Suzanne DiprosePerformance Advantage

0408 897 079My perspective after 15 years experience as HR consultant in

various industries and as Community House Chairperson...

Best Practice HR

HR role - timelineChanging over time... Personnel/admin/finance

background to management of people to meet organisations needs so that the organisation can achieve goals

Now- HR lead in developing systems and processes to address strategic needs of the organisation

Alignment STRATEGIC DIRECTIONS and CULTURE & EMPLOYEES = CONGRUENCE

Organisational needsDynamic environments – changingBut all organisations need to have:

AdaptabilityResilientNimbleCustomer centeredTalented and engaged staffLine managers with people management skills

No matter if commercial/community based/service

HR management:

1.Strategic partner2.Advocate – both ways3.Change mentor...Wide involvement in all

aspects of the organisation>>Organisational

development

HR responsibilitiesRecruitingHiringTrainingOrganization

DevelopmentCommunicationPerformance

Management

CoachingPolicy

RecommendationSalary and

BenefitsTeam BuildingEmployee

RelationsLeadership

HR and Planning & AchievingOnly 10% of orgs execute their strategy successfullyBarriers are numerous:

Vision – few in workforce understand the strategy (<5%)

People barrier – managers and employees’ incentives not linked to strategy (<25%)

Management barrier – limited time spent on strategy discussion – focus on activity (=/ performance) . (85% executives spend less than 1 hr per month)

Lack of resources – insufficient linking of budgets to strategy, measures to performance, & people to strategy

Balanced Scorecard – easy system

Literally, a "dashboard" of 4 performance measures

Quantifiable measures used to evaluate and communicate performance against expected results

Provides all employees with direction in how they can help contribute to the organisation's overall goals

PerspectiveTHE FOUR PERSPECTIVESThe grouping of performance measures in

general categories (perspectives) is seen to aid in the gathering and selection of the appropriate performance measures for the business.

1. Financial2. Customer3. Business process

4. Learning and growth

Measures ….. Financial measureTraditional financial measures.. Past eventsThese financial measures are inadequate, for guiding and evaluating the journey that organisations must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation."

Always frustrating to HR – future

Lots of mgt guru info regarding productivity – do’s and don’ts

Socio-technical design is the most important factor....job,

organisation etc.It is not about not having

measures…its about measures than mean something to all

Increasing productivity

Learning and Growth perspectiveThese measures focus on intangible assets

and organisational capabilities required to create value creating internal processes in the business.

It measures human capital (people, jobs, skills), information capital and organisational capital (organisational climate) – all required for the achievement of the above three perspectives.

Learning and Growth perspectiveIt has a long term focus. –

building etc. Common measures:

1. Is there the correct level of expertise for the job?

2. Employee turnover 3. Job satisfaction 4. Training/Learning opportunities

Learning and GrowthLeads the other perspectives…(v’s

caboose!)Low learning and growth leads to poor skills

in operations > poor customer satisfaction & reflection in financial measures

Review: 1. HR practices2. Training and learning opportunities3. Succession 4. Career development pathways

BSC: Motivation & PerformanceTranslation of mission into desired outcome

through:1.Mission – why we exist2.Core values – what we believe in3.Vision – what we want to be4.Strategy – game plan5.BSC – implementation and focus6.Strategic initiatives – what we need to do7.Personal objectives

Strategic objectives: 1. Satisfied citizens2. Delighted customers 3. Effectives processes4. Motivated prepared

workforce

Measures in totalWhich measures – tailored to your

own circumstancesSo how many measures?

Learning & Growth 5??

Motivational Theory & Management Approach

Motivation; difference in performance – critical for elective contributions

Management contextMoving dynamics – i.e. employee stabilityTechnology changesFinancial conditionsPolitical environmentEnvironment issuesUp-skillingSocial networking – changesIncreasing accountability – i.e. OH&SMulti-disciplinary roles and expectationsHuge list of management functions daily

Tasks – management – 46 plus…1. Determine manpower

requirements for your department

2. Write a job description3. Screen applications and

resumes 4. Interview job applicants in

compliance with the law5. Select the most qualified

candidate for a position 6. Orient a new employee to

benefits, pay, policies, the company

7. Provide a new, entry-level employee with on-the-job training

8. Communicate your work performance expectations to new employees

9. Develop a plan for your department

10. Develop goals and objectives for your department

11. Determine material and supply requirements for your department

1. Develop a budget for your department

2.  Develop individual goals with employees

3. Monitor your department’s goals and objectives – report status to your boss/peers

4.  Monitor your department’s budget – report status to your boss/peers

5.  Monitor the individual goals of your employees – report status to your boss

6. Take corrective action when your department is behind in meeting a goal or running over budget or your employees is behind in meeting individual goals

7. Provide an employee with constructive criticism of her/his work

Tasks – management (no tech tasks)

