Ten Lessons from Fifteen Years of Teaching Human Resource Management to Farm Managers Robert Milliga

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Ten Lessons from Fifteen Years of Teaching Human
Resource Management to Farm Managers Robert
MilliganCornell University
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1. Modern management and human resource
management boil down to a very simple but
powerful idea -- Developing and utilizing ALL of
the capabilities of ALL of the personnel in your
business.
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Ice Cream Role Play

• Find two partners
• Select one of the three of you to be an employee
• The employee raises his/her hand and gets role
  play instructions
• Each of you prepare to be an actor or an actress
  as you await further instructions

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Ice Cream Role Play

• First round Employee with supervisor holding
  the yellow sheet of paper person with blue
  observe
• When finished, do round two
• Second round Employee with supervisor holding
  the blue sheet of paper person with yellow
  observe

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Employees How did you feel in your roles as an
employee?First round??Second Round??Supervisor
s What did you observe?
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People Oriented Management

• Developing and utilizing
• ALL of the capabilities of
• ALL the people in your business

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Why is round two management so difficult???
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• POWER

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Leadership/Management Control Vs. Commitment
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Why People Oriented Management?

• People work harder when involved.

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Why People Oriented Management?

• People work harder when involved.
• People work smarter when encouraged.

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Why People Oriented Management?

• People work harder when involved.
• People work smarter when encouraged.
• People stay longer when their goals are met.

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Why People Oriented Management?

• People work harder when involved.
• People work smarter when encouraged.
• People stay longer when their goals are met.
• People build attachments to what they have helped
  developed.

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Why People Oriented Management?

• People work harder when involved.
• People work smarter when encouraged.
• People stay longer when their goals are met.
• People build attachments to what they have helped
  developed.
• Managers enjoy the successes of their people.

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Can you learn to be a people oriented manager?

• YES!!!!!

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2. The necessary attitudes can be acquired and
the principles, skills and procedures can be
learned.
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Key Attitudes Toward People

• Trust
• Optimism
• Empathy
• Fairness
• Humility
• Openness
• Willingness to share the glory

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Attitude of the Leader

• The attitude of the leader is contagious.

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People-Oriented Paradigm

• Leaders and managers become developers and
  supporters. Begin with a recognition that
  people are assets to be developed-- not problems
  to be dealt with.
• Commitment to a common vision/mission/purpose/goal
  .
• Utilize empowerment and clear performance
  expectations rather than formal power to maintain
  business control.

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3. Successful businesses have a destination they
are striving to reach. A commitment to reaching
this destination is a major key to business
success. I like the concept of an organizational
philosophy.
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Organizational Philosophy

• Continually clarify business direction
• Today organizations talk about organizational
  philosophies mission, vision and core values
• Vision may be most important in tough times!

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Mission or Purpose

• Individuals or organizations answer to Why do we
  exist?
• A broad statement of business scope and
  operations that distinguishes an organization
  from other similar organizations.
• What we get paid for.

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Vision

• The picture of the future to be strived for.
• A motivational tool.
• Example (Steven Jobs Apple) To make a
  contribution to the world by making tools for the
  mind that advance mankind.
• What we want to be when we grow up.
• Your vision Dairy? Agriculture? Rural life
  style? Work Independently? Family business?

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Vision without Action is just a dream.Action
without Vision just passes the time.Vision with
Action can change the world.
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Farm Business Vision Examples

• A wholesome life style?
• Produce nutritious food?
• Contribute to feeding the people of the world?
• Be your own boss?
• Own a family business?
• Own a farm business?

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Core Values

• Answer How do we want to act, consistent with
  our mission and vision, along the path toward
  achieving our vision?
• How individual or organization wants life to be
  day-to-day.
• Small number (3-5) and ranked.
• Example Disney
• 1. Safety
• 2 Customers
• 3. The Show
• 4. Efficiency
• Whats important around here?

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Dennys Restaurants

• Women board members
• Minority board members
• Minority owned franchises
• Minority management
• Work force minority
• Minority owner supply contractors

• 1993 2000 F 500
• 0 46 11
• 0 36 4
• 1 35 1
• 28
• 1 49 U.S. ave
• 1 19 3-4

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Rachelle Hood-Phillips1

• keys in the turnaround were leadership from
  the chairman and making diversity a companywide
  value.
• Among drivers of change are clear policies
  against discrimination, work-force training from
  the top and measure progress and reward results.
• 1Director of Diversity, Dennys Restaurants

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Vision and Core Values

• What is your groups vision for Minnesota
  Extension?
• What does you group think the three most
  important core values are for Minnesota Extension?

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4. Empowerment utilizing the performance
management process is powerful.
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Performance Management

• The daily process of working toward previously
  established performance expectations followed by
  evaluation.

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Empowerment Enabling farm business personnel
to utilize their knowledge, skills and potential
to positively impact business success
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Chalking the Field

• Define the field of play and rules of the game.
• Sports analogies.

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Chalking the Field

• The manager has to establish the game rules or
  boundaries
• The rules and expectations must be clear.
• Role clarification is a key component.
• Not following rules or meeting expectations must
  have consequences.
• Define when the team is winning.

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When are We Winning!!!!!

• For a sports team, winning is the points or runs
  that win the game.
• For the farm business, the measure of winning
  must be internally defined by the superintendent
  and/or by the team itself.

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When are We Winning!!!!!

