Human Resource Management Alliance Day 2012 ni.com
The Alice Dendinger Alliance Group Established in 2002, The Alice Dendinger Alliance Group is a small, minority owned Austin based consulting firm providing Human Resource Consulting, Coaching and Mediation services to both public and private sectors. Our business has enjoyed success providing organizational development, training and development, strategic planning, employee and 360 surveys, and team facilitation services. Alice Dendinger Alliance Group facilitators, mediators, and OD specialists are seasoned professionals with extensive training experience in the fields of team building, conflict management, interest-based negotiation, mediation, leadership skills, change management, coaching and feedback, strategic planning, listening and communications skills. We offer a suite of various assessments and profiles ranging from employee engagement surveys, 360 Feedback, DiSC Behavioral Profiles and other assessments/profiles in the areas of Leadership, Workplace Expectations, Listening Skills, Stress Management and Time Mastery. Alice Dendinger, M.A., SPHR Alice Dendinger, SPHR has over 25 years of experience in the field of Human Resource Management and Organizational Development. She has initiated and designed programs that have lowered turnover and increased employee satisfaction. Alice has focused her work on strategic management, employee relations and communication, mediation and performance management; and assisting the leaders, managers, supervisors, and direct reports at every level work better together. Alice has an undergraduate degree in Business Management and a Masters in Communication. Additional education/certifications include: Coach University graduate, Texas Certified Mediator, DiSC Behavioral Analyst, and Future Search Action Planning. Alice has continued education in communication, group facilitation, conflict management, team development, interpersonal skills, leadership development and 360 assessments.
Top Ten.. 1. Hiring/ Retention/Firing 2. Communication and Conflict 3. Compensation 1. How to compete with large organizations? 2. Compensation variances for geography? 4. Employment Law Today s Session 5. Management Skills 6. Mentoring especially from top leaders 7. Training/Development 8. Motivating Employees 9. Culture of Accountability 10. HR Infrastructure 1. Job Descriptions 2. Organizational Structure and Charts 3. Policies procedures 4. Handbooks 3
Organizational Culture 4
A Definition of Culture A code way of working together that gives people the feel of the organization. This determines what is considered right or wrong, important or unimportant, workable or unworkable and how it responds to the unexpected crises, jolts, and sudden change. Based on shared attitudes, beliefs, customs, express or implied contracts and written and unwritten rules developed over time. Determines the strength of your employee commitment toward the goals and objectives of the organization. It impacts the companies productivity and performance, and provides guidelines on Customer care and service, quality and safety, attendance an punctuality and concern for the environment. Culture determines how you will: Treat each other, Customers and the community Make decisions, respond to new ideas and allow personal expression Deal with the power and information flow through the ranks chain of command Culture is: Expressed commonly as It s how we do things around here. It is unique for every company and one of the hardest things to change. From the CEO of IBM I came to see, in my decade at IBM, that culture isn t just one aspect of the game it is the game. - Louis Gerstner, Who Says Elephants Can t Dance It is more than your organizational strategy.. Culture eats strategy for breakfast! - Peter Drucker 5
Effective organizations are those, which produce excellent results by any measure of costs, quality, or efficiency while simultaneously enhancing the energy and commitment of organizational members to the success of the enterprise. - William A. Pasmore, PhD., Author Creating Strategic Change MISSION / VISION GOALS OBJECTIVES Emphasis on WHAT should be done ACTIVITIES RESULTS 6
MISSION/ VISION VALUES Emphasis on HOW it should be done PRACTICES BEHAVIORS RESULTS 7
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Dr. Daniel Denison says it best. Model developed by Daniel Denison and surveys co-authored by Daniel Denison and William Neale Based on over 25 years of research linking organizational culture and leadership to performance measures such as Return on Equity (ROE) customer satisfaction sales growth employee satisfaction innovation quality and other performance measures 9
Denison Culture Surveys Benchmarked Available in most languages Customizable Quick, secure, scalable delivery Timely and accurate reporting Backed by research 10
What is Culture? The way we do things around here Lessons learned that are important to pass on to the next generation Software of the mind that organized the behavior of people What we do when no one is looking How do you bring clarity to a deep and complex subject? 11
Does Culture Matter? Links to Performance Growth Market Share Innovation & Customer Satisfaction Stable Performance Over Time Profitability ROI, ROE Operating Performance Quality Employee Satisfaction 12
DENISON S CULTURAL MODEL A Model of High Performance 13
What makes up your culture? Adaptabilit y Pattern..Trends.. Market Translating the demands of the business environment into action Are we listening to the marketplace? Involvement Commitment... Ownership Responsibility Building human capability, ownership, and responsibility Are our people aligned and engaged? 14 Mission Direction..Purpose.. Blueprint Defining a meaningful long-term direction for the Company Do we know where we are going? Consistency Systems Structures Processes Defining the values and systems that are the basis of a strong culture Does our system create leverage?