1. Deal with an employee who is upset with you

2. Respond to an employee who comes to you with personal problems (family; health; financial)

3. Respond to a situation in which the quality of an employee’s work goes into a rapid decline

4. Deal with an employee who is suspected of substance abuse

5. Deal with an employee who is chronically late

6. Deal with an employee who spends too much time on non-work activities (gossiping, talking on phone to relatives)

7. Deal with an employee who continually “stirs the pot” in your department

8. Praise/express appreciation/reward an employee for good work

9. Conduct a formal employee performance appraisal

10. Order materials and supplies for your department

11. Assess your own work performance12. Manage your time – handle multiple

priorities13. Handle job stress

1. Terminate an employee

2. Conduct a departmental meeting

3. Deal with feuding employees

4. Motivate your employees

5. Develop your employees

6. Manage by walking around and listening

7. Tell your boss bad news

8. Accept and use constructive criticism from your boss

9. Communicate with your peers

10. Communicate with organization’s customers

11. Accept and use constructive criticism from your peers

12. Make a presentation to the entire organization

13. Write a report to be distributed to the entire organization

What motivates people in the workplace?

Motivation: The willingness to exert high levels of effort towards organisational goals, conditioned by the effort's ability to satisfy some individual need (Robbins)

Activity: Describe the characteristics of the ideal job for you?

What patterns about work design emerge?

HPWT:1.Increase productivity2.Improve quality3.Enhance employee quality of work life4.Reduce turnover and absenteeism5.Reduce conflict6.Increase innovation7.Become more flexible8.Realise cost savings from 30% to 70%

Business without bosses (Manz & Sims):

ManagersDo all those tasks and more…. However:Style and approach impacts upon those around you…

Needs a skilled approachPerformance management – yourself, others, equipment, production numbers, quality etc.

IORFS/ IORCC Human Resources23 Commercial @dvantage 45

Talent matters

0

100

200

300

400

500

600

700

800

Low mid complex highlycomplex

Average performerTop performer

Business Review Sept-Oct 1995 Journal of Applied Psychology, Mckinsey

People and performance (oh boy!)Need to identify and retain the best staffRecruitment costs – 25% salary per annum

Models for assessing staff in line with organisational requirements…

1.GE model2.People and potential3.Jim Collins

Benefits of the models....Simple but blunt instrument - broad

sweeping, not sophisticated/detailedQuick view or perspective of a group profileCan assist in decision making re:

investment (time/$)Illustrates different treatments is

appropriate for different categories of people within the group

Comparisons between ideal and actual mixHelp managers to see people are different

GE model - staff management

Achievement of performance targets

Com

plia

nce

to c

om

pany

valu

es

0 10

10

Terminate

Retain and

Develop

Train in technical

skills

Educate regarding values and one more chance

GE – Neutron JackGoal – first or second in market >

approach to peopleThree levels of employees: scaled – A,

B, CModel criticisms:

Past focussed and very fast/elementaryHard line – no room for movement/harshLow application to some sectors: i.e.

community workPeople not valued – inconsistency with

modern imperatives/values

People Performance/Potential Model

backbone

icebergs

stars

Problem childrenP

erf

orm

an

ce

Potential >>

Low

Hig

h

HighLow

>>

>>

>

>>

>>

>

Superstars

Exit/outplacement?

Actions to consider/improve people

Backbone (high performance/low potential) Give recognition for good work, use to coach others,

review if they really do have low potentialIcebergs (low performance/low potential)

Could contain potential backbones & stars. Counsel, establish trust, agree aims, & take action to help, including outplacement/exit if best

Stars (high performance/high potential)Agree to challenging work to stretch them, coach and

mentor, agree to projects and career developmentProblem children (low performance/high potential)

Counsel (boredom, low challenge?) inspire, motivate, encourage to improve performance and reach potential

Love this...use it often

Poor performers – Jim CollinsPoor performers are the most de-motivating factor to good performers!

Rigorous actions – review and implement1. Confront the brutal truth2. Bus – who is on board???

Rigorous – guts to look at reality and use a valid assessment tool

Self Assessment: Performance Mgt Review (360)/ HR audit

HR Audit – effectiveness??The HR Audit details the following practices of

Human Resources:1. Management2. Hiring3. New employee4. Wages and hours5. Benefits6. Performance management7. Training and development8. Employee relations9. Discrimination and employee rights10. Safety and Workers Compensation11. Employee separation12. Recordkeeping and other documentation13. Contractors

Managers = coach team members in their new roles

New additional supports needed

Change / performance actually begins with the managers

Structural differences & approaches:1. Support for innovation and risk taking2. Emphasis on learning3. Job design4. Role of management5. Organisational structure6. Customer relations7. Flexibility8. Teamwork9. Dedication10. Rewards11. Access to information12. Socio-technical balance

Traditional V’s HPWT Org’s

1. Work reorganisation2. Upgrading worker skills3. Involving front line workers

in decision making

>>>improved productivity, efficiency & ability to get products to market quickly...achieve customer satisfaction

Nutshell key activities:

Happiness is the ultimate productivity enhancer. …

The single most efficient way to increase your productivity is to be happy at work.

No system, tool or methodology in the world can beat the productivity boost you get from really, really enjoying your work.

Alexander Kjerulf (author/consultant)

Everything You Know About Productivity is Wrong