Approaches to PeopleApproaches to People(Using Human Resources)(Using Human Resources)

Lecture Topic 3: Dr. Craig KasperLecture Topic 3: Dr. Craig Kasper

IntroductionIntroduction

• Main point: People are Main point: People are THETHE key to productivity. key to productivity.

• Productivity reflects on you, the manager!Productivity reflects on you, the manager!

• And we all want to look good, right??And we all want to look good, right??

HighlightsHighlights

• Contingency TheoryContingency Theory• Importance of people orientationImportance of people orientation• Maslow’s HierarchyMaslow’s Hierarchy• Active ListeningActive Listening• Writing a Performance StandardWriting a Performance Standard• Efficiency and effectivenessEfficiency and effectiveness• Self AssessmentSelf Assessment• Five steps to improve productivityFive steps to improve productivity

Contingency TheoryContingency Theory

• We’ll discuss contingencies for physical emergencies We’ll discuss contingencies for physical emergencies later, but what if your “disaster” is an employee??later, but what if your “disaster” is an employee??

• Human behavior is very complex. Human behavior is very complex.

• Ultimately, you manage through understanding and Ultimately, you manage through understanding and feeling for the people.feeling for the people.

• A good manager must A good manager must knowknow the people who work for the people who work for him.him.

Good ManagementGood Management

• Select the right people.Select the right people.

• Develop talentDevelop talent

• Treat Treat justlyjustly (may be different than (may be different than what people’s sense of “fair,” what people’s sense of “fair,” or “unfair” is…)or “unfair” is…)

• Set high standards (people will eitherSet high standards (people will either meet or exceed them, or wash out.)meet or exceed them, or wash out.)

• Insist on achieving your set goals Insist on achieving your set goals (people may surprise you with their (people may surprise you with their ingenuity.)ingenuity.)

““Wolf” Pike’s Place Market, SeattleWolf” Pike’s Place Market, Seattle

• Reward superior performance!! Reward superior performance!! (Penalize suboptimal performance.)(Penalize suboptimal performance.)

Leadership RevisitedLeadership Revisited

• We already mentioned that We already mentioned that goodgood leaders do so leaders do so by setting by setting goodgood examples. examples.

• However, good leaders also have the ability to However, good leaders also have the ability to influence people (not the power to require). influence people (not the power to require).

• REM: If all your employees leave due to your REM: If all your employees leave due to your daily bad attitude, then you do a lot of work daily bad attitude, then you do a lot of work yourself!yourself!

Leadership DefinedLeadership Defined

• Struggle!!!Struggle!!!

• Strive to achieve clairity of purpose.Strive to achieve clairity of purpose.

• Competant, assurred, confident (not arrogance), courageousCompetant, assurred, confident (not arrogance), courageous

• This attitude can be contageous and often attracts followers! (A self-This attitude can be contageous and often attracts followers! (A self-fullfilling prophecy of sorts, since this is what make a leader great fullfilling prophecy of sorts, since this is what make a leader great anyway!)anyway!)

• Mentor, Mentor, doesn’t panic. doesn’t panic.

• Explains difficult decisions (especially when they must be reversed.)Explains difficult decisions (especially when they must be reversed.)

Maslow (1954)Maslow (1954)

• Yes, this stuff still applies…Wait, who’s Maslow?Yes, this stuff still applies…Wait, who’s Maslow?

• Everone has basic needs and your employees Everone has basic needs and your employees certainly qualify.certainly qualify.

• They all revolve around self-fulfillment.They all revolve around self-fulfillment.

MaslowMaslow

1.1. Basic: air, water, food, rest, shelter.Basic: air, water, food, rest, shelter.

2.2. Safety (security): Protection.Safety (security): Protection.

3.3. Social: sense of belonging, sharing, friends, loveSocial: sense of belonging, sharing, friends, love

4.4. Esteem: respect, achievement, competence, confidence.Esteem: respect, achievement, competence, confidence.

5.5. Independence: working toward personal goals, authority, freedomIndependence: working toward personal goals, authority, freedom

6.6. Self-fulfillment: Be all you can be!!, learning, growth, self-Self-fulfillment: Be all you can be!!, learning, growth, self-actualization (ambition).actualization (ambition).

• When these core When these core needs aren’t met, it needs aren’t met, it often shows up in anoften shows up in an employee’s attitude!employee’s attitude!

