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 Systems5.2 Employee Learning and Motivation5.3 Employee Well-Being and Satisfaction

2

Human Resource Paradigms

Old Thinking New Thinking

People are part of the process

Process requires external control

Managers have tocontrol what people do

People design andimprove processes

Workers who run theprocess control it

Managers must obtaincommitment of workers

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

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

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

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

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

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

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

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

13

Types of Teams

Quality circles

Problem solving teams

Management teams

Work teams

Project teams

Virtual teams

14

Roles in a Improvement Team

Team Leader

Recorder (Scribe)

Team Members

Facilitator

15

Stages of Team Development

Forming

Storming

Norming

Performing

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

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

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

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

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

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

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

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

Compensation and Recognition

Compensation

• Merit versus capability/performance based plans

• Gain-sharing Recognition

• Monetary or non-monetary

• Formal or informal

• Individual or group

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

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