Transcript Manager Training Task Force Meeting

Introduction to
Effective
People Management
2008
Purpose & Objectives
• Purpose:
– Clarify performance expectations of an Enodis manager and
provide an overview of skills necessary to be effective
• Objectives
– Describe the impact you as a manager have on the employees
performance.
– List the top drivers for employees and how a manager directly affects
those drivers
– Describe the role of an effective manager within the organization
– Effectively use communication skills when interacting with other
employees of Enodis
– Understand the tools and methods used within Performance
Management
– Describe the role you have as a manager in effecting change
– Identify areas of opportunity based on your management style
Agenda
• Business Impacts of Management
• Top Drivers for Employees
• Roles of a Manager
• Skills Needed to be a Better Manager
– Communication
– Performance Management
– Change Management
• Assessment and Action Plan
Message from a Senior Leader
Hello,
Welcome to the KPS Leadership Training program. This session will provide
you with insight and clarification of the key competencies and characteristics
necessary to be an effective leader at KPS.
As a growing organization, it is essential our leaders have the understanding
and capacity to drive and support that growth through a wide variety of welldeveloped leadership abilities.
We at KPS believe in and are committed to valuing learning in our culture. Our
success is a direct result of associate development in which an environment of
workplace learning and continuous improvement initiatives are key.
We look forward to your participation in this and future learning opportunities
presented to you over the next couple of months. It is our intent to continue to
provide opportunities for growth as we partner to provide world class solutions
to our customers.
Thank you.
David Frase
President
Effective Management
• What does it mean to be an effective manager
within KPS?
Good and Bad Managers
• What makes a good or bad manager?
Manager Expectations
• What do you expect from your manager?
• What do your employees expect of you?
• What does your manager/company expect of you?
Top Drivers of Attraction & Commitment
Compensation
Organization Stability
Location
Work Life Balance
Top Drivers: Attraction
Developmental Opportunities
Future Career Opportunities
Respect
Meritocracy
Ethics
Manager Quality
Collegial Work Environment
People Management
Top Drivers: Commitment
Line Managers Directly Control Factors Contributing
To Employee Commitment, which Leads to Retention
Corporate Leadership Council 2006 Study on Employment Value Proposition
Manager Impacts Performance & Retention
Line Managers Directly Control a Majority of the
Most Effective Drivers of Employee Performance and Retention
Corporate Leadership Council 2005 Study on Performance and Retention
Employee Performance
Results from numerous studies have determined that a manager's
actions (or inactions) can influence individual performance
from as high as 39% to as low as -28%!
Fair and
Accurate
Informal
Feedback
Emphasis on
Performance
Strengths
Clarifying
Performance
Expectations
Leverage
"Employee Fit"
for a Job
Provide
Solutions to
Day-to-Day
Challenges
Emphasis on
Performance
Weakness
Make frequent
changes to
Projects
39.1%
36.4%
36.1%
28.8%
19.0%
-26.8%
-27.8%
Cost of Retention/Turnover
• Cost of Turnover = up to 150%* of annual salary
* Cascio, Costing Human Resources; Saratoga Institute & Hewitt & Assoc., www..taleo.com/research
– separation cost + replacement cost + training cost + lost productivity
• 3 year annual average at one OC:
+
+
+
+
1 Executive at
6 Exempt Positions at
6 Non-Exempt Positions at
19 Regular Hourly Positions at
150% of Salary
100% of Salary
75% of Salary
50% Annualized Wages
$966,358/ year or $2,902/ee
• Enodis Cost of Turnover would be
• $2,902 X 6,000 = $17,412,000
• Reducing turnover by just 10% would deliver Enodis
$1,741,200 to the bottom line
Kysor Panel Cost of Turnover
• 3 year annual average at Kysor Panel:
+
+
+
+
+
0 Executive at
3 Exempt Positions at
19 Non-Exempt Positions at
79 Regular Hourly Positions at
93 Temporary Hourly Positions at
150% of Salary
100% of Salary
75% of Salary
50% Annualized Wages
25% of Annualized Wages
$2,140,833/ year or $5,352/ee
• Reducing turnover by just 10% would deliver
$214,083 to your bottom line
Two Roles of a Manager
Manage Employee
Work and Performance
Manage the Employee’s
Relationship with the Organization
• Assign Projects/Tasks to
Leverage Employee Fit
• Amplify the Good – Filter the Bad
