Creating Great Creating Great Places Places to Workto Work

Presented by:Presented by:Allison M. Vaillancourt, Ph.D., SPHRAllison M. Vaillancourt, Ph.D., SPHR

Associate Vice President, Human ResourcesAssociate Vice President, Human ResourcesThe University of ArizonaThe University of Arizona

Building a Kick-Ass Building a Kick-Ass OrganizationOrganization

Purge poor performers

Engage excellent employees

I’d Pay to Work There…Think about a terrific employment experience

What made it so great?

Consider:

People EnvironmentPay PossibilitiesWork Supervision

Take This Job and…Think about a terrible employment experience

What made it so bad?

Consider:

People EnvironmentPay PossibilitiesWork Supervision

Why Do People Quit?Why Do People Quit?

___ of managers who believe ___ of managers who believe employees leave for more employees leave for more moneymoney

___ of employees who report ___ of employees who report leaving for more moneyleaving for more money

Why Do People Quit?Why Do People Quit?

89%89% of managers who believe of managers who believe employees leave for more employees leave for more moneymoney

12%12% of employees who report of employees who report leaving for more moneyleaving for more money

If It’s Not Money, What If It’s Not Money, What IsIs It? It?

1. The job or workplace was not as expected.

2. Mismatch between job and person

3. Too little coaching and feedback

4. Too few growth and advancement opportunities

5. Feeling devalued and unrecognized

6. Stress from overwork and work-life imbalance

7. Loss of trust and confidence in senior leaders

Source: The 7 Hidden Reasons Employees Leave. Leigh Branham with cooperation of Saratoga Institute New York: AMACOM 2005

Meet: Meet: The Guilt TripperThe Guilt Tripper

Your best research scientist is in your office and Your best research scientist is in your office and he’s not happy. “My salary has remained the he’s not happy. “My salary has remained the same for two years now,” Carlos complains. “I same for two years now,” Carlos complains. “I know the University is in trouble financially, but know the University is in trouble financially, but how long can I afford to work at these wages? I how long can I afford to work at these wages? I have a new baby on the way and my wife wants have a new baby on the way and my wife wants me to go on the market.”me to go on the market.”

What Do People Want?What Do People Want?

MEN

Benefits Compensation/Pay Job Security Work/Life BalanceFeeling Safe

WOMEN

Benefits Compensation/Pay Job Security Work/Life BalanceFeeling Safe

What Do People Want?What Do People Want?

MEN

Benefits Compensation/Pay Job Security Work/Life BalanceFeeling Safe

WOMEN

Feeling SafeBenefits Compensation/PayJob Security Work/Life Balance

Employee Value PropositionEmployee Value Proposition

Financial

Affiliation

Work Content

Benefits

Employee

Value Propositi

on

Career

Design Source: “Rewards of Work: How They Drive Performance, Retention and Satisfaction.” P. Mulvey, G. Ledford, and P. LeBlanc. WorldatWork Journal, Vol 9, No.3, 2000.

Mentoring programsProfessional development Research supportCareer laddersCollaboration opportunitiesEmployment security

Flexible schedulesDual career assistanceEldercare resourcesSick child programHealth insurance Retirement programsRecognition programs

Organizational missionOrganizational identity Explicit organizational valuesA compelling visionTitles

Work with purposeInteresting workThe ability to get things doneSupportive leadershipCollaborative colleaguesFeedbackAutonomyChallenge

SalariesPay processSalary incentives

It’s 2:00 a.m. What are you doing?

This is you.

It’s 2:00 a.m. What are your poor performers

doing?

They are sleeping. Soundly

They look so peaceful…

Performance LevelsPerformance Levels

Can do. Will do.

Can do. Doesn’t do.

Can’t do. Will do.

Can do. Won’t do.

Can’t do. Won’t do.

Performance LevelsPerformance Levels

Can do. Will do.

Can do. Doesn’t do.

Can’t do. Will do.

Can do. Won’t do.

Can’t do. Won’t do.

Recognize

Encourage

Train

Purge eventually

Purge immediately

Val

ue t

o yo

ur o

rgan

izat

ion

Meet: Meet: The Jargon The Jargon KingKing

Dear Friends:

Never has Cyto-Technologies been able to leverage such synergistic relationships. Being solution-oriented, we recently convened a brain trust to propose win-win strategies that will seamlessly integrate our product paradigm via turnkey strategies. … This will enable our us to streamline efficiencies and collaborate to focus on mission-critical programs and services. Our future looks bright!

