WIDA_FINAL

A Baldrige Performance Excellence Analysis of the

Operations Process and Workforce Results at WIDA

Lauren Brischke Mojun Li Chelsea LaRosa AnnMarie Brown

Mitch Szeflinski Melanie Gerrits Nick Mannebach

Transform Consulting

MHR 300: Organizational Behavior

December 6, 2013

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Table of Contents

Executive Summary 2

Statement of Project Objectives 4

Organizational Profile 4-8

Key Results 9-14

Key Recommendations 14-18

Appendix & Methodology 19-33

Sources Cited & Bibliography 34

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Executive Summary

Objective The objective of this project is to apply the Baldrige Performance Excellence Model to evaluate the

functioning of WIDA and formulate specific recommendations based on Operations Process Category and

Workforce Focus Results Category that will enhance the effectiveness and performance of WIDA.

Method The data used to evaluate operations process and workforce focus results and formulate actionable

recommendations was collected in three ways. First the consultants held an employee interview with the

Director of Business Development and Strategy to gain insight on the organizational profile. Next, an

anonymous questionnaire was distributed with operations process and workforce focused questions to the

employees of WIDA. Then a second round of interviews was held with the HR team to gather qualitative

information on the key results, based on the survey evaluation. After completion of the report, the

consultants will conduct a formal presentation of the recommendations to WIDA.

Key Results Based on the data collected from the interviews and survey, Transform Consulting found strengths and

opportunities for improvement in the organization’s operations and workforce focus outcomes categories.

They include:

Strength

WIDA effectively integrates customer feedback to modify existing processes and systems to

support operational objectives and meet the needs of its customers.

Opportunities For Improvement

WIDA does not effectively deploy their employee performance evaluation system.

WIDA lacks communication between management and employees, showing no integration of

results that are learned from projects.

Employees expressed a negative level of satisfaction regarding career progression and

development.

Key Recommendations

Institutionalize the processes and systems into the organizational culture to maintain and

strengthen alignment with operational objectives through future expansion.

Develop a formal evaluation system by increasing the number of performance review meetings to

motivate employees and keep them accountable for their goals

WIDA lacks communication between management and employees, showing no integration of

results that are learned from projects.

Provide individualized development plans that address each employee’s career progression and

learning objectives to improve the development system and more effectively manage career

progression in the workforce.

Provide opportunities for advancement to meet employee’s needs for career progression.

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Statement of Project Objectives

The purpose of this project is to use the Baldrige framework to evaluate the operations process and

workforce results of WIDA. Through the use of a quantitative survey of all WIDA employees, our team

will identify the organization’s strengths and opportunities for improvement. This project will provide

recommendations and subsequent action steps to management and employees to improve operations

processes and workforce results, enhancing overall organizational effectiveness.

Organizational Profile

Organizational Environment

Products and Services

WIDA is a non-profit cooperative group that promotes educational success for English Language

Learners (ELLs) through the development and delivery of standards, assessments, research, and

professional development (both online and site-based). WIDA’s primary purpose is to provide meaningful

tools, training, and information to educators working with ELLsi.

Some of WIDA’s products are distributed by one of WIDAs partners, the Wisconsin Center for

Education Products and Services (WCEPS) and are sold through the WIDA online store. Test materials

include test booklets, picture booklets, test administration scripts, score sheets, pre-ID labels, and score

reports. WIDA charges twenty-three dollars per child who is tested and offers an integrated solution of

resources and professional development for teachers and state administratorsii.

Mission, Vision, and Core Values

Mission: Promote educational equity and academic achievement for linguistically and culturally

diverse students through the development and dissemination of curricular, instructional, and assessment

products and resources.

Vision: To be the most trusted resource in the education of Prekindergarten through Grade 12

language learners.

Core Values: WIDA has a “Can Do” philosophy regarding the belief in assets, contributions, and the

potential of linguistically diverse students. WIDA also values collaboration with respect to facilitating

education among educators, state and local education agencies, researchers, policy makers, and experts

worldwide. Other values include innovation through drawing from research and practice to find the best

solutions for students and educators, and service through exceeding expectations with friendly and

knowledgeable support of customers and stakeholders.

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WIDA’s Can Do Philosophy is visible:

-in their Principles of Language Development.

-in WIDA English Language Development Standards, Prekindergarten through Grade 12

-in the Can Do Descriptors.

-in all their assessments.

-in their research.

Overall, WIDA values a “Can Do” Philosophy, collaboration, innovation, and serviceiii.

Core Competencies

The product itself would be considered a core competency as the standards and assessment are

continuously modified and refined through teacher input. The product design offers networking

opportunities and valuable cross-connections through the feedback from members of the consortium.

WIDA has a foundation for organizational growth, as the company already has member states in the

consortium who have incentive to stay with WIDA due to high switching costs. Another core competency

is the employees’ sense and display of intrinsic motivation since WIDA is not driven by profit.

Workforce Profile

WIDA currently has over 60 employees. The organization has been growing rapidly within the

last few years and recently established the department of Communication and Client Services to help

meet customer needs and facilitate interdepartmental communication. The workforce is dominated by

employees with high levels of education, mainly master degrees and doctorate degrees. Since WIDA has

become the recognized leader in the field of ELL education, it draws leading professionals from the

fieldiv.

