ORGANIZATIONAL DEVELOPMENT

Created

By

Lawrence Frank Buford, Jr., MBA, MSSenior Professional in Human Resources (SPHR)

 

EMPLOYEE

RELATIONS

This Employee Relations: Presentation is the exclusive right, and creative and original works of Lawrence F. Buford, Jr. It is part of a larger work, The HOOD Program (Hands-On Organizational Development). It is not intended for sale, reproduction, distribution, or to be given away. For business use and application. To be used by Lawrence F. Buford, Jr. and only the person (s) he grant authorization to. Warning: Do not attempt implementation without the complete program.

Shared VisionVision, Purpose, and Core ValuesMission Statement, Strategy, and Goals

Open Lines of Communication

Creative Tension

Problems, Issues, and Concern

(Example: Employee Relations)

REALITY

Reality -- Where we are nowVision -- What we picture the future to bePurpose -- Why do we existCore Values -- How do we want to actCreative Tension -- Distance between Vision and Reality

As the graph shows, creative tension gets in the way of reaching goals. Putting proper systems in place helps to effectively manage, eliminate, and reduce them. How?

{Example: Closed Lines of Communication)

UNDERSTANDING CREATIVE TENSION

Areas of concern can cause us to “react” out of control. Areas of influence are things we can “act” on and exercise some degree of control over.

Areas of ConcernProblems

IssuesConcerns

CircumstancesClosed Lines of Communication

SituationsEnvironment

Goals etc.

Areas of InfluenceManagementLeadership

PeopleSystemsValues

Lines of CommunicationBehavior & Attitudes

PerformanceResponsibility

Goals etc.

REACTIVE ACTIVE

REDUCING CREATIVE TENSION

When our Areas of Concern consume or overwhelm us (Areas of Concern becomes larger than Areas of Influence), goals are minimized because they interfere with performance. The key is for all to remain in control (display positive energy and focus) and put systems in place to manage, eliminate or reduce them (Areas of Influence become larger than Areas of Concern). However, problems do and will exist. Creative Tension cannot be solved all at once. Therefore, we must prioritize our concerns and put first-things-first.

Areas of Influence

Areas of ConcernCommunication

Areas of InfluenceCommunication

Areas of Concern

NEGATIVE ENERGY AND FOCUS POSITIVE ENERGY AND FOCUS

CONTROL

As an organizational body and individually, we want to remain in control and look like YOU and not like HIM. Control of our Areas of Influence help us get to where we want to be.

YOU HIM

In Control(Acting in Areas of Influence)

Out of Control(Reacting to Areas of Concern)

Need for Shared VisionFull Possession of The Facts

Realize Vision

Accomplish Goals

Creative Tension

(Employee Relations Problems)

Greater Enthusiasm

And Commitment

Ideally in helping employees understand the facts, that the “job” is to really perform “roles” to help accomplish the mission. There should be greater enthusiasm and commitment to create processes/systems to eliminate and reduce creative tension and to progress towards realizing the vision.

Shared Vision

Eliminate and Reduce

BALANCED APPROACH

A balanced approach of accomplishing business objectives and meeting the needs of employees are essential in developing good employee relations.

Goal = Open Lines of Communication Most Important Resource = Employees (Meeting Needs)

TOOLS AND TECHNIQUES

Realistically, parties does not always conform to policies and procedures, practices, laws, and agreements. A set of organizational development tools and recommended steps that can help align employees with business objectives and improve employee relations are:

• Roadmap Model• Opinion Model • Stages of Team Building Model• Motivation Process Model• SMART Model• Step-by-Step Coaching• Step-by-Step Counseling• Disciplinary Action

These tools can be modified to be legally defensible and ensure compliance with local, state, and federal laws. Examples of these tools are included as supplemental attachments.

THANKS FOR THINKING

Any Questions?

BLUEPRINT-ROADMAP MODEL(Also known as, Commitment To Contribute Model)

IssuesProblemsConcernsCreative Tension

1. Ideas2. Suggestions3. Solutions4. Pre-implementation (planning)5. Commitment (Ask for)

1. Top Management Support2. Set Visualized Goals ( SMART)3. Tie-in unit goals with Organizational Goals

4. Communicate Expectations5. Enforce Accountability

1.2.3.4.5.6.

1. Follow/Complete Goal-Directed Action Plan2.3.4.5.

Stated Issue Buy-In/Feedback (Opinion Model)

Stated Goal (SMART) Goal-Directed Solutions (Plan)

Implementation/Action Steps

Public Recognition/Awards1. 2. 3.4.5.6.

Positive Re-enforcement

1.2.3.4.56..

Goa

l Att

ainm

ent

Commitment to Contribute(Managers/Supervisors/Employees)

Measurements/Accomplishments

BLUEPRINT-ROADMAP MODEL(Also known as, Commitment to Contribute Model)

Closed Lines of Communication

1. Ideas2. Suggestions3. Solutions4. Pre-implementation5. Commitment (Ask for)

Open Lines of Communication

Align Skills and Capabilities

1. Support decisions and goals2. Change HR infrastructure3. Reorganize goals and responsibilities4. Tie goals to performance evaluations5. Tie performance to coaching6. Tie performance to counseling 7 Tie performance to corrective action8. Delegate, prioritize and multi-task9. On-the-job Training (OJT) and Cross-training10. Enforce accountability

1. Set high examples and be catalyst for change2. Take ownership of duties and responsibilities3. Think positive, strategically, and as HR partners4. Always seek means for improvement5. Recognize employees’ performance contribution 6. Enforce accountability

Stated Issue Buy-In/Feedback (Opinion Model)

Stated Goal (SMART)

Goal-Directed Solutions (Plan)

Implementation/Action Steps

Public Recognition/Awards1. Congratulatory Comments2. Plaques3. Mentoring Recognition4. Letters of Appreciation5. Pride Manager/Employee of the Month/Year6. Special Parking Privilege7. Fun/Recreation/Morale (banquet, party, etc.)

