Although several individuals may be performing identical competency-based processes, they frequently exhibit individual differences in the methods and work styles they use to perform their assignments. At Maturity Level 5, individuals are encouraged to make continuous improvements to their personal work processes by analyzing their work and making needed process enhancements. Similarly, workgroups are composed of individuals who each have personalized work processes. To improve the capability of the workgroup, these personal work processes must be integrated into an effective operating procedure for the workgroup. Improvements at the individual level should be integrated into improvements in the workgroup’s operating process. Mentors and coaches can be provided to guide improvements at both the individual and workgroup levels. Simultaneously, the organization continually seeks methods for improving the capability of its competency-based processes.
Although individuals and workgroups continually improve their performance, the organization must be vigilant to ensure that performance at all levels remains aligned with organizational objectives. Thus, individual performance needs to be aligned with the performance objectives of the workgroup and unit. Units need to ensure their performance is aligned with the objectives of the organization. At Maturity Level 5, the process performance data collected across the organization is evaluated to detect instances of misalignment. Further, the impact of workforce practices and activities is evaluated to ensure they are encouraging rather than discouraging alignment. Corrective action is taken to realign performance objectives and results when necessary.
Inputs for potential improvements to workforce practices come from many sources. They can come from lessons learned in making improvements to the workforce activities within a unit, from suggestions by the workforce, or from the results of quantitative management activities. The organization continually evaluates the latest developments in workforce practices and technologies to identify those with the potential to contribute to the organization’s improvement objectives. Data on the effectiveness of workforce practices that emerged from quantitative management activities are used to analyze potential performance improvements from innovative workforce practices or proposed changes to existing practices. Innovative practices that demonstrate the greatest potential for improvement are identified and evaluated in trial applications. If they prove effective, they are deployed throughout the organization. The workforce capability of Maturity Level 5 organizations is continually improving. This improvement occurs through both incremental advances in existing workforce practices and adoption of innovative practices and technologies that may have a dramatic impact. The culture created in an organization routinely working at the Optimizing Level is one in which everyone strives to improve their own capability, and contributes to improvements in the performance of their workgroup, unit, and the organization. Workforce practices are honed to support a culture of performance excellence.