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Illinois Office of Employment and Training Process Mapping

To effectively lead change and innovation, organizations need to strategically allocate resources and establish efficient internal processes. Recognizing this need, the Illinois’ Department of Commerce and Economic Opportunity’s Office of Employment and Training (OET) engaged Maher & Maher throughout much of 2017 to lead the organization through an intensive process mapping effort designed to maximize the agency’s ability to achieve its vision and goals.

The objectives of the project were to:

  • Develop “as-is” and “should-be” maps for the following three OET processes key to the overall effectiveness of the organization:
    • System-wide policy development
    • Information sharing across OET units regarding monitoring
    • Rapid Response
  • Provide recommendations for achieving the “should-be” state through resource allocation, policy/procedure development, investment in tools, etc.
  • Build OET internal staff capacity to independently map additional processes going forward

Project activities were broken into three key phases:

  • As-is process mapping which included pre-work and on-site facilitated sessions in August 2017
  • Should-be process mapping which included pre-work and on-site facilitated sessions in September 2017
  • Development of a “Process Mapping How-to Guide” and delivery of a virtual mini-training for OET leadership and staff in October 2017

During the first phase, Maher & Maher staff provided OET with a pre-work template that OET used to hold internal discussions regarding the as-is process, including the challenges or issues with the current approach.  Output from those discussions were used to develop draft “as-is” process maps which were refined and finalized during on-site facilitated sessions with OET staff.  These facilitated sessions also produced “problem statements” which provided the foundation for the “should-be mapping.”

OET staff also completed pre-work for the “should-be mapping phase” which asked them to consider the problem statements and submit proposed solutions for each. This pre-work drove the facilitated on-site “should-be mapping” sessions which produced “should-be maps” and recommendations for OET leadership consideration.

In the final phase, Maher & Maher focused on ensuring that OET staff had the capacity and knowledge needed to move forward with mapping internal processes on their own. Deliverables included a “Process Mapping How-to Guide” which outlined the approach and offered key strategies and tools to support OET staff leading future internal process mapping. The project culminated in the design and delivery of a Process Mapping virtual mini-training for all OET staff.

The final products below were delivered to OET as part of the Process Mapping project:

  • As-is maps for the following processes:
    • OET internal policy development
    • System-wide policy development
    • Information sharing across OET units regarding monitoring
    • Rapid Response
  • Should-be maps for the following processes:
    • System-wide policy development
    • Information sharing across OET units regarding monitoring
    • Rapid Response
  • An infographic depicting the should-be system-wide policy development process to share with and build understanding and buy-in with system partners
  • A Project Summary and Recommendations Report
  • A Process Mapping How-to Guide
  • Process Mapping Virtual Mini-training