A few weeks ago, my colleague Lynn Bajorek shared a blog post that described Maher & Maher’s recent process mapping work with the Illinois Department of Commerce and Economic Opportunity’s Office of Employment and Training (OET). In the post, Lynn detailed how we used “as-is” and “should-be” process mapping with OET and its partners to examine several critical processes (Rapid Response, annual monitoring, and policy development), identify inefficiencies and challenges, and develop enhanced processes to better align the performance of these functions with the agency’s mission and goals. As part of our work with OET, we also developed and facilitated a virtual process mapping “how-to” training for staff.
On the face of it, process mapping appears pretty straightforward: you pick a process that needs some attention; map how that process takes place today and define related problems; map how the process, ideally, should take place; and then develop a plan for implementing the should-be process. And, in truth, that’s really the gist of the process mapping process. But that summary doesn’t tell the whole story of what process mapping can achieve for organizations from transformational change and organizational development perspectives, and it’s that potential that I’d like to say a bit more about.
Let’s look again at an aspect of our process mapping work with OET – annual monitoring – as an example. Annual monitoring is, of course, a critical function for a state workforce agency, and it might even seem like a pretty mundane area for process mapping. But while OET’s work on mapping the monitoring process certainly achieved obvious objectives – to identify inefficiencies and problems with the current process and develop an improved process – the effort prompted a conversation around larger questions and opportunities that are significant from change management and organizational performance angles. For example:
As you can see, a conversation that starts with a specific organizational process tends to prompt important questions and discussions around multiple areas that are central to organizational functioning and achieving broader organizational goals. That’s why we believe process mapping is such an illuminating and transformative tool for workforce organizations and their system partners. You can use process mapping to help tackle any number of areas that are current priorities for many states and regions around the country:
If you’re interested in learning more about the Maher & Maher Process Improvement Process℠ and how it can help your organization or area achieve its goals, we’d love to hear from you. Please visit our website or call us at 1-888-90-Maher.
Maher & Maher is a specialized change management and talent development consulting firm based in New Jersey and Washington, D.C. The firm is U.S. Department of Labor’s national technical assistance provider supporting the Employment and Training Administration’s implementation of the Workforce Innovation and Opportunity Act (WIOA) and a number of other priority initiatives of the administration that advance and promote the public workforce system. Maher is also currently involved in a number of sector strategy, regional planning, organizational strategic planning, and training initiatives in multiple states and regional areas.