keeping the job 2018/teri johnson/keeping the job.pdfpresented by: teri johnson, mra, cesp ndacp...
TRANSCRIPT
4/22/2018
1
Keeping The Job
Presented by: Teri Johnson, MRA, CESP NDACP 32nd Annual Conference May 4, 2018
Which often leads to…..
Fed-Up
Fired
Finished
Avoiding the “Fine, Fine, Fired” phenomenon
High Cost of Job Loss
Individual – emotional impact, negative resume, back in line to wait
Employer – emotional impact, hesitant to hireagain, negative experience, unconscious bias
Agency – emotional impact, $ jobdevelopment, $ job analysis, $ orientation, $ training, $ job retention,
potential loss of employer
Teri Johnson Consultation and Training LLC
4/22/2018
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An ounce of prevention is worth……
Is it a good match?
Be mindful of the gap. What’s the stretch
between environment and tasks and the individuals strengths and preferences?
Are performance standards in place
and understood?
What are the expectations for productivity
and accuracy?
With what support from co-workers?
With what expectation for conduct?
Teri Johnson Consultation and Training LLC
4/22/2018
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Avoid setting higher standard – look
closely at the workplace culture
“No news is good news”
also known as “Place and Pray”
Follow-along visits and calls should be tied
to performance standards
Performance issues should be
acknowledged and evaluated in a timely manner utilizing team approach
Support the employer’s process in addressing work performance concerns
Teri Johnson Consultation and Training LLC
4/22/2018
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Human Resources – Management
Perspective
Consider the reason behind the problem in order to get to the root cause of the
performance issue
In order to provide effective support (Performance Improvement Plan) we start
by trying to understand the reasons for poor performance.
Inappropriate behaviors (“poor attitude”)Negativism, lack of cooperation, power games
Resistance to changeLack of flexibility in response to problems
Inappropriate interpersonal relationsInappropriate communication style, inconsiderate
Inappropriate physical behaviorPersonal hygieneIntimidating behaviors
University of Minnesota/OHR
Work Behaviors Resulting in
Performance Problems
Teri Johnson Consultation and Training LLC
4/22/2018
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Strategy : Standing In The Circle
aka Standing on the X
aka Functional Assessmentaka Performance Assessment
Going to the actual place (the gemba) to observe and understand the real situation through direct observation and information gathering.
“Watch. What do you see?”
Taiichi Ohno, Toyota
Watch, what do you see?
Technical skills? Task analyze and teach (re-teach) systematically
Task design? Modify for efficiency and physical ease
Motivation? Assess “external” and “internal”
motivators
Performance Assessment/Functional Assessment
Watch, what do you see?
Performance Assessment / Functional Assessment
Environment at work? Watch for
distractions, interruptions, employee
changes, conflict
Environment beyond work? Home, health,
conflict
Social / communication? Changes
Is there a problem? Whose problem?
Teri Johnson Consultation and Training LLC
4/22/2018
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Employers may refer to as:
OTI - Opportunity To Improve
PIP - Performance Improvement Plan
EAP – Employee Action Plan
Understanding Root Cause (function) Leads To
EMPLOYMENT Support Plan
When standards are not met,
employment support role will vary (may lead, may assist)
• Gather information to assist in understanding the “why”. Observe and interview.
• Establish baseline and target (what is current performance level and where does it need to be) and measurement strategy that supports data
based decisions.
• Develop support plan that outlines area of concern, expectation, support strategies and review process and timelines.
Visual Feedback
Single most important action in
influencing performance improvement
What does “faster” look like?
What does “on time” look like?
What does “accurate” look like?
What does “improvement” look like?
Teri Johnson Consultation and Training LLC
4/22/2018
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Strategy: Visual Feedback
Visual Feedback Graphs
• Single most important action to influence performance improvement
What does “faster” look like?
What does “on time” look like?
What does “more accurate” look like?
What does “improvement” look like?
0
10
20
30
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50
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70
4/30/2012 5/1/2012 5/2/2012 5/3/2012 5/4/2012
Units/day
Target
Making Faster Visual
Making “On Time” Visual
Teri Johnson Consultation and Training LLC
4/22/2018
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Making “Accuracy” Visual
0
10
20
30
40
50
60
4/16/2012 4/17/2012 4/18/2012 4/19/2012 4/20/2012
Errors Per Shift
Allowable Error Rate
Making “independence” visual
Steady Improvement In Productivity
Teri Johnson Consultation and Training LLC
4/22/2018
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Making “Wait” Visual
Teri Johnson Consultation and Training LLC
4/22/2018
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Contact Information
Teri Johnson Consultation and Training LLC
206-251-2420
Teri Johnson Consultation and Training LLC