The HR Edge: Performance & Productivity

290 views
266 views

Published on

Published in PeopleTalk Magazine by the BC Human Resource Management Association

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
290
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
14
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

The HR Edge: Performance & Productivity

  1. 1. performance & productivityThe HRPerformance &B y D o n n a H owe s , CH R PP roductive workplaces feel alive simply because of the infectious pride with energy and ideas; proud work- with which she goes about her work. places take things to a whole new One day, I asked her, what a proud and level. productive workplace meant to her. With- Nearly 25 years ago, Martin Weisbord, out skipping a beat she said, “Things goone of the world’s top ten organization better….they go faster and they’re easierdevelopment experts, wrote Productive to deal with!” And what else? “BasicallyWorkplaces: Organizing and Managing for it means that you believe in what you’reDignity, Meaning and Community. In it, he doing… that you do it really effectively,defined productive workplaces as “those and that you’re being true to yourself.”where people learn and grow as they A recipe for us all and a good place forcooperate to improve an organization’s us to begin exploring the connectionsperformance.” between performance, productivity and Today, it is even more true. pride in what we do. What motivates you? What makes you want to do your best? What is known from best practice and Proud and research into employee engagement is that meaningful work is a basic human need, productive that we seek out community in the work- place, and that we are a great deal more workplaces are productive when we find it. Weisbord, Peter Senge, and other everywhere. thought leaders have shown that better solutions happen when people collaborate on finding answers; when we throw our-Better, Faster, Easier selves into meaningful tasks for a higherProud and productive workplaces are purpose, inspired results are more likelyeverywhere; my Bean Around the World to emerge. On our own we cannot buildcoffee place is a perfect example. a space station, although many of us, Larissa, a marvelous, multi-tasking, through our ingenuity, passion can.positive force of nature, greets me every Understanding what motivates us tomorning with a cheeky sense of humour want to do our best is present in the DNAand the same question, “What can I get of every proud and productive workplace.for you today?” Each time she smiles and Every workshop I ask, “What are youthen delivers with swift efficiency. That proudest of in the work that you do?”20-second exchange gives my day a lift “What values do you contribute to this18 p e o p l e t a l k | Fa ll 2 011
  2. 2. Edge:& Productivity Why Proud and Productive Workplaces matter now In the 2011 HR Trends in B.C. Survey view has done some damage to the Report, BC HRMA’s Ian Cook high- relationships people have with work, lights that with the return to more noting that anywhere from 40-60 stable economic times, organiza- per cent of people are intending to tions are switching their focus from leave their current employer when tight management of performance it becomes possible. to a more engagement-focused ap- proach. With a return to more favourable financial conditions organizations He highlights that “costs have been are once again faced with retaining a key focus through the latest busi- people based on trust, rewards and ness phase and this tight financial engaging work. team?” “What do you want to be known animation on the topic, with close to six for?” “What are the behaviours that con- million views, is well worth checking out tribute to your success?” at (http://youtu.be/u6XAPnuFjJc) Every time, employees say, “Making a It is a vital conversation for every orga- difference.” “Mattering.” “Adding value.” nization to engage in, and one that is best “Serving a customer’s real need.” approached through the power of teams. In essence, having pride in yourself and what you contribute at work may just The Power of Teams be the ultimate team-building exercise The journey to create the new supply and productivity its natural reward. chain organization—aligning people, “Absolutely”, blogs Daniel Pink, author processes and accountabilities—is a major of A Whole New Mind and Drive: The Sur- undertaking, one that led Health Shared prising Truth about What Motivates Us. “The Services BC (HSSBC) to introduce Supply secret to high performance and satisfac- Chain best practices in the form of Cen- tion—at work, at school, and at home—is tres of Excellence. “Centres of Excellence the deeply human need to direct our own are there to ensure that we remain respon- lives, to learn and create new things, and sive to our Health Authority customers by to do better by ourselves and our world.” delivering the right product, at the right Pink’s Webby Award-nominated YouTube time to the right place in manner that is peopletalk | Fa ll 2 011 19
