What Makes and SustainsHealthy Organizations Today?Deb Nystrom, REVELN ConsultingThe Michigan Labor-Management Association...
Sample Satisfaction News Company promotion policies & bonus plans >lowest on the satisfaction scale. Educational & job t...
Satisfaction News 40% of workers feel disconnected from theiremployers. Two out of every three workers do not identifywi...
Job Satisfaction in 20094
“I’m just so sick of hearing...”5
The Drama Triangle Victim Rescuer Persecutor6
William Bridges - Transitions7
 "All the art of living lies in a finemingling of letting go and holdingon."~ Havelock Ellis8
2013 Conversations Washington State Senior HR Labor RelationsManager California Change / CommunicationConsultant, Case S...
Loyalty "But when I talk to managers, they oftensuggest that there really isnt much differencebetween the contractors and...
Case Study #1:House Officers, MDs1,100-member union, medical residentstraining at the health systemRequest by Dept. Head &...
12
Orientation A Orientation B• Start at the top• Develop clear vision, plans andassignments• Move decisions to the appropria...
Case Study #2: SEIU Local 1021and its Two-Year Plan SEIU - Service Employees InternationalUnion) Fastest-growing union i...
 That would allow them to be inclusive, Be simple to execute and Give them a head start for preparing a planthat delega...
 Flipcharts with comments and sticky dotslined the walls of the ballroom where themain events took place. Each of four f...
 The SEIU Executive Board has arranged forfollow-up regional meetings. Members are actively participating, helpingdeterm...
 Drama Triangle vs. the Empowerment Dynamic TriangleKarpman & David Emerald18
Not so Great News According to a survey conducted for TheConference Board, "Less than one-third of allsupervisors and man...
A classic – Engagement20
 Large, Midwest, unionized Decide to adopt a team concept Within a 2 years of shifting to a team concept,absenteeism be...
 Research by Berk and Associates (2011) foundthat clear and open channels ofcommunication (regardless of the activity)wer...
 Volatile, Uncertain, Complex, andAmbiguous What works is to be very clear about whereyou’re going, but very flexible in...
Key paradox:“Our focus on removing orminimizing randomnesshas actually had theperverse effect ofincreasing fragility.”Adap...
 “Good goals that are specific andchallenging produce the greatest degree ofachievement.” - Locke, Edwin; Gary Latham (2...
 Deb Nystrom, REVELN Consulting www.REVELN.com DebNystrom@Reveln.comFor more info:26
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Wellness –A Healthy Engagement: Organizational and Personal Fitness

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V4: In a global, increasingly open, networked and social media savvy world, organizations are no longer the walled-gardens they once were. Learn what overt and subtle practices and signs differentiate the healthy, learning organizations and leader / team relationships from those that are struggling or declining.

Silence, apathy, and disengaged compliance, as well as subtle and overt workplace bullying and harassment, even when handled well, can mar an organization’s productivity for years.

Organizations like Glassdoor and others now publish employee nominated lists of pros and cons of great workplaces. It is also important to look beyond reported successes symptoms to find the deeper causes of what works and what doesn’t for leaders who want to fully use their staff talent to better handle complexity, including regulation, and to become more agile and “anti-fragile”, as well as innovative to not only survive, but thrive.

