Human Resource
Management
The Alice Dendinger Alliance Group
Established in 2002, The Alice Dendinger Alliance Group is a small, minority owned Austin based consulting firm providing Human Resource Consulting, Coaching and Mediation services to both public and private sectors. Our business has enjoyed success providing organizational development, training and development, strategic planning, employee and 360 surveys, and team facilitation services.
Alice Dendinger Alliance Group facilitators, mediators, and OD specialists are seasoned professionals with extensive training experience in the fields of team building, conflict management, interest-based negotiation, mediation,
leadership skills, change management, coaching and feedback, strategic planning, listening and communications skills.
We offer a suite of various assessments and profiles ranging from employee engagement surveys, 360 Feedback, DiSC Behavioral Profiles and other assessments/profiles in the areas of Leadership, Workplace Expectations, Listening Skills, Stress Management and Time Mastery.
Alice Dendinger, M.A., SPHR
Alice Dendinger, SPHR has over 25 years of experience in the field of Human Resource Management and
Organizational Development. She has initiated and designed programs that have lowered turnover and increased employee satisfaction. Alice has focused her work on strategic management, employee relations and communication, mediation and performance management; and assisting the leaders, managers, supervisors, and direct reports at every level “work better together.”
Alice has an undergraduate degree in Business Management and a Masters in Communication. Additional
education/certifications include: Coach University graduate, Texas Certified Mediator, DiSC Behavioral Analyst, and Future Search Action Planning. Alice has continued education in communication, group facilitation, conflict
Top Ten…..
1. Hiring/ Retention/Firing 2. Communication and Conflict 3. Compensation
1. How to compete with large
organizations?
2. Compensation variances for geography? 4. Employment Law
5. Management Skills
6. Mentoring – especially from top leaders 7. Training/Development
8. Motivating Employees 9. Culture of Accountability 10. HR Infrastructure
1. Job Descriptions
2. Organizational Structure and Charts 3. Policies – procedures
4. Handbooks
Organizational
Culture
A Definition of Culture
• A code – way of working together – that gives people the “feel” of the organization. This determines what is
considered right or wrong, important or unimportant, workable or unworkable and how it responds to the unexpected crises, jolts, and sudden change.
• Based on shared attitudes, beliefs, customs, express or implied contracts and written and unwritten rules developed
over time.
• Determines the strength of your employee commitment toward the goals and objectives of the organization.
• It impacts the companies productivity and performance, and provides guidelines on Customer care and service, quality and safety, attendance an punctuality and concern for the environment.
Culture determines how you will:
• Treat each other, Customers and the community
• Make decisions, respond to new ideas and allow personal expression
• Deal with the power and information flow through the ranks – chain of command
Culture is:
• Expressed commonly as “It’s how we do things around here.”
• It is unique for every company and one of the hardest things to change.
From the CEO of IBM…
“I came to see, in my decade at IBM, that culture
isn’t
just one aspect of the game –it
is
the game.”- Louis Gerstner, “Who Says Elephants Can’t Dance”
It is more than your organizational strategy..
MISSION / VISION
RESULTS
ACTIVITIES
OBJECTIVES
GOALS
Emphasis on WHAT
should be done
Effective organizations are those, which produce excellent results by any measure of costs, quality, or efficiency while simultaneously enhancing the energy and commitment of organizational members to the success of the enterprise.
MISSION/
VISION
RESULTS
BEHAVIORS
PRACTICES
VALUES
Emphasis on HOW
it should be done
Dr. Daniel Denison says it best…….
Model developed by Daniel Denison and surveys co-authored by
Daniel Denison and William Neale
Based on over 25 years of research linking organizational culture
and leadership to performance measures such as
Return on Equity (ROE)
customer satisfaction
sales growth
employee satisfaction
innovation
Denison Culture Surveys
•
Benchmarked
•
Available in most languages
•
Customizable
•
Quick, secure, scalable delivery
•
Timely and accurate reporting
What is Culture?
“The way we do things
around here”
“Lessons learned that are
important to pass on to the
next generation”
“Software of the mind” that
organized the behavior of
people
“What we do when no one is
looking”
Does Culture Matter? – Links to Performance
Innovation & Customer Satisfaction Stable Performance Over Time Profitability ROI, ROE Operating Performance Quality Employee Satisfaction Growth Market ShareDENISON’S CULTURAL MODEL
Adaptabilit
y
Pattern..Trends..
Market
Translating the demands of the business environment
into action “Are we listening to the marketplace?”
Mission
Direction..Purpose..
