M116 Astd2010

M116 Better Results With No Extra Cash:

Motivational Ideas for Global Projects

May 17, 2010 12:30 pm to 1:45 pm

Hiromi NoharaHRD consultant

[email protected]

Ⓒ Hiromi Nohara, [email protected] 2

1. Identify issues caused by regional differences in your global projects.

2. Apply motivational theories and ideas to increase your members’productivity.

Learning Objectives


Little Intro of Hiromi Nohara HRD Consultant

Believer of HRD for business betterment Alliances with other professionals and universities Experiences in HRD global projects

http://nohara.main.jp/eng/


Why are global projects difficult?


Why difficult? Regional differences in:Regulations

Compensation systems

Labor relations

Labor market/recruitment

Business customs

Available resources

Business priorities

Values

Individual career visions

Individual priorities

These differences make the situation MORE complex in

global environments.


Let me share a case to deepen our thoughts.


Global Case: Company X

Project Objective Implementing standardized Business Practices

through all global regions Method

Developing certified trainers Process

1. HQ/Local communication2. Two Train-the-Trainer sessions in each region3. In-between writing assignment4. Trainer certification5. Trainer debut


Global Case Obstacles

1. Different attitudes toward the Business Practices2. Political issues, “Headquarter is invading!”3. Lack of manpower in some regions4. No managerial support for trainers in some regions

Consequences Project schedule delays Low-level motivation of the trainer candidates Overwhelmed atmosphere


Global Case

What we did to overcome We did NOT teach. We DISCUSSED.

Lots of dialogues and constant communication. Reviewed corporate mission and vision. Clarified BP values, and trainers’roles and responsibility. Clarified how the project contribute to the group companies

and individual career/work.

Got back to our PURPOSES Reviewed and discussed the project objectives and effects. Clarified roles and responsibilities.

Obstacles1. Different attitudes toward the Business Practices2. Political issues, “Headquarter is invading!”

Obstacles1. Different attitudes toward the Business Practices2. Political issues, “Headquarter is invading!”


Global Case

What we did to overcome Prioritized QUALITY to Speed

Modified Schedule to be realistic and keep quality. Balance the ideal and reality.

Video conferences with local CHOs Gained C-level agreement and confirmation. Local CHO arranged staffing. Agreed on the value of the project.

Obstacles3. Lack of manpower in some regions4. No managerial support for trainers in some regions

Obstacles3. Lack of manpower in some regions4. No managerial support for trainers in some regions


Pair/Group Discussion Have you had similar experiences or obstacles? What did you do to overcome the difficulties?


Let’s look at our global projects from members’motivation side.


What is “motivation”, anyway…?

What are “ingredients”of motivation?


Some recipes


Similar to Edward Deci’s

Dainel Pink’s Dimension

Mastery

Autonomy

Purpose


Feelings of 4 factors

Kenneth Thomas’s Dimension

Competence

Meaningfulness

Progress

Choice


Great Place to Work’s Dimension

Trust

Pride Camaraderie

Credibility

Respect

Fairness


Compare the Dimensions

CompetenceMeaningfulness

Progress

ChoiceCompetence

Fairness

Respect

Credibility

Camaraderie

AutonomyMastery

Pride

Mastery

Purpose

Trust




Progress

ChoiceCompetence

Fairness

Respect

Credibility

Camaraderie

AutonomyMastery

Pride

Mastery

Purpose

Trust

These dimensions seem to focus mostly on individuals




Progress

ChoiceCompetence

Fairness

Respect

Credibility

Camaraderie

AutonomyMastery

Pride

Mastery

Purpose

Trust

Seem to focus on individualsFocuses on organization

and team


“Great Place to Work for”Survey Based on employee survey in 80s & 90s.

Great Place to Work Institute interviewed some thousand employees from 150 companies.

Those employees tend to have same image toward “great work”and “great place to work for”

“Great Place to Work for”are selected every year based on questionnaire and research results.

