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DTG - Getting the Most From Your Employees
- 1. Getting the Most from your Employees ACCOUNTABILITY, EFFICIENCY & FEEDBACK
- 2. Getting the Most from your Employees Re-Thinking the Org Chart Applying ”team accountability” to employees Introducing the Four Corners Framework Breaking through “departmental thinking” Obtaining Relevant Employee Feedback Getting operational feedback that you can use OBJECTIVES OF THIS PRESENTATION
- 3. Getting Perspective THE ELEPHANT AND THE SIX BLIND MEN Perspective on your business depends a lot on where you are standing.
- 4. Standard Organization Chart Senior Managment VP Finance Tax Bookkeeping VP Operations Production Manager Facilities Engineer Janitor R&D Manager Lab Tech QC Analyst VP Human Resources Resource Officer Compliance Officer VP Business Development Sales Manager Sales Rep Sales Rep Branding Manager PR Rep Writer Marketing Manager Social Media Guru Print Designer VP Logistics Fulfillment Manager Warehouse Clerk Customer Support Phone Rep Phone Rep VP User Experience Care Specialist User Experience Strategist HIERARCHY WITHOUT CONTEXT A Standard Org Chart shows hierarchy but can’t show how departments work together outside of lateral management communication.
- 5. Employee’s Job Position RESPONSIBILITY WITHOUT CONNECTION Management enforces reporting relationships, but rarely communicate how employees may need to work together across departmental lines. ? Department 1 Department 2
- 6. Getting the Most from your Employees ALGORITHMIC TO HEURISTIC WORK ENVIRONMENTS In the last 30 years, the type of work we do has changed. Algorithmic Work Heuristic Work In the Industrial Age, most jobs were standardized and repetitive. In the Post-Industrial Age, most jobs have more varied tasks which require collaboration.
- 7. Organizing by Business Process THE FOUR CORNERS FRAMEWORK - INTRODUCTION Let’s take a step back and reconsider how a company is put together. Every company will have a central goal or vision of what it is trying to accomplish. We call this the Anchor.
- 8. Organizing by Business Process THE FOUR CORNERS FRAMEWORK - INTRODUCTION Now imagine a line that incorporates the various types of tasks that a company needs to accomplish to be successful. These tasks relate to how the company makes money (ie. production, sales, development). These tasks relate to how the company is formed and functions (ie. management, finance, customer service)
- 9. Organizing by Business Process THE FOUR CORNERS FRAMEWORK Now, a second communication line bisects the Anchor. It will be either internal to the company or external to the marketplace.
- 10. Organizing by Business Process THE FOUR CORNERS FRAMEWORK Internal + Culture = The Brain Trust This will be the Senior Management, Financial and Talent Development of the business.
- 11. Organizing by Business Process THE FOUR CORNERS FRAMEWORK Internal + Technical = The Anvil This will be the R&D, Production/ Manufacturing and Quality Control.
- 12. Organizing by Business Process THE FOUR CORNERS FRAMEWORK External + Technical = The Public Image This is branding, marketing, and sales of the business.
- 13. Organizing by Business Process THE FOUR CORNERS FRAMEWORK External + Culture = The Brain Trust This will be the business’ delivery of services and customer relationships.
- 14. Organizing by Business Process Senior Managment VP Finance Tax Bookkeeping VP Operations Production Manager Facilities Engineer Janitor R&D Manager Lab Tech QC Analyst VP Human Resources Resource Officer Compliance Officer VP Business Development Sales Manager Sales Rep Sales Rep Branding Manager PR Rep Writer Marketing Manager Social Media Guru Print Designer VP Logistics Fulfillment Manager Warehouse Clerk Customer Support Phone Rep Phone Rep VP User Experience Care Specialist User Experience Strategist So, we move from an Org Chart that looks like this…
- 15. Organizing by Business Process … to one that looks like this. Four Corners Framework - Level 2
- 16. Using the Four Corners Framework POTENTIAL USE • Relevant Operational Feedback
- 17. Using the Four Corners Framework GETTING RELEVANT EMPLOYEE FEEDBACK • Employees are often the experts on their work • Executives need relevant operational feedback Pros Cons • Meetings can easily devolve into gossip or “gripe” sessions • Feedback often too diffuse and broad to be useful
- 18. Using the Four Corners Framework Focus your meeting on 4 Questions With Employees GETTING RELEVANT EMPLOYEE FEEDBACK • Which business stage do you work? • Possible Improvements to activities entering your business stage • Possible Improvements to activities within your business stage • Possible Improvements to activities leaving your business stage Example – An employee in the Process stage
- 19. Using the Four Corners Framework OTHER POTENTIAL USES • Business Process Mapping • Performance Analysis • Strengths and Weaknesses • Lines of Authority • Identifying Cultural Issues
- 20. Three Requests Scott Moe Director of BizDev, DTG 213.949.7879 scott.moe@digitaltrainingla.com • Share with your Network • Suggest Companies to Profile • Suggest Speaking Events Interested in learning more?