Having a clear and compelling long term vision Aligning employees around a competitive strategy that provide longer-term focus Setting clear goals & objectives that align short term actions with the organization s vision and strategy The ability to effectively coordinate actions across the organization Reaching agreement on critical issues and problems that arise Having core values that guide behavior and decision making processes 15
Building the skills and capabilities that contribute to the organization s current and future success Promoting effective teamwork to meet group and organizational objectives Encouraging informed decision making and helping employees feel empowered (They can make a difference) Encouraging flexibility and change in an effort to improve the way work is done Understanding and responding to the needs of customers Learning from successes and failures and sharing those learnings with others in the organization 16
High level of clarity & alignment Higher levels of performance Mix of clarity & confusion Average levels of performance Confusion & uncertainty reigns Lower levels of performance 17
Hiring An Employee 18
HIRING MOTIVATION RETENTION The most important thing you will do that impacts your company culture is hire an employee. 19
But he is better than nothing and we have so much work to do. Hiring the wrong person can cost you three times his/her annual salary. Hiring one bad apple can spoil the entire group. Hiring the wrong person in the right job can cost you customers. Hiring an attitude problem can increase your workload by 80%. 20
We hire people for technical skills and fire them for interpersonal skills 21
Know the Job Job description Job Job analysis analysis Job specifications Job competencies Employee Employee job job 22
Get Set - Interview Require an application (even if there is a resume). Look for gaps in employment. Look for a series of jobs in a short period. Have applicants sign a release of previous employers from liability. Federal Credit Reporting Act (FCRA) Call every reference. Have the applicant agree to termination for falsification. Verify licenses. Take note of laws in your country that guide interviewing 23
Discrimination LEGAL: Distinctions based on performance, skill, ability, training, education, or other factors related to ability to do a particular job ILLEGAL: Decisions based on personal animosity toward or assumptions about abilities, traits or performance based on an employee s or applicant s protected status 24
1-14 Employees Federal Labor Laws by Number of Employees Civil Rights Act 1964 and Civil Rights Act 1991, Title VII (for employment agencies and labor organizations). Consumer Credit Protection Act of 1968 Drug Testing - DOT Economic Espionage Act Employee Polygraph Protection Act (1988) Employee Retirement Income Security Act (ERISA) 1974 (if company offers benefits) Equal Pay Act of 1963 Fair Credit Reporting Act (FCRA) (1970) Fair Labor Standards Act (FLSA) (1938) Federal Insurance Contributions Act of 1935 (FICA) (Social Security) Genetic Information Nondiscrimination Act of 2008 (GINA) Health Insurance Portability and Accountability Act (HIPAA) of 1996 (if company offers benefits) Immigration Reform & Control Act (IRCA) (1986) Labor-Management Relations Act (Taft-Hartley) 1947 National Labor Relations Act (NLRA) 1935 Occupational Safety and Health Act (1970) Uniform Guidelines of Employee Selection Procedures (1978) Uniformed Services Employment & Re-employment Rights Act of 1994
11-14, add Federal Labor Laws by Number of Employees Occupational Safety & Health Act (OSHA) (1970) (maintain record of job related injuries and illnesses) 15-19, add Civil Rights Act of 1964 Title VII, Civil Rights Act of 1991 Title I, Americans with Disabilities Act of 1990, (ADA), as amended by the ADA Amendments Act of 2008 (ADAAA) American Jobs Act of 2011 (if passed by Congress and President) 20-49, add Age Discrimination in Employment Act (1967) (ADEA) Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA) 50 or more, add Family and Medical Leave Act of 1993 (FMLA) EEO-1 Report filed annually w/eeoc if organization is a federal contractor Patient Protection and Affordable Care Act of 2010 (PPACA)
Federal Labor Laws by Number of Employees 100 or more, add Worker Adjustment & Retraining Notification Act of 1989 (WARN) EEO-1 Report filed annually w/eeoc if organization is not a federal contractor Federal Contractors, add Executive Orders 11246 (1965), 11375 (1967), 11478 (1969), 12989 (1996) Vocational Rehabilitation Act of 1973 Drug Free Workplace Act of 1988 Vietnam-Era Veterans Readjustment Act of 1974 Davis Bacon Act of 1931 Copeland Act of 1934 Walsh-Healy Act of 1936 Service Contract Act (1965)
Interviewer Biases First-impression and similar-to-me errors Stereotyping Questioning inconsistencies Contrast effect Negative emphasis Nonverbal bias Cultural noise 28 Halo/horn effect
