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Project Study # 7<br />

Employee Leadership and <strong>Development</strong><br />

Project Description: The Employee Leadership and <strong>Development</strong> Program will identify<br />

approxim<strong>at</strong>ely 20 mid- to upper- level supervisors who will particip<strong>at</strong>e in an 18-month<br />

supervisory training program. The program consists of a minimum of 9 full-day classes<br />

designed to correl<strong>at</strong>e with the identified competencies. Participants will be advised of their<br />

responsibility to actively particip<strong>at</strong>e in the program as part of their Individual <strong>Development</strong> Plan<br />

as established by their immedi<strong>at</strong>e supervisor. Leaders must master a number of competencies<br />

to effectively conduct their job. The first responsibility of the supervisor is to recognize his/her<br />

strengths and weaknesses, and work to build those areas where deficiencies lie.<br />

Size of Utility: 241 employees<br />

Critical Success Factors: A critical success factor is recognizing supervisory competencies.<br />

Examples of these are: str<strong>at</strong>egic skills, energy and drive, oper<strong>at</strong>ing skills, courage (conflict<br />

resolution; making tough calls th<strong>at</strong> will affect people’s lives), organiz<strong>at</strong>ional positioning skills,<br />

and personal and interpersonal skills. Establishing benchmarks th<strong>at</strong> focus on wh<strong>at</strong> can be<br />

learned from experience by: providing in<strong>for</strong>m<strong>at</strong>ion of potential career blocks—certain flaws or<br />

behaviors th<strong>at</strong> may lead to derailment and linking lessons and experiences together to guide<br />

further development.<br />

Costs: University fees <strong>for</strong> training courses and the individuals commitment of time and travel.<br />

Alignment: Specifically aligned with str<strong>at</strong>egic planning.<br />

Benefits: Better trained supervisors who recognize their strengths and weaknesses and know<br />

the value of transferring knowledge to fellow employees. . It provides the practicing leader with<br />

a benchmark on how he or she is doing when compared with a similar norm group. Through<br />

benchmark analysis this program will determine how successful executives develop and why<br />

they sometimes fail to develop.<br />

Compiled October 2007<br />

__________________________<br />

POC:<br />

Gwendolyn Hargrove Ruff<br />

Columbus W<strong>at</strong>er Works<br />

©2011 W<strong>at</strong>er Research Found<strong>at</strong>ion. ALL RIGHTS RESERVED.

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