Grodno_Strategic Employee Selection, Employee Motivation, and Productive Work Environments by Jonathan Westover
Strategic Human Capital LeadershipStrategic Employee Selection, Employee Motivation, and Productive Work Environments
IntroductionJonathan H. Westover, Ph.D. Visiting Fulbright Scholar Belarusian State UniversitySchool of Business and Management of Technology MBA ProgramAssistant Professor of Management, Woodbury School of Business Email: email@example.com; firstname.lastname@example.org About Me: about.me/jonathan.h.westover
What we will CoverThis session will address the following 3 topics:• Proven best practices and principles of effective employee selection with a focus on effective interviewing and an application of the “Moneyball” approach to strategically meeting your organization’s staffing needs.• Proven best practices and principles of employee motivation with a focus on how to leverage employee capacity to optimize workplace potential and overall firm success.• Proven best practices and principles of productive work environments with a focus on creating a high performance work culture.
What we will Cover—Cont.We will:1. Identify the elements of the selection process and define ways to measure the success of the selection method.2. Describe the "Moneyball" Strategy for HR and Hiring Managers3. Discuss how to conduct effective interviews.4. Explain the importance of human capital maximization.5. Identify approaches to designing a job to make it more motivating.6. Explain how dissatisfaction affects employee behavior and firm performance.7. Describe how organizations contribute to employees’ job satisfaction and retaining key employees.8. Define high-performance work systems, conditions to create such a system, and summarize the outcomes of a high-performance work system.9. Explain how human resource management can contribute to high performance and the purposes of performance management systems.10. Explain how to provide performance feedback effectively and summarize ways to produce improvement in unsatisfactory performance.
Self-Assessment: How Are We Doing? –We are confident that:1. We consistently attract the best available talent to fill our human capital needs.2. We know who our most talented performers are and that we hire “like talent.”3. We have a handle on future needs for leadership and an outstanding strategy for filling these needs.4. All of our employee’s job assignments “fit” their unique talents and skill sets.5. Employee turn-over is low, particularly with our best people.6. Morale is high and that our people are happy in their jobs.
Self-Assessment: How Are We Doing? –We are confident that:7. We know the dreams and aspirations of our people and have developed career planning tools to match these desires with opportunities for development.8. We have put in place strategies whereby we will lose fewer of our talented people this year than we did last year.9. We know where strategic improvements are needed and we ARE making them.10.We have a performance appraisal system that is both accurate and fair.11.When our best employees choose to leave, our exit evaluation process identifies with great clarity why we suffered this loss.12.Our middle management supervisors possess the skills required to develop the people entrusted to them and have earned the trust of those they serve.
The Challenge of Utilizing Human Capital• How can I get the right people into the right job?• How can I reduce employee turnover?• How can I improve my performance management process?• How can I create a high- engagement work culture?• How can I best tap the full potential of my employees?
Personnel Selection• Personnel Selection: the process through which organizations make decisions about who will or will not be allowed to join the organization.• Selection begins with the candidates identified through recruitment.• It attempts to reduce their number to the individuals best qualified to perform available jobs.• It ends with the selected individuals placed in jobs with the organization.
Criteria for Measuring the Effectiveness of Selection Tools and Methods
"Moneyball" Implications for ManagersWhat they did:• Billy Beane also used statistics to identify the talents that really made the difference in winning.• He selected players based on hidden talents and their talent "fit" within the ballplayers roster.
"Moneyball" Implications for ManagersWhat you need to do:• Managers who seek to fill their bench with talent need to first understand the talents of their current staff.• Next, they need to evaluate what talent they need to do the job and accomplish the goals.• Then, they should look at the difference between the talent and skills they have and the talent they need.• They can also assess what talents, skills, and other characteristics helped employees work effectively in the roles in the past. Then, they need to find the players who fill their gaps.• This is the secret to hiring a superior workforce. It is not always the individual player who must shine on your staff. The individual player must bring your organization the skills and characteristics that are keeping you from hitting your home run.• What is your key element that your not looking at that could predict a successful hire?
