I didn’t sign up for this crap! - CESBA · 2017-04-04 · 25/11/2014 5 Employment Counsellor...

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Keeping staff engaged while

reaching for targets.

I didn’t sign up for this crap!

© 2014 BBMD Consulting 1

“All of this fuss about numbers is draining my staff, killing

morale, causing frustration, driving up sick leave and

making management bonkers!”


Yet, there are other organizations… those that are working towards similar targets within similar budgets and similar labour

markets that seem to have staff members that are thriving – they are energized, taking responsibility, and innovating.

What gives?

Since ignoring the targets is not a viable option, how might you help your staff feel really great about their jobs and their

outcome-based responsibilities?

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Sarah Delicate.ca

3

Keynote Speaker

In-house Training

Webinars

• Expertise in Outcome Based Performance Measurement across all levels of Government

• Has worked with 100’s of Service Providers across Canada, and 1000’s of staff

© 2014 BBMD Consulting


Agenda 1. Engaged staff? Observable

behaviours

2. The opposite of happiness is…

3. Understanding Accountability / Accountabalism

4. Employee Engagement / Carrots & Sticks - how to get the best out of your staff

5. Management practices and work culture: contributing or getting in the way?

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Employee Engagement?

Observable behaviours of the engaged?

Observable behaviours of the DIS-engaged?


What % of your staff would you put into each category?

Behaviours /

Traits

Goals and Plans

Self-Efficacy

Exercise #1: Assessing Engagement

In groups of 3,

please consider: 1. What observable behaviours tell

you someone is disengaged?

2. What clues in their work goals and plans might convince you that their motivation will be a challenge?

3. What in their sense of efficacy may inform your view?

We mostly assess engagement from the outside, in.


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Building Engagement

Building engagement requires that you start

from the inside, and work out!

1. Who do they want to be? What do they want their work future to look like?

2. What work goals and plans might be required to get there? How will these plans unfold?

3. When staff-driven, the last layer will slowly come to be.

Behaviours /

Traits

Goals and Plans

Self-Efficacy


START HERE.

• How would you respond emotionally to this job?

• What is wrong with this model?

• What could be done differently?

Defining the nightmare… Exercise #2: In your small tables…

1. What is the opposite of Happiness?

2. Please review the two mock-up “case studies” on your table.


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Employment Counsellor Start the morning with the routine 20 minute case conference.

Make sure I have 4 new intakes every day booked for the whole week – put pressure on the RI. Organize files. Review my personal stat sheet against targets to see where I am weak/strong. Cry. Wait for clients… no-shows – go out into the RI to try to pull another one in, can’t afford to lose anymore! Pulse check… yes! Fill out forms. Client crying (again), listen to their problems for 45 minutes without talking about employment. Schedule next appointment (gut … they won’t show). Phone no-shows. Next clients… review resume, re-write resume, re-write again, fill out government forms for government programs for clients, clients to job development (another internal fight.. sigh) , enter piles of information into CaMS – CaMS’ down, crap. Check emails 30x a day, voice mail 10x. Exit 20 clients that are not-yet-ready for exit because we need the stats. Write an essay into each file. Exasperate over why clients are so resistant. Lunch duty in the RI. Follow up phone calls with 150 clients. Go to partner’s AGM. Sit at job fair booth. Deliver 3 workshops in the RI to 3 people. Sift through my case load to see if there is a fit to this weeks’ job developer job orders. Weekly management meeting to review stats. Told to get 7 more employed by end of week… from where?


Job Developer Call and document one hundred unqualified sales leads, reorganize my outlook contacts, go to employment counsellors office to move around papers that none of us feel we really need, check emails 30 times per day, develop an elaborate system of folder rules and sophisticated techniques for ensuring that everything gets processes as quickly as possible. Attend 8 -16 hrs of meetings a week – (automatic case conferencing, management updates that have nothing/little to do with me, community ‘collaboration’ meetings with no set objectives or agendas, unproductive chamber meetings, tourism meetings, city meetings, etc), follow up with existing employers, screen dozens of resumes against job orders/manage filtering interviews, re-write resumes, stress over the list of clients they want me to serve but I can’t because I am so busy, stress over the failure rates of placements because employment counsellors are not doing their job and I don’t have time to babysit clients, etc. Update JD facebook page, deliver one “Employer expectations” workshops in the RI. Personal, marriage and financial counselling for clients. Chase employers up for invoices that were due a month ago. Complete stacks of invoices for employers that wanted their cheques yesterday. Shop with YEF clients. Research HR questions/concerns for employers. Submit stipend requests.


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9-5 for your working life of 40-50 years is

about 500 months of solid

work. What if you hated it?

Ferriss, Timothy, pg. 51-52

Opposite of

happiness … is

not sadness.

Just as love and hate are the two sides of the same coin, so are happiness and sadness.

The opposite of love is indifference, and the

opposite of happiness – here’s the clincher –

boredom.

Chase your ‘passion’, your ‘bliss’… all referring to the

same singular concept:

excitement.


