Organizational Roles and Their Impact on Cultural Success · PDF fileOrganizational Roles and...

Organizational Roles and Their Impact on Cultural Success

Blending Hierarchy, Performance Expectations, and Reinforcement

Tamara Thomas, Stanislaus County

Agenda

Introduction and OverviewOur Management ResponsibilityRole Definitions/ExpectationsComparisons of RolesCommunication Between RolesOrganizational Change and Impact to RolesBreakCompetenciesExploring Ways to Use Competencies Organizational Hope Feedback and Discussion

Stanislaus Department of Child Support Services

DirectorExecutive StaffManagementSupervisory StaffLine Staff

State DCSS Director

Board of Supervisors

CEO

What does this change really mean for us?

more cost effective higher

performing

Changes are Everywhere

• There are many shifts occurring at Federal and State levels which have been impacting County level work for some time

• These shifts have created a demand for significant change in the typical business practices

• County agencies are attempting to respond proactively to these imminent changes

• DCSS being one of them

Elements of Change

GoalEffectiveness

DepartmentalPerformance

Funding

Three elements that come under scrutiny during any type of change process:

WHY KEY ON THE ROLE DEFINITIONS?

• Establish a Framework that Can be Shared Out• Correct Deficits in Performance• Clear any Ambiguity• Set Appropriate Expectations• Ownership and Accountability for the Culture Change

Need for Reinforcement

• Executive Assessment and Observation• Changing Resources• New Assignments• Incidents of Underperformance• Budgetary Changes resulted in a lack of opportunities

for development• Retirements Created Deficits in Skill• Territorial Walls

Validate the Manager Experience

The experience of being a manager is often the most trying one of a person’s career Rarely is there adequate training Typically promoted because of their technical expertise

– not because of their managerial expertise There is a lack of emphasis on the importance and

training as to soft people skills Managers suddenly have a wide range of policies and

other regulations to apply to their subordinates

Managers Are To Be Significantly More Active In This

Improving soft people skills (ours and theirs)

Improving our general

management skills

Positively affecting

departmental performance

Breaking Silo Thinking

DCSS Goal

Unit tasks

Unit tasks

Two Themes Related to Departmental Performance:Improvement in soft people skills for all staffImproving general management skills

Leadership Competencies

Leadership Competencies What are they? How do you use competencies? How do you build capacity for increased competency in

employees?

Stanislaus County Leadership and Business Competencies

Building Effective Teams Communication Conflict Management Customer Orientation Effective Decision Making Employee Performance Development and

Coaching Ethics and Integrity Financial and Resource Management Managing Vision and Purpose Organizational Performance Management Strategic Management and Planning

Competencies Matter!

Stay tuned, we will be coming back to this concept in more detail later in the presentation!!

• Communication– No Avoidance– Have One on Ones– Transparency– Instill Trust– Clear and Concise– Confirm Understanding– Controlled Body Language– Remove Communication Barriers

KEY COMPONENT FOR ALL MANAGEMENT ROLES

Successful Manager Traits

Time ManagementBreaking Silo ThinkingGroundingDelegationCommunication – DirectivesResponding to Problems

Power of ProposalsTo-do listRecognizing AccomplishmentsTouch PointsLeave and Refocus

Manager III-Executive Staff

• Employee Development• Project Management• Organizational Performance Management• Effective Decision Making• Assignments

What Do They Do?

What Does It Look Like?

Manager III-Executive Staff

35%

15%10%

35%

5%

Manager III Performance Areas

Employee Development

Project Management

OrganizationalPerformanceManagement

Effective Decision Making

Assignments

Role Categories Defined

Employee Development Formal Discipline Corrective Action Plans Mentoring Training Maintaining Documentation Informal Coaching Evaluation Opportunities


Effective Decision Making Set realistic milestones Have controlled judgments Question and challenge processes Go out and find something that needs fixing Be problem solvers Stretch the limits


Assignments Research (CSDA, County, State) Surveys CSE data State Reports State Workgroups County Workgroups County Trainings RFP’s, Director and Assistant Dir needs


Project Management Process Improvement County Directives (Coop, Injury Management, Trainings,

Automation) New Technologies State Coordination (COAP, SLMS) Building Maintenance (HVAC) Conversions Building Moves Board of Supervisor Priority Teams


Organizational Performance Management Observe Investigate Fact Find Measure Report Data Analysis

Manager II-Management Staff

What Do They Do?

