Building workplace culture that drives success...Courtney Thomas, CAWA . CEO – Great Plains SPCA ....
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Transcript of Building workplace culture that drives success...Courtney Thomas, CAWA . CEO – Great Plains SPCA ....
Outcomes
Construct a dynamic, stable and inspiring workplace culture
Develop an effective new hire orientation, staff training and professional development program to drive results and increase staff longevity
Define organizational, department and individual goals to drive successful outcomes
Agency’s Financial Success & Stability
Customer Retention & Loyalty
Staff Retention
Staff Job Satisfaction
First Who, Then What… People are your greatest asset – only ½ true. The RIGHT people are your greatest asset
Fill the bus With the right people in the right seats
Drive the culture Live it Model it Expect it
Keep a pulse on culture Measure it
Do what you say you are going to do Follow up Follow through
Keep staff informed Structured communication plan Don’t give the opportunity for assumptions Let staff participate in the plan and execution
Facetime Make time for it
Training, TRAining, TRAINING!
Recruitment How is that working?
Application review Who owns it? How is that working? What does it really tell you?
Resume review How much can you really gauge?
References What do they really tell you?
What if you could remove subjectivity from hiring
decisions to fill the bus?
Courtney Thomas, CEO Assistant Chief Operating Officer
Chief Financial Officer Chief Communications Officer Director HR
Chief of Staff Chief Operating Officer
THE DOTS!
Visionary – strategic analytics, projects, big picture, advancers
Daredevil, Enterpriser, Philosopher, Trailblazer, Architect
Technical/Research –detailed, micro thinkers, experts, structured
Technical Expert, Scholar, Specialist, Craftsman
Social – always selling, will use people to get the job done
Persuader, Rainmaker, Debater, Socializer
Organizational –implementers, systematic, organizers, executors
Administrator, Coordinator, Operator, Facilitator, Traditionalist
A = Autonomy
C = Pace/Patience D = Conformity & DetailL = Logic ScoreI - Ingenuity ScoreEU = Energy Units
AUTONOMY LOW
Accommodating
Cooperative
Hesitant with risk
Follower
Amiable
Uncomfortable with confrontation
Follows policy
Executors
Likes clear direction
Sees the granularity of tasks
Wants a safe place to go for direction
Team Player
Sometimes defers decisions
Big picture thinker
Advancers of projects
Enjoys having goals/objectives
Takes ownership
Independent worker
Planner
Thinks deductively
Like problem solving
Uncomfortable delegating
Hard headed/stubborn
Expects accountability
SOCIAL ABILITY LOW
Analytical
Reflective
Introspective
Data driven
Needs time to look at the facts/data
Likes to be known as smart
Wants process/systems
May seem withdrawn
Quiet
Skeptical
Lacks social confidence
Net/Net communicators
Tell vs. Sell
HIGH
Get and give energy through people
Social
Conversational
Thinks out loud
Intuitive
Likes to be “in the know”
Enjoys public recognition
Empathetic
Likeable
Emotional decision maker
Human GPS
Socially confident
Fashionable
Sell vs. Tell
PACE/PATIENCE LOW
Likes change
Needs freedom from repetition
Loves variety
Quick paced
Multi tasks easily
Wants to see progress to completion
High pressure
Creates pressure
Short attention span
Bore easily
Very hard on themselves
Sense of urgency – all the time
HIGH
Prefers steady environment
Deliberate worker
Likes work that can be sequenced
Predictable
Productive b/c they can focus more easily
Dislike interruptions
One idea at a time
Calm
Pressure resistant
CONFORMITY/DETAILSLOW
Macro thinkers
Shades of gray
Pioneering
Need uniqueness
Freedom from structure
Freedom of expression
Delegators
Values results over process
Will ask for forgiveness
Poor memory for detail
Conceptual
Rebellious
Generalists
Thick skin
HIGH
Micro thinkers
Black/white
Systematic
Structured
Values accuracy
Precise
Perfectionists
Historical thinkers
Suffer from guilt
Literal
Like lists and checking things off the list
Socially selective
When things go wrong they want to know who/what was responsible
LOGIC
Sensible rational thought and argument rather than ideas that are influenced by emotion or whim.
Thermometer or Thermostat?
0-2 – easily shows emotions, hard time masking how they feel, could have self-esteem issues, sees a lot of gray, hard to remove sentiment from their judgements
3-7 – more awareness of controlling behavior, will try to conceal emotions, will see black, white and gray, both logic and feeling will influence their behavior
8-10 – hard to read, stoic, mask emotions easily, typically only black and white thinkers, hard to get a pulse on how they’re feeling
INGENUITY
Cleverness and imagination
How often will you think outside the box
0-6 – more literal interpretations of ideas and events, linear thinking, towards zero would be considered unimaginative, at six would be considered on the cusp of demonstrating random contributions of ingenuity
7-10 – multi-dimensional thinking, could be abstract, unconventional, even radical. At 10 they may be quirky or inventive
0
0
34.48%
51.72%
13.79%
0 0.1 0.2 0.3 0.4 0.5 0.6
1 - Worst
2
3
4
5 - Best
Job Satisfaction
33.33%
47.62%
14.29%
4.76%
Strongly AgreeAgreeNeither Agree or DisagreeStrongly Disagree
Supervisor’s Expectations are Clear
0%
19.23%
42.31%
23.08%
15.38%
0% 10% 20% 30% 40% 50%
1 - Worst
2
3
4
5 - Best
Staff Morale
Goals Impactful Tie ee’s role to the mission and the vision Define culture - help them feel it
Informative Set expectations & objectives of the role Educate about common broad agency
topics Span training over a period of time – not
just one day
Reflective Get them engaged in the process – no
preaching; participate Spur thought and ask for feedback post
training to keep staff connected Motivate them to play a role in staff
development
Considerations
Start onboarding/training before the employee is “scheduled” to work
Post-onboarding check-ins Day 2 Week 1 30, 60, 90 days
Paper pushing – can it be done electronically?
