WORKFORCE FOCUS
WEEK10_MANMGT2
TOYOTA GEORGETOWN
WORKFORCE FOCUS PRACTICE
• “We’ve got nothing, technology-wise, that
anyone else can’t have. There’s no secret
Toyota Quality Machine out there.
• The quality machine is the workforce -- the
team members on the paint line, the suppliers,
the engineers -- everybody who has a hand in
production here takes the attitude that we’re
making world-class vehicles.”
2
WORKFORCE
• …everyone who is actively involved in accomplishing
the work of an organization. This encompasses paid
employees as well as volunteers and contract
employees, and includes team leaders, supervisors,
and managers at all levels.
• Many companies refer to their employees as
“associates” or “partners” to signify the importance
that people have in driving business performance.
3
WORKFORCE FOCUS IN ISO 9000
• Personnel performing work affecting product quality shall be
competent on the basis of appropriate education, training, skills, and
experience.
• Organizations should determine the level of competence that
employees need, provide training or other means to ensure
competency, evaluate the effectiveness of training or other actions
taken, ensure that employees are aware of how their work
contributes to quality objectives, and maintain appropriate records
of education, training, and experience.
• The standards address the work environment from the standpoint of
providing buildings, workspace, utilities, equipment, and supporting
services needed to achieve conformity to product requirements, as
well as determining and managing the work environment, including
safety, ergonomics, and environmental factors.
4
KEY WORKFORCE-FOCUSED PRACTICES FOR
PERFORMANCE EXCELLENCE (1 OF 2)
• Understand the key factors that drive workforce
engagement, satisfaction, and motivation.
• Design and manage work and jobs to promote effective
communication, cooperation, skill sharing, empowerment,
innovation, and the ability to benefit from diverse ideas and
thinking of employees and develop an organizational culture
conducive to high performance and motivation.
• Make appropriate investments in development and learning,
both for the workforce and the organization’s leaders.
• Create an environment that ensures and improves
workplace health, safety, and security, and supports the
workforce via policies, services, and benefits.
5
KEY WORKFORCE-FOCUSED PRACTICES FOR
PERFORMANCE EXCELLENCE (1 OF 2)
• Develop a performance management system based on
compensation, recognition, reward, and incentives that
supports high performance work and workforce engagement.
• Assess workforce engagement and satisfaction and use
results for improvement.
• Assess workforce capability and capacity needs and use the
results to capitalize on core competencies, address strategic
challenges, recruit and retain skilled and competent people,
and accomplish the work of the organization.
• Manage career progression for the entire workforce and
succession planning for management and leadership positions.
6
QUALITY PROFILE:
PRO-TEC COATING COMPANY
• A joint venture between United States Steel
Corporation and Kobe Steel Ltd. of Japan, providing
coated sheet steel primarily to the U.S. automotive
industry.
• Culture centered around three fundamental
concepts—ownership, responsibility, and
accountability.
• Associates work in self-directed teams and are
empowered, innovative leaders who fix problems as
they are identified.
7
EVOLUTION OF WORKFORCE MANAGEMENT
• Taylor system and scientific management
• Improved productivity
• Changed manufacturing work into series of
mundane and mindless tasks
• Promulgated adversarial relationships between
labor and management
• Failed to exploit the knowledge and creativity of
the workforce
8
EVOLUTION OF WORKFORCE MANAGEMENT
TRANSACTIONAL VS TRANSFORMATIONAL LEADERSHIP
Transactional leadership relies more on a "give and
take" understanding, whereby subordinates have a
sense of duty to the leader in exchange for some
reward. Transformational leadership, on the other
hand, involves a committed relationship between the
leader and his followers. In 1985, industrial
psychologist Bernard Bass identified and wrote about
four basic elements that underlie transformational
leadership.
9
ELEMENTS OF TRANSFOMATIONAL
LEADERSHIP
Idealized Influence
Transformational leaders act as role models and
display a charismatic personality that influences others
to want to become more like the leader. Idealized
influence can be most expressed through a
transformational leader's willingness to take risks and
follow a core set of values, convictions and ethical
principles in the actions he takes. It is through this
concept of idealized influence that the leader builds
trust with his followers and the followers, in turn,
develop confidence in their leader.