The Legacy of “Moneyball”• Global giants like IBM, Amazon and Google have already begun importing predictive performance analytics to manage their human capital portfolios.• Judgment and personal experience will matter less. Statistical context will matter more.• Smarter and savvier employers are going to look for ways to get more useful and useable value from the data their employees are generating anyway.• Harvard Business Review: “How Companies Will Googlefy Your Career”
"Moneyball" Implications for Managers—What will you do?• How does the “Moneyball” approach apply to your organization?• Which concepts do you think are most helpful and what are the first steps to implementing them?• What can you do immediately to start making a difference?
Interviewing Effectively1. Be prepared and take good notes2. Assign responsibilities Credentials3. Start with a warm-up phase; Put the Experience applicant at ease4. Ask about past behaviors (use probing Skills & Knowledge questions and behavioral questions Self Image appropriately)5. Be a good listener Traits6. Figure out what your employees Motives & Values do, and ask questions that look for similar behaviors7. At the end of the interview, make sure the candidate knows what to expect next
Competency Examples• Problem Solving: Defines Problems and causes; Applies Problem Solving Techniques• Tenacity: Ability to persevere over an extended period of time, overcoming significant obstacles to achieve an objective.• Interpersonal Sensitivity: Accurately interprets others feelings and attitudes; Effective listener• Efficiency Orientation: Concern for getting things done with a minimal use of time, money, and resources; Awareness of cost v. benefits, and able to find ways to do things more quickly and easily at a lower cost.• Analytical Thinking: Analytical Thinking; Ability to break down complex problems, identify causes and develop recommendations.• Strategic Thinking: Ability to analyze an organization’s strengths, weaknesses, and competitive position in the marketplace and to develop strategies based on a long term future perspective.• Flexibility: Adapts to situations or assignments; ability to alter plans• Influence: Ability to develop and use effective strategies to gain others’ support and commitment.• Customer Oriented: Takes the perspective of the customers in planning and decision making. Seeks the suggestions and feedback of customers; Anticipates and is assertively responsive to their needs.• Initiative/Results Orientation: Originates action; Finds ways to get things done.
Competency Examples• Self Control: Shows grace under pressure; the ability to keep ones emotions under control in difficult circumstances• Detail Orientation: The ability to keep track of significant amounts of information and logistics; Does the little things well; Does error-free work.• Judgment: Maturity in decision-making; a sense for the appropriate in work situations; professionalism• Self Confidence: Belief in one’s own ability to accomplish a task and select an effective approach to a task or problem; Willingness to trust one’s independent judgment.• Directing Others: Ability to use one’s position in an effective way to enforce rules, confront performance issues, set boundaries for behavior or tell others what they must do.• Calculated Risk Taking: Able to weigh the costs, possible benefits, and likelihood of success of a course of action and to commit oneself to that course of action.• Motivating Others: The ability to motivate people individually or in groups by actions such encouraging people, giving recognition, creating symbols of group identity and using group meetings to inspire and instill pride in the work unit.• Teamwork: Effective at Working in team situations.• Customer Responsiveness: Responds well to internal/external customer needs.• Global Thinking: Makes the effort to learn about and modifies behavior in other cultures; Is able to conduct business effectively in other cultures.
Competency Questions1. Tell me about a time in your work when you needed to show leadership (initiative, strategicthinking, influence skills etc...)2. Tell me about a time when you were asked questions to which you did not have answers.3. Has there ever been a time when you challenged a policy or procedure?4. Tell me about a time when you had difficulty with a team member. Why do you think thatwas?5. Give me a specific example of a time when an employee objected to an assignment youasked her to do. How did you handle the situation?6. Describe your responsibilities when it comes to…7. Describe the most challenging aspects of your responsibilities in …8. Tell me some things you did to…9. Tell me about your role in implementing…10. Describe how you …11. You said ‘we.’ What did you do specifically?
