rethink renew and realign - jamaica...

Rethink Renew and RealignBeyond Salary Increases – Innovative

Ways to Keep Your Employees Excited and Energized

Saturday May 710:00 a.m. to 11:15 a.m.

Facilitator: Patricia P. Holness C.D.; J.P.CEO Registrar General and Deputy Keeper of the Records

Registrar General Department

Brief

• Innovative ways to keep employees motivated and rewarded in the face of salary restrictions and scarce resources.

• Several practical strategies which have been implemented will be discussed Conference attendees will participate in a short fun filled case study. Under the theme “It Will Be Well”

Organizational ResponsesGlobal Change Type of

ExperienceOrganizational Responses

Discontinuous Major Transformational change

Gradual and Incremental

Small Operational change

Rocky and Incremental

Some Small & Some Large

Transformational Innovative and Operational change

Our Environment -These Times• Suicides• Natural disasters• Relationship upheaval• Opportunities for innovation

abound• Angry abusive talking society• Abundance of niche markets

The Environment

• Increase in criminal activity• Internet and other cyberspace technology• Social media– Facebook, twitter, hi5,

• Greedy for gain– Gambling, theft, craftiness

• Worldwide complacency• Lovers of pleasure

Diagnosing Organizational Capabilities

Using Your Office as an example, determine:

1 Where is it currently (i.e. Degree of Experience)2 Where is it going and why (i.e. Agenda for Change)3 What change interventions will get you there. (i.e. Change Levers)4 What is the likely impact of the intended change

programs required to create re-alignment….. ?

Change Levers

• Disciplinary?• Motivational?• External?• Internal?• No action?• Effective measurement of performance?• Genuine love and concern?• Salary Increases?

Vision The process of change begins with

visioning , which involves creating a picture in the minds of all members about what the organization ( and or the new changed state) should be like in the future.

VALUES Values are concerned with what really matters and is worth investing

effort in. Vision is therefore underpinned by values. E.g.

• Performance driven• Results orientated• Trust• Integrity• Respect• Team-working• Feedback

Values help to shape attitudes and behaviours so that they support the change process.

Building a culture for change

• Organizational Culture is about shared understanding and meaning built up over time, which influences perceptions, decisions and behaviours. Culture can act as a restraining force, if the proposed changes go against the grain of history and traditions of the organization. Therefore attempts must be taken to build a culture supporting change.

Components of Culture

• Symbols• Behaviours• Attitudes• Values• Assumptions.

Changing Culture-Strategies

• Leadership• Symbols• Values• Re-education• Joint diagnosis of the need for change• Exposure to the realities of the environment• Harnessing participants/leaders/members with new

ideas and attitudes

Changing You

You can’t change other people’s mindset unless you are prepared to challenge your own. Therefore in order to change others, you will have to first change your own

• Assumptions• Beliefs• Values• Attitudes• Behaviours

Walk the Talk

• The behaviours of the leaders who initiate change will be closely watched to see if they are consistent with the objectives of the change program.

You Have Control

• It’s paradoxical but true that the person over whom you have most control is yourself, but the hardest person to change is yourself.

• For personal change to take place it involves a process of letting go of the known (i.e. the status quo)

• It involves death of old attitudes etc

Letting Go

Letting go is extremely difficult as it is a process that is perceived as being filled with uncertainty, risk, doubt, fear and trepidation, as people are attached rationally and emotionally to the perceived certainty of the status quo. Change is thus painful as it involves letting go of:-

• Status and power• Hugh investments in the past • The formula for past success• Comfortable and familiar roles• One role before you can see the next LETTING GO MEANS LOSS MEANS DEATH AND IT HURTS !!!!

Rahe’s Stress Scale (extract)

STRESSORS SCALE• Death of spouse/child 10• Divorce 8• Marital Separation 7• Jail term 7• Job Loss 6 • Death of a close friend 4

The Process of Loss The process of loss involves a transition from

shock to internalization as is indicated below:• Shock (Immobilization)• Disbelief• Anger• Depression• Acceptance of reality (letting go)• Testing (new behaviours and new lifestyles)• Search for meaning (Rational) • Internalization• New Action

Change

Is a threat and also an opportunity and a new beginning.

Growth

• Growth will only occur where there is moisture– Care– Compassion– Empathy– Buffeting self– Humility

Destabilizing the Status Quo

• The implementation of change starts with creating a general perception that the current ways are no longer working.

This Creates the motivation and readiness for change

The Change or Transition stage• At this stage we need to create the conditions of

psychological safety, while members struggle with new risks, tasks, technologies, processes, perspectives etc.

• Counseling• Coaching• Mentoring• Team-working• Training & re-education• Introduce new structures and processes• Situational and Transformational leadership

Productivity Levels

During transition an organization’s productivity level invariably falls.

• Manage expectations of key stakeholders• pray

Making resistance support the change

• Identify sources of resistance.• Identify real or perceived negative

consequences of the change for key stakeholders

• Convert resistance to momentum supporting the change objectives..