10
ELEMENTS OF TRANSFOMATIONAL
LEADERSHIP
Inspirational Motivation
Inspirational motivation refers to the leader's ability to
inspire confidence, motivation and a sense of purpose in
his followers. The transformational leader must articulate a
clear vision for the future, communicate expectations of
the group and demonstrate a commitment to the goals that
have been laid out. This aspect of transformational
leadership requires superb communication skills as the
leader must convey his messages with precision, power
and a sense of authority. Other important behaviors of the
leader include his continued optimism, enthusiasm and
ability to point out the positive.
11
ELEMENTS OF TRANSFOMATIONAL
LEADERSHIP
Intellectual Stimulation
Transformational leadership values creativity and
autonomy among the leader's followers. The leader
supports his followers by involving them in the decisionmaking process and stimulating their efforts to be as
creative and innovative as possible to identify solutions. To
this end, the transformational leader challenges
assumptions and solicits ideas from followers without
criticizing. She helps change the way followers think about
and frame problems and obstacles. The vision the leader
conveys helps followers see the big picture and succeed in
their efforts.
12
ELEMENTS OF TRANSFOMATIONAL
LEADERSHIP
Individualized Consideration
Each follower or group member has specific needs and
desires. For example, some are motivated by money while
others by change and excitement. The individualized
consideration element of transformational leadership
recognizes these needs. The leader must be able to
recognize or determine --- through eavesdropping or
observation --- what motivates each individual. Through oneon-one coaching and mentoring, the transformational leader
provides opportunities for customized training sessions for
each team member. These activities allow team members to
grow and become fulfilled in their positions.
13
WORKFORCE MANAGEMENT
• Workforce management (which has also been widely
known as human resource management, or HRM)
consists of those activities designed to provide for
and coordinate the people of an organization.
• determining the organization’s workforce needs;
• assisting in the design of work systems;
• recruiting, selecting, training and developing,
counseling, motivating, and rewarding employees;
• acting as a liaison with unions and government
organizations; and
• handling other matters of employee well-being.
14
STRATEGIC HUMAN RESOURCE MANAGEMENT
• … concerned with the contributions HR strategies
make to organizational effectiveness, and how these
contributions are accomplished.
• It involves designing and implementing a set of
internally consistent policies and practices to
ensure that an organization’s human capital
(employees’ collective knowledge, skills, and
abilities) contributes to overall business objectives.
15
HIGH PERFORMANCE WORK CULTURE
• Performance - the extent to which an individual contributes
to achieving the goals and objectives of an organization.
• High-performance work - work approaches used to
systematically pursue ever-higher levels of overall
organizational and human performance.
• Characterized by:
• flexibility
• innovation
• knowledge and skill sharing
• alignment with organizational directions, customer focus,
and rapid response to changing business needs and
marketplace requirements
16
“CONDITIONS OF COLLABORATION” IN A
HIGH PERFORMANCE WORK CULTURE
• Respect
• Aligned values
• Shared purpose
• Communication
• Trust
17
WORKFORCE ENGAGEMENT
… the extent of workforce commitment, both emotional
and intellectual, to accomplishing the work, mission, and
vision of the organization.
Engaged workers
• find personal meaning and motivation in their work,
• have a strong emotional bond to their organization,
are actively involved in and committed to their work,
• feel that their jobs are important, know that their
opinions and ideas have value, and
• often go beyond their immediate job responsibilities
for the good of the organization.
18
ADVANTAGES OF WORKFORCE ENGAGEMENT
• Replaces the adversarial mentality with trust and cooperation
• Develops the skills and leadership capability of individuals,
creating a sense of mission and fostering trust
• Increases employee morale and commitment to the organization
• Fosters creativity and innovation, the source of competitive
advantage
• Helps people understand quality principles and instills these
principles into the corporate culture
• Allows employees to solve problems at the source immediately
• Improves quality and productivity
19
TOP DRIVERS OF WORKFORCE ENGAGEMENT
1. Commitment to organizational values.
2. Knowing that customers are satisfied with products and services.
3. Belief that opinions count.
4. Clearly understanding work expectations.
5. Understanding of how personal contributions help meet customer needs.
6. Being recognized and rewarded fairly.
7. Knowing that senior leaders value the workforce.
8. Being treated equally with respect.
9. Being able to concentrate on the job and work processes.
10. Alignment of personal work objectives to work plans.
20
EMPLOYEE INVOLVEMENT (EI)
• 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.