Blueprint
Defining a meaningful long-term directionfor the Company “Do we know where
we are going?”
Involvement
Commitment ...
Ownership …
Responsibility
Building human capability, ownership, and responsibility
“Are our people aligned and engaged?“
Consistency
Systems… Structures…
Processes
Defining the values and systems that are the
basis of a strong culture “Does our system create leverage?”
Having a clear and compelling long term
vision
Aligning employees around a competitive
strategy
that provide longer-term focus
Setting clear
goals & objectives
that align short
term actions with the organization’s vision and
strategy
The ability to effectively
coordinate
actions across
the organization
Reaching
agreement
on critical issues and
problems that arise
Having
core values
that guide behavior and decision
making processes
Building the
skills and capabilities
that
contribute to the organization’s current and
future success
Promoting effective
teamwork
to meet group
and organizational objectives
Encouraging informed decision making and
helping employees feel
empowered
(They can
make a difference)
Encouraging flexibility and
change
in an effort
to improve the way work is done
Understanding and responding to the needs of
customers
Learning
from successes and failures and
sharing those ‘learnings’ with others in the
organization
Average levels
of performance
Mix of
clarity &
confusion
Lower
levels
of performance
Confusion &
uncertainty
reigns
Higher
levels
of performance
High level
of clarity &
alignment
HIRING – MOTIVATION – RETENTION
The most important
thing you will do that
impacts your
company culture is
hire an employee.
“But he is better than nothing and we have
so much work to do….”
•
Hiring the wrong person can cost you three times
his/her annual salary.
•
Hiring one bad apple can spoil the entire group.
•
Hiring the wrong person in the right job can cost
you customers.
•
Hiring an attitude problem can increase your
We hire people for
technical skills and
fire them for
Employee
job
Employee
job
Job
analysis
Job
analysis
Job description
Job specifications
Job competencies
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Get Set - Interview
•
Require an application (even if there is a resume).
•
Look for gaps in employment.
•
Look for a series of jobs in a short period.
•
Have applicants sign a release of previous employers
from liability.
•
Federal Credit Reporting Act (FCRA)
•
Call every reference.
•
Have the applicant agree to termination for
falsification.
•
Verify licenses.
•
Take note of laws in your country that guide
•
ILLEGAL:
Decisions based on
personal animosity toward
or assumptions about
abilities, traits or
performance based on an
employee’s or applicant’s
protected status
•
LEGAL:
Distinctions based on
performance, skill, ability,
training, education, or other
factors related to ability to
do a particular job
Federal Labor Laws by Number of Employees
1-14 Employees
Civil Rights Act 1964 and Civil Rights Act 1991, Title VII (for employment agencies and labor
organizations).
Consumer Credit Protection Act of 1968
Drug Testing - DOT
Economic Espionage Act
Employee Polygraph Protection Act (1988)
Employee Retirement Income Security Act (ERISA) 1974 (if company offers benefits)
Equal Pay Act of 1963
Fair Credit Reporting Act (FCRA) (1970)
Fair Labor Standards Act (FLSA) (1938)
Federal Insurance Contributions Act of 1935 (FICA) (Social Security)
Genetic Information Nondiscrimination Act of 2008 (GINA)
Health Insurance Portability and Accountability Act (HIPAA) of 1996 (if company offers benefits)
Immigration Reform & Control Act (IRCA) (1986)
Labor-Management Relations Act (Taft-Hartley) 1947
National Labor Relations Act (NLRA) 1935
Occupational Safety and Health Act (1970)
Uniform Guidelines of Employee Selection Procedures (1978)
Federal Labor Laws by Number of Employees
11-14, add
Occupational Safety & Health Act (OSHA) (1970) (maintain record of job related injuries and
illnesses)
15-19, add
Civil Rights Act of 1964 Title VII, Civil Rights Act of 1991
Title I, Americans with Disabilities Act of 1990, (ADA), as amended by the ADA
Amendments Act of 2008 (ADAAA)
American Jobs Act of 2011 (if passed by Congress and President)
20-49, add
Age Discrimination in Employment Act (1967) (ADEA)
Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA)
50 or more, add
Family and Medical Leave Act of 1993 (FMLA)
EEO-1 Report filed annually w/EEOC if organization is a federal contractor
Patient Protection and Affordable Care Act of 2010 (PPACA)
Federal Labor Laws by Number of Employees
100 or more, add
Worker Adjustment & Retraining Notification Act of 1989 (WARN)
EEO-1 Report filed annually w/EEOC if organization is not a federal contractor
Federal Contractors, add
Executive Orders 11246 (1965), 11375 (1967), 11478 (1969), 12989 (1996)
Vocational Rehabilitation Act of 1973
Drug Free Workplace Act of 1988
Vietnam-Era Veterans Readjustment Act of 1974
Davis Bacon Act of 1931
Copeland Act of 1934
Walsh-Healy Act of 1936
Service Contract Act (1965)
Interviewer Biases
Stereotyping
First-impression
and similar-to-me
errors
Contrast
effect
Nonverbal
bias
Questioning
inconsistencies
Negative
emphasis
Halo/horn
effect
Cultural noise
Orientation & Onboarding –
First 30 days is critical…
•
Who does this position
report to?
