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
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1. Identify issues caused by regional differences in your global projects.
2. Apply motivational theories and ideas to increase your members’productivity.
Learning Objectives
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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/
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Why are global projects difficult?
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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.
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Let me share a case to deepen our thoughts.
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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
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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
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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!”
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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
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Pair/Group Discussion Have you had similar experiences or obstacles? What did you do to overcome the difficulties?
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Let’s look at our global projects from members’motivation side.
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What is “motivation”, anyway…?
What are “ingredients”of motivation?
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Some recipes
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Similar to Edward Deci’s
Dainel Pink’s Dimension
Mastery
Autonomy
Purpose
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Feelings of 4 factors
Kenneth Thomas’s Dimension
Competence
Meaningfulness
Progress
Choice
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Great Place to Work’s Dimension
Trust
Pride Camaraderie
Credibility
Respect
Fairness
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Compare the Dimensions
CompetenceMeaningfulness
Progress
ChoiceCompetence
Fairness
Respect
Credibility
Camaraderie
AutonomyMastery
Pride
Mastery
Purpose
Trust
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Compare the Dimensions
CompetenceMeaningfulness
Progress
ChoiceCompetence
Fairness
Respect
Credibility
Camaraderie
AutonomyMastery
Pride
Mastery
Purpose
Trust
These dimensions seem to focus mostly on individuals
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Compare the Dimensions
CompetenceMeaningfulness
Progress
ChoiceCompetence
Fairness
Respect
Credibility
Camaraderie
AutonomyMastery
Pride
Mastery
Purpose
Trust
Seem to focus on individualsFocuses on organization
and team
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“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”
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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.
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Motivational Cycle Dimensions are systematically connected.
Trust
Pride Camaraderie
Credibility
Respect
Fairness
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Organization and Project
For long-lasting effects, we need to work both onOrganizational and Team Levels.
Our focus-balance depends on our roles.
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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
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Ideas for Great Place to Work for
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
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Ideas for Great Place to Work for
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
OrganizationDimensionTeam
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Ideas for Great Place to Work for
Camaraderie Share knowledgeCommunicate and respond
PridePraise and award Share customers’voice
DimensionTeam
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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
OrganizationDimensionTeam
Ideas for Great Place to Work for
No need to copy.
•Consider our company mission, vision, and current situation first.•Prioritize and optimize the measures
according to our situation.
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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
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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.
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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.
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For our global projects
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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”
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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
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Dialogue Any more ideas? Any successful experiences?
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Job AidProject name:
Project period:
Members:
1. Project Objectives
3. How to Reach the Goals
2. Project Goals
4. Deliverables
Sample
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5. Schedule
4.3.
5.
ActualWho
6.
2.
1.Due What to do
Job Aid (continued) Sample
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Fairness
Respect
Credibility
Camaraderie
Pride
Trust
What to doDimension
Job Aid (continued) Sample
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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)
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Thank you very much.Let’s enjoy our global projects!
Hiromi Nohara
Twitter:hirominohara
Skype:hirominohara
LinkedIn:hirominohara
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