Staffing and Leading a Growing Company

1. Staffing and Leadinga Growing Company

2. Chapter 19 • Leadership/Management • Recruitment/Selection/Interview • Company Culture • Successful Teams • Communication • Motivation (empowerment, job design, rewards/compensation, feedback) • Performance Evaluation

3. In Basket Exercise • Small groups of 5-6 • Read background and instructions • Complete the assignment individually • Discuss results and come up with a group decision with rationale.

4. The Challenge of Motivating Workers • Empowerment • Job design • Rewards and compensation • Feedback

5. Empowerment • Giving workers at all levels, the power, the freedom, and the responsibility to control their own work, to make decisions, and to take action to meet the company’s objectives. • Requires a different style of management from that of the traditional manager. • Is built on sharing information, authority, and power.

6. Empowerment • Zapp = the giving of power • Sapp = the taking of power

7. Empowerment • What are some things that happen at work that make you feel sapped? • What are some things that happen at work to make you feel zapped?

8. Empowerment • When you’ve been sapped… • Your job belongs to the company • You do what you are told • Your job doesn’t really matter • You do not know how well you are doing • You feel like you have to keep quiet • You feel like you are a different person on the job • You have little/no control over your work

9. Empowerment • When you’ve been zapped… • Your job belongs to you • You are responsible • Your job contributes to the whole • You know where you stand • You have some say in how things are done • Your job is a part of who you are • You have some control over your work

10. Empowerment Lessons • Empowered people own their jobs – they’re responsible • It’s easy to sapp • It’s hard to zapp • Maintain people’s self-esteem • Must be work related • Must be sincere

11. Empowerment Lessons • Listen to others • Eye contact, non-verbals • Summarize what was said (mental list) • Respond with empathy • Ask for help in solving problems • Seek ideas, suggestions, info • Offer help without taking responsibility

12. Empowerment Lessons • Delegate responsibility • Select the proper person • Delegate authority to carry out and make decisions – give clear instructions • Followup • Debrief • Set measurable, realistic goals • What, why, why they are important • Change goals as necessary - feedback

13. Empowerment Lessons • Coaching • Explain purpose/importance • Explain process • Demonstrate • Observe while person practices • Immediate feedback • Express confidence • Agree on follow-up actions

14. Empowerment Lessons • Teamwork • Give team a say in who works on the team • Est. a mission for team • Provide time and place for team to meet • Provide training at “teachable moment” • Provide people skills for interacting, solving problems, making decisions and taking action.

15. Responsibility Trust Being listened to Teams Team problem solving Praise Recognition for ideas Feeling important Flexible controls Direction (goals, results) Knowledge Support Available resources Communication (up and down) What Zapps People?

16. Three Vital Tasks of a Leader 1. Hire the right employees and constantly improve their skills 2. Build an organizational culture and structure that enable the company to reach its potential 3. Motivate workers to higher levels of performance

17. Hiring the Right Employees • Conduct a job analysis and create practical job descriptions and job specifications

18. Conducting a Job Analysis • Create a job description- a written statement of the duties, responsibilities, reporting relationships, working conditions, and materials and equipment used in a job. • Create a job specification- written statement of the qualifications and characteristics needed for a job, stated in such terms as education, skills, and experience.

19. Worm Picker Gathers worms to be used as fish bait; walks about grassy areas, such as gardens, parks, and golf courses and picks up earthworms (commonly called dew worms and nightcrawlers). Sprinkles chlorinated water on lawn to cause worms to come to the surface, and locates worms by use of lantern or flashlight. Counts worms, sorts them, and packs them into containers for shipment.

20. Planning an Effective Interview • Develop a series of core questions and ask them of every job candidate. • Ask open-ended questions rather than those calling for “yes or no” answers. • Create hypothetical situations candidates would encounter on the job and ask how they would handle them.

21. Planning an Effective Interview • Probe for specific examples (from work history) that demonstrate the necessary traits and characteristics. • Ask candidates to describe a recent success and a recent failure and how they dealt with them. • Arrange a “noninterview” setting in which to observe the candidate.

22. Company Culture • Distinctive, unwritten, informal code of conduct that governs the behavior, attitudes, relationships, and style of an organization. • “The way we do things around here.” • In small companies, culture plays as important a part in gaining a competitiveedge as strategy does.

23. Characteristics of Positive Company Culture • Respect for work and life balance • Sense of purpose • Sense of fun • Diversity • Integrity • Learning environment • Empowered workers

24. Common Errors with Teams • Assigning teams inappropriate tasks • Failing to provide adequate training for team members and team leaders • Sabotaging teams with underperformers • Switching to team responsibilities but keeping pay individually oriented

25. What Makes Teams Succeed? (Continued) • Provide adequate support and training for team members and leaders. • Involve team members in how their performances will be measured, what will be measured, and when it will be measured. • Make at least part of team members’ pay dependent on team performance.

26. Communication • Managers spend about 80 percent of their time in some form of communication: • 30% talking • 25% listening • 15% reading • 10% writing • Many problems in the workplace arise because of poor communication.

27. Job Design Strategies • Job simplification • Job enlargement (horizontal job loading) • Job rotation • Job enrichment (vertical job loading) • Flextime • Job sharing • Flexplace • Telecommuting

28. Rewards and Compensation • Tailor rewards to the needs and characteristics of individual workers. • Money is an effective motivator - up to a point. • Pay-for-performance systems

29. Rewards and Compensation • Intangible rewards such as praise, recognition, celebrations, and others can be very powerful, yet inexpensive, motivators. • What kinds of motivators would you rely on if your company’s workforce consisted primarily of “Generation Xers?”

30. Deciding What to Measure Taking Action to Improve Performance Deciding How to Measure Comparing Actual Performance Against Standards Comparing Actual Performance Against Standards The Feedback Loop.

31. Guidelines for Successful Performance Appraisals • Basis for promotion/pay increases • Not enough to keep employees motivated