Ever truly yours,

Marcus

Meet: Meet: The The BackstabberBackstabber

Three of your trusted research technicians have Three of your trusted research technicians have reported that Tess is, well, trashing you. She’s reported that Tess is, well, trashing you. She’s apparently using phrases like, “He’s comfortable apparently using phrases like, “He’s comfortable using 1970’s approaches;” “He seems to lack using 1970’s approaches;” “He seems to lack energy;” and “Things will be better when he energy;” and “Things will be better when he retires.” retires.”

You are all of 47 and have no intention of retiring. You are all of 47 and have no intention of retiring. What, if anything, should you say to Tess?What, if anything, should you say to Tess?

What Scares Us About Straight Talk?

What Scares Us About Straight Talk?

Fear of anger, harm or sabotage

Fear of damaging a relationship

Fear of rejection

Fear of sounding stupid

Fear of saying the wrong thing

Fear of failing

Fear of demands for evidence

Fear of our own emotions

Fear of getting what we want

Meet:Meet:The Religious ZealotThe Religious Zealot

“His email signature is:

In Christ’s name,

James Monroe+

Meet: Meet: The Entitlement The Entitlement QueenQueen

You have before you Andrea’s latest missive and You have before you Andrea’s latest missive and surprise, surprise, she wants a raise. If she were a surprise, surprise, she wants a raise. If she were a star performer, you might be less annoyed, but star performer, you might be less annoyed, but Andrea makes it a point to do as little work as Andrea makes it a point to do as little work as possible. In her latest plea, she points out that she possible. In her latest plea, she points out that she is making the same salary as her co-worker, is making the same salary as her co-worker, Edward. She claims this is illegal because she has Edward. She claims this is illegal because she has been employed for seven years and Edward came been employed for seven years and Edward came on board six months ago. on board six months ago.

Meet: Meet: The Option The Option MasterMaster

Athena is smart. Really smart. But you swear she Athena is smart. Really smart. But you swear she is trying to destroy you with data. Every time a is trying to destroy you with data. Every time a decision needs to be made, you can count on her decision needs to be made, you can count on her to present an artful matrix that outlines every to present an artful matrix that outlines every possible option. When you ask her what SHE possible option. When you ask her what SHE thinks your organization should do, she responds, thinks your organization should do, she responds, “You’re the boss; I’ll do whatever you think is “You’re the boss; I’ll do whatever you think is best.” best.”

Meet: Meet: Mr. MIAMr. MIAAnytime you need your systems analyst, Anytime you need your systems analyst, he’s missing in action. His online he’s missing in action. His online calendar is filled with meetings with others calendar is filled with meetings with others in the company, but more than once, one in the company, but more than once, one of those very people has called you during of those very people has called you during an alleged meeting. The last time this an alleged meeting. The last time this happened, you asked Eric to explain it. “I happened, you asked Eric to explain it. “I sense you don’t trust me,” he responded. sense you don’t trust me,” he responded. “Do you have any idea how that feels?” “Do you have any idea how that feels?” Part of you wonders if you are imagining Part of you wonders if you are imagining things, but projects are not being things, but projects are not being completed and that, in itself, is cause for completed and that, in itself, is cause for concern.concern.

Curious vs. FuriousCurious vs. Furious

Words that WorkWords that Work

It appears to me…It appears to me… I want to support your success, so…I want to support your success, so… I feel…I feel… Because I know you want to advance here…Because I know you want to advance here… From my perspective…From my perspective… It has been reported to me…It has been reported to me… I’m worried about …I’m worried about … I’m hoping you can help me understand…I’m hoping you can help me understand… Could you explain..Could you explain..

MVPs

Second Stringers

Hotdogs

Straight talk is for everyone. For a while…A

bilit

y

Attitude

MVPs

Second Stringers

Hotdogs

Cutting Your LossesA

bilit

y

Attitude

Cut from the Team

Meet: Meet: Mixed Metaphor Mixed Metaphor MichaelMichael

Michael is desperate to move from a clerical to a lab Michael is desperate to move from a clerical to a lab coordinator role. And you wish you could offer that because he coordinator role. And you wish you could offer that because he is clever and enthusiastic. He’d be perfect if he could only use is clever and enthusiastic. He’d be perfect if he could only use the English language properly. Just yesterday you received a the English language properly. Just yesterday you received a memo from him stating that a certain department member memo from him stating that a certain department member “can’t pass the mustard” and advising you that budget “can’t pass the mustard” and advising you that budget projections should be taken with a “grain assault and we projections should be taken with a “grain assault and we should cross that bridge when it collapses.” Michael thinks he’s should cross that bridge when it collapses.” Michael thinks he’s being denied a promotion because he doesn’t have a college being denied a promotion because he doesn’t have a college degree. Should you give him a clue? How?degree. Should you give him a clue? How?