Mentorship

• Investment - Treat interaction as an investment

• Feedback - Give protégés honest feedback

• Good Relationship -provides the glue during mentorship process

• Encouragement– -protégés will make mistakes but give support– Reward effort as well as success

• Help newcomers – the less experienced the emerging leader the more help they will need to navigate the obstacles

• Be Patient - share your skills

COMMUNICATE LIKE CRAZY

Communication must be • two way:- • rational • emotional• Open• Information undermines uncertainty & fear.• Information is understanding why change is

necessary.

Support Mechanisms

Four types of support mechanisms, psychological, social, physical and spiritual.

• Psychological -counseling, mentoring and coaching• Social - Team-working, stress management, fun times • Physical- Change of infrastructure, gym facilities, access for

disabled, seating, comfort etc • Spiritual- Meaning, change in perspective,

– expelling trapped negative energies – physical – seek GOD– exploring a deeper closer walk and relationship with God

Managing The Human Feelings

• Jealousy – seeking a reward without qualifying?

• Envy – counting the blessings of others• Be consistent• Be fair• Be respectful

The Journey to excited and energized employees

•May be long but the reward is worth it

Innovative Ways

• Innovative ways of ensuring employee satisfaction on the job, motivating employees, empowering them to move to levels previously unknown and grasping these opportunities with passion and commitment knowing that “It Will Be Well”

Innovative Ways cont’d

• Performance Related recognition–CEO/MD for a day• All employees who qualify as employee

of the month gets the chance to be the CEO for a day• All the perks, meetings, responsibilities

–Chair a senior meeting

Innovative Ways cont’d• Innovative Communication– Meetings at unusual places (incl. Staff meetings)• Beach / River Park – meeting first, fun afterwards• Restaurants of employees’ choice• Group sessions on yacht


• Innovative Communication–Managers’ meetings• An opportunity to shine• Rotate the chair

– Supervisors meetings• Without Managers• No formal minutes – decisions only


–Meet the CEO• CEO attends each and all Departments

personally and allow free discussion

– “Keeping In Touch”• Special communication to tap into current

events and indicate whether or not it will impact staff


–Open house• Introducing new policies or procedures• Shared responsibilities

– Intranet• Segmented

–With customers• WOW


• Flexi Hours– Early times– School breaks– Nursing mothers

• Time off to attend to back-to-school needs– Controlled time– For parents and guardians only


• Post Baby / Childhood photographs– Get individuals to guess who

• Special Break-Time socials– Leave your desk– Identify meeting points– Homemade cookies– Rotate the staff members who supply pastry


• Dress down days– Keep it professional– Comfortable and relaxing– No surprises!

• Baby and bridal showers – Make them a surprise and the greater surprise

invite their family members


• Birthday socials– Group birthdays and celebrate

• Friday Fun– Games and snacks


• Recognition at general staff meetings– Surprise them with a banner with their names

• A Rosebud in a small vase is not too small


• Walkathons– Join other walkathons and wear company polo

shirts and celebrate winners.

• Reward – Going to the individual’s charity of choice


• Share the memories. – On retirement – give a scrap book or CD of photo

memories (having taken photographs regularly)

• Elect them to the Wall of Fame– Employee of the month, Quarter or year

Beautifully framed in a public place for staff and customers to see


• Labelled parking spaces– Permanently for certain positions– Temporarily for staff members with children and

officers who need to pick up and return quickly


• Paternity leave– The fathers need to feel appreciated

• Publicize their successes. – Encourage others to aspire to it


• Work from home– Use your lap top– Reward commitment – Develop trust– A cake in the oven while working or watching the

kids at soccer


• Remember the most underused words. – “You have made a difference” – “That’s so sweet / kind / generous of you”– “Thank you”

Case Study

Case Study

• There is an opening for a Manager to Act for 24 days and be paid at a higher level. The HR Department after sharing their recommendation for Ms. Excite to act, was advised that she is having a conflict with another employee in her Department - Ms. Innovative. Ms Excite is however the best suited for the job – analytical, passionate, professional and innovative. Ms. Innovative has displayed intellectual prowess and has a brilliant mind but has recently joined the Department. You are the Managing Director and the HR Manager brought the case to you asking that another person act instead.

• Working for 10 Minutes as a group, Find an innovative way to reach a solution which will benefit both Ms. Excite and Ms. Innovative.

Excited Employees

• Excite – Raised to a higher energy level• Evidence– Willing to go the extra mile– Always looking forward to being at work– Accept additional tasks willingly, even gladly– Conceptualize new actions to move the Agency

forward – at any level

Energized Employees

• Energize – Stimulate• Evidence– High energy– Consistently gives innovative ideas which are

implementable– Current in all aspects of their work– All customers satisfied– Ongoing giving of recommendations for improvements– Solutions oriented – not gripers

The Gains

• Healthy and fulfilled employees• Reduction in absenteeism• Increased punctuality• Reduction in health costs• Shared efforts to win• Increased efficiency and effectiveness• Greater team spirit and positive atmosphere• Ease in introducing new procedures and policies• Increase in trust

Gains translate to

• Happy and committed customers• Increased sales• Increased income• Reduced costs• Extension of job interest to family members• An employer of choice• Free unsolicited advertising and positive feedback for

improvements• The WOW experience realised

It’s Worth It – Let’s Try It

ARE YOU READY???

YES!!!!

Thank You

Any Questions

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