• Unsatisfied needs Unsatisfied needs become motivators become motivators for other behaviors.for other behaviors.

• You’ll see it coming inYou’ll see it coming in some folks long beforesome folks long before

you actually have a you actually have a confrontation. confrontation.

““Whoa! Too much coffee, Bob??”Whoa! Too much coffee, Bob??”

James Greenwood

Communication and Active ListeningCommunication and Active Listening

• We choose to communicate verbally. We choose to communicate verbally.

• Non-verbal communication (NVC) is Non-verbal communication (NVC) is automaticautomatic. (. (Even Even when you sayin’ nuttin’, you sayin’ sum’in’!when you sayin’ nuttin’, you sayin’ sum’in’!))

• Personal perception is a powerful influencing factor in Personal perception is a powerful influencing factor in NVC.NVC.

• Also, recall that you can’t please everyone, all the time.Also, recall that you can’t please everyone, all the time.

Active ListeningActive Listening

• ““You can let your walk, talk…or you can let your talk, You can let your walk, talk…or you can let your talk, talk; but never let your talk, talk, more than your talk; but never let your talk, talk, more than your walk, talks!” walk, talks!”

• Learn to speak less and listen more (insight)! Learn to speak less and listen more (insight)! Reduce your listen/talk ratio. (TEOM=2 ears + 1 Reduce your listen/talk ratio. (TEOM=2 ears + 1 mouth)mouth)

• This gives you a powerful upper hand in determining This gives you a powerful upper hand in determining the best course of action when dealing with conflict.the best course of action when dealing with conflict.

• What you hear from people in the most innocent What you hear from people in the most innocent situation may provide valuable insight into what situation may provide valuable insight into what their true nature is (TAROT).their true nature is (TAROT).

Setting the BarSetting the Bar

• Evaluation of performance of workers is critical Evaluation of performance of workers is critical to any operation.to any operation.

• Each job should have a set of standards to “live Each job should have a set of standards to “live up to.” If it doesn’t, then employees don’t know up to.” If it doesn’t, then employees don’t know what is expected.what is expected.

• Employees are often involved in defining their Employees are often involved in defining their job standards. This is good for both employee job standards. This is good for both employee and manager. and manager.

Standard “standards”Standard “standards”

1.1. Resemble a contract between the employee and Resemble a contract between the employee and the firm.the firm.

2.2. Address the most important aspects of the Address the most important aspects of the empolyee’s duties and responsbilities.empolyee’s duties and responsbilities.

3.3. Guide the employee to accomplish important Guide the employee to accomplish important tasks. (As defined by the supervisor.)tasks. (As defined by the supervisor.)

4.4. Be directed at specific tasks or requirments.Be directed at specific tasks or requirments.

5.5. Act as units of meaure (goes back to employee Act as units of meaure (goes back to employee comparision/evaluation.)comparision/evaluation.)

Standard “standards”Standard “standards”

6. Be brief, clear, concise, believable and easily 6. Be brief, clear, concise, believable and easily understood!!understood!!

7. Enhance communication between employee and 7. Enhance communication between employee and supervisor.supervisor.

8. Encourage productivity and efficiency.8. Encourage productivity and efficiency.

9. Enable employeeand evaluator to agree on 9. Enable employeeand evaluator to agree on whether the accomplishements failed to meet, whether the accomplishements failed to meet, met, or exceeded the standards.met, or exceeded the standards.

10. Be taken seroiusly.10. Be taken seroiusly.

““Unstandard” standardsUnstandard” standards

1.1. Nebulous, challenge your team, but don’t Nebulous, challenge your team, but don’t “give ‘em enough rope to “give ‘em enough rope to hang themselves!”hang themselves!”

2.2. Overemphasis on doing the “boss’” job. If your’re doing his job, Overemphasis on doing the “boss’” job. If your’re doing his job, why is he there? It works the other way, too!why is he there? It works the other way, too!

3.3. Include unimportant tasks—those not necessary for the position.Include unimportant tasks—those not necessary for the position.4.4. Unclear.Unclear.5.5. Difficult to measure.Difficult to measure.6.6. Discourage productivity.Discourage productivity.7.7. Cause mistrust.Cause mistrust.8.8. Mislead employee.Mislead employee.9.9. Waste/abuse of time.Waste/abuse of time.10.10. Unused/unenforced.Unused/unenforced.

Standard DevelopmentStandard Development

• This can be a daunting task, especially if you This can be a daunting task, especially if you don’t have prior experience.don’t have prior experience.