• Employee Development• Project Management• Organizational Performance Management• Effective Decision Making• Assignments

Manager II-Management Staff


20%

30%

15%

25%

10%

Manager I/II Performance AreasEmployeeDevelopment

ProjectManagement

Operational andOrganizationalPerformanceManagementEffective DecisionMaking

Assignments


Project Management Process Improvement County Directives (Coop, Injury Management, Trainings,

Automation) New Technologies State Coordination (COAP, SLMS) Building Maintenance (HVAC) Conversions Building Moves Board of Supervisor Priority Teams


Effective Decision Making Set realistic milestones Have controlled judgments Question and challenge processes Go out and find something that needs fixing Be problem solvers Stretch the limits


Employee Development Formal Discipline Corrective Action Plans Mentoring Training Maintaining Documentation Informal Coaching Evaluation Opportunities


Operational and Organizational Performance Management Responsible Over Supervisor Decisions Maintain Overall Unit Strategy Quarterly Reporting Day to Day Activities Preventative and Corrective Action of Employees Provide Resources Guidance and Authority Staffing Rotations and Structure


Communication No Avoidance Have One on Ones Transparency Instill Trust Clear and Concise Confirm Understanding Controlled Body Language Remove Communication Barriers


Assignments Research (CSDA, County, State) Surveys CSE data State Reports State Workgroups County Workgroups County Trainings RFP’s, Director and Assistant Dir needs


Organizational Performance Management Observe Investigate Fact Find Measure Report Data Analysis


Operational and Organizational Performance Responsible Over Supervisor Decisions Maintain Overall Unit Strategy Quarterly Reporting Discipline of Employees Provide Resources Guidance and Authority Staffing Rotations and Structure


Personnel/Staff Development Informal Discipline Corrective Action Plans Mentoring Training Maintaining Documentation Informal Coaching Evaluation Opportunities

Mid Level Supervisors/First Line Supervisors

Operational and Organizational PerformanceAssignments and Process ImprovementsPersonnel and Staff DevelopmentCommunicationEffective Decision Making

What Do They Do?


Mid Level Supervisors


Operational and Organizational Performance Work in Complex Environments Troubleshoot with Staff Handle Case Complaints Schedule Daily Work Schedules Maintain Coverage Monitor Quality Assurance Answer Staff Concerns Approve Timecards Keeps the Wheels of the Organization Moving


Communication Peer to peer communication Hold one on one meetings Speak professionally in the workplace See something, say something Be transparent about concerns Report needed improvements Excel in negotiations


Communication No Avoidance One on One Employee Conferencing Written Expectations Staff Meetings Emails Accepting & Providing Feedback Transparency Instill Trust Clear and Concise Confirm Understanding Controlled Body Language Remove Communication Barriers


Assignments/Process Improvements Surveys State Reports and State Workgroups County Workgroups and County Trainings Assist Manager II/III with Special Projects Recommend Changes to Attorney Work Product Benchmark other agencies


Effective Decision Making Observe Investigate Fact Find Measure Report Data Analysis

Non-Supervisory Staff-Line Staff



Operational/Technical Skill Responsible for day to day activities of classification Work under the unit strategy Interface with customers Perform the mission of the LCSA under the laws and

regulations governing the child support program Comply with all county and department policies and

procedures


Communication No Avoidance Attend and Participate in Staff Meetings Emails Accepting & Providing Feedback Transparency Clear and Concise Confirm Understanding Controlled Body Language Remove Communication Barriers


Assignments/Process Improvements Surveys State reports and state workgroups County workgroups County trainings Participating in process improvement activities Special case handlings at request of

Supervisor/Manager/Executive Cleanup Efforts/Special Projects


Customer Service Complex Requests Interviews Special Requests Complaint Cases Assistance to other County Partners Walk Ins Assistance to other Units

What Were the Collective New Expectations?