Key Assets

The Wisconsin Center for Education Research (WCER) provides credibility for WIDA because it

is the host institution for WIDA and one of the oldest, largest, and most productive education research

centers in the world. Other key assets include the organizational capacity for human capital and well-

developed and abundantly informed websitev. Also, the University of Wisconsin brand is an asset as it is

a top ranked university, as well as the Madison location, which aligns with the type of business WIDA

embodies.

Key Regulatory Requirements

Since WIDA is affiliated with the University of Wisconsin – Madison, it must comply with the

rules of many regulatory agencies, as well as university and state rules.

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WIDA’s English Language Development (ELD) Standards, Data Analysis Workshops, and

Assessment Workshops must comply with the federal requirements to ensure that children with limited

English develop high levels of academic attainment in English. These standards allow ELLs to meet the

same challenging state academic content and student academic achievement standards that all children are

expected to meet.

WIDA’s ACCESS Placement TEST (W-APT) and ACCESS for ELLs comply with the federal

requirement to meet No Child Left Behind (NCLB) Title III requirements. States are mandated to

identify and annually administer a standards-based English language proficiency test to all English

Language Learners (ELLs) in grades K-12.vi

As the WIDA consortium includes over 30 member states, WIDA must also comply with terms of

interagency agreements. WIDA must comply with all the requirements of the University of Wisconsin-

Madison, such as constraints by the university pay scale through salary caps in which employees cannot

receive a raise unless they receive a change in title. vii

Organizational Relationships

Organizational Structure

The current structure of the organization consists of specialists, researchers, project managers,

administrative staff, and department directors who report to and work with executive leadership to

provide meaningful tools, training, and information to educators working with ELLs. Executive

leadership includes Communication and Business Development Director, Associate Director, and

Executive Director. The Departments include Communication and Client Services, Teaching and

Learning, Academic Language and Literacy Initiatives, Research, Assessment, and Operations. The

Associate Director oversees Teaching and Learning, Assessment, and Academic Language and Literacy

Initiatives. The Executive Director directly manages Communication and Client Services, Operations, and

Research. The head of each department supervises researchers, specialists, other managers and staff

associated with each department. WIDA is a separate entity than the Wisconsin Center for Education

Research (WCER) and the WIDA Consortium, which is a group of member states. WIDA is located on

the seventh and twelfth floors of the Educational Science building at the University of Wisconsin-

Madison. See Appendix D for formal organization chart.viii

Key Customers and Stakeholders

The majority of WIDA’s customers are educators, state and local agencies, and at the individual

level, teachers. WIDA’s “Can Do” Philosophy emphasizes the importance of the efforts from

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stakeholders, from paraprofessionals to superintendents, in making a difference in the education of ELL

students. WIDA’s largest customer is Illinois and other key customers include North Carolina, Georgia,

and the recently joined Nevadaix.

Key Suppliers and Partners

Organizations providing development and support services to WIDA include the Wisconsin

Center for Education Research (WCER), Center for Applied Linguistics (CAL), Metritech, Inc., and

Wisconsin Center for Education Products and Services (WCEPS). The Wisconsin Center for Education

Research (WCER) is one of the most active partners, acting as the host institution. Specifically, WCER

manages complex projects that span the full scope of education, from pre-kindergarten to undergraduate

and graduate curriculum reform. CAL is based in Washington, DC and offers a range of assistance to

WIDA’s endeavors including test development and psychometrics, data analysis, ACCESS for ELLs Test

Administration Training, and professional development courses for teachers tailoring their instruction to

the WIDA ELP standards. Not only an integral part of the development of the original ACCESS test

system, CAL continues to help on multiple assessment projects. MetriTech, Inc. based in Champaign, IL

provides testing materials and a wide range of services in all phases of the development and delivery of

educational assessment products. They are responsible for the printing, scoring, reporting, and

distributing of all test materials and results. WCEPS is a non-profit organization which distributes

educational products and services created at the university to school administrators, teachers, and

students. WCEPS works closely with WIDA to distribute products WIDA creates to support ELL

educators and has been key to WIDA’s growth. Although these are the main partners and suppliers to

WIDA, others include UCLA, WestEd, Data Recognition Corporation, and many leaders in the field of

language education, curriculum development, and assessment.x

Competitive Environment

Current Competitive Position

WIDA provides services to a national market of over 30 member states in the WIDA

consortium. Their value proposition in comparison with other companies is their Can Do Philosophy,

which accentuates the positive qualities and assets of ELLs. Throughout the process of developing

products and services, WIDA envisions students as contributors to the changing educational landscape

and serve as advocates on their behalf. WIDA is also looking to grow internationally and broaden

domesticallyxi.

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Changes in Competitive Position

To keep up with changes in technology and the schooling environment, WIDA is moving towards

computer-based testing. WIDA is also considering pursuing a new initiative towards marketing on an

individual level. Political changes have impacted WIDA’s access to funding which plays a role in their

current position. The funding team is more active in looking for financial sources to match WIDA’s

expansion needs. Also, WIDA will be moving out of its current home in the Educational Sciences

building towards a new, larger facility to accommodate organizational growth. This will allow WIDA to

enhance the research and development of their products and services and expand their market share.xii

Strategic Context

Key Strategic Challenges and Competitive Advantages

One of WIDA’s competitive advantages is the strong relationship it maintains with over 33 member

states in their consortium. The Director of Business Development and Strategy has a vast network and

relations to gain more information for meeting strategic goals, as well as involvement in many groups and

advisory committees for the federal government. These connections and interactions with groups and

other partners like the WCER provide a competitive advantage for WIDA. One strategic challenge

involves hiring and training undergraduates due to the inconsistent nature of their employment and a need

for deeper knowledge of material. A competitive disadvantage for WIDA is that they are not in the

“beltway”, like one of their main competitors English Language Proficiency Assessment (ELPA 21),

which is associated with standards developed in Washington D.C. and has more direct access to pipelines

and levels in state governmentsxiii

.

