershotMaricopa County Superior Court/Adult Probation Planning, Research and Information Systems Division Directormhender@apd.maricopa.gov

Topics for TodayTopics for Today

� NIC/CJI Project � Integrated Model � Human Resource Manual� Workforce Planning � Workforce Planning � Recruiting for Core Competencies� Organization Samples

Implementing Effective Correctional Management of Offenders in the

Community NIC/CJI Project

The Vision:

To build learning organizations that reduce recidivism through systemic integration of recidivism through systemic integration of evidence-based principles in collaboration

with community and justice partners.

Implementing Effective Correctional Management of Offenders in the

Community NIC/CJI Project

Organizational

Development

•Organizational Climate

•Organizational Culture

•Communication

•Leadership and Management Styles

•Vision and Mission Alignment

•Strategic Plan

•Policies and Procedures

•Resources and Budgeting

•Recruitment and Hiring

•Training/Coaching/Mentoring

•Performance Management

•Succession Planning

Workforce CrisisWorkforce Crisis

� Many public sector workers are eligible for retirement in the upcoming years

� Fewer younger workers are available to fill open positions

� Corrections will be competing with other fields for talented workers

Human Resources ManualHuman Resources Manual

� Designed for agencies interested in aligning human resource practices with evidence-based reform.

Describes a comprehensive approach � Describes a comprehensive approach to workforce planning as well as discrete strategies.

� Offers tools and examples from jurisdictions who have made HR changes as a result of EBP.

Human ResourcesHuman ResourcesManual ContentManual Content

� System Reform and HR

Practices

� Core Competencies

� Selecting the Right

Candidate

� Training� Core Competencies

� Workforce Planning

� Preparing Job

Descriptions

� Steps to Writing Job

Descriptions

� Recruiting the Right

� Training

� Retention

� Managing Performance

� Succession Planning

� Labor Relations

The Comprehensive Approach:The Comprehensive Approach:Workforce PlanningWorkforce Planning

� Workforce Planning (WFP) is a process that identifies the gaps between the workforce an agency has today and the workforce it will require in the future to achieve long-term success.

� WFP also includes the logical next step – identifying � WFP also includes the logical next step – identifying how to eliminate gaps in talent and develop the competencies needed for success.

� Using the WFP model, an agency:◦ Analyzes its current workforce◦ Identifies future workforce needs◦ Establishes gaps between present and future workforce needs◦ Implements solutions so it can accomplish its mission, goals, and

objectives

Cornerstones for Kidshttp://www.cornerstones4kids.org/

Workforce PlanningWorkforce Planning

� Common approach to HR planning in the public sector

� Many different variations on the theme, but the same basic principles:theme, but the same basic principles:◦ Assess workforce needs◦ Assess gaps between current workforce

and future needs◦ Implement strategies to bridge the gaps

Strategy Assessment

Environmental Scan

Gap Analysis

Gap-Closing

Strategies

Evaluation

Cornerstones for Kidshttp://www.cornerstones4kids.org/

Strategic Planning Strategic Planning and Goal Settingand Goal Setting

Step 1:Establish Mission, VisionEstablish Mission, Vision

Step 2:Develop Strategic Plan: Goals, Objectives, and

Activities

Step 3:Determine How HR will impact your overall goals and

objectives, and develop complementary HR goals

Organizational Organizational AnalysisAnalysis

Step 1:Examine Competencies Needed to Do the

JobJob

Step 2:Examine Staffing Requirements and Current

Data

Step 3:Examine Workforce Gaps (Supply vs.

Demand)

Process and Process and ImplementationImplementation

Step 1:Develop Strategies to Address Each Gap, and

PrioritizePrioritize

Step 2:Develop a Workplan and Implement!

Step 3:Communicate and Evaluate

Evaluation and Evaluation and EnhancementsEnhancements

Step 1:Review Evaluation Data to Determine What Review Evaluation Data to Determine What

Works

Step 2:Replicate What Works, Change What Doesn’t

Step 3:Develop New Strategies to Address New

Challenges

AndAnd When All When All Is Said and Done, This Is Said and Done, This Is About…Is About…

� Aligning HR practices with reform� Aligning HR practices with reform� Having the right people, with the

right skills, in the right place, at the right time

� Using an iterative process to continually improve HR practice

Recruiting for Core Recruiting for Core CompetenciesCompetencies

Why Talk About Core Why Talk About Core CompetenciesCompetencies� Provides a solid organizational anchor

for employees when linked with human resource management.

� Provides a clear understanding of � Provides a clear understanding of what competencies are expected from employees.

� Provides a clear plan for recruiting, selecting, training, and evaluating personnel.

