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Organizational Roles and Their Impact on Cultural Success
Blending Hierarchy, Performance Expectations, and Reinforcement
Tamara Thomas, Stanislaus County
Agenda
Introduction and OverviewOur Management ResponsibilityRole Definitions/ExpectationsComparisons of RolesCommunication Between RolesOrganizational Change and Impact to RolesBreakCompetenciesExploring Ways to Use Competencies Organizational Hope Feedback and Discussion
Stanislaus Department of Child Support Services
DirectorExecutive StaffManagementSupervisory StaffLine Staff
State DCSS Director
Board of Supervisors
CEO
What does this change really mean for us?
more cost effective higher
performing
Changes are Everywhere
• There are many shifts occurring at Federal and State levels which have been impacting County level work for some time
• These shifts have created a demand for significant change in the typical business practices
• County agencies are attempting to respond proactively to these imminent changes
• DCSS being one of them
Elements of Change
GoalEffectiveness
DepartmentalPerformance
Funding
Three elements that come under scrutiny during any type of change process:
WHY KEY ON THE ROLE DEFINITIONS?
• Establish a Framework that Can be Shared Out• Correct Deficits in Performance• Clear any Ambiguity• Set Appropriate Expectations• Ownership and Accountability for the Culture Change
Need for Reinforcement
• Executive Assessment and Observation• Changing Resources• New Assignments• Incidents of Underperformance• Budgetary Changes resulted in a lack of opportunities
for development• Retirements Created Deficits in Skill• Territorial Walls
Validate the Manager Experience
The experience of being a manager is often the most trying one of a person’s career Rarely is there adequate training Typically promoted because of their technical expertise
– not because of their managerial expertise There is a lack of emphasis on the importance and
training as to soft people skills Managers suddenly have a wide range of policies and
other regulations to apply to their subordinates
Managers Are To Be Significantly More Active In This
Improving soft people skills (ours and theirs)
Improving our general
management skills
Positively affecting
departmental performance
Breaking Silo Thinking
DCSS Goal
Unit tasks
Unit tasks
Two Themes Related to Departmental Performance:Improvement in soft people skills for all staffImproving general management skills
Leadership Competencies
Leadership Competencies What are they? How do you use competencies? How do you build capacity for increased competency in
employees?
Stanislaus County Leadership and Business Competencies
Building Effective Teams Communication Conflict Management Customer Orientation Effective Decision Making Employee Performance Development and
Coaching Ethics and Integrity Financial and Resource Management Managing Vision and Purpose Organizational Performance Management Strategic Management and Planning
Competencies Matter!
Stay tuned, we will be coming back to this concept in more detail later in the presentation!!
• Communication– No Avoidance– Have One on Ones– Transparency– Instill Trust– Clear and Concise– Confirm Understanding– Controlled Body Language– Remove Communication Barriers
KEY COMPONENT FOR ALL MANAGEMENT ROLES
Successful Manager Traits
Time ManagementBreaking Silo ThinkingGroundingDelegationCommunication – DirectivesResponding to Problems
Power of ProposalsTo-do listRecognizing AccomplishmentsTouch PointsLeave and Refocus
Manager III-Executive Staff
• Employee Development• Project Management• Organizational Performance Management• Effective Decision Making• Assignments
What Do They Do?
What Does It Look Like?
Manager III-Executive Staff
35%
15%10%
35%
5%
Manager III Performance Areas
Employee Development
Project Management
OrganizationalPerformanceManagement
Effective Decision Making
Assignments
Role Categories Defined
Employee Development Formal Discipline Corrective Action Plans Mentoring Training Maintaining Documentation Informal Coaching Evaluation Opportunities
Role Categories Defined
Effective Decision Making Set realistic milestones Have controlled judgments Question and challenge processes Go out and find something that needs fixing Be problem solvers Stretch the limits
Role Categories Defined
Assignments Research (CSDA, County, State) Surveys CSE data State Reports State Workgroups County Workgroups County Trainings RFP’s, Director and Assistant Dir needs
Role Categories Defined
Project Management Process Improvement County Directives (Coop, Injury Management, Trainings,
Automation) New Technologies State Coordination (COAP, SLMS) Building Maintenance (HVAC) Conversions Building Moves Board of Supervisor Priority Teams
Role Categories Defined
Organizational Performance Management Observe Investigate Fact Find Measure Report Data Analysis
Manager II-Management Staff
What Do They Do?
