nursery management, green goods industry cultural,l integration growing people who grow plants1

1Copyright © 2009 Applied Growth Transitions, Inc.

All Rights Reserved

TEAM DEVELOPMENT CULTURAL CONSULTINGTEAM DEVELOPMENT CULTURAL CONSULTING

SALVADOR Z. ZAMUDIO

760.504.5942 Fax 503.623.5260

P.O. Box 7547 Salem, OR. 97303

www.appliedgrowth.comwww.appliedgrowth.com

Copyright © 2009 Applied Growth Transitions, Inc.All Rights Reserved 2

Growing PeoplewhoGrow Plants

Presentation by:

Salvador Z. Zamudio

President, Applied Growth Transitions

Training/Cultural Consultant


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Objectives

Growing People Who Grow Plants Cultural intersects From Employees to Business People Managing the Fear Stage effectively Handling the Incertitude Stage Supporting the Transition Stage Overcoming the Resentment Stage Avoiding the traps of the Resignation

Stage Maneuvering through the New Employee

Transition Scale to achieve theIntegration Stage


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The Total EmployeeInvolvement Management

System

“WE ARE LIVING PROOF THAT ANYONECAN ACHIEVE BOLD DREAMS WHEN BASED

ON A FOUNDATION OF INTEGRITY,DEDICATION, RESPECT AND

APPRECIATION.”


Fear Stage NewEmployee does notunderstand worldaround them1

Incertitude StageNew Employee is notsure about new situation.Comparison between theold and the new takeplace

2

Transition StageAdaptation Participation,Employee feels he canwork with newconditions and looks foropportunities to becomeinvolved 3

Resentment Stage,Negative event triggersdigression to previousstage (employeebecomes disgruntled)4

Resignation Stage.Employee accepts newconditions and lives withit (Employee falls backon fatalistic outlook)5

Integration stage(employee assumesresponsibility) Sees valuein learning new things,language and otherskills) 6

Copyright © 2009 Applied Growth Transitions, Inc. All Rights Reserved


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Training Model

NOVICE

APRENTICE

JOURNEYMAN

MASTER


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Cultural intersects and

dynamic challenges

COMPANY CULTURE

EDUCATION CULTURE

EMPLOYEE CULTURE


COMPANYCOMPANYCULTURECULTURE

EDUCATIONEDUCATIONCULTURECULTURE

EMPLOYEEEMPLOYEECULTURECULTURE

KEY OPERATIONAL AREAS

MEASURABLE RESULTS

MISSION

VISION

EXPERIENTIAL

TECHNICAL

SEASONALEMPLOYEE

NEW TO THECOMPANY

PART OF THECOMPANY

VALUES







MEASURABLE RESULTS

FLOW

WASTE

DEPARTMENTOWNERSHIP

BUSINESSOWNERSHIP

SEASONALEMPLOYEE

NEW TO THEINDUSTRY

PRIOR WORKIN FIELD

ACTIONS







MEASURABLE RESULTS

RESOURCES

AUTHORITYRESPONSIBILITY

ON THEJOB TRAINING

MANAGECOSTS

NO KNOWLEDGENO INVOLVEMENT

SOMEWHAT INFORMEDMINIMAL INVOLVEMENT

WELL INFORMEDSOMEWHAT INVOLVED

ACTIONS



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The Hiring process -The First Shock

in the Fear Stage

There are long forms to be completed.

Most information is provided in English

instead of the applicant’s native language.

Often, it is impersonal with no interview

process.

If an interview takes place, the interview

might not be well prepared.

Pre-employment screenings possibly not

explained to the prospective applicant.


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The Employees are PREpARING

to Go to Work

Employees may be experiencinghigh anxiety levels and highapprehension.

Select someone to help with theorientation that has someunderstanding of the employee’sculture.

Orientation must be more thanmandatory readings and or lectureby someone reading from theemployee handbook.


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The Image Presented to New

Employees

Train your Supervisors andManagers (do not create a“PATRON” image.)