Performance Improvement System

Currently, WIDA has no effective formal or official system set in place to assess the performance

of employees. There is a more casual and open online performance planning system initiated in January

which outlines goals and the plan for the next year. This is related to the reality of limited resources to

distribute raises based on pay-for-performance methods. However, WIDA focuses on expansion of job

responsibilities through support for employee professional developmentxiv

.

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Key Results

Process Category: Operations Focus

Key Result #1 (Strength): WIDA effectively integrates customer feedback to modify existing processes

and systems to support operational objectives and meet the needs of its customers.

Supporting Evidence

The responses to the survey question 4 in Appendix C, (“The organization designs its work

processes and systems to address the requirements of its customers.”) indicate a positive level of

approval from team members who believe the organization supports its operational objectives.

o 91% of employees agreed that WIDA has work processes and systems that focus on the

requirements of its customers.

o This survey question had the highest mean score of 4.44 out of 5. This score

demonstrates a positive result in terms of level analysis and displays a positive strength

that WIDA holds.

The organization designs its work processes and systems to address the requirements of its customers. Mean: 4.44/5

Interview Results

Integrated Solution

o One of WIDA’s strength is their ability to provide its customers with a full package

integrated solution. They are able to provide its customers with a complete solution by

developing their own standards as well as their own assessments. Their ability to present

a full package solution is one of WIDA’s core competences. Further, WIDA has also

Strongly Disagree; 0

Disagree; 0 Neutral; 3

Agree; 13 Strongly

Agree; 18

Strongly Agree: 52.9%

Agree: 38.2%

Neutral: 8.8%

Disagree: 0.0%

Strongly Disagree: 0.0%

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developed standalone assessments products that include features such as online

capabilities, early childhood development, and Spanish translations. WIDA is also able to

provide products to organizations that are already part of a different consortium.

WIDA’s Partnerships

o WIDA has many partners such as Wisconsin Center for Education Research (WCER),

Wisconsin Center for Education Products and Services (WCEPS), Center for Applied

Linguistics (CAL). These strategic alliancesxv

have allowed them to grow their

organization and “convert research into products”. When talking about organization

partnerships, WIDA’s Director of Business Development and Strategy stated the

following: “WIDA prides itself on being customer oriented and listening to teachers

when designing and delivering its materials.” A key strength that resulted in collaborating

with these organizations has also led to valuable feedback from teachers and other key

users of WIDA’s productsxvi

.

Proven System

o WIDA’s system has been very effective and described in an employee interview as, “10

years since the first grant, a system that is up and running”xvii

. Positive comments like this

show that members within the organization acknowledge that the operational activities

are contributing toward WIDA’s success. One of WIDA’s biggest strengths that has and

continues to contribute to this operational success is its ability to provide a valuable

service to their customers. The services they provide through their assessments and

packages add to the competitive advantage of WIDA and are essential in differentiating

themselves from their competitors. Recently, WIDA has also created a new department

called Communication and Client Services. This department focuses on the services

provided to the customers and interactions with them. This will further the differentiation

between WIDA and its competitors.

Key Result #2 (Opportunity for Improvement): WIDA does not effectively deploy their employee

performance evaluation system.

Supporting Evidence

The responses to process category survey question 9 in Appendix C, “There is an effective

performance evaluation system” illustrates that WIDA’s employees think the process can be

modified to be more effective.

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o 79% of employees either disagreed or were neutral about WIDA having a performance

evaluation system, resulting in the lowest mean of all survey questions, 2.73

There is an effective performance evaluation system. Mean: 2.73/5

o In an interview with an HR employee, the employee explained WIDA only performs a

performance evaluation with its employees once a year, where they set goals but it is seen

as a formality and there is no subsequent follow-up. The comments from the HR

employee reveal that WIDA is struggling with actually deploying performance

evaluations.

In reference to workforce outcomes survey question 8 in Appendix C, “The org uses a system that

effectively rewards members for high performance and work”, employees believe that WIDA

could more effectively reward their workforce.

o Only 30% of employees agreed that WIDA uses a system that effectively rewards

members for high performance.

o The mean score for this question was 2.76, the lowest mean of workforce focused

outcome survey questions.

The organization uses a system that effectively rewards members for high performance work.