• Employee Development• Project Management• Organizational Performance Management• Effective Decision Making• Assignments
Manager II-Management Staff
What Does It Look Like?
20%
30%
15%
25%
10%
Manager I/II Performance AreasEmployeeDevelopment
ProjectManagement
Operational andOrganizationalPerformanceManagementEffective DecisionMaking
Assignments
Role Categories Defined
Project Management Process Improvement County Directives (Coop, Injury Management, Trainings,
Automation) New Technologies State Coordination (COAP, SLMS) Building Maintenance (HVAC) Conversions Building Moves Board of Supervisor Priority Teams
Role Categories Defined
Effective Decision Making Set realistic milestones Have controlled judgments Question and challenge processes Go out and find something that needs fixing Be problem solvers Stretch the limits
Role Categories Defined
Employee Development Formal Discipline Corrective Action Plans Mentoring Training Maintaining Documentation Informal Coaching Evaluation Opportunities
Role Categories Defined
Operational and Organizational Performance Management Responsible Over Supervisor Decisions Maintain Overall Unit Strategy Quarterly Reporting Day to Day Activities Preventative and Corrective Action of Employees Provide Resources Guidance and Authority Staffing Rotations and Structure
Role Categories Defined
Communication No Avoidance Have One on Ones Transparency Instill Trust Clear and Concise Confirm Understanding Controlled Body Language Remove Communication Barriers
Role Categories Defined
Assignments Research (CSDA, County, State) Surveys CSE data State Reports State Workgroups County Workgroups County Trainings RFP’s, Director and Assistant Dir needs
Role Categories Defined
Organizational Performance Management Observe Investigate Fact Find Measure Report Data Analysis
Role Categories Defined
Operational and Organizational Performance Responsible Over Supervisor Decisions Maintain Overall Unit Strategy Quarterly Reporting Discipline of Employees Provide Resources Guidance and Authority Staffing Rotations and Structure
Role Categories Defined
Personnel/Staff Development Informal Discipline Corrective Action Plans Mentoring Training Maintaining Documentation Informal Coaching Evaluation Opportunities
Mid Level Supervisors/First Line Supervisors
Operational and Organizational PerformanceAssignments and Process ImprovementsPersonnel and Staff DevelopmentCommunicationEffective Decision Making
What Do They Do?
What Does It Look Like?
Mid Level Supervisors
Role Categories Defined
Operational and Organizational Performance Work in Complex Environments Troubleshoot with Staff Handle Case Complaints Schedule Daily Work Schedules Maintain Coverage Monitor Quality Assurance Answer Staff Concerns Approve Timecards Keeps the Wheels of the Organization Moving
Role Categories Defined
Communication Peer to peer communication Hold one on one meetings Speak professionally in the workplace See something, say something Be transparent about concerns Report needed improvements Excel in negotiations
Role Categories Defined
Communication No Avoidance One on One Employee Conferencing Written Expectations Staff Meetings Emails Accepting & Providing Feedback Transparency Instill Trust Clear and Concise Confirm Understanding Controlled Body Language Remove Communication Barriers
Role Categories Defined
Assignments/Process Improvements Surveys State Reports and State Workgroups County Workgroups and County Trainings Assist Manager II/III with Special Projects Recommend Changes to Attorney Work Product Benchmark other agencies
Role Categories Defined
Effective Decision Making Observe Investigate Fact Find Measure Report Data Analysis
Non-Supervisory Staff-Line Staff
What Does It Look Like?