Strategies for Dealing with Conflict

Honor the other person

Problem solve with the other person

Compromise

Bully the other person

Be passive-aggressive

Avoid it

Likelihood of getting what you want

Sop

his

ticati

on

of

stra

teg

y

Adapted from Ursiny,T. The Coward’s Guide to Conflict. Naperville: SourceBooks, Inc., .2003.

Behaviorally anchored – the situation/action, not the person

Specificity – on point

Illustrative – examples, observations

Defined range of application – almost all the time in all situations or only under certain conditions

Clear impact and implications for action – what is happening and why it is important and what should be done to fix it

The Goal: Actionable Feedback

Adapted from Cannon, M. & Witherspoon, R. 2005. “Actionable Feedback: Unlocking the Power of Learning and Performance Improvement.” The Academy of Management Executive, Volume 19: 123-124.

When It’s Time for Straight When It’s Time for Straight TalkTalk1.1. Don’t “over share.” No one but the intended receiver Don’t “over share.” No one but the intended receiver

needs to know that a tough conversation is planned.needs to know that a tough conversation is planned.

2.2. Consider neutral ground.Consider neutral ground.

3.3. State the purpose of the meeting.State the purpose of the meeting.

4.4. Explain your concerns and aspirations.Explain your concerns and aspirations.

5.5. Gather data from the other person.Gather data from the other person.

6.6. Give them space to share their thoughts, feelings and Give them space to share their thoughts, feelings and perspective.perspective.

7.7. Be open to the possibility that YOU have contributed to Be open to the possibility that YOU have contributed to the situation.the situation.

8.8. Invite them to problem solve.Invite them to problem solve.Adapted from Perlow, L. Adapted from Perlow, L. When You Say Yes But Mean NoWhen You Say Yes But Mean No. New York, Crown . New York, Crown

Business, 2003.Business, 2003.

Meet: Meet: EeyoreEeyore

“That won’t work.” “We tried that once.” “We can’t risk that.” On and on and on and on. You are exasperated. Every time you propose a new initiative with dollars attached, this guy behaves as those you are trying to raid his personal bank account.

Photo not available

Start Early; Act QuicklyStart Early; Act Quickly

Clear expectationsClear expectations

Small conversationsSmall conversations More “digestible”

Less resistance from employee

Gives employee more options

Less anxiety for you

Better work

“Evidence” for later

A culture of openness and accountability

Role models

High expectations

Comfort with conflict

What Makes Them Crazy?What Makes Them Crazy?Sometimes we just don’t “click” with the people to whom we report. On occasion we may observe our supervisors getting frustrated with someone else. What seems to get on your boss’s nerves?

What’s Important to Your Boss?What’s Important to Your Boss?

People/FeelingsPeople/Feelings

Bottom LineBottom Line

Ideas/InnovationIdeas/Innovation

Rules/Order/Rules/Order/PrecedencePrecedence

Analyzing Your BossAnalyzing Your Boss

Makes decisionsMakes decisions::

After lots of analysisAfter lots of analysis Quickly Quickly

After consulting with manyAfter consulting with many Alone Alone

Hoping they will be popularHoping they will be popular Without regard to Without regard to othersothers

In terms of information, wants:In terms of information, wants:Lots of detailsLots of details Summary of factsSummary of facts

Wants to read itWants to read it Wants to hear it Wants to hear it

Likes to write itLikes to write it Likes to say it Likes to say it

What Makes Them Connect?What Makes Them Connect?

Sometimes we observe others who are very effective in getting what they want from the people to whom we report. How would you describe these people? What makes them so successful?

Help Others Hear YouHelp Others Hear You

Is the message designed with your boss’s Is the message designed with your boss’s needs in mind?needs in mind?

What is your boss supposed to do? What is your boss supposed to do?

Will she/he understand what you want Will she/he understand what you want done?done?

What are the pros and cons of the choice as What are the pros and cons of the choice as your bossyour boss sees it? sees it?

What are the obstacles to communicating What are the obstacles to communicating the message?the message?

You cannot shake hands with a clenched fist.

Indira Gandhi

AppreciationMake others feel understood

AffiliationEstablish connections

AutonomyProvide options

StatusAcknowledge their expertise

RoleAcknowledge their contributions

Core Concerns

From: Beyond Reason, Roger Fisher and Daniel Shapiro, 1995.

How Do You Increase Credibility?How Do You Increase Credibility?

Quit asking.Quit asking.

Get to the point.Get to the point.

Lead with a solution.Lead with a solution.

Less is more.Less is more.

Meet: Meet: The Problem Relationship GuyThe Problem Relationship Guy

“He showed up to work with cigarette burns on his neck and hands.”