  3. 3. Myers-Briggs consistent and easy for them,” explains maintain consistency, and ultimately, Type Indicator ® Paul Brewer, provincial director, organiza- tion development for HSSBC. deliver on our mandate to enhance value to the health care system province-wide.” “Our Centres of Excellence are essen- Changing how strategic decisions are GET CERTIFIED. BE IN DEMAND. tially cross-functional teams that are made in real-time within a complex sup- empowered to develop end-to-end pro- ply chain environment comes with risks. cesses in the most efficient and cost- HSSBC addressed these up front through effective ways. We’ve brought together a change initiative led by a newly formed functional experts from all parts of our working group given the all-encompassing business, from warehousing and logis- task of creating the Centres of Excellence tics, to category management, branch best practice and tools for the organization. and accounts payable. Each individual The working group of 10 began meeting The secret to high performance and satisfaction—at work, learn to use the mbti® tool to: Improve Teams • Resolve Conflict • Coach Others at school, and at home—is the 2011 MBTI® STEP I™ & II™ CERTIFICATION deeply human need to direct Calgary Sep 19–22 our own lives, to learn and create new things, and to do better Vancouver Oct 24–27 $1995 + required books Toronto Nov 21–24 2011 MBTI® STEP II™ CERTIFICATION by ourselves and Calgary Vancouver Sep 22 Oct 27 $495 our world. + required books Toronto Nov 24 2011 MBTI® ADVANCED WORKSHOPS Applying Type with Managers and Leaders comes to the Centre of Excellence team in early 2011 with the goal of developing Calgary, Sep 23............... $425 + required books with their unique technical and func- easy to understand people processes, tools MBTI® Optimizing Team Performance Program tional knowledge to assess all aspects of an and templates that would make Centres of Calgary, Oct 24................ $595 [includes books] opportunity prior to implementation of a Excellence real and meaningful to the rest Organizational Application of Type project,” says Brewer. “Their role is to help of the organization once they were rolled Vancouver, Oct 28........... $425 + required books our organization to make better decisions, out. It was action learning at its best and a Visit www.psychometrics.com for information on our upcoming 2012 training dates and locations. Following a year of research and preparation, REGISTER TODAY: a new health shared services organization (SSO) was formally launched in Feb- www.psychometrics.com ruary 2009 with the full support of the Provincial Government and all six health authorities within British Columbia. Rather than establish duplicate infrastruc- TO LE ARN MORE: ture and systems when they already exist in the system, in March 2010, SSO 1.800.661.5158 X 227 training@psychometrics.com operations moved into the Provincial Health Services Authority under a new www.psychometrics.com division called Health Shared Services BC (HSSBC). HSSBC Supply Chain is now a major contributor to health authorities across the province ensuring they receive the highest quality and most value for every Myers-Briggs Type Indicator, MBTI, Step I and Step II are registered trademarks of the MBTI Trust, dollar spent. HSSBC Supply Chain is accomplishing this through the power of7 04 0 Inc., in the United States and other countries.The MBTI Certification Program is officially recognized by CPP as a qualifying program to administer and interpret the MBTI instrument. cross-functional teams called Centres of Excellence. 20 p e o p l e t a l k | Fa ll 2 011
  4. 4. strong endorsement of the working group Feedback on the initial HSSBC workshop echoes Brewer’sas a powerful team. assessment of what they achieved as a group… “At the very first working group meet-ing we talked about the needs of our cus- “Today was all about integration and creating common goals. It’s going totomers, the organization, team needs and improve my job satisfaction because I’ll feel like part of a team and part ofour own as individuals,” Brewer remem- something worthwhile.”bers. “Then we talked about what mattersmost to us, what we are proudest of and ”I have a huge sense of accomplishment. It’s been a long time that we’ve been try-what we want to be known for. That’s how ing to fix these things and today for the first time, we came together as a team.”we established the values that we believewill support the operation of a proud and “I’m proud of our accomplishment.”productive Centre of Excellence.” Being proud means you’re committedto the work, you’re self motivated and youbelieve in what you do. It’s like saying,‘I’m engaged, this is important my contri-bution matters and it’s making a tangibledifference.’ Those four values—respect, collabora-tion, being responsive and ethical—haveenergized and engaged the team, and nota meeting goes by without someone refer-encing them. “What, if any impact, did this opendiscussion about pride in the workplacehave on productivity at HSSBC?” Brewerbelieves it was crucial to the workinggroup’s success, especially in the earlystages when it wasn’t possible for mem-bers to anticipate all the benefits that thenew ‘super teams’ or Centres of Excellence Injury and illness keep employees from their work.would deliver to the organization, or totheir new roles. “The dialogue around Quick Access tothe table created meaning for everyone in Diagnostic Imagingthe room, and it was an important step inmoving forward,” said Brewer. “You know, could help yourwe each make too many assumptions employees get back toabout the best way of working together,your assumptions may be different than their best faster.mine. So, once we realized we all had acommon purpose to make the Centre ofExcellence team work, the group really Reduce Costs No waits. State-of-the-artformed well. I was proud when that hap-pened.” The Centre of Excellence toolkit has Improve Technology. Exceptional patientbecome a standard operating manualwithin the HSSBC Supply Chain to help Productivity care since 2000.each cross-functional team work as proudand productive self-directing units. Inaddition to project management tools,the toolkit includes a Team Charter, TeamBuilding, Conflict Resolution and Train-ing materials.The Role of Leaders - Living Your ValuesLeadership of others is truly about self-leadership. That being said, when itcomes to creating proud and productive peopletalk | S u m m e r 2 011 21 Canada Diagnostic.indd 1 1/21/11 3:23:17 PM