Role Categories Defined
Operational/Technical Skill Responsible for day to day activities of classification Work under the unit strategy Interface with customers Perform the mission of the LCSA under the laws and
regulations governing the child support program Comply with all county and department policies and
procedures
Role Categories Defined
Communication No Avoidance Attend and Participate in Staff Meetings Emails Accepting & Providing Feedback Transparency Clear and Concise Confirm Understanding Controlled Body Language Remove Communication Barriers
Role Categories Defined
Assignments/Process Improvements Surveys State reports and state workgroups County workgroups County trainings Participating in process improvement activities Special case handlings at request of
Supervisor/Manager/Executive Cleanup Efforts/Special Projects
Role Categories Defined
Customer Service Complex Requests Interviews Special Requests Complaint Cases Assistance to other County Partners Walk Ins Assistance to other Units
What Were the Collective New Expectations?
Communication Between Roles
Acting at all times in the best interest of the organization Concentrate on values, not feelings Maintaining honesty Identifying solutions, not just problems Have a plan to transform your professional relationships
into decided upon agreements Its NOT personal!!
Communication Goals
• Use Critical Thinking Skills when you communicate• Solve the communication problem• Strengthen the work relationship• Be candid, respectful, and professional
Critical Thinking Skills
Problem Analysis• Do I truly understand?• What don’t I know?• Is there more than what I’m seeing?• Does it make sense?• Why is it different?• Seek reasons for outcomes.• What are the cause and effects of what I’m reporting, or
seeing?• Does the information need to be shared?
Judgment Decisiveness Take the Next Logical Step
How?
Make Time to Discuss Deal with a situation when you first become aware of a
problem or concern Communicate your need to meet and discuss Suggest a time and place Know what you want to say Use a courteous tone Assess the situation and be prepared to communicate
the issue in 30 seconds or less
How?
What does it look like? “There is something I would like to discuss.” “Can we talk for few minutes in private?” “Do you have few minutes right now?”
How?
Explore Differences Assume positive intent Be open to other view points and don’t assume you
know it all. Ask to hear the other side. Explain the situation, need or concern from your
perspective Invite the other person’s perspective Acknowledge the similarities and differences that exist
How?
What does it look like? “This is important because…” “What is your perspective?” “The way I look at it is…” “This affects the work in the following ways…” “What other solutions would you recommend?”
How?
Encourage Respect Encourage respect even when you don’t agree or
understand why a person acted the way he/she did. Demonstrate consideration for the other person. Use respectful communication styles. Stay in the present and focus on the future versus
rehashing the past. Share similar stories.
How?
What does it look like? “I see your side.” “I really appreciate the way you…” “I respect your time, I know that you are busy too…” “I’m trying to avoid repeating…” “Have you ever…”
How?
Take Responsibility Take responsibility to take action Model the behavior you want to see State what you need and your willingness to help the
other person with what he/she needs Reach agreement End on a positive note Follow up
How?
What does it look like? “How about we agree to…” “Let’s try this…” “I’m glad we talked…” “Can we schedule regular status meetings?” “What can I do to make it easier on you in the future?” “My intent is to improve our organization and I need
your input to make sure I’m on the right path…”
Break!!
Key Components for Managing Human Resources
• Reduce Dysfunction and Focus on Efficiency• Setting the Culture and Conditions that
Encourage Good Behavior and Performance
August 20
Examining Your Current Environment
• What are the HR issues that take up the majority of your department’s time?
• “Why” does it occupy so much time?• If you could reduce the top HR issues in your
workplace what would they be?• Take 5 min at your tables and come up with a list of
your top three issues• Pick a table facilitator to share out the 3 answers to the
larger group. Give some substance.
Why Have a Strong HR Setting?
“Why are you the way that you are? Honestly, every time I try to do something fun, or exciting, you make it... not that way. I hate... so much about the things that you choose to be.” -Michael Scott,
The Office
How the Facilitator Sees It
How role development links to other organizational issuesHow managing human resources links to other local trainingStrong HR policy and commitment increases levels of competenciesA strong HR plan reinforces what we say we value
Building Personal Credibility
Constantly treat others with honesty and respect?Admit mistakes?Confront issues directly with candidness and professionalism? Actively seek feedback?Model behaviors I expect others to practice? Develop my own abilities in the area?