• Communication (language) must be clear. Communication (language) must be clear.

• Often units of time, quality, and quantity are Often units of time, quality, and quantity are inserted within a document.inserted within a document.

• Don’t use directives, but require an outcome Don’t use directives, but require an outcome (and communicate it.)(and communicate it.)

ProductivityProductivity

• Usually a good manager is rewarded by a highly Usually a good manager is rewarded by a highly productive group (TAL).productive group (TAL).

• Periodically the manager needs to assess the Periodically the manager needs to assess the work or workers and make refinements as work or workers and make refinements as needed.needed.

• There is no rule of thumbThere is no rule of thumb here, but several basic here, but several basic steps will be discussed…steps will be discussed…

What is productivity?What is productivity?

• Efficiency = output/inputEfficiency = output/input

• Productivity = doing the right things right.Productivity = doing the right things right.

• How to increase productivity?How to increase productivity?– Increasing efficiencyIncreasing efficiency– Response (speed)Response (speed)– Lower costsLower costs– All this may decrease All this may decrease production and/or deliveryproduction and/or delivery time.time.

The Manager’s MandateThe Manager’s Mandate

• Make goals clear from the start (syllabus).Make goals clear from the start (syllabus).

• Rate yourself as a manager (performance eval’s.)Rate yourself as a manager (performance eval’s.)

• Involve people in looking for opportunities.Involve people in looking for opportunities.

• Analyze and measure before and after a change.Analyze and measure before and after a change.

• Choose opportunities.Choose opportunities.

The Manager’s MandateThe Manager’s Mandate

• Make goals clear from the start (syllabus).Make goals clear from the start (syllabus).

-Explain what you intend to do (and why) at-Explain what you intend to do (and why) at

the beginning.the beginning.

-You may have to spell it out (put in writing).-You may have to spell it out (put in writing).

The Manager’s MandateThe Manager’s Mandate

• Rate yourself as a manager (performance eval’s.)Rate yourself as a manager (performance eval’s.)

REM:Your ingenuity is your most powerful tool.REM:Your ingenuity is your most powerful tool.

Are you providing the following?:Are you providing the following?:

Clear direction with routine feedback?Clear direction with routine feedback?

Challenging work?Challenging work?

Striving for harmonious crews?Striving for harmonious crews?

Giving workers a choice?Giving workers a choice?

Advancement?Advancement?

Making workers feel part of the team?Making workers feel part of the team?

The Manager’s MandateThe Manager’s Mandate

• Involve people in looking for opportunities.Involve people in looking for opportunities.– Be open and honest here!Be open and honest here!

What needs improvement?What needs improvement?What obstacles stand in the way?What obstacles stand in the way?What tasks can be done more efficiently?What tasks can be done more efficiently?What can be shortened, simplified, cut out? i.e.—What What can be shortened, simplified, cut out? i.e.—What

could we NOT do?) (Most people like this one!)could we NOT do?) (Most people like this one!)What are the employees unhappy about?What are the employees unhappy about?How can performance appraisals be used to improve How can performance appraisals be used to improve

productivity?productivity?What can YOU do to improve productivity?What can YOU do to improve productivity?

The Manager’s MandateThe Manager’s Mandate

• Analyze and measure before and after a change.Analyze and measure before and after a change.

a. Analyze your objectives and problems along with a. Analyze your objectives and problems along with opportunities for improvement.opportunities for improvement.

b. Decide what ought to be measured b. Decide what ought to be measured

c. Define the measurement output c. Define the measurement output parameters (quality, pounds).parameters (quality, pounds).

d. Determine the input measures (labor).d. Determine the input measures (labor).

e. Establish the collection system. e. Establish the collection system.

f. Analyze the validity and usefulness of the f. Analyze the validity and usefulness of the system.system.

The Manager’s MandateThe Manager’s Mandate

• Choose opportunities for improvement.Choose opportunities for improvement.

1. People-make the people better, not just hire more 1. People-make the people better, not just hire more people (exc. seasonal)people (exc. seasonal)

2. Procedure-flow charts2. Procedure-flow charts

3. Environmental-fish/people ergonomics go a long way to 3. Environmental-fish/people ergonomics go a long way to help increase productivity.help increase productivity.