Ferriss, Timothy, pg. 51-52 What would excite me in this job?

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Pareto’s Principle…

1. Which 20% of sources are causing 80% of my problems and unhappiness?

2. Which 20% of sources are resulting in 80% of my desired outcomes and happiness?

FIND YOUR INEFFICIENCIES SO YOU CAN ELIMINATE THEM.

FIND YOUR STRENGTHS SO YOU CAN MULTIPLY THEM.


Ferriss, Timothy, pg. 70

BEING OVERWHELMED IS OFTEN AS UNPRODUCTIVE

AS DOING NOTHING.

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Being selective – and doing less! – is the path of the most productive.

A lack of time is usually the result of a lack of priorities.

Throw it ALL up on the wall, and see what sticks!

What work gives me the greatest amount of result and energy?

What work gives me the least amount of result and energy?


EXERCISE #3

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IF YOU DON’T ACHIEVE THE RESULTS,

MY ORGANIZATION

WILL FAIL.


This is true, btw.

MTCU Employment Ontario Decision Model

(truncated)

Compliance with MTCU agreement

Service Quality

Standard Achieved

Evidence of Organizational

Capacity

Reached improvement

Targets MTCU RESPONSE

Success! Funding approval, incentive / award potential

Official Review: funding approval with immediate compliance directive

Directed Improvement: funding approval

with compliance and in-year improvements to outcomes

Termination: notice of contract

termination, procedures to support client service transfer

16

1

2

3

4

What is YOUR decision model with YOUR staff??


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Accountabilism? 1. “Complex problems can be solved at the next

level of detail - one more form, one more policy is all it will take.

2. Accountabalism assumes perfection - if anything goes wrong, it's a sign the entire system is broken.

3. Accountabalism is blind to human nature - we're masters of self-delusion, especially about the possibility of getting caught doing something we shouldn't.

4. Accountabalism bureaucratizes responsibility - while claiming to increase individual responsibility, it drives out human judgement.”


Weinberger, David. Harvard Business Review, 2007

First Question: Are your staff

Accountable or Responsible?

Accountability

• …is a relationship based on obligations to demonstrate, review and take responsibility for performance, both the results achieved in light of agreed expectations and the means used.

(Office of the Auditor General (OAG), 2002)

Responsibility

• … obligation to take action, or undertake certain actions, in accordance with specific authority. Responsible for action.


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Managing to Results:

1. “Increased flexibility is often provided in exchange for greater accountability.

2. More discretion in the use of authority and reasonable flexibility to make informed decisions about:

– the resources and inputs used, – the outputs to produce, and – the way they are produced.


Office of the Auditor General – “Modernizing

Accountability in the Public Sector”

3. A move to greater discretion, flexibility and innovation is NOT supported by accountability that focuses solely on complying with too many and unneeded rules and procedures.”

Are your internally designed

forms, policies and processes doing this to your staff??

Exercise #4: Five Principles for

Results Based Accountability (OAG):

1. Clear roles and responsibilities

Are well understood and agreed upon within relationship.

Y / N

2. Clear performance expectations

The objectives pursued, the accomplishments expected, and the operating constraints to be respected (including means used) are explicit, understood, and agreed upon.

Y / N

3. Balanced expectations and capacities

Performance expectations are clearly linked to and balanced with each party’s capacity (authorities, skills and resources) to deliver.

Y / N

4. Credible reporting

Credible and timely information is reported to demonstrate what has been achieved, whether the means used were appropriate, and what has been learned.

Y / N

5. Reasonable review and adjustment

Fair and informed review and feedback on performance carried out by the parties, achievements and difficulties recognized, appropriate corrections made, and appropriate consequences for individuals carried out.

Y / N


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The Accountability Process

Too often, managers aim to

hold staff ‘accountable’, but

fail to meet the principles of

accountability


Holding to account

Accountability Framework • Roles and Responsibilities

• Expected Performance • Balanced Capacity

• Reporting Requirements • Mechanisms for review and

adjustment

Transparency Transparency Transparency Transparency

Transparency Transparency Transparency Transparency

Tran

spar

ency

Tra

nsp

aren

cy

T

ran

spar

ency

Tran

sparen

cy Transp

arency Tran

sparen

cy Review and Adjustment

Credible reporting of performance

Performance To meet expectations using proper means

I see THIS too often:

1. Clear roles and responsibilities

Staff DON’T fully understand – details left out, ‘protected’ from system, ‘need-to-know’, surprised when they learn the basics.

Y / N

2. Clear performance expectations

The objectives pursued, the accomplishments expected, and the operating constraints to be respected (including means used) are forced on staff, without collaborative dialogue (therefore not ‘agreed upon’)

Y / N

3. Balanced expectations and capacities

Staff have very limited authorities, skills often constrained by policy/process, and limited resources pigeon hole. No individual ability to innovate, improve.

Y / N

4. Credible reporting

Credible and timely information is not shared with staff. Very high level ‘dump’ on what was achieved and what needs to change. Limited / no dialogue on whether the means used were appropriate, and what has been learned.