Employees need to receive properinstructions as to how to do nurserywork (Avoid the “They ShouldKnow” syndrome).

Employees should not be “left totheir own devices” to learn forthemselves.


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Part of the Teamfrom Day One

Take time to introduce newemployees to the managementteam

Have managers provide a shortpresentation about theirdepartments to all new hires

Explain where and how basicnecessities can be met, ie.restrooms, lunchrooms, and otherfacilities.


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The “Deer in the

Headlights” Look.

Don’t assume people know how to communicatesimply because they can speak the language.

Most Hispanic people are unwilling to questionauthority, or ask clarifying questions.

When giving instructions, new employees mightnod and tell you the best way possible that indeedthey got the message (WRONG!).

Just because someone speaks Spanish, does notmean they can communicate effectively with theworkers.

In many cases, the barriers are absolutely basicsuch as reading and writing in their own nativelanguage and/or in English


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What to Do During the

Adjustment Period?

Make sure all supervisors learn totreat employees with respect.

Discourage favoritism perceptions.(Hispanic workers may be verysensitive to this concept.)

Do not allow supervisors toseparate themselves from the restof the workers


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TRANSITION STAGE

ADAPTATION, NEW HORIZONS

DO’s:1. Do involve employees in meetings and actively seek

their ideas for improvement.2. Do ask supervisors to identify a list of employees

based on skill and growth you might want todevelop into other levels of the company.

3. Do recognize employees’ efforts ie: Have employeeappreciation lunches, awards, T-shirts, individualand group photos, etc. (ie. Use of “owls” may not be the best choice)

4. Do, if possible, have a theme celebration, ie. a HarvestFest, a Cinco de Mayo Fiesta, or some otherspecial occasion.

5. Do involve employee’s families, include children’s funactivities.


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TRANSITION STAGEADAPTATION, NEW HORIZONS

DO’s: continued

6. Do provide support to community agencies who help migrantemployees (public relations stewardship ideas.)

7. Do invite employees when appropriate to participate in yourmeetings.

8. Do provide the opportunity for Advance Skill Development toemployees

a. Literacy classesb. Supervisor Trainingc. English as a Second Language or Bilingual programsd. Technical skills development classes (How to Prune,

How to Space, How to Graft, etc.)9. Do develop a Suggestion Program where employees participate in

developing the concept.10. Do institute the concepts of Team Development and Total Quality

Management controls.


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DON’Ts:

1. Don’t give somebody responsibilities for which

they are not ready.

2. Don’t allow supervisors to play the “Favoritism

Card”.

3. Don’t humiliate people in from of their peers.

4. Don’t allow people in managing roles to assume

“abuse of power” positions.

5. Don’t give conflicting instructions.


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DON’Ts:

1. Don’t allow supervisors to transfer employees

to other departments simply because they are

“not working out” in their department.

2. Don’t provide written information without

adequate translation and or interpretation.


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The Concepts of Family,Work, and Recreation:

Work is a necessary activity.

Many do not have bank accounts, debit orcredit cards, and they need time to sendmoney to family and take care of thebasic necessities.

Along with the very strong commitmentto family, many have the philosophy thatlife is too short to avoid enjoying it as ithappens.


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Delegation:

Employees might not be willing toassume responsibilities, fearful of theconsequences if they do not do their jobcorrectly. (lack of training)

The idea and concept that “God is incontrol” is prevalent, leaving theappearance they are avoiding acceptingresponsibilities and accountability.


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Delegation:

This is often referred to as the “Diosdira, or “Ni Modo” syndrome.

Train team leaders to know what todelegate and how to delegate.

Employment culture in LatinAmerica is based on unquestionedorders, not delegation.


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Acceptance ofControl:

While most employees are notwilling to accept full responsibilityand authority, they resent control.It is a question of basic trust; if thesupervisor has asked them to dosomething, then the supervisorshould trust they are going to do itand do it right.


