Transcript people
High Performance Work Place
Early History
Changing Times
Today
Core Values
Integrity & Honesty
Truth
Stewardship &
Initiative
Whole Person
Servant Leadership
Change
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Successful organizations that want to
move to the “next step” are
changing their approach toward
people.
WHY?
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Profits vs. People
“80% of what any
organization does can
be done equally well by
any other organization;
competitive success
depends entirely upon
the other 20%---which
is people.”
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Why are Organizations Changing…
People are the Key Asset
The Workforce is Changing
Traditional Methods are Less Effective
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Traditional Assumptions
People by Nature…
Lack integrity
Are fundamentally lazy and
desire to work as little as
possible
Avoid responsibility
Are not interested in
achievement
Are incapable of directing
their own behavior
Are indifferent to
organization needs
Prefer to be directed by
others
Avoid making decisions
whenever possible
Are not very bright
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Adversarial Relationships
Us vs. Them
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Symptoms of Disharmony
Absenteeism
Tardiness
Turnover
Low Productivity
Frequent Accidents
Discrimination Charges
Low Morale
Theft Vandalism
Spoilage/Damage
Low Quality
Unionization
Symptoms of Harmony
Workers’ Comp MOD
2008
1.85
2012
.98
Turnover
Productivity
Receiving
Shipping
Inventory Control Losses
45% Decrease
66% Decrease
103% Increase
30% Increase
94% Decrease
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A Different Approach
Contrast This…
With What it Could Be
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A Different Approach
A Philosophy based in the belief that…
Approximately 95% of All Employees at All Levels are Responsible
Workers and Good People
Most of our Management Policies and Practices were Focused on
Protecting PDC from the 5% Marginal Employee Group
When these Policies and Practices were Applied and Enforced
Equally to All, They had a Negative Impact on the 95%.
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Let’s define the 5%er—
Someone whose motives are not good
Their goal is to work as little as possible and to get away with
as much as possible
They are not a team player and are not trustworthy
How many 5%ers work for you?
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High Performance Work Place
It’s a Work Place that fosters maximum performance and is supported
by the following 8 key elements:
1.
2.
3.
4.
5.
6.
7.
8.
Positive Assumptions about People
Identification & Elimination of Negatives
Mutual Trust & Respect
Open, Two-Way, Adult-to-Adult Communication
Training and Development
Employee Involvement & Empowerment
Competitive Wages and Benefits
High Expectations
Positive Assumptions About People
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People by Nature…
Have Integrity
Want the Organization to Succeed
Work Hard toward Objectives to
Are Not Passive or Submissive
which they are Committed
Will Make DecisionsWithin their
Assume Responsibility with those
Commitments
Commitments
Are Bright
Desire to Achieve
Are Capable of Directing their
own behavior
Positive Assumptions About People
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One Standard of Conduct
“Every associate is expected to act
in the best interest of Pate Dawson Company
and his/her fellow associates.”
Identification & Elimination of Negatives
A “Negative” is defined as:
Anything that
minimizes vs. maximizes
a person’s feeling of VALUE
to the organization.
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Identification & Elimination of Negatives HPWP
Negatives take Four Forms:
Management Behavior based on Negative Assumptions
Policies/Practices created for the 5%ers
Creation of a Two-Class Citizenship Culture
Disproportionate attention to equipment and
facilities vs. PEOPLE
Mutual Trust & Respect
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APPLICATIONS
Elimination of Traditional Management Practices
Probationary Period
Behavior-based work policies and rules
Security checks on all bags in/out
Locked cabinets, doors and segregated building access
Progressive Discipline
Designated number of annual sick leave/days
Etc.
Open, Two-Way, Adult-to-Adult Communication
“The way you talk to a neighbor you like”
Open:
We are not trying to hide anything – No Secrets
Adult-to-Adult:
We are all adults
Two-way:
You get better understanding, more involvement, and a better
outcome
Training
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“The time and dollars invested
in personal and professional
development reflects an organization’s
VALUE for its people”
Employee Involvement & Empowerment
“People should be involved in every
decision that affects them”
Employee Involvement & Empowerment
Opportunities for Employee Involvement
Setting Performance Goals and Objectives
Productivity, Quality, Safety, Scheduling Problems and
Solutions
Development of Team Work Policies, Practices & Standards
New Team Member Selection/Hiring Teams
Termination of 5%ers
Competitive Wages & Benefits
Objective is to make it a “non-issue”
Surveys conducted/researched annually
All market data and range data open to all employees
High Expectations
The first 7 elements guarantee:
Employee loyalty and retention
Excellent community reputation
Ability to attract the best people
High Expectations guarantees:
High Performance
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Bottom Line Philosophy
Building
PROFITS with
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We Couldn’t Change Our People
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We DID Change
The Environment
in which Our
People Function
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Then Helped Them
Change Themselves