Y / N

5. Reasonable review and adjustment

Very limited performance management dialogues with staff, especially when performance measured at agency level alone. Staff do not have co-constructed personal development plans, learning plans, targets, etc., and not reviewed adjusted. This takes time!!!! Management TOO BUSY!!

Y / N


Any of these missing, and holding people ‘accountable to results’ is a challenge.

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Employee

Engagement … is a heightened emotional

and intellectual connection

that an employee has for

his/her job, organization,

manager, or co-workers that,

in turn, influences him/her to

apply additional discretionary

effort to his/her work.

Gibbons, John. (2006)

Emotional Engagement:

4x greater impact on discretionary

effort than rational

engagement


Top 8 drivers

for EE

1. Trust and Integrity

2. Nature of the job

3. Line-of-sight between individual performance and company performance

4. Career growth opportunities

5. Pride about company

6. Coworkers/Team members

7. Employee Development

8. Personal relationship with one’s manager



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Your first–line Manager is the

STRONGEST influencer of EE


Studies show:

1. High EE perform 20-28% higher than those with average EE

2. Causal link between organizational performance and EE

Why EE?

Performance



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1. Customer service productivity scores and EE. Correlated (.51)

2. High EE = 2x level of customer loyalty (return visits, WOM, etc.)

3. Even when no human contact! (due to higher quality of products, reputation, etc.)

Customer

Service



1. Companies with high EE have half the voluntary turnover rates of average EE.

2. 87% less likely to leave!

Retention



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Behavioural Physics? MIT • Set of varying challenges

– memorising digits, throwing balls, etc.

• 3 levels of rewards offered – do higher reward levels increase performance?

If mechanical skill, YES.

Once even rudimentary cognitive skills are required, the higher the reward, the lower the performance.

Rural India • Rewards: 2 weeks salary, 1

month salary, 2 months salary

• People offered the highest rewards had the worst performance.

CRAZY.


D. Ariely, U. Gneezy, G. Lowenstein, & N. Mazar, Federa; Reserve Bank of Boston Working Paper No. 05-11, July 2005

FOR SIMPLE TASKS, WORKS. IF COMPLICATED OR CONCEPTUAL

THINKING, DOES NOT WORK.

The Truth about Carrots and Sticks.

Extrinsic Motivators

• If the destination is CLEAR, and the path is SIMPLE, then extrinsic rewards work really well.

• If basic mechanical skill, then extrinsic rewards work really well.

• Carrots and Stick – ONLY work in a very narrow field of business.


Dan Pink, RSA video, Youtube.

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The Truth about Carrots and Sticks.

Intrinsic • If rules are mystifying,

problems are complex, then right brain, ‘creative’ solutions are required.

• Even rudimentary cognitive skill, larger reward led to the poorest performance.

WHAT DRIVES PERFORMANCE?

• Autonomy

• Mastery

• Purpose


https://www.youtube.com/watch?v=u6XAPnuFjJc

Dan Pink, RSA video, Youtube.

According to

Dan Pink… … instead of paying for

performance, we'd better give people...

– Autonomy: Giving people control over how, when and where they work (ROWE)

– Mastery: Helping people becoming increasingly better at work that matters

– Purpose: Connecting the dots between what people do and some purpose more important than themselves


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Exercise #5: What do you do

RIGHT NOW?

Best Practice Bad Practice

1. Autonomy

2. Mastery

3. Purpose



https://www.youtube.com/watch?v=u6XAPnuFjJc

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EO Results Based

Management? • Feedback/rewards fast and short term

(weekly!).

• Require flexibility in design, processes, job descriptions and org. design – nimble to change against feedback.

• Risks are high – decision model clear, unstable government economy. Short term contracts, in-year claw backs.

• REQUIRES A CULTURE OF INNOVATION!! Which starts with an different view of leadership…


Great staff starts with the RIGHT staff

• NOTHING replaces hiring the right staff to begin with.

• Consider your hiring process – does it focus on innovation? Problem solving? Team?

• Look for people who want to be part of something larger than themselves, have strong collaborative mindsets, and are able to have conversations about culture and leadership.


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Questions?


You’re Awesome!

We know how important the work is that you do, and how valuable your time is.

We cannot thank you enough for

allowing us to be part of your learning.

Please complete your evaluation form!


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Bibliography Ferriss, Timothy. (2007). The Four Hour Work Week.

Harmony.

McGuire, Palus, & Rhodes. (2009). Transforming your organization. Centre for Creative Leadership.

Office of the Auditor General / Mayne, John. (2002). “Modernizing Accountability in the Public Sector”, OAG, Canada

Pink, Dan. https://www.youtube.com/watch?v=u6XAPnuFjJc

Terrence E. Deal, Allan A. Kennedy, (2000). Corporate Cultures, Perseus,

Weinberger, David. 2007. Accountabalism. Harvard Business Review.

39 © 2014 BBMD Consulting

I didn’t sign up for this crap! - CESBA · 2017-04-04 · 25/11/2014 5 Employment Counsellor...

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