Human Resources in the Baldrige Award Criteria

1
Human Resources in the Baldrige Award Criteria

• Examines how an organizations work systems
  and employee learning and motivation enables
  employees to develop and utilize their full
  potential in alignment with its overall
  objectives and action plans. Also examined are
  the efforts to build and maintain a work
  environment and an employee support climate
  conducive to performance excellence and to
  personal and organizational growth.
• 5.1 Work Systems
• 5.2 Employee Learning and Motivation
• 5.3 Employee Well-Being and Satisfaction

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Human Resource Paradigms
Old Thinking New Thinking
People are part of the process Process requires
external control Managers have to control what
people do
People design and improve processes Workers who
run the process control it Managers must
obtain commitment of workers
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Leading Practices (1 of 2)

• Integrate HR plans with overall strategic
  objectives and action plans
• Design work and jobs to promote innovation,
  organizational learning, and flexibility
• Develop effective performance management systems,
  compensation, and reward and recognition
  approaches
• Promote cooperation and collaboration through
  teamwork

4
Leading Practices (2 of 2)

• Empower individuals and teams to make decisions
  that affect quality and customer satisfaction
• Make extensive investments in training and
  education
• Maintain a work environment conducive to the
  well-being and growth of all employees
• Monitor extent and effectiveness of HR practices
  and measure employee satisfaction

5
Designing High Performance Work Systems

• Work design - how employees are organized in
  formal and informal units (departments, teams,
  etc.)
• Job design - responsibilities and tasks assigned
  to individuals

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Contemporary Work Systems Design Issues

• Performer/job level involvement and empowerment
• Process level teams and teamwork
• Organizational level employee well-being, human
  resources policies and strategies

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Employee Involvement

• Employee Involvement - 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

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Levels of Employee Involvement

• 1. Information sharing
• 2. Dialogue
• 3. Special problem solving
• 4. Intra-group
• problem solving

• 5. Inter-group problem solving
• 6. Focused problem solving
• 7. Limited self direction
• 8. Total self-direction

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Advantages of EI

• Replaces adversarial mentality with trust and
  cooperation
• Develops skills and leadership abilities
• Increases morale and commitment
• Fosters creativity and innovation

• Helps people understand quality principles and
  instills them into the culture
• Allows employees to solve problems at the source
• Improves quality and productivity

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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.
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Keys to 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

12
Teams and Teamwork

• Team - 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
• Effective teams are goal-centered,
• independent, open, supportive,
• and empowered

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Types of Teams

• Quality circles
• Problem solving teams
• Management teams
• Work teams
• Project teams
• Virtual teams

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Roles in a Improvement Team

• Team Leader
• Recorder (Scribe)
• Team Members
• Facilitator

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Stages of Team Development

• Forming
• Storming
• Norming
• Performing

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Styles of Team Members (1 of 2)(Glenn Parker,
Team Players and Teamwork)

• Contributor
• Does his/her homework, and pushes the team to set
  high standards.
• Communicator
• An effective listener and facilitator of
  conflict resolution, involvement, and consensus
  building.

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Styles of Team Members (2 of 2)

• Collaborator
• Is flexible and open to new ideas
• Is willing to work outside his/her defined role.
• Challenger
• Questions the goals and methods
• Is willing to disagree with the leader or higher
• authority

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Ingredients for Successful Teams (1 of 2 )
(Peter Scholtes, The Team Handbook)

• Clarity in team goals
• Improvement plan
• Clearly defined roles
• Clear communication
• Beneficial team behaviors

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Ingredients for Successful Teams (2 of 2)

• Well-defined decision procedures
• Balanced participation
• Established ground rules
• Awareness of group process
• Use of scientific approach

20
Human Resources Management Policies and
Strategies

• Recruitment, Retention, and Career Development
• Employee Commitment and Feedback
• Performance Appraisal
• Compensation, Reward, and Recognition
• Measuring Employee Satisfaction and HRM
  Effectiveness

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Recruitment, Retention, and Career Development

• Identify desirable employee attributes skills,
  knowledge, characters, and temperament
• Provide effective mentoring and counseling
  programs
• Implement proactive training, education, and
  career development systems

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Keys to Promoting Employee Commitment

• Practice people-first values
• Communicate top-down bottom-up
• Develop loyalty to the organization
• Articulate vision and values
• Attract people who fit the culture
• Provide hard-side and soft-side rewards
• Give people the opportunities to use a wide
  variety of skills and knowledge

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Success Factors For EmployeeFeedback Systems

• Serve as an improvement tool
• Top management commitment
• Education and communication
• Involvement of all levels of employees
• Not directly tied to the evaluation of an
  individual
• Immediate actions in response to suggestions

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Performance Appraisal

• How you are measured is how you perform!
• Conventional 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

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Compensation and Recognition

• Compensation
• Merit versus capability/performance based plans
• Gain-sharing
• Recognition
• Monetary or non-monetary
• Formal or informal
• Individual or group

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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

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Measuring Employee Satisfaction and Effectiveness

• Satisfaction
• Quality of work life, teamwork, training,
  leadership, communications, benefits,
  compensation, internal suppliers and customers
• Effectiveness
• Team and individual behaviors cost, quality, and
  productivity improvements employee turnover
  suggestions training effectiveness