Mean: 2.76/5

o According to a follow-up interview with an HR representative, “The University system

constrains us in terms of performance evaluations and their effectiveness.” The employee

highlighted that WIDA is not able to award an employee a raise or a bonus based on their


Disagree; 12 Neutral;

11

Agree; 5

Strongly Agree; 2



Agree; 8

Strongly Agree; 2


Agree: 15.2%

Neutral: 33.3%

Disagree: 36.4%



Agree: 24.2%

Neutral: 27.3%

Disagree: 24.2%


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performance because of the constraints set by the University. On the other end of the

spectrum, the employee also stated, “It is harder to fire a low performer in the University

than in a private company. Again, rating someone a low performer when you can’t exit

them from the company doesn’t have many benefits.”xviii

o WIDA is lacking support of management to ensure these goals come to fruition. The

current system of only meeting with employees once a year is seen as a formality to

employees and there is variable follow up depending on the manager facilitating these

meetings, resulting in a lack of motivation to meet these goalsxix

.

Key Result #3 (Opportunity for Improvement): WIDA lacks communication between management and

employees, showing no integration of results that are learned from projects.

Supporting Evidence

The responses from the survey illustrate that members believe while processes have an approach,

deployment, and learning from projects there is no further integration from management into

subsequent projects.

o In response to process outcomes question 7 in Appendix C, (“There is direct

communication of results from senior management to employees.”) the mean response

was 3.29, positioning the mean in the bottom third of all survey questions. The response

shows that the employees feel management could do a better job of explaining results and

providing information as to why a project succeeded or failed for future reference.

There is direct communication of results from senior management to employees. Mean: 3.29/5

According to an interview with HR personnel there are several reasons why the organization is

lacking integration of results.


Disagree; 11

Neutral; 3

Agree; 11

Strongly Agree; 7


Agree: 32.4%

Neutral: 8.8%

Disagree: 32.4%


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In 2013 WIDA doubled its size, going from 30 to over 60 employees and evolved from a

relatively small informal organization to a functional layout. The result has been a more

diversified yet siloed organizationxx

.

o Tasks prior to the functional layout change were primarily team-based and the new silo

mentality has caused issues, particularly with those who were used to the previous layout

and a less formalized culture.

o “WIDA HR and Operations is constantly trying to figure out what levels of cross

departmental information sharing and collaborations is optimal to keep the organization

moving forward quickly (easier to do with less collaboration) without sacrificing the

ability to work together that makes WIDA special”.xxi

Additional issues related to the evolution of WIDA and its subsequent impact on integration

includes inexperienced and/or unqualified supervisors that don’t know how to communicate

appropriately or function how they did in the old system, focusing on individual projects.

o According to an employee interview, this may stem from the employees resistance to be

managed in the standard corporate structure. As educators, they may reject or be

reluctant to the idea of a more corporate, hierarchical, and formalized structure.xxii

Results Category: Workforce Outcomes

Key Result #4 (Opportunity for Improvement): Employees expressed a negative level of satisfaction

regarding career progression and development.

Supporting Evidence

The employees have a negative perception regarding opportunities for career progression,

specifically on promotions and advancement.

o In response to workforce outcomes question 9 in Appendix C (“The policies for

promotion and advancement are fair.”), the mean response was 2.88, positioning the

mean response in the lowest 33% of all survey questions.

The policies for promotion and advancement are fair. Mean: 2.88/5

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According to an employee interview, the overall structure and evolution of the organization

creates issues for career progression and policies for advancement.

o There is a lack of resources due to the fact that “the University system is not responsive

to WIDA needs for advancing the workforce in comparison to a private company”xxiii

.

o System requirements— “Most of the ways that we meet growth needs for salary or

position changes are compromises with the system rather than doing exactly what you

would like. People accept this in exchange for the stability and benefits of working for

the University.”xxiv

Uncertainty about the future due to the rapid expansion of WIDA, there is no formalized career

map progression, leading to overall uncertainty. Because WIDA is expanding so rapidly, a

standard career progression would be hard to establish based on the dynamic environment,

culture, and organizational structure. Although entrepreneurs may enjoy this challenge, the

majority have a reluctant understanding of the current limitations in career progression, accepting

the high-growth situation, but anxious about their personal future.xxv

Key Recommendations

Operations Process Category

Key Result #1 (Strength): WIDA effectively integrates customer feedback to modify existing processes

and systems to support operational objectives and meet the needs of its customers.


Disagree; 5

Neutral; 18

Agree; 5

Strongly Agree; 1 Strongly Agree: 3.1%

Agree: 15.6%

Neutral: 56.3%

Disagree: 15.6%


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RECOMMENDATION #1: Institutionalize the processes and systems into the organizational culture to

maintain and strengthen alignment with operational objectives through future expansion.

Supporting Action Steps:

WIDA should not only utilize the new Communication and Client Services department to

continue to provide high levels of customer satisfaction but also interact with other departments

in the organization. It is important to communicate to the organization what type of problems the

client service is resolving and learn from customers to help strengthen the culture of quality

throughout the organization.xxvi

During the WIDA Nation Conference the management of the organization should integrate the

results from the customer satisfaction surveys to all employees. WIDA already has an effective

customer feedback system, resulting in positive customer satisfaction. Employees are responsible

for sharing what they learned from customer feedback throughout their organization.xxvii

Assign ongoing accountability for the organization’s culture to a committee of leaders and

members in the organization such as the department directors. Directors should continue to

evaluate the effectiveness of the culture and make adjustments to strengthen or sustain alignment

with the strategy of the organization.xxviii

WIDA’s Department Directors should focus on continuously improving the systems and

processes by maintaining what they are passionate about, and what they do better than their

competitors by providing integrated solutions for customers.xxix

Key Result #2 (Opportunity for Improvement): WIDA does not effectively deploy a performance

evaluation system.