The survey lists “Fortune 100 best”and “50 best small & medium company”


GPTW Dimension

Fairness

Respect

Credibility

Ability to be oneself Socially friendly and welcoming atmosphere Sense of “family”or “team”

Camaraderie

In personal job, individual contributions In work produced by one’s team or work group In the organization’s products and standing in the community

Pride

Equity - balanced treatment for all in terms of rewards Impartiality - absence of favoritism in hiring and promotions Justice - lack of discrimination and process for appeals

Supporting professional development and showing appreciation Collaboration with employees on relevant decisions Caring for employees as individuals with personal lives

Communications are open and accessible Competence in coordinating human and material resourcesIntegrity in carrying out vision with consistency

Trust

How it plays out in the workplace Dimension

Reference: GPTW Web page. http://www.greatplacetowork.com/what_we_do/model.phpUsed with written permission by GPTW Institute.


Motivational Cycle Dimensions are systematically connected.

Trust

Pride Camaraderie

Credibility

Respect

Fairness


Organization and Project

For long-lasting effects, we need to work both onOrganizational and Team Levels.

Our focus-balance depends on our roles.


Ideas for Great Place to Work for

Fairness

Respect

Credibility

Equal promotion opportunitiesClear and fair evaluation criteriaFlexibility in work hours

Clarify what members are expected Evaluate members based on facts Explain reasons for your evaluation

results

Improvement actions based on ES survey results.Subordinates evaluate superiorsBenefit programs based on employee needsTraining opportunities both formal and informalEmployee awardsGood office environments and facilities

Listen to members feedbackPraise not only good results but also work processes and members’effortsGive detailed constructive feedbackOffer advice on knowledge/skill developmentShare knowledge toolsWhen possible, let members choose who they want to work withSend appreciative messages and build support team culture

Executives communicate with employees through various media such as videos, conferences, meetings newsletters and emails.Executives and managers repeatedly refer to the corporate mission, visions and behavioral norms, and share their stories related to mission.

Trust

Clarify (or ask to clarify) the objective, who does what by when for the project

Send messages to the entire team to remind project goal and objectives.

Connect and explain the corporate vision and the project work

OrganizationDimensionTeam



Fairness

Respect

Credibility

Clarify expectationEvaluate based on factsExplain reasons

Listen PraiseConstructive feedbackOffer adviceShare toolsLet them choooseAppreciate

Trust

Clarify objective, who, what and whenMessage to the wholeConnect vision and work

DimensionTeam



Develop events and activities to appreciate cultural diversities in the company

Mentors help new employees for smooth start

Camaraderie

Develop knowledge share systemManagers share time to

communicate with their members and respond to their mails quickly

Sharing customers’appreciative voice with all employees

Clarify company values and hire only good fits

Let the employees know company’s involvement in community or social activities

Pride

Praise and award membersConstantly share customers’voice

and how their works are appreciated




Camaraderie Share knowledgeCommunicate and respond

PridePraise and award Share customers’voice

DimensionTeam


Fairness

Respect

Credibility

Equal promotion opportunitiesClear and fair evaluation criteriaFlexibility in work hours

Appreciate motivationMonitor each employee and evaluate him/her based on factsOffer advice on knowledge/skill development

Improvement actions based on ES survey results.Subordinates evaluate superiorsBenefit programs based on employee needsTraining opportunities both formal and informalEmployee awardsGood office environments and facilities

Encourage opinion exchangeManagers offer servant leadershipMonitor and praise membersBuild appreciative team culture

Executives communicate with employees through various media such as videos, conferences, meetings newsletters and emails.Executives and managers repeatedly refer to the corporate mission, visions and behavioral norms, and share their stories related to mission.

Trust

Clarify (or ask to clarify) who does what by when for the projectConstantly send messages to the entire team and nurture sense of togethernessPraise not only good results but also work processes and members’effortsExplain the connection between corporate vision and current work of the team. Help them see beyond just a small assigned task



No need to copy.

•Consider our company mission, vision, and current situation first.•Prioritize and optimize the measures

according to our situation.