•
Who are the peers in
this position?
•
Assign a mentor.
•
Who should he/she go
to for training or
problem solving?
•
Expectations!
•
Conversation about
conflict.
•
How are goals
established.
•
What motivates the
new hire.
•
How does he/she want
EMPLOYEE
MOTIVATION
Five Universal Truths about our Employees
1.
All employees start a job wanting to be successful –
not difficult.
2.
You and your managers can not motivate other people.
3.
Employees work for their reasons – not yours.
4.
There are actually strengths in weaknesses and
weaknesses when overusing strengths.
Motivation…..
•
The ability of a manager to encourage his
or her subordinates to attain higher levels
of performance.
•
When mangers motivate, they stimulate
people to exert more effort, energy and
enthusiasm in whatever they are doing.
Compliance Motivated Employees
•
Do just enough to get by. They are driven by a
“have to, or else” mindset. Because of the lack of
good leadership and other factors in the
workplace, they are typically not energized or
highly engaged in their work.
•
Organizations with a high number of
compliance-motivated employees typically perform at low
levels and are not able to survive in a competitive
environment.
Commitment Motivated Employees
•
Are driven from within to do their best. They are
driven by a “a want to, because” mindset. They
typically feel empowered. They are produced and
sustained by leaders who recognize, respect, and
reward them for their contributions.
•
Organizations that have developed a committed
workforce typically out perform others in producing
high customer satisfaction and operating results.
Above all….What Drives an Employee to Success
1.
I am working for a Purpose (vision)
2.
I have a certain level of expertise – competency to do
my job.
3.
I have the autonomy to do my job.
4.
I am rewarded and recognized for doing my job.
5.
I make a difference in this organization and to this team.
Maslow’s Hierarchy of Needs
This diagram shows Maslow's hierarchy of needs, represented as a pyramid with the more primitive needs at the bottom
.
Proposed by
Abraham Maslow
in his 1943 paper
A
Theory of Human
Motivation
.
Survival
Safety
Social
Self-Esteem
Self Actualization
Need to physically function, breath, eat, sleep Need to feel security of body, employment, resources
Need to belong to the group, friendship, family Need to feel respected, confident
Need to do fulfilling work,
be creative, problem solve, accept circumstances
Number One Issue – Lack of Trust
“
Members of great teams trust one another on a
fundamental, emotional level, and they are comfortable
being vulnerable with each other about their weaknesses,
mistakes, fears, and behaviors.
”
Patrick Lencioni
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Trust = Competency X Timeliness X Disclosure
Self Interest
3
8
Leading Trust in the Workplace
Trust exists when there
is confidence that the
persons involved are
competent in his/her
area of responsibility.
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To enhance your worthiness of others
’
trust as it
relates to competency, you should tell the truth,
do not over exaggerate your capabilities, say
“
you
don
’
t know
”
when you don
’
t know. Be the
student and be willing to learn more from others.
What else…..
4
0
Enhance Competence
Trust exists when
commitments are
honored on a
timely basis.
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•
To enhance your worthiness of others
’
trust as it
relates to timeliness,
“
under promise and over deliver
”
,
send information in advance of deadlines, and make
sure everyone is on the same page regarding goals,
accountabilities (deliverables or outcomes) and
expectations.
•
Do not make commitments you know you cannot
keep. Do not indicate that you will hold someone
accountable to a task when there is no follow through.
What else?
4
2
Enhance Timeliness
Trust exists when
appropriate information
is shared and disclosed.
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•
To enhance your worthiness of others
’
trust in this
area, share information when it is appropriate for
others to know – it may be best to wait to share a
decision rather than a thought process or idea that is
half-baked.
•
As you listen actively to others who share information,
do you tune into the feelings and express empathy in
return? Do you share similar stories to show you
relate to the emotional depth of the situation? Do you
care about each other as a person as well as a
professional?