RECOMMENDATION #1: Develop a formal evaluation system by increasing the number of

performance review meetings to motivate employees and keep them accountable for their goals


Increase the number of performance evaluation meetings with employees to twice a year, instead

of once a year.

o The initial meeting at the beginning of the year should involve a review of the previous

year’s goals and set specific, measurable, assignable, realistic, and time-based goals for

individual employees for the upcoming year.xxx

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o Employees will have a formalized second meeting with their manager to review their

progress on the current year’s goals and the manager can provide further support and

direction.xxxi

WIDA has a strong intrinsic reward as a motivating factor due to their involvement in the

education industry. They should capitalize on this by implementing an employee of the year

program where managers nominate the top performer in their department based on goal

achievement.

During review meetings, managers should discuss working styles with employees, providing

feedback and recommendations on how to manage their behaviors in the work environment.xxxii

o Feedback from managers should be specific, behavior-based, and constructive to provide

favorable outcomes.xxxiii

Key Result #3 (Opportunity for Improvement): WIDA lacks communication between management and

employees, showing no integration of results that are learned from projects.

RECOMMENDATION #1: In order to improve communication throughout all levels of WIDA, the

organization should develop a matrix design to better complement their strategy.


Establish a climate for change by having management's responsible for educating their

employees’ about the necessity of change to obtain employee buy-in and to improve

communication across units.xxxiv

The management should first introduce the idea of the matrix design to the organization, which

promotes cross functional communication and interaction within units. This design allows for the

development and improvement of project team capabilities along with the promotion of people

development. WIDA has the vertical structure of a matrix but is lacking the horizontal, cross-unit

structure.xxxv

As some employees may not support the change to a more formalized structure, WIDA must

overcome possible resistance through education and communication about the new structure and

ask for employee suggestions regarding the change.xxxvi

Use structured supervisor positions of each unit to help resolve issues concerning communication

and inexperience by having specific job outline and tasks.xxxvii

Based on budgetary constraints, WIDA should hire for cultural fit within the organization and

develop their project managers. The Director of Business Strategy and Development should be

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responsible for conducting interviews and selecting appropriate managers. The hiring for fit

evaluation should be based on the following criteria:

o Effective time management, being an open communicator, established credibility due to

their own individual success and expertise, and show confidence in their ability to align

the team with the processes and system.xxxviii

Product or project managers should take charge of the commercialization of the products,

assigning specific tasks within their units and then providing crossover with other units to finalize

the product.

(See Appendix E for proposed matrix design)

Key Result #4 (Opportunity for Improvement): Employees expressed a negative level of satisfaction

regarding career progression and development.

RECOMMENDATION #1: Provide individualized development plans that address each employee’s

career progression and learning objectives to improve the development system and more effectively

manage career progression in the workforce.


Management should design professional development plans which include opportunities for

advancing skills in new technologies through personal and career counseling, career development

and employability services using methods such as on-the-job training, computer-based services,

and mentoring.

o On-the-job training and ongoing development should be utilized because it is a cost-

effective way to link training to both organizational needs and employee needs. This

creates a more engaged and satisfied workforce that has more incentive to stay at WIDA

with a long-term focus because of an increased perceived link between effort and

performancexxxix

.

Provide frequent positive and immediate feedback for workers by specifically focusing

on a behavior, describing its impact and following through on the next steps. This would

facilitate the translation of goal-directed effort to performance.xl

Create a systematic approach for professional development funding to promote more effective use

of resources for professional development. Allocating the funds more efficiently will enhance

WIDA’s ability to plan for career development.

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o Segmenting rewards to determine the best use of funds to attract, retain, and motivate

employees.

Modify job description and design to include additional responsibilities or increased autonomy so

employees can control their own decisions and ensure high significance of tasks associated with

each job so employees feel valued.xli

RECOMMENDATION #2: Provide opportunities for advancement to meet employee’s needs for career

progression.


Identify the most active needs of employees and deploy a strategy that allows growth,

achievement, and advancement of employees through suggestion systems and brown bag

lunches.xlii

Since WIDA does not have the resources for cash incentive and pay-for-performance programs

management should implement cost-effective ways to provide advancement opportunities

including

o Allowing employees the choice of which projects they want to work on

o Adding more skill development opportunities

o Utilizing internal training which enables administrative employees to develop technical

and managerial skills

o Subsidized certifications

o Rotational assignments on a progressively higher level

Set up a formal reward system that focuses on intrinsic rewards which complements the culture at

WIDA.xliii

o Intrinsic rewards could include more responsibilities and recognition (increased

scheduling flexibility, formal career planning, free products, favorable job assignments,

formal recognition certificates, travel rewards).

o Celebrate accomplishments by recognizing high performers in award ceremonies or

newsletters. xliv

Recognition could sufficiently substitute for cash incentives or promotions

because employees have a passion for work for reasons that go beyond money or

status, recognition and non-cash rewards can serve as opportunities for

advancement.xlv

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Appendix & Methodology

Summary Table of Key Results, Recommendations, and Supporting Action Steps

Key Results Performance

Excellence

Category

Strength or

Opportunity

for

Improvement

Recommendations Supporting Action

Steps

1. WIDA

effectively

integrates

customer

feedback to

modify existing

processes and

systems to

support

operational

objectives and

meet the needs

of its customers.