DO I…
Things That Get in The Way of a Strategic HR Plan
• Time• Lack of Experience• Poor Role Definition• Negative Leadership Examples• Lack of Support• Lack of Structure• Uniformity and Consistency• Poor Interpersonal Skills
Why Improved Interpersonal Skills?
• It is the one predominant skill people are least prepared to tackle
• It is the least practiced skill• It is one of the most feared skills of supervisors• Deficits in this area almost always lead to other
performance concerns
Turn Conflict into Conversation
Affective Conflict Poorer Decisions Decreased Commitment Decreased Cohesiveness Decreased Empathy Reduced Progress
Cognitive Conflict Better Decisions Increased
Commitment Increased
Cohesiveness Increased Empathy Increased
Understanding
The Need for Improved Interpersonal Skills When Dealing with HR
• Assume Positive Intent• Deliver the Message• Stay Focused and Not Defensive• It’s Not Personal
Causes We Identified
• Neglect of Duties• Time Issues (Late, Sick, Vac)• Confidentiality• Gossip• Discourteous Treatment• Inappropriate Use of Email/Computers• Violence in the Workplace
Reducing Exposure
• Hire Competent Staff • Good Training• Clear Expectations and Role Assignment• Address Poor Performance and Behavior• Use the Corrective Action Process• Document, Document, Document• Keep Good Staff from Leaving
Building Levels of Competency
• Understand that there are differing levels of competency for most work tasks
• Our actions identify our competency• Skill and competency are two different things• One is what we can do, the other is what we DO do.
Competency Definition
• Underlying characteristic of an employee that results in effective and/or superior performance on the job
• It is the “how well” of job performance• Should fit and support activities related to skills,
behaviors, and values of employee development
Implementing Core Competencies
Recruitment,Assessment &
Selection
JobSpecifications
PerformanceCompetencies
PerformanceManagement/Evaluations
Compensation/Reward System
Training &Development
WorkforcePlanning
Defining Core Competencies
The competencies that all employees are expected to demonstrate or develop that are central to the distinctive capabilities and culture of the organization. For example, leadership and customer focus.
Technical Competencies
• The competencies that are required for effective performance in a specific classification or department or to produce a set of work outputs.
• Identifies the skills, knowledge, and abilities that make an employee successful in that, classification or department.
How Competencies are Used
Establish clear work expectations for the present & future
Define high potentials Align the organization’s core competencies with the
organization’s workforce plan Development- individual development plans Selection of internal and external candidates For Performance Management
An Example of Levels of Competency
Competency Exercise
• In your small groups brainstorm various workplace competencies (Examples: teamwork, patience, leading others…)
• Pick one you all agree is critical to any workplace
• Develop 5 stages of that competency using statements that identify the use of that competency
• Rank those levels 1-5, 1 being the least proficient and 5 being the most proficient
Behavior that Encourages CompetencyCORE COMPETEN
CY
UPPER MANAGER MIDDLE MANAGER FIRST LINE SUPERVISORS
Building Effective Teams
• Fosters an environment that encourages teamwork, supports group decision-making and builds good rapport with team members.
• Encourages both teams and individuals to use resources and authority to make and execute decisions. Removes obstacles and barriers to team and individual authority. Holds individual team members accountable for contributing to team performance.
• Understands team dynamics, how to motivate team members and the appropriate assignments for teams. Capitalizes on the strengths of individual team members and maximizes these strengths to create a balanced and well-rounded team.
• Assists team members and individuals to look for opportunities for improvement and lessons learned when decisions do not produce anticipated results.
• Coaches staff on how to assemble talented staff by hiring best people from inside and outside the County.
• Creates an environment that encourages teamwork and group decision-making.
• Assists team with making and executing decisions and holds individual team members accountable for contributing to team performance.
• Facilitates effective team dynamics by making individual team assignments that capitalize on the individual strengths and styles of each team member.
• Recognizes team accomplishments.
• Is adept at assembling talented staff by hiring best people from inside and outside the County.
• Supports an environment that encourages teamwork and group decision-making.
• Assists team with making and executing decisions and holds individual team members accountable for contributing to team performance.