Effective onboarding can increase employee “time to productivity” by 65% +
Cost of hiring…. Make the investment on the front end
- Regular
- Engaging & Impactful
- Meaningful & Memorable
- Measureable
RULES OF ENGAGEMENT:• It’s not personal • Remove defenses • Practice open mindedness • Listen to each other• There are no “this is how we do its” or
“we’ve always done it this way”
OUTCOMES:• Empowerment • Flexibility • Creativity • Accountability• Better experience for staff• Better experience for customers • Becoming champions of stellar
service • Becoming destination of choice • Build a stronger team
GOALS:• Define expectations of service • Design customer service survey • Framework of staff training• Outline communication plan
• Staff• Volunteers• Locations
• Support needed from leadership• Identify plan for conflict resolution• End to end phone experience
Five years from now you are sipping your morning coffee and reading online news headlines. You see Great Plains SPCA in the headline of the top business news story.
Quickly, you go to the page and scan the story…
What does the news story report?
HEAD: Dreams or goals you have for agency (or department)
EARS: Feedback you’d like to receive from staff and public (and how)
EYES: How you would like other people to see us
SHOULDERS: Challenges you have to face
HANDS: How you want to be know for caring
HEART: Things you feel strongly about
RIGHT FOOT: Ideas for how we get there
Agency Performance Tracker
Sample Agency Performance Tracker Current Status
% of year
% of Goal
Organizational Goals __________animals are adopted_________ pets are seen through the public wellness clinic; 0%Program (adoptions, intake, spay/neuter, public clinic) Revenue totals $________________ 0%
Customer satisfaction survey indicates 95% of customers would recommend us to others 0%
Volunteer survey reveals 92% of volunteers are satisfied with the volunteer program and plan to continue their service 0%
Development Goals
Development Revenue Totals $____________ 0%
Increase Donor Base to _________ active donors 0%
_________ gifts over $10,000 are received from individual donors 0%Grant revenue totals $_____________ 0%
______ people participate in Every Day Heroes
Special Events Goals Third-Party Event Revenue totals $__________ 0%Big Dawg Open Nets $_____________ 0%Fuzzy Fotos KC Nets $______________ 0%Gala Nets $____________ 0%____ corporations sponsor the events
Mobile adoption events result in _____ adoptions
Shelter Operational GoalsRevenue from Adoptions totals $__________ 0%Retail Sales totals $_____________ 0%Revenue from public training classes totals $________ 0%Net revenue for the department is $___________Average length of stay is decreased by _____% 0%
Foster CareFoster Homes increase by___% over 2012 to _______ 0%______% of foster parents report they are satisfied 0%_____ foster homes are willing to accept adult & senior animalsAdvanced medical and behavorial training is offered to foster parents _____ times 0%
Behavior/TrainingNet revenue for the department is $___________
_______ outside trainers provide general obedience training
Board Goals 100% of board members contribute 0%
Board membership is expanded to ____ members 0%_____% of Board members initiate 3 introductions to potential donors90% of board members attend Pawtini 0%100% of board members arrange a minimum of three shelter/med center tours 0%
100% of board members attend 83% of all meetings 0%
Administration Goals
Customer satisfaction surveys are sent to 100% of shelter, training, and medical center customers 0%
All vendor contracts are reviewed to determine opportunity for best pricing 0%
Shelter and medical center supply purchasing is consolidated. 0%
Explore the possibility to consolidate databases used at the AMC to eliminate double entry and improve the level of service provided 0%
____% of customers report that they found the shelter and the medical center to be clean 0%
Customer service training is provided ____ times for the entire staffPricing for all services is evaluated against cost & the marketplace, and a revised pricing structure is implementedCity contracts are negotiated at market rates 0%Internal control procedures are developed and implemented across all of GPSPCA businesses 0%
Marketing & Communications Goals Advertising is planned and contracted by ______________Convio supports online giving & event registration by ____________Spider banners are replaced by _________Collateral materials are developed to support training by _________Collateral materials are developed to support calls on donors by _________Collateral materials are developed to support adoptions by _________Collateral materials are developed to support the medical clinic programs by ______________positive media stories aired/publicized 0%Direct Mail income nets $____________ 0%Absolute unique web visitors total________ by year end 0%
And you can count on them…