Operations

Process

Strength 1. Institutionalize the

processes and systems

into the organizational

culture to maintain and

strengthen alignment with

operational objectives

through future expansion.

1a. WIDA should

not only utilize the

new Communication

and Client Services

department to

continue to provide

high levels of

customer satisfaction

but also interact with

other departments in

the organization.

1b. During the

WIDA Nation

Conference the

management of the

organization should

integrate the results

from the customer

satisfaction surveys

to all employees.

1c. Assign ongoing

accountability for

the organization’s

culture to a

committee of leaders

and members in the

organization such as

the department

directors.

1d. WIDA’s

Department

Directors should

focus on

continuously

improving the

systems and

processes by

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maintaining what

they are passionate

about, and what they

do better than their

competitors by

providing integrated

solutions for

customers.

2. WIDA does

not effectively

deploy a

performance

evaluation

system.

Operations

Process

Opportunity

for

Improvement

1. Develop a formal

evaluation system by

increasing the number of

performance review

meetings to motivate

employees and keep them

accountable for their goals

1a. Increase the

number of

performance

evaluation meetings

with employees to

twice a year, instead

of once a year.

1b. WIDA has a

strong intrinsic

reward as a

motivating factor

due to their

involvement in the

education industry.

1c. During review

meetings, managers

should discuss

working styles with

employees,

providing feedback

and

recommendations on

how to manage their

behaviors in the

work environment.

3. WIDA lacks

communication

between

management and

employees,

showing no

integration of

results that are

learned from

projects.

Operations

Process

Opportunity

for

Improvement

1. In order to improve

communication

throughout all levels of

WIDA, the organization

should develop a matrix

design to better

complement their strategy.

1a. Establish a

climate for change

by having

management's

responsible for

educating their

employees’ about

the necessity of

change to obtain

employee buy-in and

to improve

communication

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across units.

1b. The management

should first

introduce the idea of

the matrix design to

the organization,

which promotes

cross functional

communication and

interaction within

units.

1c. As some

employees may not

support the change

to a more formalized

structure, WIDA

must overcome

possible resistance

through education

and communication

about the new

structure and ask for

employee

suggestions

regarding the

change.

1d. Use structured

supervisor positions

of each unit to help

resolve issues

concerning

communication and

inexperience by

having specific job

outline and tasks.

1e. Based on

budgetary

constraints, WIDA

should hire for

cultural fit within the

organization and

develop their project

managers.

1f. Product or

project managers

22

should take charge

of the

commercialization

of the products,

assigning specific

tasks within their

units and then

providing crossover

with other units to

finalize the product.

4. Employees

expressed a

negative level of

satisfaction

regarding career

progression and

development.

Workforce

Focus

Opportunity

for

Improvement

1. Provide individualized

development plans that

address each employee’s

career progression and

learning objectives to

improve the development

system and more

effectively manage career

progression in the

workforce.

2. Provide opportunities

for advancement to meet

employee’s needs for

career progression.

1a. Management

should design

professional

development plans.

1b. Create a

systematic approach

for professional

development

funding to promote

more effective use of

resources for

professional

development.

1c. Modify job

description and

design to include

additional

responsibilities or

increased autonomy

so employees can

control their own

decisions and ensure

high significance of

tasks associated with

each job so

employees feel

valued.

2a. Identify the most

active needs of

employees and

deploy a strategy

that allows growth,

achievement, and

advancement of

employees through

suggestion systems

23

and brown bag

lunches.

2b. Since WIDA

does not have the

resources for cash

incentive and pay-

for-performance

programs

management should

implement cost-

effective ways to

provide

advancement

opportunities.

2c. Set up a formal

reward system that

focuses on intrinsic

rewards which

complements the

culture at WIDA.

Appendix A: Methodology Section Three methods were used to collect and analyze data based on the Baldrige framework and organizational

effectiveness at WIDA. These methods included:

1. Personal interview with the Director of Business Development and Strategy To attain baseline knowledge regarding the organization itself and its mission, vision, and goals the

consultants held an interview with the Director of Business Development and Strategy. This interview

provided the consultants with information to integrate into the organizational profile. Furthermore, it

helped to set the foundation for the types of challenges and strengths the company has, guiding the

consultants on what survey categories and questions to focus on.

2. Online Survey distributed to WIDA employees To evaluate the operations process at WIDA and be able to analyze the workforce outcome results, a

comprehensive online survey was was created and distributed. Initially the consultants collaborated and

brainstormed specific areas that the results should measured by. As a group, Transform Consulting

picked individual questions based on these targeted areas.

The survey consisted of two sections: 9 questions based on operations process and 11 questions based on

workforce outcomes. The answers were recorded on a 1-5 scale progressing from strongly disagree,

disagree, neutral, agree, strongly agree. From the respondents that completed the survey, the key results

were formulated based on the operations process and the workforce results.

24

Please see Appendix B for a copy of the survey and Appendix C for the quantitative survey results.

3. In-depth follow-up interviews with WIDA HR personnel After the quantitative survey results, the consultants conducted follow-up qualitative interviews to fully

understand and analyze the survey results. The qualitative information gathered combined with the

survey results were the basis for the key results and following recommendations.

