asq pikes peak section 11 february 2009 1 best practices in employee engagement: a closer look at...

ASQ Pikes Peak Section11 February 2009

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Best Practices in Employee Engagement:

A Closer Look at Baldrige Category 5-Workforce FocusTom Huberty, CQM/OE

Senior Quality Engineer


Are your employees ready for peak performance?

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Pikes Peak, Colorado

ASQ Pikes Peak Section11 February 2009 3

• What else can I do? • What is the best method to effectively engage employees in the task at hand? • What is the best way to increase discretionary effort?• What is the biggest issue that bothers you about the workplace?• How do you engage employees who see no vested interest in their participation? • What different or special cases are present into day’s work place?• How to keep personalities out of employee interaction/ criticisms. • What factors do you look for in employees to assess their performance so that you can better mentor them? (I am terrible at performance reviews) • What happened to having to meet set specifications for the job?

Begin With the End in Mind: Your Questions


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Other Items to Cover

• Workforce Focused terms, core values and concepts• Review of Best Practices related to Category 5

(Workforce Focus) with linkage to performance excellence in the other Baldrige categories;

• Map examples in the winning Baldrige applications; • Consider some future directions for workforce

approaches.• Answer other questions you might have


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Core Values and Concepts

Core Value or Concept Y N Why/How?

Visionary Leadership

Customer-Driven Excellence

Organizational and Personal Learning

Valuing Workforce Members and Partners

Agility

Focus on the Future

Managing for Innovation

Management by Fact

Social Responsibility

Focus on Results and Creating Value

Systems Perspective


Workforce Linkage through the Baldrige Criteria

OrganizationProfile

LeadershipStrategic Planning

WorkforceFocus

Item 7.4Workforce

Results

•Culture•Mission, Vision, Values•Employee Segments•Technologies•Strategic Challenges

5.1 Workforce Engagement

5.2 Workforce Environment

Deployment of leadership messages to

the workforce

HR Plans to accomplish

strategic objectives and action

plans

Levels, trends, comparisons of workforce engagement, capability and capacity, and

climate


Managing the Employee Lifecycle Process

Recruiting HiringNew Employee

Orientation

Performance Management(Performance

Appraisal)

RetentionRewards and Recogntion

Training and Development

SeparationAdvancement

SelectionCompensation and

Benefits Management

Your job: Managing the “killer bees” : buying, building, borrowing, bounding, bouncing, binding the talent your organization needs to compete.


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Item 5.1-Workforce Engagement

• Workforce Enrichment• Key factors affecting workforce engagement-Poudre Valley Health System

• Organizational culture-North Mississippi Medical Center

• Workforce performance management system-Caterpiller

• Workforce and Leader Development• Workforce Development-Ritz-Carlton & EJ Ajax & Sons

• Leader Development-Caterpiller

• Assessment of Workforce Engagement• Assessing Workforce Engagement-Branch-Smith

• Relating assessment findings to key results in Category 7 to identify opportunities for improvement-Montfort


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5.2 Workforce Environment

• Workforce Capability and Capacity• Assess workforce capability and capacity needs including

skills, competencies, and staffing levels-North Mississippi Medical Center, Poudre Valley Health System

• Recruiting, hiring, placing, and retaining new employees-Branch-Smith

• How do you manage and accomplish the work of your organization-Ritz-Carlton Hotel Company

• How do you prepare for changing capability and capacity needs? Minimize workforce reductions? OMI

• Workforce Climate• Ensure and improve workplace health, safety, and security-

EJ Ajax & Sons

• Support for workforce via policies, services, and benefits-North Mississippi Medical Center


Baldrige Winners’ Exemplary Practices

Ritz-Carlton Hotel Co.”We are Ladies and Gentlemen serving Ladies

and Gentlemen”

Three Steps of Service

The Basic Empowerment Process

Daily Line-up

“Skilled and Empowered Work Force Operating with Pride and Joy”

North Mississippi Medical Center• Servant Leadership

• “Placing employees in the center reflects our realization of the importance of a motivated, engaged, workforce in accomplishing our mission and ensuring a sustainable organization”

• PEOPLE drive everything

• Hiring Process

• Leadership Development & Succession Planning

OMI• Most employees were inherited when OMI takes over

the contract to operate the wastewater treatment facilities and its OMI’s policy to retain as many former employees as possible. When starting a new project, OMI brings former municipal employees, now OMI associates to ease the transition

• Obsessed with Quality process is cultural basis

• “At OMI, associates are paid to think.”

Branch-Smith Printing Division• Process-mapped culture with strong Christian values

• Pre-employment screening tool for assessing attitudes of job candidates regarding integrity, responsibility, and work ethic

• Detailed orientation plan

• Best employee satisfaction among the 13 organizations with employee satisfaction mapped by various areas linking improvements to productivity


Baldrige Winners’ Exemplary Practices

Caterpiller Financial Services• Living our shared values program: “We are people

of integrity who respect and care for others in our workplace and our world. We are driven by the freedom and responsibility to exceed expectations of those we work with and serve.

• Six sigma culture with very well-defined planning process

• Employee Performance Management System

Poudre Valley Health System• Employee survey in 1997: 1) “What makes you want to

jump out of bed and come to work? And 2) How do we build a culture that supports that?”

• Annual Physician Survey and annual volunteer survey

• “best collaboration of nurses and doctors relative to any trauma program in US”

• Workforce engaged in workplace design of remodels which incorporates Disney concept of separating public spaces from patient flow

• Opportunities in workplace learning

Monfort School of Business• High touch, wide tech, professional depth is the

underpinning of the HR plans and work system

• Reward and recognition program

• Extensive employee education in career development, technology training, and continuous improvement

• Staff survey results commendable

Sunny Fresh Foods• Second Baldrige Award

• Crosby-based Quality Approach-4 Absolutes

• Continuous Improvement training for all

• Superlative recognition and reward process, both formal and informal linked to core values

• Sunny Fresh University

• ESL classes as well as Spanish classes

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Your Next Steps & Summary

• Conduct the research necessary to understand employee lifecycle processes in your organization

• Mine the Baldrige winners for hints on models to adapt to your organization by downloading selected application summaries from NIST website http://baldrige.nist.gov/Contacts_Profiles.htm

• Read application summaries, highlighting those practices that resonated with your organizational profile

• Be a strategic partner to your organization in seeking the Baldrige-winning approaches/models by adopting and adapting them in your organization

• Introduce benchmarked ideas into your organization for implementation

• Thank YOU.Tom Huberty

BAE Systems

[email protected]

612-801-2847

asq pikes peak section 11 february 2009 1 best practices in employee engagement: a closer look at...

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