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1 Human Resources in the Baldrige Award Criteria Examines how an organization’s work systems and employee learning and motivation enables employees to.

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Presentation on theme: "1 Human Resources in the Baldrige Award Criteria Examines how an organization’s work systems and employee learning and motivation enables employees to."— Presentation transcript:

1 1 Human Resources in the Baldrige Award Criteria Examines how an organization’s 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

2 2 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

3 3 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 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 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

6 6 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

7 7 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

8 8 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

9 9 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

10 10 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.”

11 11 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 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

13 13 Types of Teams Quality circles Problem solving teams Management teams Work teams Project teams Virtual teams

14 14 Roles in a Improvement Team Team Leader Recorder (Scribe) Team Members Facilitator

15 15 Stages of Team Development Forming Storming Norming Performing

16 16 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.

17 17 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

18 18 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

19 19 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 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

21 21 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

22 22 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

23 23 Success Factors For Employee Feedback 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

24 24 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

25 25 Compensation and Recognition Compensation Merit versus capability/performance based plans Gain-sharing Recognition Monetary or non-monetary Formal or informal Individual or group

26 26 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

27 27 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


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