  5. 5. workplaces, what type of leadership does within the communities they serve across “I think it also speaks to the fact that Iit take to cultivate a culture that values British Columbia. Since inception, Minerva didn’t want to assume that people haveboth ‘what we do’ (the strategic, techni- has supported more than 3000 individuals the same values and interests and goalscal components) and ‘how we do it’ (the throughout the life cycle of their careers. that I have personally, and that is aboutpeople, values aspects)? acknowledging and respecting others and In Finding Our Way: Leadership for an Pride and Productivity in the their values.”Uncertain Time, author Margaret Wheat- Public Service Dr. Lemus explained that the experi-ley, suggests successful leaders believe Having made the transition from team ence allowed everybody to talk abouttheir role is to create relationships. “In member to team manager of a busy sci- what is important to them, and gave herorganizations, real power and energy is ence-based division of Health Canada, Dr. the opportunity to acknowledge andgenerated through relationships. The pat- Gladis Lemus arranged a full day for her understand what was important to themterns of relationships and the capacity to new team to discuss regular departmental as a team. “And then the next step as theirform them are more important than tasks, business along with some team building manager was to say, ‘I heard what is impor-functions, roles and positions.” activities, including a tour of the Rich- tant to you’ and to show my commitment This speaks to leaders who understand mond Olympic Oval and a two and a half to doing my best to support them. So atthat how we do things—together—is hour workshop titled, ‘Creating a Proud the end of the day, we set the context formore valuable than what we do individu- and Productive Workplace Together’. how we as a team work together.”ally. Foremost in building these relation- The workshop was designed to facili- In addition to clarifying their core val-ships is the leader’s credibility, which is ues, the team identified some behavioursalways measured by values such as integ- they feel are important in maintaining arity, trust, being passionate about a goal proud and productive workplace withinand ‘walking the talk’. People listen to the Environmental Health Program. Dur-leaders when they talk, and watch closely ing the workshop, team members reflectedto decide on a leader’s sincerity towards on a number of questions about the naturetheir commitments. Proud and productive “Envisioning the of their work, what they want to be knownenvironments flourish when these leader- for, and what they are proudest of. Theship values and behaviours are present. future is a process results of this dialogue are showing up in Passion fuels every proud and produc-tive workplace. It galvanizes the efforts of that begins with surprising and tangible ways. “Being a scientist, I tend to have hardeach individual who wants their futureto be a ‘better place’; and who believes passion, feeling, core measures and parameters when deter- mining results. However, I think the bestthey have something to contribute to itsarrival. concern, or an way to quantify a proud and productive workplace is when people look at you and In the non-profit sector, the MinervaFoundation for BC Women is a locally- inspiration that they smile; because they feel that they are in the right place,” said Dr. Lemus. “Theygrown example of an organization that something is feel that they are being treated fairly, andhas thrived through its ‘passion and that they are acknowledged and valued.purpose’. In keeping with a long line of worth doing.” From the hard core measures perspective,values-driven leaders, executive director, we all have goals and deliverables we canEleanor Guerrero-Campbell, understands - The Leadership Challenge measure; number of reports, etc., but forthat the alchemy of a proud and produc- me, more than that, it is acknowledg-tive organization must first be found in ing how individuals are being in theirthe leader. teams and what happens beyond what is “My advice about leadership is to be required.”self aware. Know yourself and what’s And that’s the part that we usuallyimportant to you, and then follow what’s tate an open dialogue on how team mem- don’t measure Dr. Lemus points out,important to you in your life. That’s what bers could make their best contributions “What is happening in my team rightwill create your passion, your vision, the to the team and the goals/objectives of now is that I have people that are nowinspiration and enthusiasm,” said Guer- the department. It was to be the first step talking to each other even though theyrero-Campbell. “And that’s what will toward exploring the values they believe are in different lines of work, saying, ‘Hey,make people follow you.” make a positive contribution to their can we work on a project together?’ This is For more than 10 years, the organiza- effectiveness as individuals and as a team, something completely new that’s neededtion has dedicated itself and its extensive and the strengths and skills they bring to for our team goals and overarching worknetwork of volunteers, mentors and spon- their roles. goals. It’s a different approach to things,sors to inspiring a movement around “It was fundamental. For me to under- and it’s completely on the side of theirvalues-based leadership for women of all stand what is it that drives them, and desk. We are truly breaking silos and Iages and backgrounds, who have a desire for me to support that and acknowledge credit my team for their efforts on this.”to stand for something of value as leaders and give whatever I can,” said Dr. Lemus. This is important now; because like the (continued on page 26)22 p e o p l e t a l k | Fa ll 2 011
  6. 6. Thank you for your support! BC Human Resources Management Association recognizes the following 2010/2011 Corporate Sponsors for their contribution to a grateful, thriving membership.For sponsorship inquiries, please contact Jacques LeBlanc today at 604.694.6935 or at jleblanc@bchrma.org.