Orientation & Onboarding First 30 days is critical Who does this position report to? Who are the peers in this position? Assign a mentor. Who should he/she go to for training or problem solving? Expectations! Conversation about conflict. How are goals established. What motivates the new hire. How does he/she want to be managed. 29
EMPLOYEE MOTIVATION 30
Five Universal Truths about our Employees 1. All employees start a job wanting to be successful not difficult. 2. You and your managers can not motivate other people. 3. Employees work for their reasons not yours. 4. There are actually strengths in weaknesses and weaknesses when overusing strengths. 5. We need people to get the work done. 31
Motivation.. The ability of a manager to encourage his or her subordinates to attain higher levels of performance. When mangers motivate, they stimulate people to exert more effort, energy and enthusiasm in whatever they are doing. 32
Compliance Motivated Employees Do just enough to get by. They are driven by a have to, or else mindset. Because of the lack of good leadership and other factors in the workplace, they are typically not energized or highly engaged in their work. Organizations with a high number of compliancemotivated employees typically perform at low levels and are not able to survive in a competitive environment. 33
Commitment Motivated Employees Are driven from within to do their best. They are driven by a a want to, because mindset. They typically feel empowered. They are produced and sustained by leaders who recognize, respect, and reward them for their contributions. Organizations that have developed a committed workforce typically out perform others in producing high customer satisfaction and operating results. 34
Above all.what Drives an Employee to Success 1. I am working for a Purpose (vision) 2. I have a certain level of expertise competency to do my job. 3. I have the autonomy to do my job. 4. I am rewarded and recognized for doing my job. 5. I make a difference in this organization and to this team. Read Daniel Pink s book Drive 35
Maslow s Hierarchy of Needs Self Actualization Self-Esteem Need to do fulfilling work, be creative, problem solve, accept circumstances Need to feel respected, confident Proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation. Social Safety Survival Need to belong to the group, friendship, family Need to feel security of body, employment, resources Need to physically function, breath, eat, sleep This diagram shows Maslow's hierarchy of needs, represented as a pyramid with the more primitive needs at the bottom.
Number One Issue Lack of Trust Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviors. Patrick Lencioni Overcoming the Five Dysfunctions of a Team 37 3
Leading Trust in the Workplace Trust = Competency X Timeliness X Disclosure Self Interest 38 3
Competence Trust exists when there is confidence that the persons involved are competent in his/her area of responsibility. 39 3
Enhance Competence To enhance your worthiness of others trust as it relates to competency, you should tell the truth, do not over exaggerate your capabilities, say you don t know when you don t know. Be the student and be willing to learn more from others. What else.. 40 4
Timeliness Trust exists when commitments are honored on a timely basis. 41 4
Enhance Timeliness To enhance your worthiness of others trust as it relates to timeliness, under promise and over deliver, send information in advance of deadlines, and make sure everyone is on the same page regarding goals, accountabilities (deliverables or outcomes) and expectations. Do not make commitments you know you cannot keep. Do not indicate that you will hold someone accountable to a task when there is no follow through. What else? 42 4
Disclosure Trust exists when appropriate information is shared and disclosed. 43 4
Enhance Disclosure (intimacy) To enhance your worthiness of others trust in this area, share information when it is appropriate for others to know it may be best to wait to share a decision rather than a thought process or idea that is half-baked. As you listen actively to others who share information, do you tune into the feelings and express empathy in return? Do you share similar stories to show you relate to the emotional depth of the situation? Do you care about each other as a person as well as a professional? What else 44 4
Self Interest VS Organizational Interest Trust exists when everyone involved is operating out of a purpose greater than his or her own self-interests. 45 4
Enhance Self Interest To enhance your worthiness of others trust in this area, use the questioning approach as opposed to telling. Focus on defining the problem versus guessing solutions immediately, reflective listening, summarizing what you have heard to make sure the meaning behind the message sent was what was received - making the organizational concerns your concerns. Show concern for the greater good of the organization over self-agenda. Expressing to colleagues that you want for them what they want for themselves instead of pushing what you think they should do. What else??? 46 4
