High Performance Work Place
Early History
Changing Times
Today
Core Values
Integrity & Honesty
Truth
Stewardship &
Initiative
Whole Person
Servant Leadership
Change
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Successful organizations that want to
move to the “next step” are
changing their approach toward
people.
WHY?
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Profits vs. People
“80% of what any
organization does can
be done equally well by
any other organization;
competitive success
depends entirely upon
the other 20%---which
is people.”
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Why are Organizations Changing…
People are the Key Asset
The Workforce is Changing
Traditional Methods are Less Effective
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Traditional Assumptions
People by Nature…
 Lack integrity
 Are fundamentally lazy and
desire to work as little as
possible
 Avoid responsibility
 Are not interested in
achievement
 Are incapable of directing
their own behavior
 Are indifferent to
organization needs
 Prefer to be directed by
others
 Avoid making decisions
whenever possible
 Are not very bright
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Adversarial Relationships
Us vs. Them
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Symptoms of Disharmony
 Absenteeism
 Tardiness
 Turnover
 Low Productivity
 Frequent Accidents
 Discrimination Charges
 Low Morale
 Theft Vandalism
 Spoilage/Damage
 Low Quality
 Unionization
Symptoms of Harmony
Workers’ Comp MOD
2008
1.85
2012
.98
Turnover
Productivity
Receiving
Shipping
Inventory Control Losses
45% Decrease
66% Decrease
103% Increase
30% Increase
94% Decrease
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A Different Approach
Contrast This…
With What it Could Be
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A Different Approach
A Philosophy based in the belief that…
 Approximately 95% of All Employees at All Levels are Responsible
Workers and Good People
 Most of our Management Policies and Practices were Focused on
Protecting PDC from the 5% Marginal Employee Group
 When these Policies and Practices were Applied and Enforced
Equally to All, They had a Negative Impact on the 95%.
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Let’s define the 5%er—
 Someone whose motives are not good
 Their goal is to work as little as possible and to get away with
as much as possible
 They are not a team player and are not trustworthy
 How many 5%ers work for you?
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High Performance Work Place
It’s a Work Place that fosters maximum performance and is supported
by the following 8 key elements:
1.
2.
3.
4.
5.
6.
7.
8.
Positive Assumptions about People
Identification & Elimination of Negatives
Mutual Trust & Respect
Open, Two-Way, Adult-to-Adult Communication
Training and Development
Employee Involvement & Empowerment
Competitive Wages and Benefits
High Expectations
Positive Assumptions About People
HPWP
People by Nature…
 Have Integrity
 Want the Organization to Succeed
 Work Hard toward Objectives to
 Are Not Passive or Submissive
which they are Committed
 Will Make DecisionsWithin their
 Assume Responsibility with those
Commitments
Commitments
 Are Bright
 Desire to Achieve
 Are Capable of Directing their
own behavior
Positive Assumptions About People
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One Standard of Conduct
“Every associate is expected to act
in the best interest of Pate Dawson Company
and his/her fellow associates.”
Identification & Elimination of Negatives
A “Negative” is defined as:
Anything that
minimizes vs. maximizes
a person’s feeling of VALUE
to the organization.
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Identification & Elimination of Negatives HPWP
Negatives take Four Forms:
 Management Behavior based on Negative Assumptions
 Policies/Practices created for the 5%ers
 Creation of a Two-Class Citizenship Culture
 Disproportionate attention to equipment and
facilities vs. PEOPLE
Mutual Trust & Respect
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APPLICATIONS
Elimination of Traditional Management Practices
 Probationary Period
 Behavior-based work policies and rules
 Security checks on all bags in/out
 Locked cabinets, doors and segregated building access
 Progressive Discipline
 Designated number of annual sick leave/days
 Etc.
Open, Two-Way, Adult-to-Adult Communication
“The way you talk to a neighbor you like”
 Open:
 We are not trying to hide anything – No Secrets
 Adult-to-Adult:
 We are all adults
 Two-way:
 You get better understanding, more involvement, and a better
outcome
Training
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“The time and dollars invested
in personal and professional
development reflects an organization’s
VALUE for its people”
Employee Involvement & Empowerment
“People should be involved in every
decision that affects them”
Employee Involvement & Empowerment
Opportunities for Employee Involvement
 Setting Performance Goals and Objectives
 Productivity, Quality, Safety, Scheduling Problems and
Solutions
 Development of Team Work Policies, Practices & Standards
 New Team Member Selection/Hiring Teams
 Termination of 5%ers
Competitive Wages & Benefits
 Objective is to make it a “non-issue”
 Surveys conducted/researched annually
 All market data and range data open to all employees
High Expectations
 The first 7 elements guarantee:



Employee loyalty and retention
Excellent community reputation
Ability to attract the best people
 High Expectations guarantees:
High Performance
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Bottom Line Philosophy
Building
PROFITS with
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We Couldn’t Change Our People
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We DID Change
The Environment
in which Our
People Function
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Then Helped Them
Change Themselves