Appendix B: Blank Copy of Operations and Workforce Outcomes Survey

This survey is intended to facilitate the completion of a Management and Human Resources project done

in the UW School of Business. The project is designed to evaluate the functioning of an organization and

to formulate specific recommendations that will enhance the effectiveness and performance of the

organization. Your results are completely confidential.

How would you rate your

experience regarding the

operations process category?

Strongly

Disagree

Somewhat

Disagree

Neutral Somewhat

Agree

Strongly

Agree

The organization has designed work

processes and systems that support

its mission, vision, and values

The organization design facilitates

inter-departmental communication

The organization uses methods to

control the costs associated with its

work processes and systems

The organizational designs its work

processes and systems to address the

requirements of its customers

After completion of projects, does

your boss provide constructive

feedback to improve future

performance

There is effective project

management to facilitate efficient

completion of projects

There is direct communication of

results from senior management to

25

employees

The organization provides

appropriate functional group/team

sizes for completion of projects

There is an effective performance

evaluation system

How would you rate your

experience regarding the

workforce outcomes results

category?

Strongly

Disagree

Somewhat

Disagree

Neutral Somewhat

Agree

Strongly

Agree

The organization effectively manages

its members so that they can

complete their work


its members to support the

achievement of its vision and

strategic objectives

The organization implements policies

and practices that support the

wellbeing of its members

The organization creates a work

environment that supports members

doing their best work

The organization fosters a culture

that promotes open communication

and high performance

The organization implements

methods to assess the satisfaction and

engagement of its members


career progression and succession

planning for its members

The organization uses a system that

effectively rewards members for high

performance work

The policies for promotion and

26

advancement are fair

Your skills and knowledge are being

put to use with your daily tasks

I see myself working for WIDA my

entire career

Appendix C: Summary of Results

Survey Results

Question # Strongly

Disagree(1)

Disagree(2)

Neutral(3)

Agree(4) Strongly Agree(5)

Mean

Total

Operations Process

1 0 5 1 19 9 3.941 34

2 2 8 4 16 4 3.353 34

3 3 9 8 8 5 3.091 33

4 0 0 3 13 18 4.441 34

5 1 4 7 15 7 3.676 34

6 3 8 2 13 8 3.441 34

7 2 11 3 11 7 3.294 34

8 1 7 7 9 10 3.588 34

9 3 12 11 5 2 2.727 33

Workforce Outcomes

1 0 4 3 20 7 3.882 34

2 0 3 4 16 10 4.000 33

3 0 3 3 12 15 4.182 33

4 0 2 5 12 14 4.152 33

5 0 3 4 10 16 4.182 33

6 2 2 2 16 11 3.970 33

7 4 7 8 7 7 3.182 33

8 6 8 9 8 2 2.758 33

9 3 5 18 5 1 2.875 32

10 1 2 0 14 16 4.273 33

11 1 2 9 14 7 3.727 33

Operations Process Survey Questions

1. The organization has designed work processes and systems that support its mission, vision, and values.

27

2. The organizational design facilitates inter-departmental communication.

3. The organizations uses methods to control the costs associated with its work processes and

systems.

4. The organization designs its work processes and systems to address the requirements of its

customers.

Strongly Disagree; 0 Disagree; 5

Neutral; 1

Agree; 19

Strongly Agree; 9


Disagree; 8

Neutral; 4

Agree; 16

Strongly Agree; 4


Disagree; 9

Neutral; 8

Agree; 8

Strongly Agree; 5



Agree; 13 Strongly

Agree; 18


Agree: 55.9%

Neutral: 2.9%

Disagree: 14.7%



Agree: 47.1%

Neutral: 11.8%

Disagree: 23.5%



Agree: 24.2%

Neutral: 24.2%

Disagree: 27.3%



Agree: 38.2%

Neutral: 8.8%

Disagree: 0.0%


28

5. After completion of projects, your boss provides constructive feedback to improve future performance.

6. There is effective project management to facilitate efficient completion of projects.

7. There is direct communication of results from senior management to employees.

8. The organization provides appropriate functional group/team sizes for completion of

projects.


Disagree; 4

Neutral; 7

Agree; 15

Strongly Agree; 7


Disagree; 8

Neutral; 2

Agree; 13

Strongly Agree; 8


Disagree; 11

Neutral; 3

Agree; 11

Strongly Agree; 7


Disagree; 7

Neutral; 7

Agree; 9

Strongly Agree; 10


Agree: 44.1%

Neutral: 20.6%

Disagree: 11.8%



Agree: 38.2%

Neutral: 5.9%

Disagree: 23.5%



Agree: 32.4%

Neutral: 8.8%

Disagree: 32.4%



Agree: 26.5%

Neutral: 20.6%

Disagree: 20.6%


29

9. There is an effective performance evaluation system.

Workforce Outcomes Survey Questions

1. The organization effectively manages its members so that they can complete their work.

2. The organization effectively manages its members to support the achievement of its vision

and strategic objectives.

3. The organization implements policies and practices that support the wellbeing of its

members.


Disagree; 12 Neutral;

11

Agree; 5

Strongly Agree; 2


Neutral; 3

Agree; 20

Strongly Agree; 7


Neutral; 4

Agree; 16

Strongly Agree; 10


Agree: 15.2%

Neutral: 33.3%

Disagree: 36.4%



Agree: 48.5%

Neutral: 12.1%

Disagree: 9.1%



Agree: 58.8%

Neutral: 8.8%

Disagree: 11.8%


30

4. The organization creates a work environment that supports members doing their best

work.