• Recognizes and draws upon the individual differences and talents of team members.
• Recognizes team accomplishments.
• Is adept at assembling talented staff by hiring best people from inside and outside the County.
Building Competency and HR Strategies into Your Succession
PlanningHow Long Before the Culture Changes?Statistics about TurnoverInventory Map on HR eventsTeach Good Facilitation Skills to ALL SupervisorsRole Play in Department and Unit Meetings
Critical Success Strategies for New Roles
• Develop Capacity If you think your tank is too full, buy a bigger tank.
Work hard to increase all your skills.• Build Community Honor diversity, but find common ground whenever
possible. Are Units/Managers unified in potential hot spots?
• Avoid Cynicism -shows a tendency to be closed-minded and disillusioned
• Remove Roadblocks -Look at everything with new eyes.
Applying Competencies to HR Dysfunctions
• Identify Poor Behavior Immediately• Expect that Your Supervisors Perform• Don’t Soft Shoe Around Behavior that Borders a
Violation• Intervene Quickly• Have LOTS of Conversations about Expectations• Speak in Terms of “We” when identifying the culture
of the department• Open Doors for Employee Engagement
Opportunities
Ways to Practice
• Mentoring• Recognize Organizational • Misalignment and Bring it
UP!• Assess your own Alignment• Measure what you Value
• Be REALLY clear, don’t rely on Conjecture, Assumption, or Gossip
• Be Solution Oriented…Find a Better Way
• Role Play
The Role of Employee Engagement
“When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.” ~ Simon Sinek
• The association between salary and job satisfaction is very weak. Research indicates that there is less than 2% overlap between pay and job satisfaction levels
• Furthermore, the correlation between pay and pay satisfaction was only marginally higher, indicating that people’s satisfaction with their salary is mostly independent of their actual salary
• Some have argued that money actually acts as a demotivater, and can “crowd out” intrinsic goals such as enjoyment, curiosity, learning or personal challenge
So Why Does Role Expectation Matter?
• Research is accumulating that shows that engagement is related to performance at individual and organizational level.
• Engaged employees are seen by their line managers as high performers. They provide better customer service; they are more likely to go the extra mile at work, to come up with new ideas and to stay with the organization.
• Organizations with more engaged employees are objectively performing better in terms of profit and employee turnover. Engaged employees are more satisfied with their work and generally have higher levels of psychological well-being.
When Employees Know What is Expected of Them:
Personal Goals and Well-Being
Organizational Culture
Committed Employees
Personal goals and well-being
Organization’s Goals
What Are You Doing For To Yourself ?
RelationsMeWork
Work
Relations
Me
Ahh…That’s Better
WorkMeRelations
Work
Relations
Me
Leave & Re-focus
‘My work day is over – what ever was left or forgotten can be taken care of when I return’
So now – ‘where am I going?’ ‘Who am I going to?’ ‘What are the main tasks to be done there?’ ‘What are the relationships I need to nourish?’ ‘What might that nourishment look like?’
Organizational Hope
Hope has been heralded as a primary catalyst for human creativity, community and transformation.
As places where people come together every day to plan out shared futures, organizations serve as primary forums for hope.
Organizational Hope
Building a Culture of Hope has a high influence on the success of organizations
What are some ways we can instill hope with each other as the organization deals with lacking resources, reduced funding, and customer impacts?
Organizational Hope
In Closing…
People who hope take the stance that any reality whether events from the past, a difficult situation in the present, or an uncertain future—is always completely open to fresh interpretations and the discovery of possibilities.
It is a long and slow process but the expected outcome is a change in organizational culture!
more cost effective higher
performing
So What Does All of Work and Planning Get Us?
Closing Activity
Insight and Action Instructions1. Choose one concept that you have identified
from todays workshop that you would like to develop when you get back to your department
2. Pick an implementation action related to the concept you choose
3. Set a date to accomplish that goal4. Share your proposed action in small groups at
your table
Feedback and Questions?
Tamara [email protected]
209-652-6513
Thank you!
Please be sure to complete the session evaluation.