Communication Between Roles

Acting at all times in the best interest of the organization Concentrate on values, not feelings Maintaining honesty Identifying solutions, not just problems Have a plan to transform your professional relationships

into decided upon agreements Its NOT personal!!

Communication Goals

• Use Critical Thinking Skills when you communicate• Solve the communication problem• Strengthen the work relationship• Be candid, respectful, and professional

Critical Thinking Skills

Problem Analysis• Do I truly understand?• What don’t I know?• Is there more than what I’m seeing?• Does it make sense?• Why is it different?• Seek reasons for outcomes.• What are the cause and effects of what I’m reporting, or

seeing?• Does the information need to be shared?

Judgment Decisiveness Take the Next Logical Step

How?

Make Time to Discuss Deal with a situation when you first become aware of a

problem or concern Communicate your need to meet and discuss Suggest a time and place Know what you want to say Use a courteous tone Assess the situation and be prepared to communicate

the issue in 30 seconds or less

How?

What does it look like? “There is something I would like to discuss.” “Can we talk for few minutes in private?” “Do you have few minutes right now?”

How?

Explore Differences Assume positive intent Be open to other view points and don’t assume you

know it all. Ask to hear the other side. Explain the situation, need or concern from your

perspective Invite the other person’s perspective Acknowledge the similarities and differences that exist

How?

What does it look like? “This is important because…” “What is your perspective?” “The way I look at it is…” “This affects the work in the following ways…” “What other solutions would you recommend?”

How?

Encourage Respect Encourage respect even when you don’t agree or

understand why a person acted the way he/she did. Demonstrate consideration for the other person. Use respectful communication styles. Stay in the present and focus on the future versus

rehashing the past. Share similar stories.

How?

What does it look like? “I see your side.” “I really appreciate the way you…” “I respect your time, I know that you are busy too…” “I’m trying to avoid repeating…” “Have you ever…”

How?

Take Responsibility Take responsibility to take action Model the behavior you want to see State what you need and your willingness to help the

other person with what he/she needs Reach agreement End on a positive note Follow up

How?

What does it look like? “How about we agree to…” “Let’s try this…” “I’m glad we talked…” “Can we schedule regular status meetings?” “What can I do to make it easier on you in the future?” “My intent is to improve our organization and I need

your input to make sure I’m on the right path…”

Break!!

Key Components for Managing Human Resources

• Reduce Dysfunction and Focus on Efficiency• Setting the Culture and Conditions that

Encourage Good Behavior and Performance

August 20

Examining Your Current Environment

• What are the HR issues that take up the majority of your department’s time?

• “Why” does it occupy so much time?• If you could reduce the top HR issues in your

workplace what would they be?• Take 5 min at your tables and come up with a list of

your top three issues• Pick a table facilitator to share out the 3 answers to the

larger group. Give some substance.

Why Have a Strong HR Setting?

“Why are you the way that you are? Honestly, every time I try to do something fun, or exciting, you make it... not that way. I hate... so much about the things that you choose to be.” -Michael Scott,

The Office

How the Facilitator Sees It

How role development links to other organizational issuesHow managing human resources links to other local trainingStrong HR policy and commitment increases levels of competenciesA strong HR plan reinforces what we say we value

Building Personal Credibility

Constantly treat others with honesty and respect?Admit mistakes?Confront issues directly with candidness and professionalism? Actively seek feedback?Model behaviors I expect others to practice? Develop my own abilities in the area?

DO I…

Things That Get in The Way of a Strategic HR Plan

• Time• Lack of Experience• Poor Role Definition• Negative Leadership Examples• Lack of Support• Lack of Structure• Uniformity and Consistency• Poor Interpersonal Skills

Why Improved Interpersonal Skills?