  7. 7. PROGRAM HIGHLIGHTSCommunicating Change NEWThis practical, insightful webinar will utilize an integrated approach to leading change that hascommunication as one of the essential dimensions.Presenter: Chris Edelow, Founder & President, Sundance Consulting Inc. and Lost Creek Press Ltd.7th Annual Northern SymposiumThe 2011 Northern Symposium, Resourceful Resilience: People-Centered Solutions & Opportunities,was created in recognition that new realities mean something new for Human Resources leadership,whether it’s how to increase organizational flexibility, integrate social media, or foster inclusiveness in anincreasingly diverse workplace.This symposium will engage a range of topics and speakers, see the website for details.Preparing for Collective BargainingWhether you are new to bargaining or seasoned in labour relations, this highly interactive andinnovative session will give you the tools to put your best foot forward and the confidence tonegotiate the deal you need.Presenter: Jay Sharun, CHRP, Labour Relations Consultant, Western Industrial RelationsBusiness Analytics for HR: Making Sense of Your Numbers NEWThis workshop will show you how to analyze, interpret and present your HR data in a compellingand business-focused way.Presenter: Ian J. Cook, CHRP, Director of Research and Learning, BC HRMAStrategic Recruitment to 2020 NEWBC is facing a shortage of 61,500 workers. Will your organization get its share of human capitalto survive. . . and prosper? This workshop will bring out the best strategies to develop a predictablesupply of top talent.Presenters: Kael Campbell, President, Red Seal Recruiting Solutions; Ruth Eden, CHRP, General Manager, Red SealThe Fundamentals of Effective Workplace InvestigationsAttend this workshop to gain an understanding of the key steps you need to take, and practical tips foractivities such as collecting evidence, conducting interviews, and bringing the investigation to a close.Presenter: Taryn Mackie, Associate, Bull, Housser & TupperFor dates, times & locations visit www.bchrma.org/eventsFE AT U R E D WO R K S H O PProject Management for the Rest of UsTuesday, September 27, 2011 (Surrey) and Tuesday, November 15, 2011 (Victoria)This interactive 3-hour session explores the key elements of projectmanagement, all within anyone’s grasp. With these tools, we canlook at more of our work as projects and reap the benefits of thisdiscipline. Much of this session will be based on your experience,so be prepared for interesting and engaging discussion.Presenter: Jim Brosseau, Clarrus Consulting Group Inc.
  8. 8. FE AT U R E D PR E S E N T E R Diane A. Ross’, passion is to help others gain the confidence she has learned to succeed in challenging conversations and negotiations in all areas of life. Diane is a graduate of Business (Honours) and Law (UBC) with 14 years’ experience in litigation; she is a Certified Executive Coach (Royal Roads) and has trained at Harvard Law School’s Program of Instruction for Lawyers in Advanced Negotiations: Managing Difficult Conversations and Mediation. She is currently a professional speaker, writer and non-practicing lawyer with the Law Society of BC. Dealing With Difficult People — Thursday September 29, 2011 (Vancouver) Succeeding At Challenging Conversations — Thursday October 27, 2011 (Victoria)“I look forward to the courses rolled out by the Professional Development Department of BC HRMA as it gives us 97% practitioners an opportunity to receive of attendees to a BC HRMA workshop current, relevant information from agree/strongly agree experts in the various fields of HR.” that their expectations were met.— Farida, Vancouver, BC The BC HRMA calendar is updated with new and exciting PD events 99% r throughout the year. Check in regularly for events in your area. www.bchrma.org/events of attendees to a BC HRMA symposiums agree/strongly agree that their expectations Easy Sign-Up Online were met. » Sign up for Workshops bchrma.org/events » Submit your professional development idea to the Professional Development Suggestions Box: bchrma.org/professionaldevelopment 89% » Visit the BC HRMA Career Path Tool Group in our online of attendees to a community to explore career paths and identify your own BC HRMA webinar opportunities for development: community.bchrma.org agree/strongly agree Special member pricing and early bird discounts. that their expectations Register early to get the best rates. were met. Source: BC HRMA Professional Development Feedback Forms 2009/2010.