21
MOTIVATION
• Motivation - an individual’s response to a felt need
• Theories
• Content Theories (Maslow; McGregor; Herzberg)
• Process Theories (Vroom; Porter & Lawler)
• Environmentally-based Theories (Skinner;
Adams; Bandura, Snyder, & Williams)
22
MOTIVATION THEORIES
23
DESIGNING HIGH-PERFORMANCE
WORK SYSTEMS
• Work and Job Design
• Empowerment
• Teamwork
• Work Environment
• Workforce Learning and Development
• Compensation and Recognition
• Performance Management
24
WORK AND JOB DESIGN
• Work design refers to how employees
are organized in formal and informal
units, such as departments and teams.
• Job design refers to responsibilities and
tasks assigned to individuals.
25
ENHANCING WORK DESIGN
• Job enlargement – expanding workers’ jobs
• Job rotation – having workers learn several tasks
and rotate among them
• Job enrichment – granting more authority,
responsibility, and autonomy
26
HACKMAN-OLDHAM JOB DESIGN MODEL
v The model proposes that five core characteristics of
job design (task significance, task identity, skill
variety, autonomy, and feedback from the job)
v influence three critical psychological states
(experienced meaningfulness, experienced
responsibility, and knowledge of results),
v which in turn, drive work outcomes (employee
motivation, growth satisfaction, overall job
satisfaction, and work effectiveness).
27
4 DIMENSIONS (JOB DESIGN): TASK CHARACTERISTICS
• Focus on how work is accomplished and range and nature of
job tasks.
• Autonomy is freedom and independence an incumbent has
for work assignment.
• Task variety (amount given to incumbent)
• Task significance is influence on others
• Task identity (whole piece of work)
• Feedback from others about performance
4 DIMENSIONS OF JOB DESIGN: KNOWLEDGE CHARACTERISTICS
• Job complexity includes difficulty level.
• Information processing (as well as data).
• Problem solving includes unique ideas, diagnosing
problems, and fixing errors.
• Skill variety refers to using different skills.
• Specialization refers to performing specialized
tasks or possessing specialized skills and
knowledge.
4 DIMENSIONS OF JOB DESIGN: SOCIAL CHARACTERISTICS
• Amount of interaction with others in job
• Social support —opportunity for advice and
assistance from others
• Interdependence is how much job depends on
others and vice verse
• Interaction outside the organization
• Feedback from others—how much they provide
information about performance
4 DIMENSIONS OF JOB DESIGN: CONTEXTUAL CHARACTERISTICS
refers to setting or environment of job.
• Ergonomics —how much job allows correct posture or
movement.
• Physical demands —level of physical activity
required in job.
• Work conditions —environmental factors such as
health hazards, and temperature.
• Equipment use —complexity of equipment.
DEGREE OF MOTIVATION
EMPOWERMENT
• 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.”
33
SUCCESSFUL EMPOWERMENT
• 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
34
DESCRIBE/ILLUSTRATE HOW THE FOUR JOB
DIMENSIONS ARE USED IN HR STRATEGIC PLANS
JOB ANALYSIS
• Task: Job descriptions
• Knowledge: Job requirements
• Social: work relationships, flows of
communication
• Contextual: office furniture and machines
assigned to employees
35
DESCRIBE/ILLUSTRATE HOW THE FOUR JOB DIMENSIONS
ARE USED IN HR STRATEGIC PLANS
ORGANIZATIONAL CHART
(Master chart)
• Task: Positions drawn in boxes
• Knowledge: hierarchy, levels
• Social: lines connecting boxes
• Contextual: office furniture and machines assigned
to employees
36
TEAMS
• 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
37
TYPES OF TEAMS
• Management teams
• Natural work teams
• Self managed teams
• Virtual teams
• Quality circles
• Problem solving teams
• Project teams
38
Examples of Teams at Baptist Hospital, Inc.
39
TEAM SKILL REQUIREMENTS
• Conflict management and resolution
• Team management
• Leadership skills
• Decision making
• Communication
• Negotiation
• Cross-cultural training
40
Boeing A&T Team Development Process
41
LIFE CYCLE OF TEAMS
• Forming takes place when the team is introduced, meets together,
and explores issues of their new assignment.
• Storming occurs when team members disagree on team roles and
challenge the way that the team will function.
• Norming takes place when the issues of the previous stage have been
worked out, and team members agree on roles, ground rules, and
acceptable behavior when doing the work of the team.
• Performing characterizes the productive phase of the life cycle when
team members cooperate to solve problems and complete the goals of
their assigned work.
• Adjourning is the phase in which the team wraps up the project,
satisfactorily completes its goals, and prepares to disband or move on
to another project.