Effective Interviewing —What will you do?• How do these principles of effective interviewing apply to your organization?• Which concepts do you think are most helpful and what are the first steps to implementing them?• What can you do immediately to start making a difference?
Designing Jobs That Motivate: The Job Characteristics Model1. Skill variety – the extent to which a job requires a variety of skills to carry out the tasks involved.2. Task identity – the degree to which a job requires completing a “whole” piece of work from beginning to end.3. Task significance – the extent to which the job has an important impact on the lives of other people.4. Autonomy – the degree to which the job allows an individual to make decisions about the way work will be carried out.5. Feedback - the extent to which a person receives clear information about performance effectiveness from the work itself.
Job Withdrawal and DissatisfactionJob withdrawal – a set of behaviors with which employees try toavoid the work situation physically, mentally, or emotionally.
Job SatisfactionJob satisfaction – a pleasant feeling resulting from the perception that one’s jobfulfills or allows for the fulfillment of one’s important job values. The threeimportant components are: (1) Values, (2) Perceptions, and (3) Ideas of what isimportant
Employee Empowerment• Employee Empowerment – Giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.• Employee Engagement – Full involvement in one’s work and commitment to one’s job and company. This is associated with higher productivity, better customer service, lower employee turnover
Pike’s Place Fish Market1. Play2. Make Their Day3. Be There4. Choose Your Attitude
Designing Motivating andEmpowering Jobs—What will you do?• How do these principles of designing jobs that are both motivating and empowering apply to your organization?• Which concepts do you think are most helpful and what are the first steps to implementing them?• What can you do immediately to start making a difference?
The Importance of EffectivePerformance Management
Performance Management• Performance management: Stages of the Performance the process through which Management Process managers ensure that employees’ activities and outputs contribute to the organization’s goals.• This process requires: – Knowing what activities and outputs are desired – Observing whether they occur – Providing feedback to help employees meet expectations
Types of Performance Measurement Rating Errors• Contrast errors: the rater compares an individual, not against an objective standard, but against other employees.• Distributional errors: the rater tends to use only one part of a rating scale. – Leniency: the reviewer rates everyone near the top – Strictness: the rater favors lower rankings – Central tendency: the rater puts everyone near the middle of the scale• Rater bias: raters often let their opinion of one quality color their opinion of others. – Halo error: when the bias is in a favorable direction. This can mistakenly tell employees they don’t need to improve in any area. – Horns error: when the bias involves negative ratings. This can cause employees to feel frustrated and defensive.
Progressive Discipline Hot-Stove Rule Progressive DisciplinePrinciple of discipline that says A formal discipline process indiscipline should be like a hot which the consequences becomestove, giving clear warning and more serious if the employeefollowing up with repeats the offense.consistent, objective, andimmediate consequences.
Key Features of Learning Organizations1. Continuous learning – each employee’s and each group’s ongoing efforts to gather information and apply the information to their decisions.2. Knowledge is shared – one challenge is to shift the focus of training away from teaching skills and toward a broader focus on generating and sharing knowledge.3. Critical, systemic thinking – is widespread and occurs when employees are encouraged to see relationships among ideas and think in new ways.4. Learning culture – a culture in which learning is rewarded, promoted, and supported by managers and organizational objectives.5. Employees are valued – the organization recognizes that employees are the source of its knowledge. It therefore focuses on ensuring the development and well-being of each employee.
High Performance Work Culture —What will you do?• How do these principles of performance management and creating a high performance work culture apply to your organization?• Which concepts do you think are most helpful and what are the first steps to implementing them?• What can you do immediately to start making a difference?
QUESTIONS?Jonathan H. Westover, Ph.D. Visiting Fulbright Scholar Belarusian State UniversitySchool of Business and Management of Technology MBA ProgramAssistant Professor of Management, Woodbury School of Business Email: email@example.com; firstname.lastname@example.org About Me: about.me/jonathan.h.westover