• Clarify Performance
Expectations
• Provide Solutions to
Day-to-Day Challenges
• Provide Regular, Fair and
Accurate Informal Feedback
• Execute Formal Performance
Management Process
• Connect Employees with the
Organization and it’s Success
• Instill a Performance Culture
• Connect Employees with
Talented Co-Workers
• Demonstrate “Credible
Commitment” to Employee
Development
Fulfill the Employee Bill of Rights
Corporate Leadership Council 2005 Study on High Performance and Retention
Employee Bill of Rights
Every employee of this company,
has the right to KNOW…
WHAT their job is
WHY their job is important
HOW to do their job incredibly well
Employee Bill of Rights (con’t)
• WHAT their job is
– Give clear understanding of performance expectations
– State desired results and how they’re measured
– Know what good and bad performance looks like
• WHY their job is important
– Where I fit in the grand scheme of the organization
– How do I contribute
• HOW to do their job incredibly well
–
–
–
–
Produced results
Through development of knowledge, skills and abilities
By levering resources and our business environment
Through motivation
Skills Needed to
Do Your Job
Incredibly Well
Skills Needed to be a Great Manager
• Skills included in this program:
– Communication
– Performance Management
– Change Management
• Other skills not covered in this program
which will help you
“Get Work Done With
and Through Others”
–
–
–
–
–
Team Effectiveness
Delegation
Training Others
Managing Conflict
Influence and Negotiation
Effective
Communication
Communication Definitions
• Communication
– The exchange of thoughts, messages, or information, as by
speech, signals, writing, or behavior.
• Effective Communication
– When all parties involved in the process have a common
understanding of those thoughts, messages or information.
• Effective Communicator
– A person who is able to
ensure that a message
is clearly communicated.
Barriers to Effective Communication
Barriers to Communication (con’t)
• Different status of the sender and the receiver
• Use of jargon
• Selective reporting
• Poor timing
• Conflict
• Ourselves
• Perception
• Message
• Environmental
• Smothering
• Stress
It’s usually not
the “what”
of the message…
it’s the “how”
of those involved.
A Communication Effectiveness Model
The five dimensions of social intelligence ("S.P.A.C.E.") include:
• Situational Awareness:
– The ability to read situations and to interpret
the behaviors of people in those situations.
• Presence:
– Often called "bearing," it's a whole range of
verbal and nonverbal behaviors that define
you in the minds of others.
• Authenticity:
– The behaviors that cause others to judge you
as honest, open, and "real."
• Clarity:
– The ability to explain your ideas and
articulate your views.
• Empathy:
– The ability to "connect" with others.
S
P
A
C
E
*Excerpt from Social Intelligence written by Karl Albrecht
Effective Communication
• Identifying who needs what information and communicating
that information in a specific and timely fashion
• Using the most effective communication vehicle to distribute
the information
• Listening effectively
• Assisting others in communicating effectively
Listening Skills
• What is the difference
between Listening and
Hearing?
Non-Verbal Communication
UCLA Study
• 93% of communication is
expressed non-verbally
Other Studies
• 55 % by the nonverbal
communication
• 38 % by voice quality
•
7 % by the words used
Tips to Non-Verbal Communication
•
Watch facial expressions, eye contact, posture,
hand and feet movements, body movement and
placement, and appearance and passage as they
walk toward you.
•
If a person’s words say one thing and their
nonverbal communication says another, you
want to listen to the nonverbal communication
•
Probe nonverbal communication during a
situation in which you need facts and believable
statements.
•
When leading a meeting or speaking to a group,
recognize that nonverbal cues can tell you:
– when you’ve talked long enough,
– when someone else wants to speak, and
– the mood of the crowd and their reaction to your
remarks.
Be aware of the messages you are
sending with your Non-Verbal signals
Being an Active Listener
• Probe
• Question
• Acknowledge
• Respond
Questioning
• Closed ended questions are typically looking for one word or
short answers.
– Provides the ability for closure to rambling participants and inclusion for
quiet participants.
• Open ended questions leave an opening for the speaker to
answer completely about the subject matter.
“Seek first to understand…
then to be understood.”