• It is the one predominant skill people are least prepared to tackle

• It is the least practiced skill• It is one of the most feared skills of supervisors• Deficits in this area almost always lead to other

performance concerns

Turn Conflict into Conversation

Affective Conflict Poorer Decisions Decreased Commitment Decreased Cohesiveness Decreased Empathy Reduced Progress

Cognitive Conflict Better Decisions Increased

Commitment Increased

Cohesiveness Increased Empathy Increased

Understanding

The Need for Improved Interpersonal Skills When Dealing with HR

• Assume Positive Intent• Deliver the Message• Stay Focused and Not Defensive• It’s Not Personal

Causes We Identified

• Neglect of Duties• Time Issues (Late, Sick, Vac)• Confidentiality• Gossip• Discourteous Treatment• Inappropriate Use of Email/Computers• Violence in the Workplace

Reducing Exposure

• Hire Competent Staff • Good Training• Clear Expectations and Role Assignment• Address Poor Performance and Behavior• Use the Corrective Action Process• Document, Document, Document• Keep Good Staff from Leaving

Building Levels of Competency

• Understand that there are differing levels of competency for most work tasks

• Our actions identify our competency• Skill and competency are two different things• One is what we can do, the other is what we DO do.

Competency Definition

• Underlying characteristic of an employee that results in effective and/or superior performance on the job

• It is the “how well” of job performance• Should fit and support activities related to skills,

behaviors, and values of employee development

Implementing Core Competencies

Recruitment,Assessment &

Selection

JobSpecifications

PerformanceCompetencies

PerformanceManagement/Evaluations

Compensation/Reward System

Training &Development

WorkforcePlanning

Defining Core Competencies

The competencies that all employees are expected to demonstrate or develop that are central to the distinctive capabilities and culture of the organization. For example, leadership and customer focus.

Technical Competencies

• The competencies that are required for effective performance in a specific classification or department or to produce a set of work outputs.

• Identifies the skills, knowledge, and abilities that make an employee successful in that, classification or department.

How Competencies are Used

Establish clear work expectations for the present & future

Define high potentials Align the organization’s core competencies with the

organization’s workforce plan Development- individual development plans Selection of internal and external candidates For Performance Management

An Example of Levels of Competency

Competency Exercise

• In your small groups brainstorm various workplace competencies (Examples: teamwork, patience, leading others…)

• Pick one you all agree is critical to any workplace

• Develop 5 stages of that competency using statements that identify the use of that competency

• Rank those levels 1-5, 1 being the least proficient and 5 being the most proficient

Behavior that Encourages CompetencyCORE COMPETEN

CY

UPPER MANAGER MIDDLE MANAGER FIRST LINE SUPERVISORS

Building Effective Teams

• Fosters an environment that encourages teamwork, supports group decision-making and builds good rapport with team members.

• Encourages both teams and individuals to use resources and authority to make and execute decisions. Removes obstacles and barriers to team and individual authority. Holds individual team members accountable for contributing to team performance.

• Understands team dynamics, how to motivate team members and the appropriate assignments for teams. Capitalizes on the strengths of individual team members and maximizes these strengths to create a balanced and well-rounded team.

• Assists team members and individuals to look for opportunities for improvement and lessons learned when decisions do not produce anticipated results.

• Coaches staff on how to assemble talented staff by hiring best people from inside and outside the County.

• Creates an environment that encourages teamwork and group decision-making.

• Assists team with making and executing decisions and holds individual team members accountable for contributing to team performance.

• Facilitates effective team dynamics by making individual team assignments that capitalize on the individual strengths and styles of each team member.

• Recognizes team accomplishments.

• Is adept at assembling talented staff by hiring best people from inside and outside the County.

• Supports an environment that encourages teamwork and group decision-making.

• Assists team with making and executing decisions and holds individual team members accountable for contributing to team performance.

• Recognizes and draws upon the individual differences and talents of team members.