42
INGREDIENTS FOR SUCCESSFUL TEAMS
• Clarity in team goals
• Improvement plan
• Clearly defined roles
• Clear communication
• Beneficial team behaviors
 Well-defined decision
procedures
 Balanced participation
 Established ground rules
 Awareness of group process
 Use of scientific approach
43
WORKPLACE ENVIRONMENT
• Key factors:
• Health
• Safety
• Overall well-being
44
WORKFORCE LEARNING AND DEVELOPMENT
• Research indicates that companies that spend
heavily on training their workers outperform
companies that spend considerably less, as
measured on the basis of overall stock market
returns.
• Focus on both what people need to know as well as
what things they need to know how to do.
• Continual reinforcement of knowledge learned is
essential.
45
MEDRAD Learning and Development Process
46
COMPENSATION AND RECOGNITION
• Compensation and recognition refer to all aspects of
pay and reward, including promotions, bonuses, and
recognition, either monetary and nonmonetary or
individual and group.
• Compensation
• Merit versus capability/performance based plans
• Gainsharing
• Recognition
• Monetary or non-monetary
• Formal or informal
• Individual or group
47
EFFECTIVE RECOGNITION AND REWARD STRATEGIES
• Give both individual and team awards
• Involve everyone
• Tie rewards to quality
• Allow peers and customers to nominate and
recognize superior performance
• Publicize extensively
• Make recognition fun
48
PERFORMANCE MANAGEMENT
• How you are measured is how you perform!
• Conventional performance 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
49
PREMIER PERFORMANCE
MANAGEMENT PROCESS
50
ASSESSING WORKFORCE
EFFECTIVENESS, SATISFACTION,
AND ENGAGEMENT
Outcome Measures
• number of teams, rate of growth,
percentage of employees involved, number
of suggestions implemented, time taken to
respond to suggestions, employee turnover,
absenteeism, and grievances; perceptions
of teamwork and management
effectiveness, engagement, satisfaction,
and empowerment.
51
ASSESSING WORKFORCE EFFECTIVENESS
SATISFACTION, AND ENGAGEMENT
Process Measures
• number of suggestions that employees make, numbers of
participants in project teams, participation in educational
programs, average time it takes to complete a process
improvement project, whether teams are getting better,
smarter, and faster at performing improvements,
improvements in team selection and planning processes,
frequency of use of quality improvement tools, employee
understanding of problem-solving approaches, and senior
management involvement
52
ASSESSING WORKFORCE EFFECTIVENESS
SATISFACTION, AND ENGAGEMENT
EMPLOYEE QUALITY SURVEY –Marlow
Industries (page 185)
•
•
•
•
•
•
Management support
Total quality system
Organizational effectiveness
Training
Job satisfaction and morale
involvement
53
MEASURING WORKFORCE ENGAGEMENT
• Gallup Q12 - 12 survey statements that Gallup found as those that
best form the foundation of strong feelings of engagement.
Factors include:
• what is expected in one’s work
• having the right materials and equipment to do the job
• receiving recognition and feedback on progress and
development
• having opinions that count
• feeling of importance of the job
• opportunities to learn grow and develop
54
GALLUP ENGAGEMENT INDEX CLASSIFICATION
1. Engaged employees who work with passion and feel a
profound connection to their company. They drive
innovation and move the organization forward.
2. Not-engaged employees who are essentially “checked
out.” They are sleepwalking through their workday. They
are putting in time, but not enough energy or passion
into their work.
3. Actively disengaged employees who aren’t just
unhappy at work; they’re busy acting out their
unhappiness. Every day, these workers undermine what
their engaged coworkers accomplish.
55
SUSTAINING HIGH-PERFORMANCE WORK SYSTEMS
Regular assessment of
• workforce capability and capacity needs;
• hiring, training and retention of employees;
and
• career progression and succession planning
56
WORKFORCE CAPABILITY AND CAPACITY
• Workforce capability refers to an organization’s
ability to accomplish its work processes through the
knowledge, skills, abilities, and competencies of its
people.
• Workforce capacity refers to an organization’s
ability to ensure sufficient staffing levels to
accomplish its work processes and successfully
deliver products and services to customers,
including the ability to meet seasonal or varying
demand levels.
57
EFFECTIVE HIRING PRACTICES
• Determine key employee skills and
competencies
• Identify job candidates based on
required skills and competencies
• Screen job candidates to predict
suitability and match to jobs
58
SUCCESSION PLANNING
• Formal processes to identify, develop,
and position future leaders
• Mentoring, coaching, and job rotation
• Career paths and progression for all
employees
Succession planning is vital to long-term
sustainability
59