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  • The survey found a decline in job satisfaction across all income brackets in the previous nine years. 55% of workers earning more than $50,000 were satisfied with their jobs, but only 14% claimed they were very satisfied. At the other end of the pay scale (employees earning less than $15,000), about 45% of workers were satisfied with only 17% expressing a strong level of satisfaction.The survey also found that employees were least satisfied with their companies' bonus plans, promotion policies, health plans and pensions. The majority were most satisfied with their commutes to work and their relationships with colleagues.Shrugging off employee disengagement would be a disastrous, short- sighted view creating lasting global repercussions for American business."February 29 2008 - A survey by The Segal Company, a New York-based compensation, benefits and HR consultancy found that state and local public sector workers under age 40 focused more on career (job security, opportunities, training) than their older colleagues and were also more likely to actively look for work elsewhere. Elliot Susseles, senior vice president of the Segal Company, said:"The study found that the biggest driver of turnover for employees under 40 is dissatisfaction with career opportunities and job content. This suggests the importance of establishing and communicating career path opportunities, work development and interesting work assignments to successfully recruit and retain younger employees." Both age groups had similar concerns about pay and benefits but, as has been traditional for government employees, pay remains less important than benefits for all workers, regardless of age.
  • The survey found a decline in job satisfaction across all income brackets in the previous nine years. 55% of workers earning more than $50,000 were satisfied with their jobs, but only 14% claimed they were very satisfied. At the other end of the pay scale (employees earning less than $15,000), about 45% of workers were satisfied with only 17% expressing a strong level of satisfaction.The survey also found that employees were least satisfied with their companies' bonus plans, promotion policies, health plans and pensions. The majority were most satisfied with their commutes to work and their relationships with colleagues.Shrugging off employee disengagement would be a disastrous, short- sighted view creating lasting global repercussions for American business."February 29 2008 - A survey by The Segal Company, a New York-based compensation, benefits and HR consultancy found that state and local public sector workers under age 40 focused more on career (job security, opportunities, training) than their older colleagues and were also more likely to actively look for work elsewhere. Elliot Susseles, senior vice president of the Segal Company, said:"The study found that the biggest driver of turnover for employees under 40 is dissatisfaction with career opportunities and job content. This suggests the importance of establishing and communicating career path opportunities, work development and interesting work assignments to successfully recruit and retain younger employees." Both age groups had similar concerns about pay and benefits but, as has been traditional for government employees, pay remains less important than benefits for all workers, regardless of age.
  • emotional expensiveness
  • Want to be treated fairly, entitlement is gone, companies testing the waters with employee only benefits (no spouse, dependent coverage), no pension (staffer creates their own 401K)
  • Wharton management professor Matthew BidwellSome of Bidwell's research has focused on comparing independent contractors to full-time employees. One would typically expect these independent contractors to have an "arm's length, less-committed relationship" with company managers compared to the commitment level of full-time staff, he says.According to a survey conducted for The Conference Board, "Less than one-third of all supervisors and managers are perceived to be strong leaders." As a result, increasingly larger percentages of our workforce are disengaged. According to the survey:40% of workers feel disconnected from their employersTwo out of every three workers do not identify with or feel motivated to drive their employer's business goals and objectives25% of employees are just "showing up to collect a paycheck"by TNS, a leading market information company"Less than one-third of all supervisors and managers are perceived to be strong leaders," noted Shubhra Ramchandani, North American Stakeholder Management Practice Leader at TNS. "The Enron/Worldcom era of corporate scandals and the outsourcing of jobs have increased the level of employee discontent. Shrugging off employee disengagement would be a disastrous, short-sighted view creating lasting global repercussions for American business," added Ramchandani.Wharton management professor Matthew BidwellSome of Bidwell's research has focused on comparing independent contractors to full-time employees. One would typically expect these independent contractors to have an "arm's length, less-committed relationship" with company managers compared to the commitment level of full-time staff, he says. "But when I talk to managers, they often suggest that there really isn't much difference between the contractors and the company employees." Relationships with organizations are getting weaker, he notes, which is "why some people believe that company loyalty is dead."
  • All House Officers employed by the Regents of The University of Michigan possessing the equivalent of a minimum of an M.D., D.O., or D.D.S. degree, excluding pharmacy interns, dietetic interns, physical and occupational therapy trainees, nurse anesthetist trainees, chaplaincy interns, and all other employees.During a routine GME internal review in 2008, some consistently-themed negative feedback surfaced from both residents and faculty indicating a need for a more in-depth look to better understand the cause of the expressed concerns -- a fear of retaliation among both the faculty and residents. With residents, the concern includes career-building assignments and faculty references. Faculty mentioned a parallel retaliation concern tied to faculty evaluation.  The Dept. retained an organization development consultant from campus Human Resource Development to further clarify underlying concerns based upon interviews using a small and deemed sufficient selection of residents (2nd and 3rd year) and faculty. The expressed purpose of these interviews was to build and sustain positive working relationships to meet Dept.'s mission. Deemed as sufficient was as defined by the consultant based on repeating themes from those interviewed having a variety of perspectives on the department.
  • Others would stand and respond, “We the members and officers must hold each other accountable.” 
After each section’s discussion, the Local 1021 President and other members of the Executive Board responded to the delegates’ comments, especially about what the Executive Board suggested could be done immediately or looked into. 
After discussion on all four planks, delegates voted separately on each. All four sections passed by a vast majority. There were just a handful of abstentions and even fewer “no” votes. So by weighing in and contributing in advance, delegates bought in at the convention.
  • Wellness –A Healthy Engagement: Organizational and Personal Fitness