- Steven Covey Seven Habits of Highly Effective People
Acknowledge and Respond
• Paraphrasing
• Perception Checking
• Summarize
Action Items
• Limit your talking
• Ask questions/paraphrase
• Focus on the speaker
• Use positive body language
• Understand that perception is reality
Means of Communication
• Verbal (Interpersonal)
– One-on-One
– Small Group
– Large Group
• Written
– Memo
– Bulletin Board
– Newsletter
• Electronic
– E-mail
– Intranet/Internet
– Video
What are the benefits and
risks/problems with each?
Performance
Management
Performance Management
• Introduction into the tools and techniques that any
successful manager uses with their employees
• The tools and techniques that will not make you successful.
• How you employ them to develop employees into
consistently high performers will define your ability to be
viewed as a successful manager within the organization.
Two Roles of a Manager
Manage Employee
Work and Performance
Manage the Employee’s
Relationship with the Organization
• Assign Projects/Tasks –
“Leverage Employee Fit”
• Amplify the Good – Filter the Bad
• Clarify Performance
Expectations
• Provide Solutions to
Day-to-Day Challenges
• Provide Regular, Fair and
Accurate Informal Feedback
• Execute Formal Performance
Management Process
• Connect Employees with
Organization and it’s Success
• Instill a Performance Culture
• Connect Employees with
Talented Co-Workers
• Demonstrate “Credible
Commitment” to Employee
Development
Assign Projects/ Tasks to Leverage Employee Fit
• What does this mean to you?
Assign Projects/ Tasks to Leverage Employee Fit
• Managers should carefully match employee to jobs
within the organization.
–
–
–
–
Hiring
Work Assignments
Team Projects
Promotions
• Employees that understand and enjoy their work
significantly outperform those who do not.
• Give people work assignments where they can
succeed – “Set them up to succeed.”
Clarify Performance Expectations
• How do you as a manager “clarify performance
expectations”?
Clarify Performance Expectations (con’t)
• Job descriptions
• Performance objectives
• PMP forms
• Work Instructions
Do we do this well?
• Training
• Disciplinary Actions
• E-mail communications
• Daily/Weekly Meetings
• Performance Metrics
• Bulletin Boards/ “Birdhouses”
• Employee Recognition
Consistently?
If Not, Why Not?
Provide Solutions to Day to Day Challenges
• One of the most important day to day impacts a manager has on
performance is through helping employees find tangible,
immediate solutions to specific work challenges.
• How do you provide solutions to your employees day to day
challenges?
Provide Solutions to Day to Day Challenges
• How do you provide solutions to your employees day
to day challenges?
–
–
–
–
–
–
–
–
–
Answer their questions
Point them in the right direction
Provide training
Facilitate Problem Solving Meetings
Manage Conflict
Assign mentors, coaches or “buddies”
Ensure you use a structure approach in providing solutions
Have that person research the solution to problem
Have that person lead a problem solving team
Doing the work for them does not help them grow.
Provide Regular, Fair & Accurate Informal Feedback
Fair and accurate informal feedback from a knowledgeable source is
the most effective performance management strategy available to the
organization.
Fair and
Accurate
Informal
Feedback
Emphasis on
Performance
Strengths
Clarifying
Performance
Expectations
Leverage
"Employee Fit"
for a Job
Provide
Solutions to
Day-to-Day
Challenges
Emphasis on
Performance
Weakness
Make frequent
changes to
Projects
39.1%
36.4%
36.1%
28.8%
19.0%
-26.8%
-27.8%
Four Step Feedback Model
• Just the Facts
– Give a clear behavior description
• Your Reaction
– How does the behavior make you
feel as the manager?
• Impact
– What is the impact of the behavior
on the larger picture?
• Request
– What do you want to see happen?
Execute Formal Performance Mgmt Process
Enodis PMP is a Formal Process of
• Setting Expectations Clear, Measurable Objectives
– Organizational
– Personal
• Measuring Results
• Providing Formal Feedback
– Documenting Results
• Developing People
– Current Job
– Future Job
How Well Do You
Think You Do This?
Emphasis During Formal Review Meeting
Remember that during a formal review meeting
• emphasis on performance strengths can increase performance by 36%,
• emphasis on performance weakness can actually decrease performance by 27%!