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Acceptance ofControl:

Since most employees are unwillingto question authority, supervisorsoften get the “I got it” look.

The issue around control is perhapsthe lack of training from thesupervisor.

Not the employee’s lack of ability toperform the task.


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Loyalty:

Most Hispanic employeesparticularly those in the migrantwork force may appear to have noloyalty to the organization.

Hispanics are very loyal to thesupervisor or the person inauthority.

Loyalty comes from trust; if trustbreaks, loyalty disappears.


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Competition:

Most Hispanic workers want to avoidpersonal competition and prefer tohave a harmonious work relationship.

They are very gregarious and dependon one another for survival andsupport.

People tend to travel in groups, ridetogether in large numbers, worktogether.


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Concept of Time:

Life is lived from sunrise to sunset,there is nothing so crucial that it cannotwait until tomorrow. “Mañana”

The present takes center stage overanything else.

Plan meetings to start 10 to 15 minutesafter the announced meeting time.


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The Concept ofPlanning:

Planning is mostly short term.

Today’s plans are well understood,tomorrow is an unknown mystery.

The lack of stability fuels theresistance to make long termplanning events.

Make certain supervisors and teamleaders know how to prepare shortterm plans.


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Education:

Survivors, with strong perseveranceand work ethic.

Education is based on memorizationand is highly theoretical.

Classroom education limited to 3rd

grade, in many cases.

Knowledge transfer is best withpictorial formats.


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Ethics:

Employees find it difficult to talk tomanagement.

Communication takes place anonymouslythrough unsigned notes.

Truth is sometimes compromised in orderto avoid hurting someone’s feelings

Confrontation is not a strong skill.

The fear of losing face takes over.


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Titles:

Titles of authority are veryimportant as a form of recognition.

The title denotes power, and powermeans one can manipulate asituation to one’s liking.

The person with the title commandsa great deal of respect within thecultural group.


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THE RESENTMENTSTAGE

1. Accusing somebody of wrongdoing.

2. Disrespecting him or her in public.

3. Insulting their religion and or national

heritage.

4. Giving the person unwanted

responsibilities.

5. Exercising excessive control over the

person.


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THE RESENTMENTSTAGE

6. Treating him or her differently from

others.

7. Not including him or her in department

functions, company functions, and/or

other events.

8. Not including the family in company

events.

9. Major pay differences in like work.

10. Tyrannical supervisor and abuse of

power.


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THE RESIGNATIONSTAGE

1. The employee makes no effort to contribute

(work is work for 8 hours and that is it).

2. Employees will look for ways to do as little

as possible and sabotage the process while

they are at it.

3. Many absences with or without reason.

4. The employee will wait to be told every

move he or she has to make.

5. The employee is highly political, always

has an excuse for what happened.


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THE RESIGNATIONSTAGE

1. Employee avoids participating in any

company events.

2. Safety suffers and other employees begin

to complain about working with Jane Doe.

3. The employee fades into the background,

you know he/ she is there but are not doing

much.

4. Last to get to the work area, usually first to

leave.

5. Goes out of their way to let you know how

uninterested they are in their work.


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THE INTEGRATIONSTAGE

1. Commits to learning new things.

2. Looks for and assumes new roles.

3. Develops a sense of responsibility.

4. Becomes innovative and involves

others in the process.

5. Talks well about the company and

the management team.


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1. Looks for positive aspect of work process

even when it is not so positive.

2. Inquires about growth opportunities within

the company.

3. Participates in language classes and other

school activities.

4. Work becomes a passion; learning new

aspects of it drive the effort.

5. The employee feels respected and part of

the team, driving the company’s vision and

mission forward with incredible tenacity.


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SUMMARY:

Each one of these stages represents achallenge for both the new employeeand the company.

We work in this industry because welove the people and we love to growplants.

May you be successful in

Growing People Who Grow Plants!

nursery management, green goods industry cultural,l integration growing people who grow plants1

Business

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resentment stage

theintegration stage