Positive Re-enforcement

1. Increased support of management/staff 2. Happier and more productive employees 3. Reduced complaints4. Increased work performance5 Reduced lag time, +30 minutes6. Met goals and deadlines, +4 days

Goa

l Att

ainm

ent

Commitment to Contribute(Managers/Supervisors/Employees)

Measurements/Accomplishments

OPINION MODEL

I Think, I Believe, I Feel

Communication Problem Exist

Lack of

Communication

Therefore, Reality Is

Because

1. Management/Union Disagreements

2. Inaccurate Information Given

3. Employee’s Worth Misunderstood

The opinion model is used to identify, describe and diagnose problems and causes by engaging others to gain greater insight and understanding of the issues for effective resolution.

STAGES OF TEAM BUILDING MODEL

STAGE 1

Each player attempts to discover what or why they are part of this team. “Can’t work with them?” What is the purpose of the team?

STAGE 2

The team formally or informally creates ground rules.

STAGE 3

Each member discovers their compatibility of their style to others’ style. The interaction either bonds or separates team members.

STAGE 5

Commitment to team and goals or avoidance of task or team.

STAGE 4

Satisfaction occurs or does not. Measures self-worth as member of team.

(Used with Opinion and SMART Model to assess, strengthen, focus and create successful and cohesive teams)

MOTIVATION PROCESS MODEL(A “STORY TELLING MODEL” USED TO CORRECT INDIVIDUAL BEHAVIOR)

Behavior

The Problem/Motive

Goal Action(s) Objective

Individual Action(s)

The Problem/Motive

Goal

Individual Action(s)

Action(s) Objective

(Used with Coaching, Counseling, Opinion, and SMART model to influence and correct behavior)

Sleep in late(late for work)

Keep job

Make excuses

Get supervisor to accept excuses

Behavior

Problem Example

SMART GOALS MODEL

SPECIFIC

MEASURABLE

Stated in the Positive.Observable in sensory experience (can see or hear evidence that it has occurred).

ATTAINABLE

Outcome is achievable within time and resource constraints.

RELEVANT

Relates to organizational learning, mission and goals, indicators for quality or the individual’s personal and professional needs.

TACTICALLY SOUND

Ecological. Safe for a person to achieve. Will not violate a person’s identity, nor damage a person emotionally.

S

M

A

R

T

STEP-BY-STEP COACHING

(One-on-One Training)

Coaching Steps

Step 1: Explain instructions.

Step 2: Demonstrate the skill or Procedure.

Step 3. Have employee perform job/task.

Step4: Watch employee practice the skill.

Step 5: Ask questions.

Step 6: Give feedback.

Step-by-step coaching conducted to focus on the development side for acquiring knowledge and skills.

STEP-BY-STEP COUNSELING

(Focus On Changing Behaviors)

Counseling Steps

Step 1: State purpose of counseling/discussion.

Step 2: Have facts available (know what you will say).

Step 3: State problem specifically and clearly.

Step4: Get employee side (listen carefully, use opinion model).

Step 5: Clarify problem and get agreement that problem/misunderstanding does exist.

Step 6: Refer to EAP when appropriate.

Step 7: Discuss alternative solutions (mutually agree on action to take by employee and supervisor, set SMART GOALS, use employee solutions, if possible).

Step 8: Document actions the employee will take and supervisor/counselor are to take.

Step 9: Set follow up meeting.

Step 10: Conclude session (communicate belief in employee to act on solutions).

Step 11: Document counseling session (obtain employee signature).

Step 12: Follow up and recognize improvement (use positive re-enforcement).

Step 13: Repeat steps, if improvement does not occur.

Step 14: After two attempts (if appropriate), prepare for disciplinary action.

DICIPLINARY ACTION(To Mold and Help Correct Behavior)

Preventive Measures – To shape behavior, and thus minimize the need for disciplinary action.

• Provide job description• Written policies, work rules and procedures• Establish and support ongoing timely two-way communication

Sequence of Discipline – By type, severity and frequency of offense

• Oral and written warning• Suspension• Discharge or termination

Progressive discipline – A system of increasing severe penalties, usually begins with least severe for the following violations • The same work rule violation• A similar work rule violation• A serious work rule violation

Terminations – Ten (10) cardinal rules for disciplinary terminations

• Never summarily discharge• Get all the facts first to make sure your investigation is thorough, complete, and well-documented• Conduct all employee interviews with care and deliberation• Investigate promptly; don’t delay• Always use the final filter approach (analyze the investigator’s findings and recommendations)• Pinpoint the basis of the discharge• Whenever possible, inform the employee in person of the decision to terminate and the reason behind it• Always employ progressive discipline, keeping appropriate documentation• When you are done with your homework, go for it• Beware of the setup