Fair and
Accurate
Informal
Feedback
Emphasis on
Performance
Strengths
Clarifying
Performance
Expectations
Leverage
"Employee Fit"
for a Job
Provide
Solutions to Dayto-Day
Challenges
Emphasis on
Performance
Weakness
Make frequent
changes to
Projects
39.1%
36.4%
36.1%
28.8%
19.0%
-26.8%
-27.8%
Managing Change
Change Opportunity
• Think of a change as problem solving.
– Managing change is seen as a matter of moving from a problem
state to a solution state.
• The word problem carries with it connotations that
some people prefer to avoid.
• A problem is nothing more than a situation requiring
action but the required action is not known.
• The search for the solution is known as problem
solving.
Your job is to facilitate the problem solving
and guide people through the change.
The 10 Principles of Change Management
1. Address the “human side” systematically
2. Start at the top
3. Involve every layer
4. Make the formal case
5. Create ownership
6. Communicate the message
7. Assess the cultural landscape
8. Address culture explicitly
9. Prepare for the unexpected
10. Speak to the individual
Source: strategy + business, Summer 2004
How Employees Experience Change
1. Shock and Denial
2. Resistance
3. Explore
4. Acceptance
Why Employees Resist Change
• Why do you think employees resist change
Why Employees Resist Change (con’t)
• They don’t see the need to change
• They are threatened by the prospect of change
• They feel that the changes are being imposed upon
them and they are not involved in the change
process
• The don’t share the goals of the organization
• Risks to job, status, income, esteem, respect
The #1 Reason for Resistance to Change
is the Fear of Losing Something
Probability of Change Acceptance
• Need to create a “burning platform” – sense of urgency
• Need to focus on critical mass
– Who’s walking forward and who’s standing still?
– Figure out how many people fall into each category
• Give Feedback
– Approach issues from different perspectives
– To convince people, you must come at them from their perspective
High
Acceptance
of Change
Change
Unnecessary
(Inertia)
Change
Acceptance
Zone
Change
Unattainable
(Stress)
Low
Narrow
Size of Identify Gap
Wide
Change Gap
• For employees to cross the change gap you need to:
– Understand current state of the organization and associated issues
with making the changes
– Paint future state for your employees so people know what they are
changing “to”, not just where they are changing “from”
– Put in place activities, systems, interventions and rewards for Change
to occur
Future State
Current State
Acknowledge
Awareness of Issues /
Reason to Change
Acknowledgement/
Ownership of Need
Willingness to Change /
Buy-In
Celebrate Success
Fear
Discomfort
Sense of Loss
Sadness/Grief
Longing for
the Past
Communicate Progress
Replace Old Habits
With New Habits
New Measurements
Refocus on
Mission & Objectives
Process Improvement/Problem Solving
Communicate, Educate & Train
Conclusion
Self-Assessment
Action Planning
Self Assessment
• Rate your self On a Scale of 1 to 5
– 1 being a development need
– 5 being a strength
• Connect the dots
– The area on the left is
who you are
– The area on the right is
who you can be!
What Are You Going to Do Differently?
•
•
•
•
•
Manage Employee
Work and Performance
Assign Projects/Tasks –
“Leverage Employee Fit”
Clarify Performance
Expectations
Provide Solutions to
Day-to-Day Challenges
Provide Regular, Fair and
Accurate Informal Feedback
Execute Formal PMP
Communication
Ask Questions
Listen
Be Aware of Non-Verbal Cues
Paraphrase to Confirm Understanding
Means of Communicating
Situational Awareness
Presence
Authenticity
Clarity
Empathy`
Fulfill Employee
Bill of Rights
What their job is
Why their job is important
How to do it incredibly well
Manage the Employee’s
Relationship with the Organization
•
Amplify the Good –
Filter the Bad
•
Connect Employees with
Organization and it’s Success
•
Instill a Performance Culture
•
Connect Employees with
Talented Co-Workers
•
Demonstrate “Credible
Commitment” to Employee
Development`
Managing Change
Communicate Vision
Develop Action Plans
Respect and Address Resistance
Ensure People Have Required Info
Give Feedback
Reinforcing Change
Celebrate Success
Upcoming Training?
• Communication Skills
• Performance Management
• Change Management
• Getting Work Done With and Through Others
–
–
–
–
–
Team Effectiveness
Influencing Others/Negotiation
Delegation
Conflict Resolution
Training Others
Introduction to
Effective
People Management
2008