Editor's Notes
- A number of months ago, I wrote an article for Training Industry Magazine.
- Okay, we don’t have a lot of time to discuss this today, so I’m going to concentrate on three major issues. The first is to re-think the standard organizational chart. Now, most of you are either independent practitioners or small companies, so not everything I will say will apply to your company, but it may have value related to your clients. The next is I’m going to do a quick introduction to the Four Corners framework The final takeaway is a suggestion on getting relevant employee feedback.
- Getting perspective on your business depends a lot on where you are standing. There is the famous Indian parable of the six blind men that come across an elephant. The first blind man feels the elephant’s tusk and says it is a plowshare. The second blind man feels the leg and says it is a pillar. The third blind man feels the ears and says it must be a large shade plant. The fourth feels his body and says it is a huge wall. The fifth feels the trunk and says it is a branch of a tree. The sixth blind man is feeling the tail when he steps in something. “Um, guys,” he says, “it’s an elephant.”
- So, let’s assume that this is a standard business organizational chart. This business is a manufacturing business, but the reality is that most businesses will have fairly similar structure. If we are looking at the chart and we don’t read any of the labels, how would we determine who is the boss? Who would be middle management? Who would be lower level managers? We put a lot of emphasis on an org chart. Why do you think? Stature. Hierarchy. Who is the boss? Who can fire whom? From this chart, do we really know how any of the people in the organization interact with each other? For a lot of business, we think: “this VP controls these group of people” “this VP controls that group of people”. “These people don’t interact since they report to separate people.”
- Let’s look at the common job description. Employee 1 has a job description which lists a series of responsibilities. Those responsibilities are nearly always of an individual nature. Most job descriptions will tell you a) who you report to and b) who reports to you. Now, let’s add in a second employee with their own job description. Will those to people work together? Perhaps they have the same manager? What do you think? (Pretty well, right) How likely do you think it would be if they reported to different managers? This is what I consider to the “departmental thinking”
- In the industrial age, we thought of workers as cogs in a giant machine. And there was a point to that because we were essentially were part of a “big machine”. But this model doesn’t help us very much anymore, because how we work is different. Daniel Pink’s book “Drive: The Suprising Truth about What Motivates Us” there is a discussion on the difference between 'algorithmic' and 'heuristic.’ Algorithmic work is repetitive, often boring. An algorithmic task is one in which you follow a set of established instructions down a single pathway to one conclusion. Any examples that people can think of? Also, algorithmic work is being swallowed by AI. Okay, but much modern work is “heuristic”, which is the opposite of algorithmic. When given a task, you have to experiment with possibilities and devise a novel solution. This also means that much of modern work is becoming increasingly collaborative. People from different parts of an organization have to solve problems together in ways you didn’t have to 50 years ago. Now, much of our work needs to focus on “team accountability”.
- So, now lets take a step back and think about how a businesses can be reimagined. First, consider that every business starts with a vision, an expectation, a question trying to be solved. We call it the Anchor. Now, we’re going to be build a 2x2 matric around it. This first line is the Authenticity Line (or we can call it the Business line). These are all the activities that happen in the company, ranging from the your specific “ Technical Know-How to your Culture. Next, we have the Communication line. One end is for Internal communication (inside the company), the opposite end is the external communication (how the company interacts with the marketplace). So, we have the elements of our matrix: Down here we have the elements of the Internal Culture – the Brain Trust Next we have the Internal Know-How – the Anvil Next we have the External Know-How – the Public Image Finally, we have the External Culture - Customer Experience This is the first level of the Four Corners Framework
- So, now lets take a step back and think about how a businesses can be reimagined. First, consider that every business starts with a vision, an expectation, a question trying to be solved. We call it the Anchor. Now, we’re going to be build a 2x2 matric around it. This first line is the Authenticity Line (or we can call it the Business line). These are all the activities that happen in the company, ranging from the your specific “ Technical Know-How to your Culture. Next, we have the Communication line. One end is for Internal communication (inside the company), the opposite end is the external communication (how the company interacts with the marketplace). So, we have the elements of our matrix: Down here we have the elements of the Internal Culture – the Brain Trust Next we have the Internal Know-How – the Anvil Next we have the External Know-How – the Public Image Finally, we have the External Culture - Customer Experience This is the first level of the Four Corners Framework
- So, now lets take a step back and think about how a businesses can be reimagined. First, consider that every business starts with a vision, an expectation, a question trying to be solved. We call it the Anchor. Now, we’re going to be build a 2x2 matric around it. This first line is the Authenticity Line (or we can call it the Business line). These are all the activities that happen in the company, ranging from the your specific “ Technical Know-How to your Culture. Next, we have the Communication line. One end is for Internal communication (inside the company), the opposite end is the external communication (how the company interacts with the marketplace). So, we have the elements of our matrix: Down here we have the elements of the Internal Culture – the Brain Trust Next we have the Internal Know-How – the Anvil Next we have the External Know-How – the Public Image Finally, we have the External Culture - Customer Experience This is the first level of the Four Corners Framework