    1. 1. What Makes and SustainsHealthy Organizations Today?Deb Nystrom, REVELN ConsultingThe Michigan Labor-Management Association2013 Partners in Progress1
    2. 2. Sample Satisfaction News Company promotion policies & bonus plans >lowest on the satisfaction scale. Educational & job training programs => Only30% satisfied Wages => 33.5% of householders satisfied 55% of workers earning more than $50,000 weresatisfied with their jobs, but only 14% claimed they were very satisfied.Source: The Segal Company, a New York-based compensation,benefits and HR consultancy, 20082
    3. 3. Satisfaction News 40% of workers feel disconnected from theiremployers. Two out of every three workers do not identifywith or feel motivated to drive their employersbusiness goals and objectives. 25% of employees are just "showing up to collect apaycheck.”Source: Supplemental survey conducted by TNS in August 2004The Segal Company, a New York-based compensation,benefits and HR consultancy, 20083
    4. 4. Job Satisfaction in 20094
    5. 5. “I’m just so sick of hearing...”5
    6. 6. The Drama Triangle Victim Rescuer Persecutor6
    7. 7. William Bridges - Transitions7
    8. 8.  "All the art of living lies in a finemingling of letting go and holdingon."~ Havelock Ellis8
    9. 9. 2013 Conversations Washington State Senior HR Labor RelationsManager California Change / CommunicationConsultant, Case Study, Large Union Ann Arbor Sr. Labor Relations Director SE Michigan Energy Plant Manager Consultant to the Auto Industry and Professorof I/O Psychology, PhD Program students,Capella University9
    10. 10. Loyalty "But when I talk to managers, they oftensuggest that there really isnt much differencebetween the contractors and the companyemployees." ”...[it’s] why some people believe thatcompany loyalty is dead.”Dr. Matthew Bidwell,Wharton management professor10
    11. 11. Case Study #1:House Officers, MDs1,100-member union, medical residentstraining at the health systemRequest by Dept. Head & FacultyProcess: Voluntary Interviews Participation encouraged by lead houseofficer (elected by peers) Interviews with residents & key faculty,Interviews were voluntary, 2-3 months11
    12. 12. 12
    13. 13. Orientation A Orientation B• Start at the top• Develop clear vision, plans andassignments• Move decisions to the appropriatelevels• Provide necessary information andresources• Encourage process improvementEmpowerment is about:• Clarity, delegation, control, andaccountability• Start with the needs of the people• Surface the difficult issues• Model integrity through risk-taking• Build credibility through smallwins• Encourage initiative• Build teamworkEmpowerment is about:• Risk, growth, trust and teamworkTwo approaches13
    14. 14. Case Study #2: SEIU Local 1021and its Two-Year Plan SEIU - Service Employees InternationalUnion) Fastest-growing union in North America Diverse: Health care, property services andpublic services (Housekeepers, librarians,maintenance) Local 1021 in Northern California has morethan 54,000 members.14
    15. 15.  That would allow them to be inclusive, Be simple to execute and Give them a head start for preparing a planthat delegates could discuss and vote on at theconventionThe union devised a process ...15
    16. 16.  Flipcharts with comments and sticky dotslined the walls of the ballroom where themain events took place. Each of four final planks was opened fordiscussion. Delegates used microphones to make theirpoints within their allotted time. They voiced their specific concerns, complaintsand criticisms, as well as fears and anxieties. Others expressed their enthusiasm andexcitement.At the SEIU convention16
    17. 17.  The SEIU Executive Board has arranged forfollow-up regional meetings. Members are actively participating, helpingdetermine the concrete actions needed tomake the plan come to life. Conversation, collaboration andtransparency are becoming hallmarks ofhow everyone works together to support theTwo-Year Plan.Since the convention17
    18. 18.  Drama Triangle vs. the Empowerment Dynamic TriangleKarpman & David Emerald18
    19. 19. Not so Great News According to a survey conducted for TheConference Board, "Less than one-third of allsupervisors and managers are perceived tobe strong leaders." As a result, increasingly larger percentages of ourworkforce are disengaged.Source: TNS Survey, a leading market information company, conductedfor The Conference Board, 200519
    20. 20. A classic – Engagement20
    21. 21.  Large, Midwest, unionized Decide to adopt a team concept Within a 2 years of shifting to a team concept,absenteeism became so low, they stoppedmeasuring it as a monthly metric Presenteeism much improved Teams showed productivity improvement,quality, safety > all improvedCase Study #3: Manufacturing21
    22. 22.  Research by Berk and Associates (2011) foundthat clear and open channels ofcommunication (regardless of the activity)were a key ingredient in union andmanagement working together. In a dissertation study, it was found thattrust, open communication, and sharinginformation were keys in supporting aworking relationship (Lamagna, 2010).It’s the conversation22
    23. 23.  Volatile, Uncertain, Complex, andAmbiguous What works is to be very clear about whereyou’re going, but very flexible in how you getthere. - Bob Johansen Includes “Black Swan” events – Nassim Taleb “Large-scale unpredictable and irregularevents of massive consequence.”Adapt to a VUCA World23
    24. 24. Key paradox:“Our focus on removing orminimizing randomnesshas actually had theperverse effect ofincreasing fragility.”Adapt to a VUCA World24
    25. 25.  “Good goals that are specific andchallenging produce the greatest degree ofachievement.” - Locke, Edwin; Gary Latham (2006) DPPE: Data, Purpose, Plan, Evaluate Vision, Understanding, Clarity and Agility25
    26. 26.  Deb Nystrom, REVELN Consulting www.REVELN.com DebNystrom@Reveln.comFor more info:26

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