• Recognizes team accomplishments.

• Is adept at assembling talented staff by hiring best people from inside and outside the County.

Building Competency and HR Strategies into Your Succession

PlanningHow Long Before the Culture Changes?Statistics about TurnoverInventory Map on HR eventsTeach Good Facilitation Skills to ALL SupervisorsRole Play in Department and Unit Meetings

Critical Success Strategies for New Roles

• Develop Capacity If you think your tank is too full, buy a bigger tank.

Work hard to increase all your skills.• Build Community Honor diversity, but find common ground whenever

possible. Are Units/Managers unified in potential hot spots?

• Avoid Cynicism -shows a tendency to be closed-minded and disillusioned

• Remove Roadblocks -Look at everything with new eyes.

Applying Competencies to HR Dysfunctions

• Identify Poor Behavior Immediately• Expect that Your Supervisors Perform• Don’t Soft Shoe Around Behavior that Borders a

Violation• Intervene Quickly• Have LOTS of Conversations about Expectations• Speak in Terms of “We” when identifying the culture

of the department• Open Doors for Employee Engagement

Opportunities

Ways to Practice

• Mentoring• Recognize Organizational • Misalignment and Bring it

UP!• Assess your own Alignment• Measure what you Value

• Be REALLY clear, don’t rely on Conjecture, Assumption, or Gossip

• Be Solution Oriented…Find a Better Way

• Role Play

The Role of Employee Engagement

“When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.” ~ Simon Sinek

• The association between salary and job satisfaction is very weak. Research indicates that there is less than 2% overlap between pay and job satisfaction levels

• Furthermore, the correlation between pay and pay satisfaction was only marginally higher, indicating that people’s satisfaction with their salary is mostly independent of their actual salary

• Some have argued that money actually acts as a demotivater, and can “crowd out” intrinsic goals such as enjoyment, curiosity, learning or personal challenge

So Why Does Role Expectation Matter?

• Research is accumulating that shows that engagement is related to performance at individual and organizational level.

• Engaged employees are seen by their line managers as high performers. They provide better customer service; they are more likely to go the extra mile at work, to come up with new ideas and to stay with the organization.

• Organizations with more engaged employees are objectively performing better in terms of profit and employee turnover. Engaged employees are more satisfied with their work and generally have higher levels of psychological well-being.

When Employees Know What is Expected of Them:

Personal Goals and Well-Being

Organizational Culture

Committed Employees

Personal goals and well-being

Organization’s Goals

What Are You Doing For To Yourself ?

RelationsMeWork

Work

Relations

Me

Ahh…That’s Better

WorkMeRelations

Work

Relations

Me

Leave & Re-focus

‘My work day is over – what ever was left or forgotten can be taken care of when I return’

So now – ‘where am I going?’ ‘Who am I going to?’ ‘What are the main tasks to be done there?’ ‘What are the relationships I need to nourish?’ ‘What might that nourishment look like?’

Organizational Hope

Hope has been heralded as a primary catalyst for human creativity, community and transformation.

As places where people come together every day to plan out shared futures, organizations serve as primary forums for hope.

Organizational Hope

Building a Culture of Hope has a high influence on the success of organizations

What are some ways we can instill hope with each other as the organization deals with lacking resources, reduced funding, and customer impacts?

Organizational Hope

In Closing…

People who hope take the stance that any reality whether events from the past, a difficult situation in the present, or an uncertain future—is always completely open to fresh interpretations and the discovery of possibilities.

It is a long and slow process but the expected outcome is a change in organizational culture!

more cost effective higher

performing

So What Does All of Work and Planning Get Us?

Closing Activity

Insight and Action Instructions1. Choose one concept that you have identified

from todays workshop that you would like to develop when you get back to your department

2. Pick an implementation action related to the concept you choose

3. Set a date to accomplish that goal4. Share your proposed action in small groups at

your table

Feedback and Questions?

Tamara [email protected]

209-652-6513

Thank you!

Please be sure to complete the session evaluation.

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