SAS Institute ~#1 in 2010~ Develops analytical software systems Quick Facts

Website: www.sas.com Year founded: 1976 Location: Cary, NC US Employees: 5,487 US Revenue: 818 million Voluntary Turnover: 2% Job Application: 26,432 Job Filled: 156

Reference: http://resources.greatplacetowork.com/article/pdf/sas_2010.pdf


SAS Institute ~#1 in 2010~

Fairness

Respect

Credibility

Clarify expectations employees to make a difference.Their products are used by many Non-Governmental OrganizationsCamaraderie

Hiring people with characteristics that parallel the company valuesOffer education programs to local communities.Pride

No outsourcing in areas such as security, food service and healthcare.Equal fringe benefits for all (part/full-time) employeesFlexibility in work hours

Great office environments and facilitiesSupporting professional development and showing appreciation Collaboration with employees on relevant decisions Caring for employees as individuals with personal lives

Direct communication opportunities with executives.Employees give feedback to executives.Webcasts by executives and live audience polls during the sessions.Blogs as a communication tool between executives and employees

Trust

What they do Dimension

Reference: GPTW http://www.greatplacetowork.com/what_we_do/lists-us-bestusa.htm

Used with written permission by GPTW Institute.


Fairness

Respect

Credibility

Clarify expectations employees to make a difference.Their products are used by many Non-Governmental Organizations

Camaraderie

Hiring people with characteristics that parallel the company valuesOffer education programs to local communities.

Pride

No outsourcing in areas such as security, food service and healthcare.Equal fringe benefits for all (part/full-time) employeesFlexibility in work hours

Great office environments and facilitiesSupporting professional development and showing appreciation Collaboration with employees on relevant decisions Caring for employees as individuals with personal lives

Direct communication opportunities with executives.Employees give feedback to executives.Webcasts by executives and live audience polls during the sessions.Blogs as a communication tool between executives and employees

Trust

What they do Dimension

SAS Institute ~#1 in 2010~

“SAS starts with the belief that we are in the business of people –whether that is with customers, employees or business contacts.”

SAS CEO, Mr. Jim Goodnight

Reference: GPTW http://www.greatplacetowork.com/what_we_do/lists-us-bestusa.htm

Used with written permission by GPTW Institute.


For our global projects


What we can do for global projects

Mailing list to share Q&A. Make sure each question is answered Clarify when to contact who Develop positive team culture

Camaraderie

Share positive evaluation toward members with their bosses

Pride

Global team ideas

Offer additional help when possible

Hold Web conferences Involve board members of companies

Use free internet tools for communication and Knowledge management

Fairness

Respect

Credibility

Trust

Dimension

In addition to the previously introduced “Ideas for Team”


Synchronous vs. Asynchronous

Web MeetingWeb CallHelpline

Message BoardFAQ list

Mailing ListWeb Community

Traditional Meeting

Synchronous

Asynchronous

Face

-to-F

ace

Virt

ual

Collaboration Collaboration MediaMedia

Community Community DevelopmentDevelopment

Resource RearrangementMember Directory

Good Reputation Forwarding


Dialogue Any more ideas? Any successful experiences?


Job AidProject name:

Project period:

Members:

1. Project Objectives

3. How to Reach the Goals

2. Project Goals

4. Deliverables

Sample


5. Schedule

4.3.

5.

ActualWho

6.

2.

1.Due What to do

Job Aid (continued) Sample


Fairness

Respect

Credibility

Camaraderie

Pride

Trust

What to doDimension

Job Aid (continued) Sample


References My LinkedIn: Presentation slides are availablehttp://jp.linkedin.com/in/hirominoharaGreat Place to Work Institute Web pagehttp://www.greatplacetowork.com/index.php SAS Web pagehttp://www.sas.com/ Daniel H. Pink “Drive: The surprising truth about what

motivates us”, Riverhead Books (2009) Edward L. Deci Richard Flaste, “Why we do what we do:

Understanding Self-motivation”, Penguin (1996), Kenneth W. Thomas, “Intrinsic Motivation at Work: What

Really Drives Employee Engagement”, Berrett-Koehler (2009)


Thank you very much.Let’s enjoy our global projects!

Hiromi Nohara

[email protected]

Twitter:hirominohara

Skype:hirominohara

LinkedIn:hirominohara

M116 Astd2010

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