- So, now lets take a step back and think about how a businesses can be reimagined. First, consider that every business starts with a vision, an expectation, a question trying to be solved. We call it the Anchor. Now, we’re going to be build a 2x2 matric around it. This first line is the Authenticity Line (or we can call it the Business line). These are all the activities that happen in the company, ranging from the your specific “ Technical Know-How to your Culture. Next, we have the Communication line. One end is for Internal communication (inside the company), the opposite end is the external communication (how the company interacts with the marketplace). So, we have the elements of our matrix: Down here we have the elements of the Internal Culture – the Brain Trust Next we have the Internal Know-How – the Anvil Next we have the External Know-How – the Public Image Finally, we have the External Culture - Customer Experience This is the first level of the Four Corners Framework
- So, now lets take a step back and think about how a businesses can be reimagined. First, consider that every business starts with a vision, an expectation, a question trying to be solved. We call it the Anchor. Now, we’re going to be build a 2x2 matric around it. This first line is the Authenticity Line (or we can call it the Business line). These are all the activities that happen in the company, ranging from the your specific “ Technical Know-How to your Culture. Next, we have the Communication line. One end is for Internal communication (inside the company), the opposite end is the external communication (how the company interacts with the marketplace). So, we have the elements of our matrix: Down here we have the elements of the Internal Culture – the Brain Trust Next we have the Internal Know-How – the Anvil Next we have the External Know-How – the Public Image Finally, we have the External Culture - Customer Experience This is the first level of the Four Corners Framework
- So, now lets take a step back and think about how a businesses can be reimagined. First, consider that every business starts with a vision, an expectation, a question trying to be solved. We call it the Anchor. Now, we’re going to be build a 2x2 matric around it. This first line is the Authenticity Line (or we can call it the Business line). These are all the activities that happen in the company, ranging from the your specific “ Technical Know-How to your Culture. Next, we have the Communication line. One end is for Internal communication (inside the company), the opposite end is the external communication (how the company interacts with the marketplace). So, we have the elements of our matrix: Down here we have the elements of the Internal Culture – the Brain Trust Next we have the Internal Know-How – the Anvil Next we have the External Know-How – the Public Image Finally, we have the External Culture - Customer Experience This is the first level of the Four Corners Framework
- So, now lets take a step back and think about how a businesses can be reimagined. First, consider that every business starts with a vision, an expectation, a question trying to be solved. We call it the Anchor. Now, we’re going to be build a 2x2 matric around it. This first line is the Authenticity Line (or we can call it the Business line). These are all the activities that happen in the company, ranging from the your specific “ Technical Know-How to your Culture. Next, we have the Communication line. One end is for Internal communication (inside the company), the opposite end is the external communication (how the company interacts with the marketplace). So, we have the elements of our matrix: Down here we have the elements of the Internal Culture – the Brain Trust Next we have the Internal Know-How – the Anvil Next we have the External Know-How – the Public Image Finally, we have the External Culture - Customer Experience This is the first level of the Four Corners Framework
- So, what we’re able to do is move an org chart like this, which looks like this, to business process model that looks like this. We can now divide the various roles of a company into a functional framework which shows you how they interrelate to each other
- So, what we’re able to do is move an org chart like this, which looks like this, to business process model that looks like this. We can now divide the various roles of a company into a functional framework which shows you how they interrelate to each other
- Now that we have the Four Corners framework, we can start using it in various ways. Performance Analysis Business Process Mapping – Mapping specific activities through the Four Corners Model which shows the connected nature of integral tasks within the organization Strengths and Weakness – Using the Four Corners model, we can Organizational Lines of Authority
- Need to tie this in better
- This goes back to our discussion earlier about perspective. Executives need to be keeping a global view of their business. Employees often have lots of ideas and are the expert in their area of responsibility. . Why don’t execs like to get employee feedback? Now the following is good at getting operational feedback. If you want feedback on the company’s 401K plan, you’re on your own.
- Now that we have the Four Corners framework, we can start using it in various ways. Performance Analysis Business Process Mapping – Mapping specific activities through the Four Corners Model which shows the connected nature of integral tasks within the organization Strengths and Weakness – Using the Four Corners model, we can Organizational Lines of Authority