1. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 1 Chapter 6 Human Resource Practices

2. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 2 Toyota Georgetown  “We’ve got nothing, technology-wise, that anyone else can’t have. There’s no secret Toyota Quality Machine out there. The quality machine is the workforce -- the team members on the paint line, the suppliers, the engineers -- everybody who has a hand in production here takes the attitude that we’re making world-class vehicles.”

3. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 3 Key Idea Businesses are learning that to satisfy customers, they must first satisfy employees.

4. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 4 Objectives of HRM  To build a high-performance workplace and maintain an environment for quality excellence to enable employees and the organization to achieve strategic objectives and adapt to change.  Should HR be the champion for QM?

5. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 5 Leading Practices (1 of 2)  Design, organize, and manage work and jobs to promote cooperation, initiative, empowerment, innovation, and organizational culture  Promote teamwork and skill sharing across work units and locations  Empower individuals and teams to make decisions that affect quality and customer satisfaction  Develop effective performance management systems, compensation, and reward and recognition approaches

6. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 6 Leading Practices (2 of 2)  Effective processes for hiring and career progression  Make extensive investments in training and education  Motivate employees to develop and use their full potential  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

7. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 7 Teams  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

8. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 8 Types of Teams  Management teams  Natural work teams  Self managed teams  Virtual teams  Quality circles  Problem solving teams  Project teams

9. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 9 Key Idea The three basic functions of quality circles and problem-solving teams are to identify, analyze, and solve quality and productivity problems.

10. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 10 Functions of Teams Implement solutions Identify problems Select problem Collect data Focus attention Find causes Develop solutions Pick best solution Develop follow-up plan Solve Identify Analyze

11. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 11 Key Idea The key stages of a team’s life cycle are called forming, storming, norming, performing, and adjourning.

12. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 12 Ingredients for Successful Teams (1 of 2 )  Clarity in team goals  Improvement plan  Clearly defined roles  Clear communication  Beneficial team behaviors

13. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 13 Ingredients for Successful Teams (2 of 2)  Well-defined decision procedures  Balanced participation  Established ground rules  Awareness of group process  Use of scientific approach

14. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 14 Six Sigma Project Teams  Champions – senior managers who promote Six Sigma  Master Black Belts – highly trained experts responsible for strategy, training, mentoring, deployment, and results.  Black Belts – Experts who perform technical analyses  Green Belts – functional employees trained in introductory Six Sigma tools  Team Members – Employees who support specific projects

15. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 15 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

16. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 16 Key Idea The design of work should provide individuals with both the intrinsic and extrinsic motivation to achieve quality and operational performance objectives.

17. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 17 Hackman/Oldham Model Core job characteristics Critical psychological states Outcomes Skill variety Task identity Task significance Experienced meaningfulness of work Autonomy Feedback from job Experienced responsibility Knowledge of actual results High motivation High satisfaction High work effectiveness Moderators

18. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 18 Enhancing Work Design  Job enlargement – expanding workers’ jobs  Job rotation – having workers learn several tasks and rotate among them  Job enrichment – granting more authority, responsibility, and autonomy

19. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 19 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.”

20. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 20 Advantages of Employee Involvement/Empowerment  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 instilling them into the organization’s culture  Allows employees to solve problems at the source  Improves quality and productivity

21. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 21 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

22. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 22 Key Idea Meeting and exceeding customer expectations begins with hiring the right people whose skills and attitudes will support and enhance the organization’s objectives.

23. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 23 Compensation and Recognition  Compensation  Merit versus capability/performance based plans  Gainsharing  Recognition  Monetary or non-monetary  Formal or informal  Individual or group

24. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 24 Key Idea Recognition provides a visible means of promoting quality efforts and telling employees that the organization values their efforts, which stimulates their motivation to improve.

25. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 25 Effective Recognition and Reward Strategies  Give both individual and team awards  Involve everyone  Encourage suggestions  Tie rewards to quality  Allow peers and customers to nominate and recognize superior performance  Publicize extensively  Make recognition fun

26. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 26 Key Idea There is no such thing as an unmotivated employee, but the system within which people work can either seriously impede motivation or enhance it.

27. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 27 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  One of Dr. Deming’s “7 Deadly Sins”  New approaches  Focus on company goals such as quality and behaviors like teamwork  360-degree feedback; mastery descriptions

28. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 28 Measuring Employee Satisfaction and Effectiveness  Satisfaction  Quality of worklife, teamwork, communications, training, leadership, compensation, benefits, internal suppliers and customers  Effectiveness  Team and individual behaviors; cost, quality, and productivity improvements; employee turnover; suggestions; training effectiveness

29. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 29 Human Resources in the Baldrige Award Criteria The Human Resource Focus Category examines how an organization’s work systems and employee learning and motivation enable employees to develop and utilize their full potential in alignment with the organization ’s overall objectives and action plans, and how the organization builds and maintains a work environment and an employee support climate conducive to performance excellence and to personal and organizational growth. 5.1 Work Systems a. Organization and Management of Work b. Employee Performance Management System c. Hiring and Career Progression 5.2 Employee Learning and Motivation a. Employee Education, Training, and Development b. Motivation and Career Development 5.3 Employee Well-Being and Satisfaction a. Work Environment b. Employee Support and Satisfaction

30. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 30 Chapter 6b Supplement Meeting Management Techniques

31. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 31 Use a Team Meeting When the Situation or Problem Requires  Pooled expertise  Involvement, motivation and commitment  Integrated, unified direction  Collective strength  Management of complexity  Confidence in the team’s decisions and capability  Creativity  Time

32. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 32 Meeting Management – Tools & Techniques  Mission Statement  Operating Rules  Team Roles  Agendas  (Good) Meeting Notes  Measurement Tools Tools –Temperament Instruments –Brainstorming –Ranking –Consensus –Polling –Process Check

33. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 33 Team Operating Procedures Which Need To Be Specified  Agenda (who sets, when published, input invited, etc.)  Attendance (excused absences, handling late comers)  Meetings (times, frequency, place)  Decision Process (consensus, collaborative, majority)  Minutes and Reports (select a recorder, how are minutes approved, where posted, who types, how distributed)  Leader Role (how defined, how is leader selected, expectations of leader)

34. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 34 Team Operating Procedures Which Need To Be Specified (Continued)  Behavior Norms (listening, interruptions, giving and receiving feedback, empathy)  Confidentiality (what goes outside group)  Guests (how invited, how excused)  Meeting Audits (how frequent, who is responsible)  Facilitator (how selected, expectations)  Conflict (how managed)  Recommendations, Suggestions (how initiated, how routed, who is informed, etc.)  Commitments Outside Meetings (expectations for follow-through)

35. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 35 Team Roles  Leader  Facilitator  Recorder  Scribe  Timekeeper  Member  Guest/Expert

36. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 36 Leader Duties Responsibilities During Meeting  Maintain all roles and responsibilities  Guide without dominating  Contribute own ideas  Involve all members  Invoke operating procedures when needed  Be clear about organizational constraints  Stick to agenda  Use facilitative behavior  Focus energy of group on a common task  Protect individuals and their ideas from attack  Help group reach consensus

37. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 37 Leader Duties Responsibilities Outside of Meeting  Follow-up on action  Measure and track results with help of members  Offer sincere support  Keep non-members informed

38. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 38 Facilitator Duties Responsibilities During Team Meeting  Remain neutral member of the group  Suggest alternative methods and procedures  Encourage full participation  Help group reach consensus  Reflect feelings and questions back to group  Help run the meeting “from the back of the room”  Keep team on-track  Assist leader as required

39. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 39 Facilitator Duties Responsibilities Outside Meeting  Help orient personnel  Instruct teams and leaders when qualified  Coordinate team activities  Monitor and measure results  Help keep continuous improvement on track  Give leader feedback  Assist in planning

40. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 40 Role of the Team Facilitator Team Process Facilitator Role Internal Consultant Trainer Coach Champion & Change Agent

41. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 41 Other Team Roles and Duties Recorder Duties  Capture basic ideas on large paper in full view of group  Do not edit; not corrupted by power of the pen  Record enough of the speaker’s idea so they can be understood later  Do not write down every word; listen for key words  Remain neutral  If the recorder gets behind, stop group  Write fast and large  Abbreviate words  Be neat  Number sheets  Number sheets

42. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 42 Other Team Roles and Duties Scribe Duties  Keep detailed notes of meeting (especially Action Register)  Distribute minutes to all stakeholders Timekeeper Duties  Keep track of time  Keep team on agenda

43. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 43 Technical Administrative Staff Schedule of Roles/ Functions DateLeaderScribeRecorderTime-keeper Facili- tator 8/26KellyHogsedMaysSmithKing 9/8WhiteKellyMichelettiWaldroupMays 9/22MaysKingSmithWhiteMicheletti 10/13MichelettiMaysWaldroupHogsedSmith 10/27SmithMichelettiWhiteKellyWaldroup 11/10WaldroupSmithHogsedKingWhite 11/24WhiteWaldroupKellyMaysHogsed

44. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 44 Team Roles - Continued  Involvement of Non-Team Members  Initial Orientation  Meeting Notes  Meeting Guests  “Buddy” System  Presentations

45. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 45 New Management Roles  Create Vision  Interact with Customers/Clients  Design New Systems  Secure Resources  Remove Barriers  Coaching of Associates  Provide Support/Encouragement  Willingness to Deal with Sensitive Issues

46. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 46 The Agenda  Helps team members to prepare  Reduces Anxiety among Team Members  Forces the Team Leader to Plan Ahead of Time  Provides a Tool for Control of the meeting The agenda should tell members what is being discussed, why it is being discussed, and what you expect to achieve

47. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 47 Meeting Planning Worksheet Meeting Planning Worksheet Agenda Item Desired Outcome Time Allotted Who Responsible MinutesApproval 9:00 – 9:02 Dennis Beverage Reports Approval 9:02 – 9:07 Lenny Syrup Sample Approval 9:07 – 9:12 Chris Special Samples Consensus on Measures 9:12 – 9:32 Chris Density Meter Decision on whether or not to have team 9:32 – 9:40 Dennis Review Decisions Consensus 9:40 – 9:45 Dennis Next Agenda Consensus 9:45 – 9:50 Dennis Process Check Improve next meeting process 9:50 – 9:55 Lenny Team: ____________________________ Roles:Leader: __________________ Timekeeper: ______________ Recorder: ________________ Meeting Date: _________________ Time: ____9:00 – 9:55am________ Place: ________________________ Quality Assurance Laboratory Dennis Lenny Charlie 10/25 USA 1007

48. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 48 Action Register Who (Name?) Is Going To Do What? When?Completed 1. 2. 3. 4. 5. 6.

49. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 49Brainstorming The purpose is to generate a large number of ideas. - Freewheeling is encouraged - Freewheeling is encouraged - Criticism is not allowed - Criticism is not allowed - Everyone participates - Everyone participates - All ideas are recorded (Redefine the ideas later) - All ideas are recorded (Redefine the ideas later) - Clarify ideas on the list - Clarify ideas on the list - Combine only ideas that have the same meaning - Combine only ideas that have the same meaning - Number the remaining ideas - Number the remaining ideas - Rank the ideas - Rank the ideas

50. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 50Ranking To assess the team’s position, each participant ranks the ideas in order of priority (5 being the highest priority) 1.All the rankings are consolidated and summed for each idea 2.The idea(s) receiving the highest total may be selected 3.Leader should poll the group to be certain the weighted rankings actually express the group’s feelings

51. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 51 Consensus Decision-Making  Everyone Has Been Heard  The Decision-Making Process was Fair  Everyone Can (and Will) Actively Support the Decision  Everyone Does Not Have to Agree!

52. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 52 Team Synergy Problem Or Opportunity Diversity Synergy (The Result) Synergy capitalizes on diversity, but requires a win-win attitude and empathic listening to be successful! (S. Covey) Listening Win-win

53. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 53 Win-Win Agreement Form Date: _____________________________Project/Task: _____________________________ Party 1: ___________________________Party 2: _________________________________ Specify Desired Results: ____________________________________________________________________________________________ Identify Available Resources: ____________________________________________________________________________________________ Set Needed Guidelines: ____________________________________________________________________________________________ Define Accountability: ____________________________________________________________________________________________ Determine Consequences: ____________________________________________________________________________________________ Source: Franklin-Covey

54. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 54 Using a Flipchart (or White Board) The flipchart is an important tool for team brainstorming - use one!  Capture key ideas during brainstorming  Capture key decisions  Record “parking lot” issues  Post key pages on wall for reference and review

55. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 55 Measuring the Success of Meetings: Team Process Check Followed the agenda – no digressions Everyone contributes and is involved in team decisions One person talks at a time, clarifying and building of ideas Team leader and team intervene to keep the team on-track and actively manage equal participation Team expertise and decisions were superior to individual judgments You were satisfied by meeting No agenda or did not follow the agenda A few key members dominating and some members not participating More than one person talks at a time, repetitions, interruptions, and side conversations No attempts to bring the team back on-track and encourage equal participation Team decisions were inferior to individual assessments You were not satisfied with the meeting 12345678910 Satisfaction Decision Quality Leadership Participation Listening On-Track

56. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 56 Team Chartering Process 1.Select and define the project after process analysis and evaluation. Describe boundaries of the project and how to measure. Project should be narrow in scope, and estimated COPQ should be high. 2.Select Project Team 3.Communicate key information to the Project Team in written form, including: the definition and scope of the project, customers, deliverables, timeline, etc. 4.Meet to develop project mission

57. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 57 Team Celebrations  Celebrate the completion of a team project  Recognize the accomplishments of the team  Celebrate at least quarterly  Invite entire department and key guests  Invite managers of all team members  Meet during work hours at work place  Keep to a low budget  Give appropriate notice to all  If multiple locations, have multiple celebrations (with key managers in attendance at each celebration)

58. MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing 58 Meeting Management Techniques  Your assignment - Use as many of these meeting tools and techniques as possible during the remainder of this course and in your future team meetings!