Human Resources in the Baldrige Award Criteria Examines

Human Resources in the Baldrige Award Criteria Examines how an organization’s work systems and employee learning and motivation enables employees to develop and utilize their full potential in alignment with its overall objectives and action plans. Also examined are the efforts to build and maintain a work environment and an employee support climate conducive to performance excellence and to personal and organizational growth. 5. 1 Work Systems 5. 2 Employee Learning and Motivation 5. 3 Employee Well-Being and Satisfaction 1

Human Resource Paradigms Old Thinking New Thinking People are part of the process People design and improve processes Process requires external control Workers who run the process control it Managers have to control what people do Managers must obtain commitment of workers 2

Leading Practices (1 of 2) l Integrate HR plans with overall strategic objectives and action plans l Design work and jobs to promote innovation, organizational learning, and flexibility Develop effective performance management systems, compensation, and reward and recognition approaches Promote cooperation and collaboration through teamwork l l 3

Leading Practices (2 of 2) l Empower individuals and teams to make decisions that affect quality and customer satisfaction l Make extensive investments in training and education l Maintain a work environment conducive to the wellbeing and growth of all employees l Monitor extent and effectiveness of HR practices and measure employee satisfaction 4

Designing High Performance Work Systems l Work design - how employees are organized in formal and informal units (departments, teams, etc. ) l Job design - responsibilities and tasks assigned to individuals 5

Contemporary Work Systems Design Issues l Performer/job level: involvement and empowerment l Process level: teams and teamwork l Organizational level: employee well-being, human resources policies and strategies 6

Employee Involvement l Employee Involvement - any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation 7

Levels of Employee Involvement 1. Information sharing 2. Dialogue 3. Special problem solving 4. Intra-group problem solving 5. Inter-group problem solving 6. Focused problem solving 7. Limited self direction 8. Total self-direction 8

Advantages of EI l l Replaces adversarial l mentality with trust and cooperation Develops skills and leadership abilities l Increases morale and commitment Fosters creativity and l innovation Helps people understand quality principles and instills them into the culture Allows employees to solve problems at the source Improves quality and productivity 9

Empowerment l Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risks and learn from mistakes, and to promote change. “A sincere belief and trust in people. ” 10

Keys to Successful Empowerment l l l l Provide education, resources, and encouragement Remove restrictive policies/procedures Foster an atmosphere of trust Share information freely Make work valuable Train managers in “hands-off” leadership Train employees in allowed latitude 11

Teams and Teamwork l Team - a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable l Effective teams are goal-centered, independent, open, supportive, and empowered 12

Types of Teams l Quality circles l Problem solving teams l Management teams l Work teams l Project teams l Virtual teams 13

Roles in a Improvement Team l Team Leader l Recorder (Scribe) l Team Members l Facilitator 14

Stages of Team Development l Forming l Storming l Norming l Performing 15

Styles of Team Members (1 of 2) (Glenn Parker, Team Players and Teamwork) l Contributor • Does his/her homework, and pushes the team to set high standards. l Communicator An effective listener and facilitator of conflict resolution, involvement, and consensus building. 16

Styles of Team Members l (2 of 2) Collaborator Is flexible and open to new ideas Is willing to work outside his/her defined role. l Challenger Questions the goals and methods Is willing to disagree with the leader or higher authority 17

Ingredients for Successful Teams (1 of 2 ) (Peter Scholtes, The Team Handbook) l Clarity in team goals l Improvement plan l Clearly defined roles l Clear communication l Beneficial team behaviors 18

Ingredients for Successful Teams (2 of 2) l Well-defined decision procedures l Balanced participation l Established ground rules l Awareness of group process l Use of scientific approach 19

Human Resources Management Policies and Strategies l Recruitment, Retention, and Career Development l Employee Commitment and Feedback l Performance Appraisal l Compensation, Reward, and Recognition l Measuring Employee Satisfaction and HRM Effectiveness 20

Recruitment, Retention, and Career Development l Identify desirable employee attributes – skills, knowledge, characters, and temperament l Provide effective mentoring and counseling programs l Implement proactive training, education, and career development systems 21

Keys to Promoting Employee Commitment l Practice people-first values l Communicate top-down & bottom-up l Develop loyalty to the organization l Articulate vision and values l Attract people who fit the culture l Provide hard-side and soft-side rewards l Give people the opportunities to use a wide variety of skills and knowledge 22

Success Factors For Employee Feedback Systems l Serve as an improvement tool l Top management commitment l Education and communication l Involvement of all levels of employees l Not directly tied to the evaluation of an individual l Immediate actions in response to suggestions 23

Performance Appraisal l How you are measured is how you perform! l Conventional appraisal systems - focus on short-term results and individual behavior; fail to deal with uncontrollable factors New approaches • Focus on company goals such as quality and behaviors like teamwork • 360 -degree feedback; mastery descriptions l 24

Compensation and Recognition l Compensation • Merit versus capability/performance based plans • Gain-sharing l Recognition • Monetary or non-monetary • Formal or informal • Individual or group 25

Effective Recognition and Reward Strategies l Give both individual and team awards l Involve everyone l Tie rewards to quality l Allow peers and customers to nominate and recognize superior performance l Publicize extensively l Make recognition fun 26

Measuring Employee Satisfaction and Effectiveness l Satisfaction • Quality of work life, teamwork, training, leadership, communications, benefits, compensation, internal suppliers and customers l Effectiveness • Team and individual behaviors; cost, quality, and productivity improvements; employee turnover; suggestions; training effectiveness 27