Staffing and Leading
a Growing Company
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
1
Chapter 19
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Leadership/Management
Recruitment/Selection/Interview
Company Culture
Successful Teams
Communication
Motivation (empowerment, job design,
rewards/compensation, feedback)
Performance Evaluation
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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In Basket Exercise
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Small groups of 5-6
Read background and instructions
Complete the assignment individually
Discuss results and come up with a group
decision with rationale.
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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The Challenge of
Motivating Workers
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Empowerment
Job design
Rewards and compensation
Feedback
Chapter 19: Staffing & Leading
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Empowerment
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Giving workers at all levels, the power, the
freedom, and the responsibility to control
their own work, to make decisions, and to
take action to meet the company’s
objectives.
Requires a different style of management
from that of the traditional manager.
Is built on sharing information, authority,
and power.
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Empowerment
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Zapp = the giving of power
Sapp = the taking of power
Chapter 19: Staffing & Leading
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Empowerment
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What are some things that happen at
work that make you feel sapped?
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What are some things that happen at
work to make you feel zapped?
Chapter 19: Staffing & Leading
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Empowerment
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When you’ve been sapped…
Your job belongs to the company
You do what you are told
Your job doesn’t really matter
You do not know how well you are doing
You feel like you have to keep quiet
You feel like you are a different person on
the job
You have little/no control over your work
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Empowerment
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When you’ve been zapped…
Your job belongs to you
You are responsible
Your job contributes to the whole
You know where you stand
You have some say in how things are done
Your job is a part of who you are
You have some control over your work
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Empowerment Lessons
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Empowered people own their jobs –
they’re responsible
It’s easy to sapp
It’s hard to zapp
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Maintain people’s self-esteem
Must be work related
Must be sincere
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Empowerment Lessons
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Listen to others
Eye contact, non-verbals
Summarize what was said (mental list)
Respond with empathy
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Ask for help in solving problems
Seek ideas, suggestions, info
Offer help without taking responsibility
Chapter 19: Staffing & Leading
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Empowerment Lessons
Delegate responsibility
Select the proper person
Delegate authority to carry out and make
decisions – give clear instructions
Followup
Debrief
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Set measurable, realistic goals
What, why, why they are important
Change goals as necessary - feedback
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Empowerment Lessons
Coaching
Explain purpose/importance
Explain process
Demonstrate
Observe while person practices
Immediate feedback
Express confidence
Agree on follow-up actions
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Empowerment Lessons
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Teamwork
Give team a say in who works on the team
Est. a mission for team
Provide time and place for team to meet
Provide training at “teachable moment”
Provide people skills for interacting,
solving problems, making decisions and
taking action.
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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What Zapps People?
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Responsibility
Trust
Being listened to
Teams
Team problem solving
Praise
Recognition for ideas
Feeling important
Flexible controls
Chapter 19: Staffing & Leading
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Direction (goals,
results)
Knowledge
Support
Available resources
Communication (up
and down)
Copyright 2003 Prentice Hall Publishing Company
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Three Vital Tasks of a Leader
1. Hire the right employees and constantly
improve their skills
2. Build an organizational culture and
structure that enable the company to
reach its potential
3. Motivate workers to higher levels of
performance
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Hiring the Right Employees
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Conduct a job analysis and create
practical job descriptions and job
specifications
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Conducting a Job Analysis
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Create a job description - a written
statement of the duties, responsibilities,
reporting relationships, working
conditions, and materials and equipment
used in a job.
Create a job specification - written
statement of the qualifications and
characteristics needed for a job, stated in
such terms as education, skills, and
experience.
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Worm Picker
Gathers worms to be used as fish bait;
walks about grassy areas, such as gardens,
parks, and golf courses and picks up
earthworms (commonly called dew worms
and nightcrawlers). Sprinkles chlorinated
water on lawn to cause worms to come to
the surface, and locates worms by use of
lantern or flashlight. Counts worms, sorts
them, and packs them into containers for
shipment.
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Planning an Effective Interview
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Develop a series of core questions and ask
them of every job candidate.
Ask open-ended questions rather than
those calling for “yes or no” answers.
Create hypothetical situations candidates
would encounter on the job and ask how
they would handle them.
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Planning an Effective Interview
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Probe for specific examples (from work
history) that demonstrate the necessary
traits and characteristics.
Ask candidates to describe a recent success
and a recent failure and how they dealt with
them.
Arrange a “noninterview” setting in which
to observe the candidate.
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Company Culture
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Distinctive, unwritten, informal code of
conduct that governs the behavior,
attitudes, relationships, and style of an
organization.
“The way we do things around here.”
In small companies, culture plays as
important a part in gaining a competitive
edge as strategy does.
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Characteristics of Positive
Company Culture
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Respect for work and life balance
Sense of purpose
Sense of fun
Diversity
Integrity
Learning environment
Empowered workers
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Common Errors with Teams
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Assigning teams inappropriate tasks
Failing to provide adequate training for
team members and team leaders
Sabotaging teams with underperformers
Switching to team responsibilities but
keeping pay individually oriented
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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What Makes Teams Succeed?
(Continued)
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Provide adequate support and training for
team members and leaders.
Involve team members in how their
performances will be measured, what will
be measured, and when it will be measured.
Make at least part of team members’ pay
dependent on team performance.
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Communication
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Managers spend about 80 percent of their
time in some form of communication:
 30% talking
 25% listening
 15% reading
 10% writing
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Many problems in the workplace arise
because of poor communication.
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Job Design Strategies
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Job simplification
Job enlargement (horizontal job loading)
Job rotation
Job enrichment (vertical job loading)
Flextime
Job sharing
Flexplace
Telecommuting
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
27
Rewards and Compensation
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Tailor rewards to the needs and
characteristics of individual workers.
Money is an effective motivator - up to a
point.
Pay-for-performance systems
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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Rewards and Compensation
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Intangible rewards such as praise,
recognition, celebrations, and others can be
very powerful, yet inexpensive, motivators.
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What kinds of motivators would you rely on
if your company’s workforce consisted
primarily of “Generation Xers?”
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
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The Feedback Loop.
Deciding
What to
Measure
Taking
Action
to Improve
Performance
Deciding
How to
Measure
Comparing
Comparing
Actual
Actual
Performance
Performance
Against
Against
Standards
Standards
Guidelines for Successful
Performance Appraisals
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Basis for promotion/pay increases
Not enough to keep employees
motivated
Chapter 19: Staffing & Leading
Copyright 2003 Prentice Hall Publishing Company
31