4. Capital Investment-improve the workplace.4. Capital Investment-improve the workplace.

Aquaculture Certification TeamAquaculture Certification Team

• Manager: Joshua LembeckManager: Joshua Lembeck

• Task: Help design a set of steps to achieve an Task: Help design a set of steps to achieve an aquaculture certification component of Aqua Program at aquaculture certification component of Aqua Program at HCC. HCC.

• Goal: Develop State Recognized Aquaculture Technical Goal: Develop State Recognized Aquaculture Technical Skills CertificationSkills Certification

Aquaculture Certification TeamAquaculture Certification Team

Helpful Suggestions:Helpful Suggestions:

1.1. Must show performance measures of technical skill Must show performance measures of technical skill attainment.attainment.

2.2. Must be able to document completions (certificate)Must be able to document completions (certificate)3.3. Must be able to show/document student retention and Must be able to show/document student retention and

transfer.transfer.4.4. Must collect data (or be able too), how? What data?Must collect data (or be able too), how? What data?5.5. Must account for non-traditional enrollments: i.e. Must account for non-traditional enrollments: i.e.

Westmark.Westmark.6.6. NSF funding to initiate project possible: contact: Dr. Eric NSF funding to initiate project possible: contact: Dr. Eric

Roe: roe@fl-ate.orgRoe: roe@fl-ate.org

Service Learning TeamService Learning Team• Manager: Ed Walkuski; Players: D.K., M.A., R.K.Manager: Ed Walkuski; Players: D.K., M.A., R.K.

• Task: Design a service learning component to a course Task: Design a service learning component to a course within the aquaculture curriculum. within the aquaculture curriculum.

• Goal: Implement service learning into the program this fall.Goal: Implement service learning into the program this fall.

• Contact: Barbara Ritter: Contact: Barbara Ritter: britter@hccfl.edu

• Helpful suggestions: Pick a topic, or task in aquaculture Helpful suggestions: Pick a topic, or task in aquaculture and write up a series of “how-to” steps for it. Then think and write up a series of “how-to” steps for it. Then think about how we can develop it into a “service” a.k.a. job for about how we can develop it into a “service” a.k.a. job for students. Write it up and present the report to the group students. Write it up and present the report to the group for critique and refining.for critique and refining.

Greenhouse Production TeamGreenhouse Production Team• Manager: Ryan Karcher, Players: J. Patten, M.A., Doc K.Manager: Ryan Karcher, Players: J. Patten, M.A., Doc K.

• Task: Manage fish production this semester in the HCC Task: Manage fish production this semester in the HCC greenhouse.greenhouse.

• Goal: Consistent quality fish production, staffing, fish Goal: Consistent quality fish production, staffing, fish husbandry, delivery for sales, increase production, new husbandry, delivery for sales, increase production, new species, expand capacity for holding fish...etc. species, expand capacity for holding fish...etc.

• Contact: Dr. Craig Kasper Contact: Dr. Craig Kasper

• Helpful suggestions: Look for ways to improve efficiency Helpful suggestions: Look for ways to improve efficiency and consistency of production. Develop as much talent as and consistency of production. Develop as much talent as you are able, including your own!you are able, including your own!

Marketing and Sales TeamMarketing and Sales Team• Manager: Daniel Kroegel, Player: J.L., M.B.Manager: Daniel Kroegel, Player: J.L., M.B.

• Task: Marketing and sales of fishTask: Marketing and sales of fish

• Goal: By low/sell high. Goal: By low/sell high.

• Contact: Chris Watts @ Ekkwill Waterlife Resources Contact: Chris Watts @ Ekkwill Waterlife Resources Telephone: Telephone: 800-237-4222800-237-4222Fax: 813-677-1542 Fax: 813-677-1542

• Helpful suggestions: Find new sales opportunities for the Helpful suggestions: Find new sales opportunities for the program. program.

Fish Nutrition TeamFish Nutrition Team• Players: W.R., M.B., M. A., J.P. ???Players: W.R., M.B., M. A., J.P. ???

• Task: Design, conduct and analyze a fish feeding study at Task: Design, conduct and analyze a fish feeding study at the greenhouse.the greenhouse.

• Goal: Collect some preliminary data on a potential citrus Goal: Collect some preliminary data on a potential citrus product used in several aquaculture feeds.product used in several aquaculture feeds.

• Contact: Dr. Craig KasperContact: Dr. Craig Kasper

• Helpful suggestions: Start soon, start early, never give Helpful suggestions: Start soon, start early, never give up...up...