Recruiting for Core Recruiting for Core CompetenciesCompetencies

Evidence Evidence Base

PracticesMission

StatementCore

Competencies

Evidence Base

Practices

• Provides direction of your organization

• Provides continuity among departments

of the organizations expectations

Mission

Statement

of the organizations expectations

PAST

• Targeted toward

– Offender

PRESENT

• Targeted Toward

– Analytical Features

Mission

Statement

– Offender

Monitoring

– Rule Enforcement

– Supervision

– Analytical Features

of Evidence Based

Practices

– Service

– Treatment

Does Not Does Not Incorporate EBPIncorporate EBP

� To Protect the community through Safety, Accountability, Partnerships and Opportunities for Offender

Mission

Statement

and Opportunities for Offender Change

Incorporates EBPIncorporates EBP

• To enhance the Safety and Well Being of Our Neighborhoods

� … provide research based prevention� Assessing offender’s risk/needs….. to apply the appropriate level of

services� ….affording opportunities for pro-social change and expecting law-

Mission

Statement

� ….affording opportunities for pro-social change and expecting law-abiding behavior and personal accountability (measurement)

� Restorative justice services;� Recognizing and rewarding staff performance and achievement;

(measurement)� Develop a method to hold all levels of staff accountable to ensure

compliance with the Department’s mission, goals and objectives. (measurement)

� Utilize proven and effective methodology to assess and change behavior of offenders through effective case management.

� Increase our use of internal research-based information to make quality decisions.

� People can change and that probation services are a viable means to affect positive change.

� In the value of our positive relationships with our stakeholders. (MI)

Competencies vs. Competencies vs. QualificationsQualifications

Qualifications (Generalist)

� 4-year degree related or non-

Competencies (Specialist)

• Critical Thinking

Core

Competencies

related or non-related to field

� Correctional Experience

� Accept Orders� Compliance

• Decision Making• Analytical Insights• Interpersonal and

Interviewing Skills

Evidence Based Practices Evidence Based Practices Core CompetenciesCore Competencies

• Knowledge of the research identifying which strategies work most effectively with what types of offenders

• Ability to conduct, analyze, and apply research findings

Core

Competencies

• Knowledge of diverse strategies for working with offenders

• Ability to detect antisocial thinking and behavior

• Ability to match treatment modalities with offender needs

• Effective interpersonal skills for communicating with offenders, coworkers, supervisors, and community members.

Executive Team/ Executive Team/ Senior Leaders Senior Leaders

• Self-Awareness

• Ethics and Values

• Vision & Mission

Development

• External Environment

• Power and Influence

• Collaboration

Core

Competencies

Development

• Strategic Thinking

• Team Building

Campbell, 2005, 2006

ManagersManagers

• Ethics and Values

• Strategic Thinking

• Collaboration

• Team Building

• Problem Solving/Decisions Making

• Knowledge of Criminal Justice

Core

Competencies

• Team Building

• Interpersonal Relationships

• Managing Conflict

• Developing Direct Reports

Justice

• Program Planning and Performance Assessment

• Managing Change

• Motivating Others

Campbell, 2005, 2006

SupervisorsSupervisors

• Ethics and Values

• Strategic Thinking

• Collaboration

• Problem

Solving/Decisions

Making

• Knowledge of

Core

Competencies

• Team Building

• Interpersonal

Relationships

• Managing Conflict

• Developing Direct

Reports

• Knowledge of

Criminal Justice

• Oral/Written

Communications

• Managing Change

• Motivating OthersCampbell, 2005, 2006

Line StaffLine Staff

• Ethics and Values

• Developing Direct

Reports/Case Plans

Problem

• Knowledge of

Criminal Justice

• Managing Offender

Change

Core

Competencies

• Problem

Solving/Decisions

Making

• Oral/Written

Communications

Change

• Motivating Offenders

Campbell, 2005, 2006

Future StaffFuture Staff

• Computer Literacy

• Interpersonal and Interviewing Skills

• Group Facilitation Skills

• Ethics and Integrity

• Knowledge of Human

Core

Competencies

• Ability to Motivate Offenders

• Analytical and Critical Thinking Skills

• Written and Oral Communication Skills

• Knowledge of Human Behavior

• Ability to be Flexible

• Project Management and Organizational Skills

Campbell, 2005, 2006

Targeted Recruitment Targeted Recruitment PracticesPractices

• Directing recruitment efforts toward those who possess the identified core competencies

Core

Competencies

• Clearly explain the exact nature of the job

• Identify any “disqualifications” for the position (i.e. background, behaviors)

Maricopa Samples

Evidence Base Practices

MissionStatement

Core Competencies

Existing Methodology & Existing Methodology & MeasurementsMeasurements

� 9 subjective competencies in text format

� Multiple versions spanning 20 plus yearsArbitrary and subjective scoring� Arbitrary and subjective scoring

� Differing philosophies among supervisors

� ESS staff complains

Foundation DocumentsFoundation Documents

Mission Mission –– Vision Vision –– Goals Goals -- ValuesValues

� … provide research based prevention� Assessing offender’s risk/needs….. to apply the appropriate level of services� ….affording opportunities for pro-social change and expecting law-abiding

behavior and personal accountability (measurement)� Restorative justice services;� Restorative justice services;� Recognizing and rewarding staff performance and achievement;

(measurement)� Develop a method to hold all levels of staff accountable to ensure

compliance with the Department’s mission, goals and objectives. (measurement)

� Utilize proven and effective methodology to assess and change behavior of offenders through effective case management.