Meet: Meet: James the JinxedJames the Jinxed

James is a nice guy and is usually productive, but his life is exhausting. His wife of 20 years is battling colon cancer. His father, who lives with them, is showing early signs of dementia. His teenage son recently announced that his girlfriend is pregnant. which so upset his daughter that her psychiatrist recommended she be sent to a long-term residential treatment center. James is in your office almost daily with another tale of woe. Yesterday he reported that he’s having serious headaches and that his neurologist said his left eye looks “cloudy.” An MRI is scheduled for next week.

James has managed to meet most of his deadlines, but who knows how long he can keep this up? And how much longer can you tolerate these depressing stories?

Meet: Meet: The Salary.com ViewerThe Salary.com Viewer

“But the technicians at Ventana and in Phoenix make $12,000 more a year.”

Meet:Meet:The Benefits Parity ProblemThe Benefits Parity Problem

“She says she’s going to Johns Hopkins if we don’t pay for her partner’s health insurance.”

They’re telling me I can’t pay my research scientist $17,000. She’s from Russia for god’s sake; she’ll take anything!

Meet:Meet:The “Strategic” InvestorThe “Strategic” Investor

Meet:Meet:The Totally Committed StafferThe Totally Committed Staffer

Donna is a non-exempt technician who never goes home. Her home life is distressing and she finds peace at work. You’ve told her several times that she needs to clock out at 5:00, but she regularly works until 9:00. Concerned about overtime exposure, you order her to leave after eight hours of work. Her response? “Don’t think you need to pay me more. I can’t go home and doing work here keeps my mind off my troubles.”

Meet: Meet: The Super StarThe Super Star

Lizette is smart and funny and energetic and Lizette is smart and funny and energetic and politically savvy and…well, you could go on an on. politically savvy and…well, you could go on an on. That’s the good news. The bad news is that all of That’s the good news. The bad news is that all of your colleagues agree with your assessment and your colleagues agree with your assessment and are constantly trying to woo her away. You know are constantly trying to woo her away. You know she wants to stay close to her extended family, but she wants to stay close to her extended family, but you have no promotional opportunities to offer to you have no promotional opportunities to offer to keep her in town. Must you accept that she will keep her in town. Must you accept that she will eventually leave you?eventually leave you?

Employee Value PropositionEmployee Value Proposition

Financial

Affiliation

Work Content

Benefits

Employee

Value Propositi

on

Career

Design Source: “Rewards of Work: How They Drive Performance, Retention and Satisfaction.” P. Mulvey, G. Ledford, and P. LeBlanc. WorldatWork Journal, Vol 9, No.3, 2000.

Mentoring programsProfessional development Research supportCareer laddersCollaboration opportunitiesEmployment security

Flexible schedulesDual career assistanceEldercare resourcesSick child programHealth insurance Retirement programsRecognition programs

Organizational missionOrganizational identity Explicit organizational valuesA compelling visionTitles

Work with purposeInteresting workThe ability to get things doneSupportive leadershipCollaborative colleaguesFeedbackAutonomyChallenge

SalariesPay processSalary incentives

Lessons from the Gallup Lessons from the Gallup OrganizationOrganization

1.1. Do I know what is Do I know what is expectedexpected of me at work? of me at work?

2.2. Do I have the Do I have the materials and equipmentmaterials and equipment I I need to do my work right?need to do my work right?

3.3. At work, do I have the opportunity to do what I At work, do I have the opportunity to do what I do do bestbest every day? every day?

4.4. In the last seven days, have I received In the last seven days, have I received recognitionrecognition or praise for doing good work? or praise for doing good work?

First Break All the Rules. M. Buckingham and C. Coffman, New York: Simon and Schuster, 1999.

Lessons ContinuedLessons Continued

5. Does my supervisor, or someone at work, seem to 5. Does my supervisor, or someone at work, seem to carecare about me as a person? about me as a person?

6. Is there someone at work who 6. Is there someone at work who encouragesencourages my my development?development?

7. At work, do my 7. At work, do my opinionsopinions seems to seems to countcount??

8. Does the 8. Does the mission/purpose mission/purpose of my company make of my company make me feel my job is important?me feel my job is important?

Lessons ContinuedLessons Continued

9. Are my 9. Are my co-workersco-workers committed to doing quality committed to doing quality work?work?

10. Do I have a 10. Do I have a best friendbest friend at work? at work?

11. In the last six months, has someone at work 11. In the last six months, has someone at work talked to me about talked to me about my progressmy progress??

12.This last year, have I had opportunities to 12.This last year, have I had opportunities to learn learn and growand grow??