TRUST BUSTERS Doing more telling than coaching. Teflon Manager - not taking responsibility. Never asking a question YOU are the expert 47
Persuade and Influence Through the Q not the A Too much telling Use Questions to Coach The secret to persuasion is to encourage a person to come up with his or her own answers to questions or solutions to problems. Employees are more likely to be held accountable if they are allowed to participate in the plan of action. Employees will come up with answers and solutions never thought possible by one leader alone. People believe what they say not what you say. Encourage their input! By asking questions the explicit wants, needs, and desires are surfaced. Questions come from a place of curiosity. 48 48
Getting to Specifics 1. Can you clarify that? 2. Can you give me an example of what you mean? 3. What specifically do you mean by that? 4. Do you have any questions about what I just said? 5. What specific results are you looking for? 6. What do you plan to do with this information/report/project? 7. What is the real problem here? Tuning in to Others 8. From what standpoint are you asking? 9. How do you feel about it? 10. How strongly do you feel about it? 11. What do you think about it? 12. What s most important to you? 13. What are your priorities? 14. If I were in (his or her) shoes, how might I be feeling? 49 49
Tuning in to Yourself 15. How do I feel about it? 16. What do I think about it? 17. What is my purpose? 18. What assumptions am I making? 19. What am I really trying to say with this message? 20. What is the best way to phrase this question? Getting Feedback from Others 21. Did I understand you correctly when you said..? 22. Did I answer your questions? 23. How am I doing? 24. Have I done what you requested? 50
Giving Feedback to Others 25. What type of feedback would be most helpful to you? 26. What do you plan to do with the feedback? 27. Do you want me to just listen? 28. Do you want me to ask questions and interact with you? 29. Do you want me to give you advice? Closing 30. Are we in agreement? 31. Are you ready to go ahead? 32. Is it a deal? Consequences 33. What if? 34. Is it worth it? 35. What will I regret not doing? 36. What might the short-term results be? 37. What might the long-term results be? 51 51
Personal Performance 38. Can you help me? 39. Can I help you? 40. Am I where I want to be? 41. What do I want to do? 42. Where do I want to spend the rest of my life? 43. And with whom? 44. What are my options? 45. What questions should I be asking? 46. What do I need to do to meet my goals? 47. What am I willing to change to get there? 48. What did I accomplish? 49. What could I have done better? More on Personal Performance Questions 52
Question Behind the Question by John G. Miller Lousy Questions: Why does the customer expect so much? Why don t people follow instructions? Why are our prices so high? Why doesn t the younger generation want to work? When am I going to find good people? Why aren t they motivated? Who made the mistake? Why can t people be on time? When will my supervisor give me my appraisal? Who dropped the ball? When are we going to get training? Why do I have to do everything? QBQ The Question Behind the Question that establishes more personal accountability for action and encourages a better choice. Personal Accountability (Performance) Questions 1. Begin with What or How (not Why * When or Who ) *Five Whys questions and methodology is useful the why questions that put people on the defensive, Why did you do it this way? or Why is everybody else getting to leave early? - Which infers a poor, pity me. 2. Contain an I (not they, them, we, or you ) 3. Focus on action 53 53
Sample Personal Accountability Questions What can I do to make a difference? How can I support the team? How can I be part of the solution and not part of the problem? How can I do my job better today? What can I do to improve the situation? How can I support others? How did I contribute to the communication problem? How can I adapt to the changes taking place? How can I better understand you? What solution can I provide? How can I more creatively reach the customer? What can I do to find the information to make a decision? How can I achieve with the resources I already have? How can I help move the project forward? What can I do today to solve the problem? What action can I take to own the situation? How do I need to change to help the organization run more effectively? How can I practice the principles I espouse? What can I do today to be more effective? How can I better understand the challenges of my staff? How can I more effectively coach my staff? 54 54
Great Company in Texas What s the Secret? The organization s leadership and planning The organization s corporate culture and communications How the employee feels about his/her role The Work Environment The employee s relationship with immediate supervisor Training and Development Opportunities Pay and benefits 55