� Increase our use of internal research-based information to make quality decisions.

� People can change and that probation services are a viable means to affect positive change.

� In the value of our positive relationships with our stakeholders. (MI)

Evidence Based Principle Focus Evidence Based Principle Focus

Included County Goals of:� MFR � Pay for Performance � Employee Satisfaction Survey� Employee Satisfaction Survey

Why Why Policy Makers Policy Makers Care About Care About EBP*EBP*

� Improves outcomes, especially recidivism� Reduces victimization� Prevents harm� Prevents harm� Enhances collaboration� Establishes research-driven decision making� Targets funding toward the interventions that

bring greatest returns

© The Carey Group 2008; www.thecareygroup.com; 651-226-4755

Collaborative ApproachCollaborative Approach

� Focus groups with staff ◦ Feedback loops / Predictability/ Objectiveness◦ Feedback loops / Predictability/ Objectiveness

� Focus groups with supervisors ◦ Alignment with Policy; Progressive discipline /

Human Resources

Enhanced and BasicEnhanced and Basic

� Enhanced/ start with field supervision / Source of measurable outcomes

� Either “Yes” or “No” / protects both supervisor and officer / Assures supervisor and officer / Assures objectivity

� Comprehensive user guide with definitions and examples

9 Core Competencies9 Core Competencies

� Quality � Quantity� Job Knowledge

� Time Management� Policy Adherence� Communication

� Job Knowledge� Multi-Tasking� Initiative

� Communication� Dependability

Case ReviewCase Review

� Supervisor reviews 10 Offender cases per Officer per rating per Officer per rating period

� Cases are randomly selected

Document ReviewDocument Review

� Sups review 3 Docs per Officer per month

� Petitions, Reports, MemosMemos

� Pass/Fail� Sup looks for

Accurate data, Legal & Justified Recommendation

� If not Timely - fails

APO Monthly ReportAPO Monthly Report

� Employee must be “Meets” before eligible for higher scoringscoring

� 4 or 5 months of above & beyond examples = Exceeds in subsection

� 6 or more = Outstanding

Final Review Final Review -- Enhanced Enhanced

Rating/Scores

(5) Outstanding = 95 – 100 %

(4) Exceeds = 90 – 94 %

(3) Meets = 70 – 89%

(2) Marginal = 60 – 69%

(1) Unacceptable = 59 % and below

HurdlesHurdles

� Changing department culture that “meets” is a good rating

� Unable to build Enhanced for all in initial rolloutContinuity of evaluation in transfers� Continuity of evaluation in transfers

� Interim appraisals/incremental score review� Weighting categories to place emphasis on

EBP (Basic is not weighted)

Phase I Phase I –– Phase IIPhase II

Phase I:� Field Officers

Reduced

Phase II:� Surveillance

Officers; � Reduced expectation of Enhanced

Officers; Presentence; Management

June 2007 – June 2008

Questions for Maricopa Questions for Maricopa ExamplesExamples

Mark Hendershot 602.506.0320

Mary Stuart-Bronski 602.506.6458

Iowa 5Iowa 5thth Judicial Judicial DistrictDistrict

Incorporated EBP into Hiring Practices◦ Interview Process � Want to assess if applicant can move offenders

through behavior change

Evidence Base Practices

MissionStatement

Core Competencies

through behavior change� Look for Motivational Interviewing and

Cognitive Behavior skills� Assess Punitive vs. Motivational� Conduct Role Plays to assess analytical skills� Practical Skills – Audit files and develop case

plan

Iowa 5Iowa 5thth Judicial Judicial DistrictDistrict

� Job Analysis� Performance Evaluation – Line Staff� Performance Evaluation – Supervisors� Best Practice Procedure

Evidence Base

PracticesMission

StatementCore

Competencies

� Best Practice Procedure ◦ Currently developing a process manual

for Iowa for staff to use.◦ Getting things in writing

The Following Iowa 5th Judicial District’s Samples are posted on the Crime and Justice Institute Website:

• Interview Samples• DACUM• Line Staff Performance Evaluation• Line Staff Performance Evaluation• Supervisor Performance Evaluation

ResourcesResources� National Institute of Corrections

www.nicic.org� Crime and Justice Institute � www.cjinstitute.org� Workforce Planning Portal, Cornerstones

Evidence Base Practices

MissionStatement

Core Competencies

� Workforce Planning Portal, Cornerstones for Kidshttp://portal.cornerstones4kids.org/

� Maricopawww.supierorcourt.maricopa.gov

� Iowa 5th Judicial District http://fifthdcs.com