  9. 9. (continued from page 22)rest of Canada’s aging workforce, the fed- my heart. So I have to acknowledge that I and accommodating the human ‘felteral system is undergoing a massive shift have feelings and motivations and desires, needs’ within a workplace, has long beenin demographics as baby boomers retire, described by organizational and behav-and a new multi-generational cross-section ioural theorists, beginning with Chrisof junior and mid-career level profession- Argyris and Edgar Schein in the 1960s,als enter from academia, the private and In essence, as the “psychological contract” betweennot-for-profits sectors. This new, socially- employer and employee.sophisticated labour force believes that having pride The psychological contract, always justit’s not just about getting a paycheque; it’s beneath the surface of organizational cul-also about having a high level of satisfac- in yourself ture, reflects the deeply significant, chang-tion, a sense of purpose and importantly,work-life balance. and what you ing and dynamic nature of workplace relationships. If we are to lay the foun- For employers then, there is a need toprovide compelling reasons beyond the contribute at work dations for more proud and productive organizations and ‘humanize’ our workbasic ‘work for pay’ environment to attractand retain top talent. It’s not just achiev- may just be the environments, then we must recognize the unique contribution we each bringing the work and being paid, but ‘what are ultimate team- and welcome an open dialogue aboutyou going to give us?’ what it means to everyone at the table. Having made the transition herself building exercisefrom team member to team leader, Dr. Humanity at Work’s (humanityatwork.ca)Lemus believes what fuels her desire to and productivity Donna Howes, BBus, CEC, CHRP is a coachexperiment is connected to encourage-ment. “Encouragement is a very interest- its natural reward. and organization development consultant devoted to creating confident leaders, stronging word because it is related to the word teams and proud, productive workplaces. She‘heart’. As a scientist, I come with my full is a Certified Executive Coach and VP of thebrain, full of excellent ideas and tech- and that my team also has them.” BC Organization Development Network.niques for the job, and I also come with This last point, of acknowledging26 p e o p l e t a l k | Fa ll 2 011
  10. 10. 10 Ways to Create a Proud and Productive Workplace1. Conduct a strengths inventory alongside your train- 7. Take an appreciative inquiry approach: ing needs analysis. Be prepared to be surprised about • Pause, ask more, tell less and reflect on what’s what emerges. working2. Ask what people are proud of and what they want to • Look at your organizational messaging. How be known for. E.g. Start a meeting with each person are you telling your stories? (both internally and telling a story about what they are proud of. externally). I.e. “We made our numbers and3. Create an inventory of key leadership practices and achieved our targets AND that makes me feel how they align with your organizational, team and proud.” individual values. 8. Be open and be fearless in the sense of attempting4. Track employee engagement as well as productivity. something different. It may or may not work out; Give equal weight to both ‘what we do’ and ‘how we however, you need to try with an open mind. do it’. I.e. “Proud of what we do and how we do it.” 9. Look back at the path you took to reach your goals5. Encourage trust in leadership by having a dialogue and feel good about the way you achieved those before embarking on your next major change initia- goals. tive. Give everyone an opportunity to contribute. 10. Have passion and purpose in what you do; remember6. Identify ‘needs’ from four perspectives (self, team, leadership of others is truly about self-leadership and customer/client, organization) and link to values, believing that a proud and productive workplace is behaviours and competencies. possible. Inspiring Leaders Leading for Results Leading in the Middle Sept. 11-16 Sept. 25-30 deliver results for your organization Learn to influence others by improving your by turning your personal leadership communication, relationship building, and challenge into a powerful plan for management skills. this program is ideal change. this program will benefit for emerging and high-potential leaders you if you are an experienced mid- who manage key relationships within their to senior-, or executive-level leader organizations. deliver maximum results for expected to deliver results for your your organization by improving your overall organization. leadership performance. BanffLeadershipPrograms.com Register Today for These and Call Sarah at 1.800.590.9799 for a Other Upcoming Fall & Winter Free Program Consultation or to Leadership Programs Learn More About Customized Solutions for Your Organization Le A d e r Sh i P d e v e LOPMent At t h e B An F F C entre peopletalk | Fa ll 2 011 27

×