What else……
4
4
Enhance Disclosure (intimacy)
Trust exists when
everyone involved is
operating out of a
purpose greater
than his or her own
self-interests.
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To enhance your worthiness of others
’
trust in this area, use
the questioning approach as opposed to telling.
Focus on defining the problem versus guessing solutions
immediately, reflective listening, summarizing what you have
heard to make sure the meaning behind the message sent
was what was received - making the organizational concerns
your concerns.
Show concern for the greater good of the organization over
self-agenda. Expressing to colleagues that
“
you want for
them what they want for themselves
”
instead of pushing what
you think they
“
should
”
do.
What else???
4
6
Enhance Self Interest
TRUST
BUSTERS
•
Doing more telling than coaching.
•
Teflon Manager - not taking
responsibility.
•
Never asking a question – YOU are
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• The secret to persuasion is to encourage a person to come up with his or her own
answers to questions or solutions to problems.
• Employees are more likely to be held accountable if they are allowed to participate in
the plan of action.
• Employees will come up with answers and solutions never thought possible by one
leader alone.
• People believe what they say not what you say. Encourage their input!
• By asking questions the explicit wants, needs, and desires are surfaced.
• Questions come from a place of curiosity.
48
Persuade and Influence
Through the Q not the A
Getting to Specifics
1. Can you clarify that?
2. Can you give me an example of what you mean?
3. What specifically do you mean by that?
4. Do you have any questions about what I just said?
5. What specific results are you looking for?
6. What do you plan to do with this information/report/project?
7. What is the real problem here?
Tuning in to Others
8. From what standpoint are you asking?
9. How do you feel about it?
10. How strongly do you feel about it?
11. What do you think about it?
12. What’s most important to you?
13. What are your priorities?
Tuning in to Yourself
•
15. How do I feel about it?
•
16. What do I think about it?
•
17. What is my purpose?
•
18. What assumptions am I making?
•
19. What am I really trying to say with this message?
•
20. What is the best way to phrase this question?
Getting Feedback from Others
•
21. Did I understand you correctly when you said…..?
•
22. Did I answer your questions?
•
23. How am I doing?
Giving Feedback to Others
25. What type of feedback would be most helpful to you?
26. What do you plan to do with the feedback?
27. Do you want me to just listen?
28. Do you want me to ask questions and interact with you?
29. Do you want me to give you advice?
Closing
30. Are we in agreement?
31. Are you ready to go ahead?
32. Is it a deal?
Consequences
33. What if
…
?
34. Is it worth it?
35. What will I regret not doing?
Personal Performance
•
38. Can you help me?
•
39. Can I help you?
•
40. Am I where I want to be?
•
41. What do I want to do?
•
42. Where do I want to spend the rest of my life?
•
43. And with whom?
•
44. What are my options?
•
45. What questions should I be asking?
•
46. What do I need to do to meet my goals?
•
47. What am I willing to change to get there?
•
48. What did I accomplish?
•
49. What could I have done better?
Lousy
Questions:
• Why does the customer expect so much?
• Why don’t people follow instructions?
• Why are our prices so high?
• Why doesn’t the younger generation want to work?
• When am I going to find good people?
• Why aren’t they motivated?
• Who made the mistake?
• Why can’t people be on time?
• When will my supervisor give me my appraisal?
• Who dropped the ball?
• When are we going to get training?
• Why do I have to do everything?
QBQ – The Question Behind the Question that establishes more personal accountability for action and encourages a better choice.
Personal Accountability (Performance) Questions
1.
Begin with “What” or “How” (not “Why”* “When” or “Who”) *
Five Whys questions and methodology is useful – the “why” questions that put people on the defensive, “Why did you do it this way?” or “Why is everybody else getting to leave early?” - Which infers a poor, pity me.2.
Contain an “I” (not “they,” “them,” “we,” or “you”)
3.Focus on action
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Sample Personal Accountability Questions
•
What can I do to make a difference?
•How can I support the team?
•
How can I be part of the solution and not part of the problem?
•How can I do my job better today?
•
What can I do to improve the situation?
•How can I support others?
•
How did I contribute to the communication problem?
•How can I adapt to the changes taking place?
•
How can I better understand you?
•What solution can I provide?
•
How can I more creatively reach the customer?
•
What can I do to find the information to make a decision?
How can I achieve with the resources I already have?
•
How can I help move the project forward?
•What can I do today to solve the problem?
•What action can I take to “own” the situation?
•
How do I need to change to help the organization run more effectively?
•How can I practice the principles I espouse?
•
What can I do today to be more effective?
•