• Even though internally defined, these measures of
  winning are just as important as the points or
  runs in sports.
• Similarly, their attainment or outstanding
  attainment defines a winning farm business staff.
• Each staff members must have unique talents and
  roles that help win.

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Chalking the Field

• Without a chalked field, a successful or
  empowered team is not possible.
• Think about the personnel in the farms you work
  with.
• -- Do they know what is expected?
• -- Do they know the boundaries of their
  responsibility and authority?
• -- Do they know what they have to do to earn
  additional responsibilities?

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Empowerment

• Means additional responsibility and additional
  accountability.
• There must be consequences when accountability is
  not accomplished.
• Accountability means performance expectations.

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Essential Components of Effective Performance
Expectations

• Measurable - Measures may include dollars,
  percentages, numbers of items, ranges, etc.
• Time - The employee and the manager should be
  clear on just when results are expected.

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Essential Components of Effective Performance
Expectations

• Attainability - Performance expectations must be
  within the individual's and the organization's
  reach if they are to be an effective performance
  management tool.
• Resources - The available resources to achieve
  the specified expectations must be clearly
  specified and known by everyone involved.

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Coaching and Feedback A coach is committed to
developing team members to be more than they
thought they could be.
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5. We can learn much from the discipline of
organizational behavior.
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The Fundamental Attribution Error

• When explaining our own behavior, we tend to
  tend to overestimate the importance of the
  situation and underestimate the importance of
  personal characteristics.
• When explaining the behavior of others, we tend
  to overestimate the importance of personal
  characteristics and underestimate the importance
  of the situation.

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Employee Motivation?

• What is wrong with the questions How can I
  motivate Joe?
• Where does employee motivation come from?
• What is the managers role in motivation?

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Herzbergs Two-Factor Theory of Motivation

• What do you enjoy about your position in
  extension?
• What do you hear employees complaining about
  their job?

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Maintenance or Hygiene Factors

• Economic Factors.
• Security Needs.
• Social Needs.
• Working Conditions.
• Status.

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Herzbergs Two-Factor Theory of Motivation

• What do you enjoy about your position in
  extension?
• What do you hear employees complaining about
  their job?

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Motivation Factors

• Challenging Work.
• Feelings of Personal Accomplishment.
• Recognition for Achievement.
• Achievement of Increasing Responsibility.
• A Sense of Importance to the business.
• Access to Information.

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Herzbergs Two-Factor Theory of Motivation

• What do you enjoy about your position in
  extension?
• What do you hear employees complaining about
  their job?

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6. Understanding ourselves, others and how we
communicate is central to being a
leader/supervisor/coach.
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Active Listening

• Listen to content and emotional aspects and
  provide feedback on both.
• Focus on both message content and underlying
  feelings.
• Focus on joint problem solving.
• Fosters open communication and employee
  development.

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Listening

• Everyone hears what you say. Friends listen to
  what you say. Best friends listen to what you
  dont say,
• A supervisor hears what you say. A coach
  listens to what you say. Great coaches listen to
  what you dont say,

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Providing feedback is an essential part of the
job description of a supervisor/coach.
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Performance Feedback (Blanchard and Shula)

• Good performance should always be treated
  differently than poor performance.
• Don Shula in Everyones a COACH

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Consequences of performance

• No response.
• A positive consequence.
• Redirection- Incorrect performance stopped and
  redirected using training.
• A negative consequence -- requires a reprimand, a
  punishment, a demotion, removal from activity.

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Coach the Development of Personal Capabilities

• A. Catch your employees doing something right.
  - Ken Blanchard
• B. Give four compliments for every constructive
  criticism.
• C. Practice Appreciative Inquiry - The process of
  asking questions about what is going well, rather
  than what is going badly.

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Certificate

• FOR YOUR VERY OUTSTANDING PERFORMANCE
• YOU ARE AWARDED
• One Attaboy

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Certificate

• One Attaboy
• One thousand attaboys qualifies you to be a
  leader of men, work overtime with a smile,
  explain assorted problem to management, and be
  looked upon as a local hero, without a raise in
  pay.

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Certificate

• One Attaboy
• Note One awshit wipes the board clean and you
  have to start all over again.

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7. Being a coach is not easy and people respond
slowly.
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The Supervisor as Coach

• Major change in role.
• Coach others to make decisions -- difficult for
  great decision-makers.
• Your success is the success of others.
• Interpersonal skills become paramount..

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Learning People Skills

• It takes time to change and then more time for
  others to recognize and believe the change is
  genuine.
• Like any other skill, practice is required.
• Its hard to accept the blame and give credit to
  others.
• The emotional bank account must be positive.

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8. Attracting the best people to the organization
is a continuing job of management.
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Attracting Employees

• Emphasize creating an image of excellence as an
  employer.
• Invest time in creating a quality applicant pool.
• Employee selection is not an exact science.

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Attracting Employees

• Basic selection principles can increase the
  chances of hiring the best people.
• Hire the best candidate not necessarily the one
  with the most experience.

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9. Manager participation in learning is essential.

• Active learning is essential.
• Role-plays, self-disclosure activities,
  discussions and case studies are all helpful.
• I like four person in class or in workshop teams.
• Follow-up activities are needed -- distance
  technologies may play a huge role here.

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10. Education in human resource management and
interpersonal skills is a necessity for managers
of farms and other small businesses.
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Education -- Human Resource Management

• Extension is striving to be more customer
  oriented.
• The importance of these skills will continue to
  increase.
• Extension education for farm and other small
  business managers must include these topics.