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Human Resources in the Baldrige Award Criteria

Human Resources in the Baldrige Award Criteria.

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Human Resources in the Baldrige Award Criteria

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  1. Human Resources in the Baldrige Award Criteria Examines how an organization’s work systems and employee learning and motivation enables employees to develop and utilize their full potential in alignment with its overall objectives and action plans. Also examined are the efforts to build and maintain a work environment and an employee support climate conducive to performance excellence and to personal and organizational growth. 5.1 Work Systems 5.2 Employee Learning and Motivation 5.3 Employee Well-Being and Satisfaction

  2. Human Resource Paradigms Old Thinking New Thinking People are part of the process Process requires external control Managers have to control what people do People design and improve processes Workers who run the process control it Managers must obtain commitment of workers

  3. Leading Practices (1 of 2) • Integrate HR plans with overall strategic objectives and action plans • Design work and jobs to promote innovation, organizational learning, and flexibility • Develop effective performance management systems, compensation, and reward and recognition approaches • Promote cooperation and collaboration through teamwork

  4. Leading Practices (2 of 2) • Empower individuals and teams to make decisions that affect quality and customer satisfaction • Make extensive investments in training and education • Maintain a work environment conducive to the well-being and growth of all employees • Monitor extent and effectiveness of HR practices and measure employee satisfaction

  5. Designing High Performance Work Systems • Work design - how employees are organized in formal and informal units (departments, teams, etc.) • Job design - responsibilities and tasks assigned to individuals

  6. Contemporary Work Systems Design Issues • Performer/job level: involvement and empowerment • Process level: teams and teamwork • Organizational level: employee well-being, human resources policies and strategies

  7. Employee Involvement • Employee Involvement - any activity by which employees participate in work-relateddecisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation

  8. 1. Information sharing 2. Dialogue 3. Special problem solving 4. Intra-group problem solving 5. Inter-group problem solving 6. Focused problem solving 7. Limited self direction 8. Total self-direction Levels of Employee Involvement

  9. Replaces adversarial mentality with trust and cooperation Develops skills and leadership abilities Increases morale and commitment Fosters creativity and innovation Helps people understand quality principles and instills them into the culture Allows employees to solve problems at the source Improves quality and productivity Advantages of EI

  10. Empowerment • Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risks and learn from mistakes, and to promote change. “A sincere belief and trust in people.”

  11. Keys to Successful Empowerment • Provide education, resources, and encouragement • Remove restrictive policies/procedures • Foster an atmosphere of trust • Share information freely • Make work valuable • Train managers in “hands-off” leadership • Train employees in allowed latitude

  12. Teams and Teamwork • Team- a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable • Effective teams are goal-centered, independent, open, supportive, and empowered

  13. Types of Teams • Quality circles • Problem solving teams • Management teams • Work teams • Project teams • Virtual teams

  14. Roles in a Improvement Team • Team Leader • Recorder (Scribe) • Team Members • Facilitator

  15. Stages of Team Development • Forming • Storming • Norming • Performing

  16. Styles of Team Members(1 of 2)(Glenn Parker, Team Players and Teamwork) • Contributor • Does his/her homework, and pushes the team to set high standards. • Communicator An effective listener and facilitator of conflict resolution, involvement, and consensus building.

  17. Styles of Team Members (2 of 2) • Collaborator Is flexible and open to new ideas Is willing to work outside his/her defined role. • Challenger Questions the goals and methods Is willing to disagree with the leader or higher authority

  18. Ingredients for Successful Teams(1 of 2 ) (Peter Scholtes, The Team Handbook) • Clarity in team goals • Improvement plan • Clearly defined roles • Clear communication • Beneficial team behaviors

  19. Ingredients for Successful Teams (2 of 2) • Well-defined decision procedures • Balanced participation • Established ground rules • Awareness of group process • Use of scientific approach

  20. Human Resources Management Policies and Strategies • Recruitment, Retention, and Career Development • Employee Commitment and Feedback • Performance Appraisal • Compensation, Reward, and Recognition • Measuring Employee Satisfaction and HRM Effectiveness

  21. Recruitment, Retention, and Career Development • Identify desirable employee attributes – skills, knowledge, characters, and temperament • Provide effective mentoring and counseling programs • Implement proactive training, education, and career development systems

  22. Keys to Promoting Employee Commitment • Practice people-first values • Communicate top-down & bottom-up • Develop loyalty to the organization • Articulate vision and values • Attract people who fit the culture • Provide hard-side and soft-side rewards • Give people the opportunities to use a wide variety of skills and knowledge

  23. Success Factors For EmployeeFeedback Systems • Serve as an improvement tool • Top management commitment • Education and communication • Involvement of all levels of employees • Not directly tied to the evaluation of an individual • Immediate actions in response to suggestions

  24. Performance Appraisal • How you are measured is how you perform! • Conventional appraisal systems - focus on short-term results and individual behavior; fail to deal with uncontrollable factors • New approaches • Focus on company goals such as quality and behaviors like teamwork • 360-degree feedback; mastery descriptions

  25. Compensation and Recognition • Compensation • Merit versus capability/performance based plans • Gain-sharing • Recognition • Monetary or non-monetary • Formal or informal • Individual or group

  26. Effective Recognition and Reward Strategies • Give both individual and team awards • Involve everyone • Tie rewards to quality • Allow peers and customers to nominate and recognize superior performance • Publicize extensively • Make recognition fun

  27. Measuring Employee Satisfaction and Effectiveness • Satisfaction • Quality of work life, teamwork, training, leadership, communications, benefits, compensation, internal suppliers and customers • Effectiveness • Team and individual behaviors; cost, quality, and productivity improvements; employee turnover; suggestions; training effectiveness

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