5. The organization fosters a culture that promotes open communication and high

performance.

6. The organization implements methods to assess the satisfaction and engagement of its

members.


Neutral; 3

Agree; 12

Strongly Agree; 15


Neutral; 5

Agree; 12

Strongly Agree; 14


Neutral; 4

Agree; 10

Strongly Agree; 16


Disagree; 2

Neutral; 2

Agree; 16

Strongly Agree; 11


Agree: 36.4%

Neutral: 9.1%

Disagree: 9.1%



Agree: 36.4%

Neutral: 15.2%

Disagree: 6.1%



Agree: 30.3%

Neutral: 12.1%

Disagree: 9.1%



Agree: 48.5%

Neutral: 12.1%

Disagree: 9.1%


31

7. The organization effectively manages career progression and succession planning for its members.

8. The organization uses a system that effectively rewards members for high performance

work.

9. The policies for promotion and advancement are fair.

10. Your skills and knowledge are being put to use with your daily tasks.


Disagree; 7

Neutral; 8

Agree; 7

Strongly Agree; 7



Agree; 8

Strongly Agree; 2


Disagree; 5

Neutral; 18

Agree; 5

Strongly Agree; 1


Disagree; 2

Neutral; 0

Agree; 14

Strongly Agree; 16


Agree: 21.2%

Neutral: 24.2%

Disagree: 21.2%



Agree: 24.2%

Neutral: 27.3%

Disagree: 24.2%



Agree: 15.6%

Neutral: 56.3%

Disagree: 15.6%



Agree: 42.4%

Neutral: 0.0%

Disagree: 6.1%


32

11. I see myself working for WIDA my entire career.

Appendix D: Organizational Chart


Neutral; 9

Agree; 14

Strongly Agree; 7


Agree: 42.4%

Neutral: 27.3%

Disagree: 6.1%


33

Appendix E: Proposed Matrix Design

34

Sources Cited

i http://www.wida.us/index.aspx ii HR Manager, WIDA iii http://www.wida.us/index.aspx iv HR Associate, WIDA v Director of Strategy and Business Development, WIDA vi http://www.wida.us/membership/NCLB.aspx vii Director of Strategy and Business Development, WIDA viii HR Associate, WIDA ix HR Associate, WIDA x http://wida.us/aboutus/partners.aspx xi Director of Business Development and Strategy, WIDA xii Director of Business Development and Strategy, WIDA xiii Director of Business Development and Strategy, WIDA xiv HR Associate, WIDA xv Kuzuhara, Loren. Strategic Management Webinar, Sept 25 2013 xvi Director of Business Development and Strategy, WIDA xvii Director of Business Development and Strategy, WIDA xviii HR Manager, WIDA xix HR Associate, WIDA xx HR Personnel, WIDA xxi HR Associate, WIDA xxii HR Associate, WIDA xxiii HR Manger, WIDA xxiv HR Associate, WIDA xxv HR Representative, WIDA xxvi Kuzuhara, Loren. Organizational Culture Webinar, Oct 16 2013 xxvii Kuzuhara, Loren. Strategic Management Webinar, Sept 25 2013 xxviii Kuzuhara, Loren. Organizational Culture Webinar, Oct 16 2013 xxix Kuzuhara, Loren. Strategic Management Webinar, Sept 25 2013 xxx Kuzuhara, Loren. Work Motivation and Performance Webinar, Nov 8 2013 xxxi Kuzuhara, Loren. Work Motivation and Performance Webinar, Nov 8 2013 xxxii Kuzuhara, Loren. Individual Differences & Personal Effectiveness Webinar, Oct 20 2013 xxxiii Kuzuhara, Loren. Communication Webinar, Nov 21 2013 xxxiv Kuzuhara, Loren. Organizational Change Webinar, Oct 7 2013 xxxv Kuzuhara, Loren. Organizational Design Webinar, Sept 26 2013 xxxvi Kuzuhara, Loren. Organizational Change Webinar, Oct 7 2013 xxxvii Kuzuhara, Loren. Work Motivation and Performance Webinar, Nov 8 2013 xxxviii Kuzuhara, Loren. Communication Webinar, Nov21 2013 xxxix Kuzuhara, Loren. Work Motivation and Performance Webinar, Nov 8 2013 xl Kuzahara, Loren, Communication, Nov 20 2013 xli Kuzuhara, Loren. Work Motivation and Performance Webinar, Nov 8 2013 xliiKuzuhara, Loren, Communication, Nov 20 2013 xliii Kuzahara, Loren, Organizational Culture, Oct 16 2013 xliv Kuzahara, Loren, Individual Differences & Personal Effectiveness, Oct 21 2013 xlv Kuzahara, Loren, Individual Differences & Personal Effectiveness, Oct 21, 2013

Bibliography

WIDA. (2011). Retrieved from http://www.wida.us/index.aspx

No child left behind and WIDA. (2011). Retrieved from http://www.wida.us/membership/NCLB.aspx

Partners & Links. (2011). Retrieved from http://wida.us/aboutus/partners.aspx

http://www.wida.us/index.aspx

http://www.wida.us/membership/NCLB.aspx

http://wida.us/aboutus/partners.aspx

Documents

WIDA_FINAL