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					People Risks

  Human Resource Management

               Dr. Robert Milligan
                Cornell University
Empowerment
GMOs
Industrialized agriculture
Mergers
e-trade
Robert Milligan:




    Strategic alliances
    Globalization
    Precision agriculture
    The internet
    Business culture
 Problems?????

        or

Opportunities?????
It is our
attitude,
 stupid
Wanted: Full time hired
man for dairy farm. 3
miles south of Ourtown
N.Y. Weaklings, wimps
and shiners need not
apply. Should have the
abilities of a nine year old,
at least.
Call 444-4444
John
Dave
Leading/Managing to Thrive in
   a Time of Great Change

Develop an aligned, people-
 oriented business.
Hire great people.
Develop people for outstanding
 productivity and exhilarating job
 satisfaction.
   Develop an Aligned,
 People-oriented Business

Know the business’ sustainable competitive
  advantage.
Commit to shared organizational philosophy.
Create a people-oriented culture.
Align your organizational structure with your
  organizational philosophy and your
  culture.
At what are you

  THE BEST?
What is your sustainable

competitive advantage?
Commit to Shared
 Organizational
  Philosophy
Organizational Philosophy

 • Continually clarify business
   direction
 • Must have a personal and an
   organizational vision
 • Today organizations talk about
   organizational philosophies –
   mission, vision and core values
      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.
                  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.
 One might be motivated in life to climb a ladder,
  but without vision, one might get to the wrong
  roof and thus have to start over.
 What we want to be when we grow up.
    Vision and Mission

Mark Maguire and Sammy Sosa.
Ben and Jerry’s.
Martin Luther King.
Southwest Airlines.
               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
 What’s important around here?
     Create
a People-oriented
     Culture
    Ice Cream Role Play

Find two partners
Select the person to play employee
“employee” raise hand to get
 instructions
Prepare to be an actor or an actress
 as you wait for more instructions.
    Ice Cream Role Play

First round: Employee with person
 holding yellow sheet; person with
 blue observe
When finished, do second round
First round: Employee with person
 holding blue sheet; person with
 yellow observe
 Leadership/Management: Control Vs. Commitment
                Traditional         Deming Revolution
                     Control-Oriented           Commitment-Oriented

 Employee Roles      Take Orders                Ask Questions

                     Do Your Job                Critical part of a System
 Mechanism for
 Achievement         Do the Job “RIGHT”         Exceed Expectation

 Emphasis            Means/Tasks                Ends/Accomplishments


 Development of      Mangers Responsible for    Everyone Responsible
 People              Improvement                for Improvement
                     Little need for Training   Training Essential for
                                                Continued Success
 Biggest Fear        Upsetting the Boss         Not Meeting
                                                Performance
                                                Expectations
Structure            Bureaucratic               Flat
                     Inherently Adversarial     Inherently Team Collegial

Employees Response   Demotivating               Motivating


Productivity         Less than the Potential    Outstanding when Successful
People-Oriented Paradigm



  Focus = Developing and
   Utilizing ALL of the
   Capabilities of ALL People in
   the Business or Organization
People-Oriented Paradigm

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

Difference between vision and current
 reality creates tension.
Creative tension -- excitement, passion,
 creativity -- pulls current reality toward
 vision.
Distracting tension -- frustration,
 disillusionment -- pull vision back toward
 current reality.
   Develop an Aligned,
 People-oriented Business

Know the business sustainable
 competitive advantage.
Commit to shared organizational
 philosophy.
Create a people-oriented culture.
Align your organizational structure with
 your organizational philosophy and your
 culture.
Leading/Managing to Thrive in
   a Time of Great Change

Develop an aligned, people-oriented
 business.
Hire great people.
Develop people for outstanding
 productivity and exhilarating job
 satisfaction.
 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.
Communications Exercise

This exercise has four rounds.
 Please follow the directions of the
 facilitator. Your role in each
 round is described on the sheet
 you are being giving.
    Listening Strategies

Listen to hear what is being said.

Allow the person talking to finish.
    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.
      DEPOSITS                                     Anger

Encouragement                 EMOTIONAL             Broken Promises
                             BANK ACCOUNT
 Compliments                                        Coercion

        Smiles                                   Criticisms

           Training                       WITHDRAWALS

                 Integrity               Lies

                      Suggestions    Pettiness
Interpersonal
 relationships
   are what
life is all about
        Interpersonal
        Relationships

Empathy: Identification with and
 understanding of another’s
 situation, feelings and motives.
 Ability to walk in the shoes of
 others.
Trust: Confidence in the integrity,
 ability, character and truth of a
 person.
      DEPOSITS                                     Anger

Encouragement                 EMOTIONAL             Broken Promises
                             BANK ACCOUNT
 Compliments                                        Coercion

        Smiles                                   Criticisms

           Training                       WITHDRAWALS

                 Integrity               Lies

                      Suggestions    Pettiness
           Feedback

“Good performance should always be
 treated differently than poor
 performance.”

 Don Shula in Everyone’s a COACH
Feedback - Consequences
    of performance

None. The most common.
A Positive Consequence.
A need for redirection – Incorrect
 performance stopped and redirected using
 training.
A negative consequence -- requires a
 reprimand, a punishment, a demotion,
 removal from activity.
  Certificate
FOR YOUR VERY OUTSTANDING
       PERFORMANCE
     YOU ARE AWARDED:



“One Attaboy”
         Certificate

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

 “One Attaboy”
 Note: One “awshit” wipes the
board clean and you have to start
          all over again.
Feedback - Consequences
    of performance

None. The most common.
A Positive Consequence.
A need for redirection – Incorrect
 performance stopped and redirected using
 training.
A negative consequence -- requires a
 reprimand, a punishment, a demotion,
 removal from activity.
Providing Great Feedback

“Catch your employees doing something
 right.” - Ken Blanchard
Give four compliments for every
 constructive criticism.
Practice Appreciative Inquiry - The
 process of asking questions about what is
 going well, rather than what is going
 badly.
Leading/Managing to Thrive in
   a Time of Great Change

Develop an aligned, people-oriented
 business.
Hire great people.
Develop people for outstanding
 productivity and exhilarating job
 satisfaction.

				
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